|
PricewaterhouseCoopers: Changing Economy, Mission, Design
Compare the cultures between Price and Coopers. Are there differences?
Price and Cooper had different cultures before merging. Price had an efficient internal structure that operated in the U.S., Asia, and South America. Price customers were in the chemical, entertainment and media, and energy industries. On the other hand, Coopers had a weak internal structure that caused a lot of internal competition and turmoil. Coopers specialty of services and customers were different from Price. Coopers main presence was in Europe. Coopers specialty was in consumer products, manufacturing and communications in the international arena.
What pressure does this merger put on the rest of the industry?
The merge put pressure in the competition, the customers, partners, an in the new merged company itself. After the merger, other companies in the industry felt the urge to merge. Fear of aggressive competition pushed companies to start negotiating merging options. The merge also made the competition revaluate their internal structure to accommodate for the changes in the environment. Customers were also affected because of conflict of interest due to bigger company providing services in different departments for the same customers. The different departments may hesitate to go against each other if conflict exists between them. Partners from the merging companies may decide to separate due to conflict of interest between or with the merging companies. Partners from rival companies may decide to join the merge leaving the competition with fewer resources. The company itself is under pressure to restructure. The culture clash may leave unsatisfied workers and customers.
Would you classify the accounting/consulting work design as small batch, mass production, or continuous process according to Joan Woodward's classification?
The accounting/consulting work design is a small batch. According to Joan Woodward a small-batch production creates a variety of products or services crafted to fit customers’ specifications. The accounting and consulting services have to be designed according the customers’ situation and needs. The services can not be elaborated without knowing the customers. A specific strategy for accounting or consulting can not be design so that it satisfies all the customers. Companies can develop general accounting and consulting, but they need to analyze the customers’ situation and needs to design a specific course of action.
|