Research Paper on:
Case Study: Perot and General Motors

Unformatted Sample Text from the Research Paper:
Perot and why the merger should not have taken place at all. Perot and Smith were not able to accomplish the changes they set out to accomplish with the  merger and this paper goes into the reasons for that. BACKGROUND When General Motors and Electronic Data Systems merged it started out with an unfair playing field  to begin with. To the surprise of most of the General Motors employees, General Motors had acquired EDS at a cost of $2.5 billion, but the terms of the  agreement had GM personnel working for EDS. From the beginning this was a confusing and surprising merger, especially to the personnel of General Motors. There is no wonder there  was much strife to begin with. EDS executives insisted that they be the ones to name the salaries of the executive management team, which General Motors felt was too  highly overpaid. GM discovered too late that EDS was not the mystic high-technology company they thought it was. It was compared to a company full of paper shufflers.  The student no doubt has some reasons to add in this section and should feel to add to it as he or she sees fit. The merger  was not a good idea to begin with. Because of the head to head conflicts between Ross Perot and GMs Roger Smith, there were many publicly embarrassing and humiliating  interviews in which Perot undermined the abilities of any of the General Motors Board of Directors. In starting out on the wrong foot when acquiring a company, a business is  creating bad will that cannot be easily overcome. It would be seemingly easier to start out with good communication skills as a manger rather than not effectively letting the