After the merger: managing the shockwaves
After the merger... after the deal is struck... after the lawyers & investment bankers have gone, the real work of putting two companies together begins. This book provides insights on how executives & managers can address the vital human resource issues that arise from a merger. This provocative book is essential for any manager executive who has to make a merger work.
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Problems in Buying a Used Company
A Classification of MergerAcquisition Climates
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acquired company acquired firm acquired organization adversarial ambiguity appraisal bail Beatrice Foods become behavior career changes collaboration communication company's Conoco contested situation corporate corporate raider create culture Daddy Warbucks deal decisions develop dissonance dynamics effort employees environment evaluation event expect fact feel firm's force frequently goals golden parachutes hostile takeover incline of resistance individual integration involved key executive leave management team managerial ment merged merger/acquisition mergers and acquisitions motivation negative objectives operating style opportunity Ordinarily organizational owner or CEO pany parent company executives parent company management parent firm performance person personnel Peter Drucker planning positive postmerger drift potential problems psychological shockwaves Pygmalion Effect raid raider regarding rescue result risk scenario Seagram sense Sometimes sort strategic success takeover talent target company target firm Tenneco things tion tives top executives top management trust level usually Westinghouse white knight