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Tables of Contents for After the Merger
Chapter/Section Title
Page #
Page Count
Introduction to the Revised Edition
ix
2
Introduction to the First Edition
xi
 
PART ONE UNDERSTANDING THE DYNAMICS OF MERGERS AND ACQUISITIONS
3
54
Chapter 1 Problems in Buying a "Used" Company
3
14
Statistics on Merger Success and Failure
5
2
Merger/Acquisition Management Challenges
7
8
Management Headaches
15
2
Chapter 2 A Classification of Merger/Acquisition Climates
17
20
The Rescue
18
5
Collaboration
23
3
The Contested Situation
26
2
The Raid
28
3
The Incline of Resistance
31
2
The Risk Curve
33
1
Negative Synergy of Mergers
34
3
Chapter 3 Psychological Shock Waves of Mergers and Acquisitions
37
20
Key Dynamics Set in Motion by the Merger
39
3
The Emotional Impact on People
42
2
Negative Effects on Employee Behavior
44
13
PART TWO RESOLVING REDUNDANCIES AND STAFFING ISSUES
57
56
Chapter 4 Three Major Sources of Management Turnover
57
12
Bailouts
59
3
Terminations
62
5
People Recruited Away from the Firm
67
2
Chapter 5 The Need for a Comprehensive Appraisal of the Acquired Company's Key Talent
69
22
Why Should Incumbents Be Evaluated?
70
6
Why Not Evaluate the Acquired Company's Management on the Basis of Corporate Growth and Profitability?
76
3
What's Wrong with Letting Incumbent Executives in the Target Company Submit an Appraisal of Their Own Management Team?
79
4
What's Wrong with Having Some Executives in the Acquiring Company Make a Casual, Subtle, Informal Assessment of the Target Company's Management Team?
83
2
Why Not Clean House?
85
6
Chapter 6 A Three-Way Evaluation of Managerial and Technical Talent
91
8
Input from the Acquired Firm's Owner or CEO
91
3
Evaluation by an Outside Professional
94
2
Evaluation of Key Personnel in the Acquired Firm by Company Executives
96
3
Chapter 7 Protecting the Investment through Rerecruitment
99
14
Why People Leave
100
1
Rerecruitment
101
7
Turn the Motivators Into Rerecruitment Actions
108
5
PART THREE MEETING THE MANAGEMENT CHALLENGE
113
42
Chapter 8 Integration Project Management
113
14
Assessing the Challenge
114
2
Organizing for Integration
116
1
Projects versus Operations
117
1
"Dollarizing" the Cost of a Poorly Managed Integration
118
1
Project Structure and Roles
119
2
Project Life Cycle
121
3
Common Mistakes in Integration Project Management
124
3
Chapter 9 Fundamentals of Successful Strategy
127
16
Postmerger Drift
127
3
Trust in Speed
130
2
Reevaluate Priorities
132
1
Engineer Early Wins
132
1
Keep Your Eye on the Ball
133
1
Exploit the Instability
134
1
Communicate High Expectations
135
1
Provide a Sense of Corporate Direction
136
2
Take an Affirming Stance
138
1
Give People a Flag to Wave
139
1
Nail Down Roles, Responsibilities, and Working Relationships
140
3
Chapter 10 General Guidelines for Merger/Acquisition Management
143
12
Coaching Points for Managers and Executives in the Acquiring Firm
143
5
Coaching Points for Managers and Executives in the Acquired Organization
148
3
Conclusion
151
4
INDEX
155