By J. Robert Carleton, Claude S. Lineberry
"The failure expense of mergers and acquisitions is unreasonable, unacceptable, and unnecessary," say Claude S. Lineberry and J. Robert Carleton during this much-needed source, which outlines their specific, confirmed, and sensible strategy for expanding the good fortune of mergers and acquisitions. Written for all people with a vested curiosity within the luck of the deal board of administrators, executives, managers, staff, and shareholders and according to years of analysis and real-world event, attaining Post-Merger luck is a down-to-earth consultant that provides stakeholders the instruments they should - Profile and examine company cultures - determine strength or genuine tradition conflict obstacles to a merger or acquisition - verify what to do to prevent, reduce, and unravel tradition conflict - Plan for effective and powerful post-merger cultural integration of the 2 companies.
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Additional resources for Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration
2. Functional cultures of team members (ﬁnance, engineering, marketing). 3. Corporate culture of the company, division, or unit represented by each team member. 4. National culture of each team member. 5. Stages of team development. 6. Effectiveness of team functioning. 7. Stage of professional development of each team member. These management factors operate at the team level. Gert Hofstede’s empirical research project, Culture’s Consequences (1980), updated in Cultures and Mergers, Acquisitions, and Organizational Culture 21 Organizations (1991), overviews four major national culture variables across forty countries and examines their implications for managerial differences at the organizational level.
After all, this procedure did not take long—a few minutes per vehicle at the end of each day—and as it turned out there was already a requirement to routinely check the computer parts and equipment inventory in each vehicle, so this was combined into one daily mandatory checklist—all in all a very rational and appropriate action when considered in isolation. Now let us return to our customer service problem. When we talked to engineers and technicians about customer service, a very clear message came through.
There was also the older utility mindset that the customers had no choice of providers anyway, so why worry about it. ” Daily behavior of management is a major driver of culture. People focus on what managers do—on observable behavior—rather than on what they say. ” The key point here is that culture is deeply embedded within the organizational system. It cannot be taken out and dealt with in isolation. Culture is not amenable to being treated independently and attempts to do so will almost invariably result in failure.
Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration by J. Robert Carleton, Claude S. Lineberry