Cover of: Managing the merger | Philip H. Mirvis Read Online

Managing the merger making it work by Philip H. Mirvis

  • 444 Want to read
  • ·
  • 34 Currently reading

Published by Beard Books in Washington, D.C .
Written in English


  • Consolidation and merger of corporations -- Management

Book details:

Edition Notes

Statementby Philip H. Mirvis, Mitchell Lee Marks.
ContributionsMarks, Mitchell Lee.
LC ClassificationsHD58.8 .M56 2003
The Physical Object
Paginationp. cm.
ID Numbers
Open LibraryOL3565510M
ISBN 101587981661
LC Control Number2002038410

Download Managing the merger


FT Press offers excellent discounts on this book when ordered in quantity for bulk purchases or special sales. For more information, please contact U.S. Corporate and Government Sales, , [email protected] For sales outside the U.S., please contact International Sales at [email protected] Size: KB.   After the Merger provides a clear look at the tasks and problems of post-merger integration. It is the first book ever written on merger integration strategy. This hardbound volume provides a level of detail that will help your team navigate the many potential pitfalls of the integration : Price Pritchett. The on-going dance of merger and acquisition happening every week is hard to miss. But it has been found that most mergers and acquisition fail because of poor handling of change management. Change is the only thing that will never change so let’s learn to adopt by change management. This publication will analyse all the factors that lead to change.   Merger mania is a rage that is not abating. As the business world continues to find like-minded organizations bent on success contingent on complementary abilities, successful managers must learn how to manage through the turmoil of change. While much has been written about the financial aspects of merging companies, far less attention has.

In mergers and acquisitions (M&A), special emphasis is usually placed on the strategic and financial goals of the deal, while the psychological, cultural, and human resource implications do not receive as much attention. This book examines the dynamics of the sociocultural processes inherent in M&A and "fleshes out their implications for postmerger integration management.4/5(1).   Our approach to managing change systematically involves four stages: setting the direction, energizing the organization, hardwiring the changes, and driving execution (Exhibit 2). 3 Our classification is related to the one described in Scott Keller and Bill Schaninger’s book, Beyond Performance A Proven Approach to Leading Large-scale. Mergers, Acquisitions and Strategic Alliances is intended as a guide to successful organizational marriage. Great emphasis is placed on the issue of cultural compatibility as it concerns partner selection, integration practices and venture outcomes. The book also focuses on cross-national mergers, acquisitions and joint ventures. Get this from a library! Managing the merger: making it work. [Philip H Mirvis; Mitchell Lee Marks] -- Here is step-by-step guidance on handling the most difficult aspect of a merger--the human side. Mirvis and Marks draw on their extensive work .

Making Mergers Work identifies the most common mistakes in corporate marriages and the price tags they carry. This book provides the step-by-step insight needed to manage throughout all three merger stages, with specific instruction on team building and managing differences in corporate culture. Topics include: Cutting the high cost of mismanaged mergers Avoiding the . Mergers, acquisitions, and alliances continue to be almost an everyday feature of the contemporary business scene, yet at least half prove to be unsuccessful. The authors show the contribution that psychology can make to our understanding of the merger phenomena - how it affects organizational performance, and how it affects the managers and employees . Managing the Merger is by far the best book I've read about what to do and what not to do after the ink dries on the merger agreement. This book if full of no-nonsense observations about how to succeed in the critical area -- people. From Michael R. Losey, President, Society for Human Resource Management. Leading a company through a merger or acquisition is always challenging. If you aren’t making really tough calls around resources and resource allocation, you’re probably on the wrong track.