Managing the Merger : Making It Work

by Mirvis, Philip H.; Marks, Mitchell Lee

• ISBN13: 9781587981661
• ISBN10: 1587981661
• Format: Paperback
• Copyright: 2003-01-01
• Publisher: Lightning Source Inc

Author Biography

Philip H. Mirvis is an organizational psychologist. He holds a Ph.D. in Organizational Psychology from the University of Michigan, where he is adjunct faculty for the Graduate School of Business Mitchell Lee Marks heads up JoiningForces.org in San Francisco and San Diego

Table of Contents

Introduction: Why Mergers Fail	vii
PART I. MERGERS AND ACQUISITIONS
What It Takes to Succeed	1	(28)
Retaining GC's Identity
The CEO as Hero
A Vision of Partnership
Managing Merger Madness
What Has to Be Managed?
Process Is the Prescription
Theory and Practice
Contested Terrain	29	(28)
Merger Mania
Merger Activity in American Business
The New Rules of Engagement
Restructuring and Downsizing
Love and Warfare
Writing a New Script
The Human Costs of M&A
PART II. THE PRECOMBINATION PERIOD
Organizing to Buy and Sell	57	(26)
``Textbook'' Steps in Making a Deal
The Politics of Buying a Company
Hewlett-Packard Buys Apollo/Apollo Buys Hewlett-Packard
Lessons on Search and Selection
Understanding Organizational Fit
Cultural Compatibility
The Rush to Close
``KING Broadcasting for Sale---Everything Must Go!''
Strategic and Psychological Preparation	83	(30)
Making the Business Case
A Merger of Equals
Strategic Preparation
Unihealth America: Making Time an Asset
The Mind-set of the Buyer
Psychological Preparation
The Mind-set of the Acquired
Rites of Passage
PART III. MANAGING THE MERGER
Stress, Uncertainty, Anxiety	113	(30)
What Makes a Merger So Stressful
Top-Level Leadership
Helping Employees Manage Stress
Communicating to People
Involving People
Caring for People
The Role of Line Management
Managing Integration	143	(26)
Crisis Management
Two Approaches to Integration
Creating NEWCO
Managing the Integration Process
Transition Management Tasks
Speed of the Transition
The Clash of Cultures	169	(30)
What Is Culture?
Culture Clash----Graphic Controls
Stages of the Culture Clash
Managing the Clash of Cultures
Levels of Acculturation
Strategy Versus Culture
Creating a Unisys Culture
Culture-Building Ceremonies
Cultural Resistance
PART IV. THE POSTCOMBINATION PERIOD
Winners, Losers, Survivors	199	(26)
Postcombination Status
Management Appointments
Retaining Top Talent
Downsizing After the Deal: Letting People Go
Layoffs in High Tech
Lessons on Managing a Downsizing
Survivors
Helping Survivors Cope
Stages of Personal Adaptation to Change
Factors Affecting Postmerger Morale
Rebuilding the Business: Teamwork	225	(26)
Understanding Postmerger Mind-sets
The Challenges of Team Building
Training for Team Building at AT&T
Team-Building Tasks
Team Building Top Down
Team Building Through the Ranks
Managing Your Own Transition
Reculturation	251	(30)
Magnitude of Postmerger Change
Transformation: Unisys 1987-1988 1989-1990
Culture Change at GC
Replacing the CEO
Feeling the Elephant
Reculturation at GC
PART V. SPECIAL TOPICS
Tracking the Combination	281	(16)
Why Track Change?
What to Look For
How to Track Progress
Case Examples
International M&A	297	(18)
International Deals: Scale and Scope
Molson--Carling O'Keefe
International Buying and Selling
Multinational Merging
Postmerger Management
Culture Clash in International Mergers
Global M&A
Postscript: Winning Hearts and Minds	315	(16)
Building Through M&A
Leadership from the Top: Theory and Practice
Realism in the Ranks
Charting a Better Course
Appendixes	331	(10)
References	341	(20)
Index	361