Book Description
Managing Change and Transition
Managing through change and crisis is difficult in any business environment, let alone one as turbulent as managers face today. This timely guide offers authoritative advice on how to recognize the need for organizational change, communicate the vision, prepare for structural change such as M&A, and address emotional responses to downsizing. With tools for managing stress levels and advice on gathering and sharing information during transition, this book is an indispensable guide for managers at any level of the organization.
Customer Reviews:
Managing Change and Transition.......2007-01-03
Best text on managing change I have encountered. A great addition to my management and leadership collection! Rita Shaw Rone, Ph.D.
Invaluable "Essentials".......2003-09-25
This is one of several paperbacks in the "Essentials" series, each of which offers "cutting edge" thinking on a major business subject. Mike Beer served as the adviser to Richard Luecke while he wrote this volume. Brief information about both is provided. There are seven chapters following an Introduction in which Luecke observes that "Accepting the necessity and inevitability of change enables [all companies and their decision-makers] to see times of transition not as threats but as opportunities -- opportunities for reinventing the company and its culture." Indicators include a merger, acquisition, or divestiture; the launch of a new product or service; a new leader; or a new technology. "In this book you will learn how to manage change constructively, and how to help your company, division, and people deal with the upheavals of change. You'll also learn practical things you can do to make change initiatives more successful and less painful for the people you manage."
Each of the seven chapters (which are arranged in a logical sequence) focuses on a separate but related component of effective management of change and transition. For example, in Chapter 2, Luecke explains why leaders must be respected and effective for change to happen, the role of motivation in change-readiness, the importance of a nonhierarchical culture in implementing change, and then offers several "tips" on how to become "change ready." To me, one of the most valuable chapters is the sixth (in which Luecke examines the four stages of reaction to change (i.e. shock, defensive retreat, acknowledgment, and acceptance and adaptation), how individuals can help themselves navigate change, how managers can help employees cope with change, and alternative ways for managers to think about change registers.
At the conclusion of each of the seven chapters, Luecke offers an especially useful "Summing Up" section which facilitates a periodic review of key points. I also appreciate the provision of Appendix A ("Useful Implementation Tools") and Appendix B ("How to Choose and Work with Consultants"), both of which provide basic but sound information to supplement material covered in the previous chapters.
Those who share my high regard for this volume are urged to check out Jim O'Toole's Leading Change, William Bridges' Transitions and Managing Transitions and Jon Katzenbach's Real Change Leaders, all of which are available in paperback editions.
Book Description
Making Mergers Work de-mystifies merger dynamics then provides managers and executives hard-hitting action steps for successfully navigating the complicated process of merger integration. It tells managers and executives what to expect in a merger and how to handle it. Instead of improvising on a day-to-day basis, managers can now turn to this pragmatic handbook for clear explanations of: The three fundamental laws for successful mergers motivation, coaching and monitoring; A game plan for overcoming resistance to change; Techniques and timing for managing people through the three stages of a merger; A blueprint for team building.
Book Description
In mergers and acquisitions (M&A), special emphasis is usually placed on the strategic and financial goals of the deal, while the psychological, cultural, and human resource implications do not receive as much attention. This book examines the dynamics of the sociocultural processes inherent in M&A and “fleshes out” their implications for postmerger integration management.
The book’s contributors come from a variety of subdisciplines within the field of management, and thus provide new insights into the managerial, social, and cultural processes inherent in M&A. Executives with extensive experience managing M&A have offered commentaries at the end of the chapters, providing “real-world” perspective to empirical and theoretical insights.
Product Description
Vicki Gregory has expanded and updated her classic manual for coping with electronic resources accessibility, usability, content, and cost. Hailed as invaluable and definitive by reviewers, this how-to provides essential guidance for:
Collection policies and processes
Budgeting and acquisitions
Evaluation and assessment
Preservation issues
Totally new sections explain digital rights management, new technologies, and new models and standards for organizing and accessing content. Filled with figures, forms, and worksheets, this resource gives professionals the tools they need to select and manage resources with ease.
Book Description
* How can acquisitions help improve a firm's competitive position and lead to value creation?
* Why do many acquisitions fail to live up to expectations?
* Why do many managers think that integration means "make the other firms like us," rather than build on the complementary elements that were the original justification for the acquisition?
* How can a management team improve its success with acquisitions?
* How and what can firms learn from their acquisition experience?
These persistent questions are addressed in this important book by Philippe Haspeslagh and David Jemison. Though much has been written about hostile takeovers, megamergers, and corporate restructuring, little attention has been paid to strategic acquisitions that firms throughout the world are using to accelerate the renewal of their business.
After eight years of research in 20 companies in the United States, Europe, and Japan, Haspeslagh and Jemison offer a welcome antidote to an overly financial view of acquisitions. Real value, they show, is created only after the agreement is signed -- through managerial actions, not financial engineering.
