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Term Paper Title	______________________
# of Words	7191
# of Pages (250 words per page double spaced)	28.76

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MANAGING PEOPLE IN AN ACQUISITION

MANAGEMENT THEORY & PRACTICE
SESSION 1998/99 PROJECT PAPER

PREPARED BY:          BHUPINDER SINGH
                         NG KENG YII
                         NIKKI LEE SIEW HONG
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MANAGING PEOPLE IN AN ACQUISITION

CONTENTS

1.0 OBJECTIVE OF THIS PAPER

2.0 INTRODUCTION AND BACKGROUND
2.1 External Environment
2.2 Chronology To Events
2.3 Objectives for Acquisition and Opportunity for RHB

3.0 CORPORATION PROFILE
3.1 RHB Bank Organization Profile
3.2 RHB  Bank Leadership Profile
3.3 RHB  Bank Vision and Mission
3.4 Sime Bank General Organisational Profile

4.0 MANAGING INTEGRATION
4.1 Merger Integration Office – M.I.O.
4.2 Integration issues addressed by M.I.O.
4.3 Integration issues not addressed by M.I.O.

5.0 MANAGING THE SOFT ISSUES
5.1 Culture Differences
5.2 Stress, Uncertainty, Anxiety

6.0 LEADERSHIP
6.1 Why is leadership important in an acquisition?
6.2 How can leadership be effective in this case?

7.0 CHARTERING A BETTER COURSE

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1.0 OBJECTIVE OF THIS PAPER

Management in Malaysia today faces harsh economic realities. In juggling and weighing all strategic and economic options needed to survive, one area where management, we believe, fails to address in a holistic manner is the “people issue.” This dynamic force is by large not handled in a conducive manner as was evident in the Sime-UMBC. Our case study here of the recent RHB Acquisition of Sime Bank is an attempt to investigate how this organic issue is managed. We highlight some of the people issues generated and shall attempt to analyse and address them in an appropriate manner.

2.0 INTRODUCTION AND BACKGROUND

2.1     External Environment

The year 1997/1998 brought to the South- East Region, a cycle of events that led to a downward spiral in the Asian economies. The events that caused the crisis were the breakdown of managed exchange rates, excessive private sector borrowings, the collapse of asset markets, and foreign debt maturity crisis across the region. The financial services sector was one of the hardest hit.

The government intervened in an attempt to restore investors’ confidence, to create money inflows and an environment that would support the return of the economy to a
growth path. The Deputy Prime Minister at the Dewan Rakyat on 24 March 1998 announced a package of macroeconomic measures for the financi...

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