Daimler organization culture Assignment Example | Topics and Well Written Essays - 3000 words

Daimler organization culture - Assignment Example 305). Moreover, neither the Americans nor the Germans liked the merger, and it destroyed both companies. Chrysler was faced with falling profits shortly after the merger, which destroyed Chrysler’s market advantage; meanwhile, Daimler was faced with the fact that their products were not as quality as they once were, which destroyed Daimler’s market advantage (Markowitz, 2003). The end result was that the company posted losses almost immediately after merging, and this occurred from the beginning, and Daimler had its biggest loss ever in 2001. The two companies finally de-merged in 2007 (Banal-Estanol & Seldeslachts, 2007, p. 1). Chrysler probably should not have been looking for a merger at this time, however, the CEO of Chrysler, Bob Eaton, felt that the coming years would bring problems for the company for three reasons. First, there was the issue of overcapacity. Chrysler had too much inventory and needed a new market, and wanted inroads into the European market. Two , there was the issue of environmental concerns, which threatened the existence of the internal combustion engine. Three, Eaton saw a retail revolution that would empower buyers (Tuck School of Business at Dartmouth, 2002, p. 1). Daimler was also looking for a partner. It had failed to make inroads into the American market, and was longing for a partner that would help it do so (Tuck School of Business at Dartmouth, 2002, p. 3). Daimler was also vulnerable, in that its company was dominated by one brand, Mercedes-Benz, which made up 95% of its sales. Therefore, it needed to diversify (Golitsinski, 2000, p. 10). A merger of equals proved not to be the case, however, as the German company Daimler insisted that the new merged company be domiciled in Germany, and Daimler CEO Jurgen Schrempp stated that Daimler would never be a junior member of any merger, and that Daimler must take the lead in the merger (Badrtalei & Bates, 2007, p. 309). Moreover, Schrempp never envisioned the company to be anything but a German entity. Finally, there was the issue of the name. While Bob Eaton, the CEO of Chrysler, wanted the name to be Chrysler-Daimler, the German company once again got its way, and the name was Daimler-Chrysler. Thus, Daimler managed to dominate on all the key issues – domicile & name, while still pretending that the merger of the two companies were equal. Later, Bob Eaton was made co-chair of the organization for three years, and this created a huge leadership vacuum in the United States end of the operations (Badrtalei & Bates, 2007, p. 309). Thus, within a year after the merger, many of the key executives from Chrysler had left the merged company and the stock prices for the company plummeted. In the end, however, much of the problem was that the merger involved a clash of cultures. Culture conflict is one of the leading causes of merger failure (Weber & Camerer, 2003, p. 412). The analysis of this problem, with regards to the failed merger of Daimler and Chrysler, will be conducted by using Hofstede’s Cultural Dimensions. These cultural dimensions represent four different ways that countries differ from one another in a fundamental way. The first is individualistic verses collective –

Compare and contrast acute and chronic leukemia, in the answer, Essay

Compare and contrast acute and chronic leukemia, in the answer, discuss the differences between them in symptoms, diagnosis, treatment and prognosis - Essay Example Acute leukemia typically affects children (Coleman and Tsongalis 2006). Acute leukemia occurs for a short period of time in terms of days and weeks. On the other hand, chronic leukemia is not as common as acute leukemia in children. It mostly affects adults. It takes a bit longer to generate, and affects more mature cells. Chronic leukemia may develop over a long duration, which can be in terms of months or even years (Dugdale 2012). In acute leukemia, symptoms are quick to manifest while in chronic leukemia it may take more time to manifest these symptoms. However, symptoms of both types of leukemia remain the same. Patients of both types experience breeding or bruising, abdominal pains, difficulty in breathing, and recurring infections (Skeel and Khleif 2011). Nevertheless, due to its gradual onset of symptoms, therapy for chronic leukemia is characteristically less aggressive that that of acute leukemia. On diagnosis, acute leukemia is diagnosed by blood tests. Usually, the acute leukaemia cell can be spotted or seen circulating in the blood. A bone marrow test is also carried out to diagnose the type of cells involved (Skeel and Khleif 2011). This helps doctors make decision on the best choice of treatment to go for. On the side of chronic leukemia, the initial assessment involves an analysis of the bone marrow and peripheral blood, or both (Moreau 2008). Treatment of patients with acute leukemia is usually with chemotherapy, which is normally given through veins (Swearingen 2008). Chemotherapy is used to kill fast dividing cells. In some cases, a bone marrow transplant can also be recommended by physicians. Just like acute leukemia, chronic leukemia patients may be subjected chemotherapy in order to reduce the number of lymphocytes. Commonly used drugs include alkylators (Faguet 2004). They are taken for cycles lasting ten days for several weeks depending on the results anticipated. However, total disease reduction is not the aim; instead, the