hai, I need 2500 + 10% words paper for the attached questionWhat conflicting values are at stake in the case? Identify and explain, using relevant management theory and concepts. Contextualize your an

****** Pharmaceuticals *** ********* **** Merger *** AcquisitionIntroductionThe **** ***** ******** the challenges ********* in ************ *** ******* ** ******** ******* evaluation to ****** **** *** agreement *** must ******* **** ******* ************ measures must ** *** before *** ***** agreement as **** implications *** ***** ** *** **** ** ****** Pharmaceuticals and BioHealth **** *** ********* *** not balanced ******* to **** conflicts This ******** *** ******* productivity as ** created a negative attitude ** one ** *** companies Besides ******** walk out was ****** ****** *** to the ********* **** *** **** met *** ***** **** ********* the case ** ***** ******** and how ** impacted *** ************************ ******************* that ***** **** ****** ********* *** ** implicated leading ** * ********* in *** ************ established *** *********** primary values ** this ****** is the *********** ***** ***** ** **** ******** ** ******** ** ** ***** ***** *** ********** ******** ******** ** **** ******* **** not ******* ****** *** rather ******* ********* **** *** ****** ******* ****** *************** and ********* **** was being *** ** ***** ***** *** *** **** ** ********* some measures ****** the ******* ***** *** ****** Role ******** *** power conflict *** the ******** ******** realized in **** merger ***** ***** have used * **** ** ******* in ****** ****** right ** the ******* ** the regulatory ******** ** is arguable **** *** *** leaders were driven ** ***** ******* interest that focused on ********* *** ****** ** **** ********* ********* **** are at **** ** *** ********* ******* ** **** ** the speed ** ******** *** ******* *** management ***** ** * ********* ** ******** ********* in *** senior **** *** this *** **** *** ******* tend ** ******** ***** ** ** ***** ******* *** leader ***** a ***** ************* in the ********** *** other ***** it ** ** done ********* ********* **** by Kaspar *** ***** *** *** ** context in **** scenarios ***** **** ** ********* ***** * ***** **** *** ** *** ****** ** the ****** ** was ******* **** they have ** in-depth ******** ** determine *** they ***** ******* *** *** issues *********** ** *** expense ** ******** ** *** ********** ******* **** ********* ********* would **** **** **** assess *** **** ******* ** **** as *********** ******** It ***** help ** ******* ****** right ** *** expense ** ******* **** * ***** ********* Based ** the case ***** it was ******* **** ******** *** ** ******** differences ***** ** ******** The protection of the ****** ** ********* ******* **** differences in the provision ** * ******* *********** **** ** *** issues **** ******** ** *** ****** present ******* ** ******* ** ******** ********* ******* ***** ** *********** ******* ***** opines of *** staff working ** the ***** ** his choice ****** ** focused ** ********** *** staff **** *********** becomes a ********* ** the ********* ******* is *** ***** much ******** due to *** ********* **** *** ********* ******* ** not ********* ******** as *** ****** does *** ***** ** *** balance in *** ****** executive team ******** ***** **** the selection ******* **** *** ****** the ****** of *** ****** *** ****** ** ** ****************** of *** ********** *********** ******* initiated in *** *********** ******* ** *** ********* *** it ******* ****** ***** ** no ***** **** in *** ********* and topo ********** staffing ***** ********* drive the leaders The *********** management ****** ******** **** ** *** ********* **** ******* This ** concerning ***** *** *** ** ***** **** ** ********** *** contingency ****** ******* *** size ** *** ************ technology *** style ** ********** ********* ** **** ****** *** ****** ** a ****** **** describe *** ***** of ********** *** *** **** * ****** ***** ** an organization ***** ** ** ***** **** and technique ** ******** the organization ****** the merger ************ **** ******* ****** *** positions ** *** *** ************ Each **** his *********** ** *** ************* ****** Kaspar ***** *** *** ** position ****** marketing ** **** ** ********** in ****** ***** ** *** other **** **** *** *** *** CFO and *** **** of ******* During *** ************* period Steve *** *** ****** the state ** ********* He did *** **** a ***** plan ***** *** of the employees ******** ********** him ***** **** **** most of *** ********* ***** ***** *** ******* ** *** positions that **** *** *** ** longer ** **************** the ******* ******* to *** *********** ******* does not ****** *** ***** leadership ****** When *** leaders **** ********** ** *** ********** **** **** **** ******** to ***** employees **** ** **** ***** *** **** ** ********* ** the ********* ****** *********** ** **** are at **** ** ****** their status quo The ******* ******* ** *** *********** *** ** ****** as ******** This ** about *** ******** in ***** Steve felt **** ***** *** * **** ** ***** *** Dewaal ***** **** *** located ** ********* *** **** *** ** **** *** ********* plant that *** located ** ******** An evaluation ** this **** ** leadership organization shows **** *************** as each ****** *** ***** *** the positioning ** the ****** ******* the ********* **** ****** ***** ***** ******* ** ensure **** *** ** the ********* **** * **** ** the ***** ******* ** China ***** *** *********** and *** ************ ***** **** that ****** ****** ********** business *** that ***** ******** *** ******* of *** Bombay ******* *** ********* ******* **** *** based in ***** had much ******** **** *** ***** and ** company *** ******** *** ******* *** *** ** ***** Krug ** ********** *** *** ** ********** ****** and *** ****** the ******* for ****** ***** years Steve had * ********* in *** ******** **** he **** would *** ** ************ the ******** *** conflict of interest arose ** **** *** as **** *** *** ********* ********* ***** had *** preferred candidate *** *** ******** The ********** *** was ** take ** the ******** *** ***** ************ **** ** ***** *** understood *** ******* ** *** **** ** ******** Failure to ***** the ******** the ******** ***** ****** ** ******* *** of *** ******* The ********** ********** ********* * ******** ** **** ****** *** Steve ****** ***** ** meant **** **** ****** ***** ********** their ********* and **** **** ***** *** ****** had been agreedStaffing ** *** ** the *********** challenges **** companies ********* The ********** ****** *** ****** *********** when ***** *** ** ******** ***** Most ************* **** **** performing employees *** ** poor leadership ******** *** ************** The **** ** *** ****** ** *** in ***** employees **** *** ******* company ***** adversely be ******** ** *** ****** The *********** who **** ********** in ******* departments ***** ****** ******* ********* *** *********** meant **** cultural integration ***** not ****** * ******* ** employees would work ** ******** *********** ******* **** *** *** apply ** all ********* ** **** ** *** employees **** the cultures ** ****** did *** ****** ********* ** ***** *********** ************* overshadowed the ******* culture ******* to people ******* ** areas that they did *** have * cultural basis ****** * *** * postulate **** ********* **** ** **** ** *** ******* ** ********** ** per ****** * ******* ** ********** ******* ** ********* ** *** ****** * leads ** a ************* *** trust-based ************ ** this ********* *** ********* ******** ********** ** work ********** ******* ****** ************ **** the ****** ******* ***** Thus there **** *********** in ******** ********** ability ** the *** companies ***** *** mergerRecommendation to *** *********** *********** Steve *** ******** ** ****** the meeting **** a **** ** *** to address *** issues **** would ***** due ** *********** The **** *** ** **** an approach ** *** ** ***** ** ********* *** *** ********** ********* the key ********* ***** **** **** ** ***** *** ***** the **** ** it would **** ** **** ******** ***** ** the ******** * ***** ********* **** **** ***** *** Kaspar create * **** **** would allow them to ******* *** ****** *********** **** has ******** in the new organization ***** *** ****** With ************* ** ***** ease *** fears that ****** *** ** *** ****** *** ************* ******** ***** **** **** **** for *** ********** *** selection of the *** ***** ** *** *** ************ With * proper ************* **** it would ** **** ** harmonize the two ********* ** ****** ************** *** contractual terms **** **** *** ********* ******* ******** *** to *** ******* ********* the plan ***** ******* an ********** of the top ********* positions for *** *** ********* *** *** ******* must **** ** ******* **** *** ********* process **** ***** help ***** *** ****** ******* ***** ********* ** ** ************* that *** *** ******* **** * **** **** *** ** ********* ** ***** further uncertainties ***** *** ************ ***** approach that ***** ** taken ** ******* such ** issue ** ** ***** ** ******** ********** during *** ******* ******* *** ******** ********** *** first benchmark by ********* of *** ********* ********* *** ****** ** ********* process **** compares *** ********** to ***** **** *** ********** ***** **** ******** *********** *** **** in *** ********* **** ***** have ********* ** ********* integration ******* **** ***** **** ******** performing interviews ** **** ** ** ******** analysis * feedback ****** ***** be utilized ** ******* *********** that ***** *** ** *** ********* ** ******** ********** would **** *********** of the ********** *** **** * match ***** ** *** competencies *** consultants would benchmark *** ****** **** the ******* ***** *** well ********* **** ***** **** aided Steve ** ****** ******** ********* **** ***** **** *** ****** ************ * ****** ***** ** **** ******** et ** 2015) The conflicts that **** ******* ***** be ******* ** a ****** *********** ******* ***** be ****** would recommend **** a balance in *** ********* ******* ** ***** ** ** ***** **** reduce *** ********* that ***** **** ***** ensure that ********* integration ** ******** ** the long run *** balance would ** achieved **** a 50:50 balance ** ********* ** ********** **** would ** **** **** *** *** ********* ******* **** *** ***** on *** ********* **** would ** held This could ensure **** each member is ********* **** *** process **** ***** ** a ******* ** the ******** negotiations ***** ** **** ** ****** that the *** ******* **** ** * ****** ************* It ***** ease the *********** ******** **** ** ***** ** Steve (Fubini ***** ***** ***** ***** The selection ******* ***** ** **** and ****** **** *** ******** ********** ** *** *** ***** is ******** ****** *** ******* ********************* ** ** and Senior ********************* ******** **** as **** ** *** two ****** executive ***** require practical approaches ** **** ****** a pleasant ********** ** the organizational ***** ** * ********** I would ****** **** *** HR *** ****** ********** ******** *** ********* *** *** ****** **** they **** ********** This ***** ** ********** ******* *** ************ building ******** **** such ******** *** ********* ** will ****** **** ** ****** ** *** overarching ****** **** ***** they ***** ******** the ****** *********** ***** the ********* **** the cause ** *** ***** ** was ********* that separation of the interest ******* ***** *** Kaspar be **** * proper ********** ***** ****** **** *** parties negotiate *** ****** ************ **** ***** ***** ***** be weighing ** **** ***** **** *** **** ****** This ***** require effective ********** ** ********* *** issue that *** **** ***** **** *** ***** ************ ***** ** would result ** ****** a ****** **** is ***** *** *** benefit ** *** ** and *** senior ************** a ************ ******** dialogue ** ******* ******* *** ** and the ****** team it ******* **** ** ***** ** the ********** ****** **** ****** *** two ******* ****** *** ****** ********* **** ************* *** ***** ******* ************* ** * ******* ** ******* **** ** ***** ** *** ****** problem **** *** ****** *** process of *** new ************ ** this ********* *** ******* will ** required to ***** ** *** ******* that *** ****** ******** in *** ****** This can *** ** ************ * ****** ground of ************* During *** ********** *** interest and ****** *** conclusively ****** upon which *** best choice **** supports ******** is strengthened ** ****** to *** *********** ****** during *** dialogue *** ********* * common ****** ** *** ****** ****** **** can bridge *** gap **** exists ** *** ****** During *** *********** ******* *** ********* ********** **** ******* the ******* *** ******** ****** are delineated ********* ***** This ***** to the smooth *********** of *** ********* *** ******************* that *** ****** ******** *** ** ****** *** *** ****** ** ******* the differences that *** **** ** employees quitting their positions **** *** ****** ****** *** *********** * ********** between *** ** ****** and ***** *** ******** The ****** that ****** ******** *** ****** and *** *********** *** aside ****** conflict *********** *** ******** *** ****** **** *** ****** progress *** discussed *** respect for *** ****** ** each member ****** ** ******* ** ****** **** *** *********** ***** * standard ******** In **** case it would ** ******* **** the ********* agree ** **** *** ****** the merger *** ********* on ****** ***** ** ******* ********* **** ******* *** ** *** company This ** turn results in ** ********* **** ******** ****** *** diversity ** *** *** ****** **** ** ********* ** met ** ******** **** *** ********** **** give room ** ******** ** *** *** ****** The mode of ********* **** ** ****** ** *** negotiation agreement **** **** ******** *** the ***** **** *** create ******** ********* ***** * ********* environment both in ********** *** employee *********** **** ** ****************** and organizational *************** the ********** and ************ ******** **** an ****** on *** ****** ********* ********** orientation as **** ** ******** motivation and performance In *** **** ** ****** *************** *** ********* **** ****** *** organizational ****** *** ********* **** **** in ***** facilitated the ********* ** the ********* *** ******** **** vital ** **** ********* the ******** ********** *** ********** ********* *** ***** ** *** ************ From *** **** study ** ** evident that ********** ********* ********* ******** *********** *** instance Steve's ************* ** ********** *** ** impact on *** ********* ******* the *** *** ** **** ********** ********* Allison *** ***** ******* had * **** ****** ** leaving their ********* as *** management ********* **** *** **** *********** by ***** *** *** ***** **** ***** employees in the ************ could ** affected in the ****** ** **** ***** **** **** they **** not ********** to ** **** ** the ************ (Slack & Brandon-Jones ***** **** ** * ********* of how ********** ********* could ****** employee *********** ***** of *** ********* ***** ** detrimentally *** Those who ***** stick ****** ***** **** **** *** company *** ******** them ** *** *********** **** for the ******* ******** **** ***** ** involved **** **** urgency *** ** *** ******* of betrayal Their ****** ***** ** affected ** *** **** *** as **** **** ******** ** *** ***** of **** ******* ** ********** *** need *** ****** ********** ********* ** ******* *** expected ****** *** ********** ********* in *** merger and *********** practices could ** ******** ** ****** that *** ************ is attained *** approach ***** by ***** ****** the *********** was *** appropriate *** *** aftermaths could be **** in the operations **** *** top ********** *** * ***** plan for the ********* ** ** possible ** ********* ********** and ******** ******** retention **** in turn impacts ************ ********** *** management ********* ** ****** **** well ********** ** they could favor *** ******* *** ********* ***** ** ********* and ******* ****** ** the ******* ** ***** ** support **** *** ********** and ********** approach one **** have * ******* ** ** ********** *** ******* The company **** was *** ** Steve was ** **** ***** as *** ********* *** *** understand *** processes *** *** ************ of the ****** ********* ** ** ******* that *** ********** ******** utilized ** an ************ ********** the ******* ** the organization ********* ***** Forth 2016) Despite *** ****** ***** ** ***** ******** ****** **** on *** rise *** ** ***** ****** *** *** ****************************** agreement ******** ********* ******** before a ****** The ********** ******** *** an impact in employee leadership motivation *** *********** ** ** ***** **** ****** ********** practices *** employed *** *** ******* of *** ************ Therefore ***** ***** *************** **** ** ******* a ****** ******* **** ****************************** P ***** ***** * ****** Work ************ and ***** ******** *********** **** ******* matter? ** Comparative ********* Employment ********* *** ******** ******** ********* Londonhttps://wwwacademiaedu/16611822/MERGERS_ACQUISITIONS_AND_CORPORATE_RESTRUCTURINGDavid * ***** (2001) Who **** *** ****** ********* on *** 19 2019 **** *** ************* Business ******* ********************************************* * * *** * C Wong * * ***** *** * ****** ******* & ************ *** *************** ******** *********** ****** of Quantitative ******* and Accounting **** https://wwwopenedu/openlearn/money-management/employment-relations-and-employee-engagement/content-section---referencesFubini * ***** * & ***** * ****** Mergers: ********** performance *** ********* ****** ******** ********************************************************************************************************************************************* S Peng M W *** * ***** ******* C * (2015) ******* *** ************ in *** *** ** ******** ********* ******* ** World ******** 50(4) ******* ********************************************************************************** P (2016) ****** ***** ***** *** Management ** ********* ************* ************* Perspectives 88 https://booksgooglecoke/books?hl=en&lr=&id=7tC-DAAAQBAJ&oi=fnd&pg=PA88&dq=Lorange+P+(2016)+Merger+among+Firms+The+Management+of+Corporate+Acquisitions:+International+Perspectives+88&ots=NNI8ncWTNx&sig=dBx419Kc4_llFQNosIinCZFOCu4&redir_esc=y#v=onepage&q&f=falseNelson * ****** Mergers *** ************ **** A ** Z ****** **************************************************************************************************************** * ***** ************* * (2018) ********** and ******* management: principles *** ******** *** ********* ****** ******* ** ********************************************************************************************************* * (2018) ************* ******** resolution **** ************ ******* ************************************************************************************************************************************ * ****** Conflict Resolution: ** *********** ** *********** ** ******** ******** ********** ********** ** ************* ********************************************

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