Against their innovative theory of how acquisitions create value, the authors examine the reality of acquisition decision making in most firms. Ironically, they point out, less effective acquisition decision making does not stem from a lack of analysis, but from problems in the acquisition process itself. The importance of their message manage the acquisition process -- becomes more vivid when Haspeslagh and Jemison address integration, identifying common problems and challenges. In addition, they offer a powerful framework for managers to think through their integration approach.
For each phase in the acquisition process, Haspeslagh and Jemison provide rich descriptions and pragmatic advice based on some of the world's most experienced strategic acquirers. The unique scope of this book bridges theory and practice to provide the most comprehensive study of acquisitions to date. Managing Acquisitions spans the process from acquisition decision making through integration, combining sound theoretical insight with practical advice. Moreover, it goes beyond acquisitions to address strategic vision and the commitment necessary to make firms capable of learning and change.
Customer Reviews:
The M&A Book that started it all.......2001-09-11
Jemison and Haspeslagh are the high priests of M&A strategy. They created the strategic school reinforced by likeminded practitioners. The M&A thought leaders Clemente, Sikora, Greenspan, and Feldman, have taken the next step moving M&A out of the realm of the accountants and investment bankers and into the realm of business strategists. But this is the book that started it all and first took M&A beyond the numbers and valuations. This bible belongs on the shelf of every serious business man and woman.
This is a strategy book and well done........1997-08-24
M&A books tend to be written in one of either two ways - "How-to" and strategy. This is a business strategy book. It deals primarily with the post acquisition phase and the successful integration of the business into an overall business plan. It could be used as a textbook on the subject given it's rigor. An added bonus is that it is well written by two authors that know the subject
Book Description
This impressive study has many lessons to teach about the role that human resource considerations should play in any large-scale organizational change
Customer Reviews:
This Book Goes Nowhere.......2007-04-17
He says a lot without really saying anything useful in this book. It starts well enough with a few examples, but he never really goes anywhere with them.
Not published in 2003.......2007-02-27
This is a classical book in the area of HRM in M&As. However, this book is not a new version of Buono & Bowditch (1989). It is just a reprint in 2003. So if you are looking for new references of recent studies, you will not find it here...
I think amazon should change March 2003 phrase next to the title since it is misleading.
Average customer rating:
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Managing Acquisitions In Library And Information Services
Liz Chapman
Manufacturer: Neal-Schuman Publishers
ProductGroup: Book
Binding: Paperback
 General
| Reference
| Subjects
| Books
General
| Library & Information Science
| Social Sciences
| Nonfiction
| Subjects
| Books
All Titles
| Qualifying Textbooks - Fall 2007
| Stores
| Books
ASIN: 1856044963 |
Book Description
Faced with new levels of savage competition, tens of thousands of companies, including fierce competitors, are sharing their resources and expertise to develop new products, achieve larger scale economies, and gain access to new technology and new markets. These strategic alliances are justifiably hailed by many as the competitive weapon of the 1990s. But because they are blurring and reshaping the very structure and boundaries of corporations in unprecedented ways, the process of designing and managing these alliances confronts managers with the awesome task of inventing theory and practice on a daily basis. Up to now, they have had few places to turn for guidance.
In Partnerships for Profit, Jordan D. Lewis, an internationally recognized expert on strategic alliances, now provides the first full-scale analysis of this surging global phenomenon. During five years of intensive field research, including 500 interview hours with more than 100 executives from some 40 American, European, and Asian firms, Lewis has observed firsthand some of the most successful strategic alliances and alliance practitioners in the world. Drawing on the experiences of IBM, Fuji Xerox, Ford, Dow Chemical, Intel, Komatsu, Corning, Sony, Apple Computer, Ciba-Geigy, and many other companies, Lewis brilliantly describes in detail how managers at each of these pioneering firms structure and manage various kinds of alliances -- from informal cooperation, minority investments, and risk-sharing contracts to full-fledged joint ventures and strategic networks. Through actual examples, Lewis shows for the first time how alliance partners build trust, develop mutual understandings, and make joint decisions, and at the same time protect core interests and critical technology -- a major concern of direct competitors. Lewis explains how to avoid the "Trojan horse" blunder many American firms made when they gave their Asian manufacturing partners key information about tailoring their products to local preferences. Particularly important is an entire chapter devoted to working with other cultures. The employment of strategic alliances, Lewis concludes, requires nothing short of a revolution in the conduct of business. Unlike arm's length relations, in which initial commitments govern, alliances involve shared risks and ongoing mutual adjustments. Lewis shows how alliances inevitably shape the business strategy of an entire firm, since the decisions to target certain markets and commit resources involve groups of firms acting in concert. Finally, Lewis shows how the use of alliances will affect internal management policies and practices, especially methods to bring about an outward focus and overcome the "not invented here" syndrome. We have entered the age of strategic alliances.
Average customer rating:
- Excellent Primer, Not for The Detailed Practicioner
- Let us be serious!
- Merge This Book with a Trash Can
- Total waste of paper.
- This book is a stinker!!
