By J. Robert Carleton, Claude S. Lineberry
"The failure price 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 targeted, confirmed, and functional method for expanding the luck of mergers and acquisitions. Written for all people with a vested curiosity within the good fortune of the deal board of administrators, executives, managers, staff, and shareholders and in response to years of study and real-world adventure, reaching Post-Merger good fortune is a down-to-earth consultant that offers stakeholders the instruments they should - Profile and verify company cultures - determine power or genuine tradition conflict obstacles to a merger or acquisition - confirm what to do to prevent, reduce, and get to the bottom of tradition conflict - Plan for effective and potent post-merger cultural integration of the 2 organisations.
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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.
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. Any company considering a merger or acquisition across borders involving a company from a different national culture must be conversant with this research and factor it into its cultural due diligence process.
In overall terms for organizational system effectiveness, they represented a minor disaster—with total costs easily exceeding the combined expected gains from both the Collections and Customer Service initiatives. We see these types of well-intended but non-systemic actions and their resultant impact on organizational effectiveness in many companies, and quite often. Staff functions are another common source of organizational ineffectiveness through a simple lack of system awareness. , we took on a task of improving their customer service ratings in the Service Division.