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 exact, confirmed, and functional method for expanding the luck of mergers and acquisitions. Written for all people with a vested curiosity within the luck of the deal board of administrators, executives, managers, staff, and shareholders and in accordance with years of study and real-world event, attaining Post-Merger good fortune is a down-to-earth consultant that offers stakeholders the instruments they should - Profile and check company cultures - determine capability or genuine tradition conflict limitations to a merger or acquisition - confirm what to do to prevent, reduce, and unravel tradition conflict - Plan for effective and powerful post-merger cultural integration of the 2 companies.
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Extra resources for Achieving Post-Merger Success: A Stakeholder's Guide to Cultural Due Diligence, Assessment, and Integration
The second major adjustment we have made to the original model is to clarify what is and is not in the People/Conditions box, which we have now labeled Values and Beliefs rather than Culture. As we began to work with and understand the nature of organizational culture, we came to realize that labeling this particular box as “culture” would lead people to think or believe something that is simply not true. Culture, in a system sense, does not exist in, nor even primarily reside in, one particular box of the system.
A system-aware management group realizes that each senior manager actually has at least two hats to wear. One responsibility is to represent and champion the functions for which they are responsible, and the other is to be an advisor to the CEO on organizational system effectiveness. In this advisor role, each needs to be thinking about the operation of the total organizational system and how to best maximize overall organizational system effectiveness. To achieve this, each senior manager must be accountable for not only his or her own area, but also for the impact the area has on the ability of every other area in the system to operate effectively.
It certainly is not new; corporate or organizational culture, by deﬁnition, has been around for as long as organizations have. Various deﬁnitions of organizational culture have been reported by Schein (1985), among them the following: • The norms that evolve in working groups, such as the particular norm of “a fair day’s work for a fair day’s pay” that evolved in the Bank Wiring Room in the Hawthorne studies (Homans, 1950); • The feeling or climate that is conveyed in an organization by the physical layout and the way members of that organization interact with customers or other outsiders (Tagiuri & Litwin, 1968); • The dominant values espoused by an organization, such as product quality or price leadership (Deal & Kennedy, 1982); • The philosophy that guides an organization’s policy toward employees and/or customers (Ouchi, 1981; Pascale & Athos, 1981); and • The rules of the game for getting along in the organization; “the ropes” that a newcomer must learn to become an accepted member (Ritti & Funkhouser, 1982; Schein, 1968, 1978; Van Maanen, 1976, 1979) All of these deﬁnitions touch on certain aspects of organizational culture, but none can be considered full and complete in itself.