"Growing for Broke"
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The purpose of this paper is to introduce, discuss, and analyze the case study "Going for Broke" by Paul Hemp. Specifically it discusses the case study's relevance to the human resource side of Paragon Tools, and what the merger would mean for the human capital of Paragon. The paper examines how throughout the study, consultants, managers, and staff weigh the pros and cons of the issue, but interestingly, no one brings up the human resource concerns, which seem to be quite vital to the overall outcome of this case study.
From the Paper:"The corporate culture of the company would change, especially if the CFO decided to leave after the merger. The company would see growth in employees, and that would mean adding managers, as well, which would require strategic HR management and planning. They would have to decide on training and hiring practices, but even more, they would have to engage in a major recruitment if the CFO left the company. In addition, they would have to complete the recruitment as rapidly as possible, because the new, larger company would require sound fiscal planning and forecasting immediately, since the merger was costly and the profits were not expected to expand overnight. Leaving that position empty for two long could reduce the profitability of the merger, and could actually add to the failure of the merger if the return on the investment did not occur as soon as the budget and forecasting required. "
Sample of Sources Used:
- Hemp, P. (2002). Growing for broke. Harvard Business Review, Vol. 80 Issue 9, p. 27-37.
Cite this Analytical Essay:
"Growing for Broke" (2010, June 16) Retrieved August 17, 2019, from https://www.academon.com/analytical-essay/growing-for-broke-127931/
""Growing for Broke"" 16 June 2010. Web. 17 August. 2019. <https://www.academon.com/analytical-essay/growing-for-broke-127931/>