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Mergers & Acquisitions: Managing the Transaction
Joseph C. Krallinger
Manufacturer: McGraw-Hill Trade
ProductGroup: Book
Binding: Hardcover
Strategy & Competition
| Management & Leadership
| Business & Investing
| Subjects
| Books
Consolidation & Merger
| Management & Leadership
| Business & Investing
| Subjects
| Books
Corporate Finance
| Finance
| Business & Investing
| Subjects
| Books
General
| Business & Investing
| Subjects
| Books
General
| Accounting
| Industries & Professions
| Business & Investing
| Subjects
| Books
General
| Accounting
| Accounting & Finance
| Professional & Technical
| Subjects
| Books
ASIN: 0786311665 |
Book Description
"Krallinger has done an excellent job presenting a balanced view of both the opportunities and pitfalls for buyer and seller in the M&A game--a comprehensive discussion of "the process" from the numbers to the all important human factors".--James Hamling, President, Berwind Industries, Inc. Do you have the know-how to assess a potential deal before committing your company's time and money, and then structure the deal so that both sides are satisfied? Can you "Cross the T's and dot the I's that are so critical for finalizing a successful merger or acquisition? Mergers & Acquisitions: Managing the Transaction is the first book to walk you through the entire M&A process whether you are a buyer OR a seller. From Chapter 1 (The Urge to Merge) through Chapter 12 (managing the Closing and Post-Closing Issues) Joseph Krallinger's detailed and insightful book includes all the information you will need, PLUS detailed appendixes covering both legal paperwork and purchase investigation work, to help you arrive at a profitable and advantangeous deal. Sample topics include: Standard merger and Acquisition Pitfalls; Accurate Valuation of a Business or Product Line; Venturing, Cross-Licensing and Partnering.
Customer Reviews:
Excellent Primer, Not for The Detailed Practicioner.......2002-06-15
At a very high level, Krallinger hits the right points for someone totally unfamilliar with the territory. His bulletted writing style makes for quick, easy reading, but requires you to do the reflection on them later on. I sympathize with other reviewers who found this book pithy and shallow, but they may have been looking for a much more detailed tome. This book prepares the reader to recognize at a high level what the issues are and provides a framework for working through them. That's it. It was perfect for me -- I had one night to think of good things to say before making a presentation that included some M&A issues the next day. All I needed was to be able to identify the issues. For that this is an excellent book. If you really spend time to deconstruct the bullet points, it is probably more profound, and for better or worse, the author left that work to the reader instead of writing a 1,000 page book.
Let us be serious!.......2001-09-14
This book insults the intelligence of any reader who owns at least one neurone. It also insults other true books concerning mergers and acquisitions. The advices the book contains are like this: "Warning! Don't pay twice for a company. You pay once when you buy it, and you could pay twice if you need to restructure it". Please, pick your brains!
Merge This Book with a Trash Can.......2000-03-15
I had hoped to use this book as a training tool for my staff - - it's promoted as a guide to the process. However, after evaluating a copy, I believe the better course of action is to have them watch my six year old trade Pokemon cards. There is more logic and strategy behind his activity than in this entire book.
Total waste of paper........1998-09-24
This book is characterized by poor writing, sloppy reasoning, and shallow content. Look elsewhere unless you have too much time and money on your hands.
This book is a stinker!!.......1998-08-25
I struggled to read this diatribe on Mr. Krallinger's years of M&A experience. The author tries to layout the M&A process to the average business person. He provides an appendix full of checklists, a timeline, and some very common sense do's and don't's. The rest of the book is filled with the author's unsubstantiated assertions, poor economic thinking, and xenophobic biases.
I brought the book to better understand the M&A process from a gritty, in-the-trenches prospective, but walked away feeling that I wasted my time filtering out the author's failings to find a few good nuggets.
Don't waste your time and money on this one.
Book Description
This is a reprint of a previously published book. It examines the creation of dozens of successful and unsuccessful corporate mergers, showing what is required to achieve the best fit between two companies.
Average customer rating:
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Land Taxation in Imperial China, 1750-1911 (Harvard East Asian Series)
Yeh-Chien Wang
Manufacturer: Harvard University Press
ProductGroup: Book
Binding: Hardcover
General
| Taxes
| Accounting
| Industries & Professions
| Business & Investing
| Subjects
| Books
Public Finance
| Economics
| Business & Investing
| Subjects
| Books
General
| Asia
| History
| Subjects
| Books
General
| China
| Asia
| History
| Subjects
| Books
General
| World
| History
| Subjects
| Books
Regional
| Geography
| Earth Sciences
| Science
| Subjects
| Books
ASIN: 0674508602 |
Books:
- Managing Today! (2nd Edition)
- Manual De Psicologia Aplicada a LA Empresa
- Media and Ethics: Principles for Moral Decisions (The Wadsworth Communication Ethics Series)
- Mind, Self, and Society: From the Standpoint of a Social Behaviorist (Works of George Herbert Mead)
- More Heart Than Talent
- Once An Eagle
- Open-Book Management: Coming Business Revolution, The
- Organizational Behavior and Management: An Integrated Skills Approach
- People and Parliament in the European Union: Participation, Democracy, and Legitimacy
- Perry's Chemical Engineers' Handbook
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