Charging back up the hill: workplace recovery after mergers, by Mitchell Lee Marks

By Mitchell Lee Marks

Simply as organisations have survived different recessions, they are going to come via this most modern one-but they are going to need assistance to get over it. during this publication, acclaimed writer and advisor Mitchell Marks deals the knowledge drawn from his a long time of expertise in assisting organisations climate and deal with the storms of mergers, acquisitions, and downsizing. Marks exhibits senior executives, group leaders, HR administrators, and specialists tips on how to get jaded staff again on target, hold them throughout the transition, and encourage them to accomplish at their most sensible. He presents finished tips on "transition management," explaining the way to strategy the recent and create a context for restoration. And he information easy methods to revitalize the total organization-the person spirit, groups and their functionality, and organizational systems.Mitchell Lee Marks (San Francisco, CA) is an self sustaining administration advisor focusing on supporting enterprises plan and enforce mergers, restructurings, and different transitions. He additionally consults in parts of CEO training, senior group improvement, HR improvement, and company tradition. formerly, he used to be senior director at Delta Consulting team and nationwide chair of the HR administration perform workforce at William H. Mercer, Inc.

Show description

Read Online or Download Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing PDF

Best human resources & personnel management books

Building A HIgh Morale Workplace

Now translated into eleven languages! This reader-friendly, icon-rich sequence is needs to analyzing for all managers at each point All managers, even if fresh to their positions or good verified within the company heirarchy, can use a bit "brushing up" from time to time. The skills-based Briefcase Books sequence is stuffed with rules and techniques to assist managers turn into extra able, effective, potent, and helpful to their companies.

Building a Values-Driven Organization: A Whole System Approach to Cultural Transformation

Richard Barrett, writer of the best-selling booklet freeing the company Soul, offers his new thinkingBased on his adventure operating with over 1,000 agencies in 32 international locations on cultural transformation for the values-driven association. He provides a complete procedure method of cultural transformation, exhibiting corporations how they could swap their tradition to develop into values-driven corporations that aid their staff, their buyers, their companions, their leaders, and finally force effectiveness and revenue.

Making Diversity Work: 7 Steps for Defeating Bias in the Workplace

Litigation. high priced turnover. misplaced company. Discrimination. those are the consequences place of work bias exacts from American business-penalties that businesses can't have the funds for to pay. Calling on her 25 years of expertise within the box, range specialist Dr. Sondra Thiederman has came across how to hinder those losses through supplying executives and bosses with a step by step process for minimizing bias and maximizing the power to regulate range successfully.

Managing Staff Selection and Assessment (Managing Work and Organizations Series)

Paul Iles offers a particular method of dealing with employees choice and review in corporations. He discusses not just the dominant psychometric version but additionally attracts upon views from strategic administration concept, social psychology, and significant thought. this can be an available textual content which discusses advancements either within the united kingdom and the world over, presents particular organizational case reviews, and describes fresh study findings and their implications for organizational perform.

Extra resources for Charging back up the hill: workplace recovery after mergers, acquisitions, and downsizing

Sample text

Even in Europe and Asia, where government regulations and corporate cultures have historically implied job security, organizations are downsizing. Despite the frequency of merger, acquisition, and downsizing activity, most organizational transitions are financial and strategic failures. Repeated studies have shown that fewer than 25 percent of all mergers and acquisitions achieve their desired results—whether ORGANIZATIONAL MADNESS 11 measured by the share price of merger active firms, the extent to which anticipated synergies and savings are actually achieved, the retention of desired talent, or the eventual divestiture of a once desired target.

Yet executive attention must expand beyond strategic planning, research and development, and financial engineering to the human side of recovery. As has been said for many years now, a human problem requires a human solution. And the impact of transitions has clearly resulted in a human problem for organizations and their leaders. Unintended Human Consequences In principle, a transition should enable an organization to improve its competitiveness without impairing its ability to execute its strategy.

And many mergers are done for reasons that have nothing to do with corporate strategy. An FTC survey of Wall Street bankers cited CEO ego as the number one reason driving merger and acquisition activity in the United States. Ego is not necessarily bad for doing a deal—you need a big ego to put big companies like AOL and Time Warner together or even to take a small firm and propel it to a larger size in one fell swoop. But cost cutting, bandwagoning, and ego satisfying are not sufficient for giving employees a compelling rationale for why they should sacrifice in the short run for hoped-for organizational enhancements in the long run.

Download PDF sample

Rated 4.14 of 5 – based on 24 votes