Human side of mergers and acquisitions
MERGERS & ACQUISITIONS: THE HUMAN SIDE: A Managers Guide to Success by George ZelinaMergers and acquisitions are increasingly common in today’s business world. Since success in these times of rapid change comes down to the company’s number one asset – its people – managers are in a position to either guide their companies through the straits, or let them crash on the rocks. Ultimately, the outcome rests on the manager’s mindset, and to the methods that he or she uses to steer the organization.
“Mergers & Acquisitions: The Human Side” provides advice that managers in any and all industries can use to lead their team successfully through an M&A. It gives concrete examples and explanations of mission, leaderships, goals, and decision making. Most importantly, it helps managers craft the mindset they need for success. An M&A doesn’t have to be a headache. It can be an opportunity for a manager to demonstrate their value and test their mettle, spurring them to new career heights and new levels of personal achievement.
Reading “Mergers & Acquisitions: The Human Side” gives managers what they need to thrive in a robust new world.
MERGERS & ACQUISITIONS: THE HUMAN SIDE: A Manager's Guide to Success
The human side of mergers and acquisitions Bookmark has been added. The human side of mergers and acquisitions Bookmark has been removed. An Article Titled The human side of mergers and acquisitions already exists in Bookmark library. An important priority for organizations engaged in a divestiture is to quickly and cost-effectively start up and deliver human resource HR services to enable a smooth employee transition from parent company RemainCo to a new organization NewCo. Many NewCos are accustomed to relying on the RemainCo to provide HR and other back-office processes, services, and systems. Due to this previous dependence on RemainCo and the perceived need to create something new, NewCos may leverage the divestiture as an opportunity to select and tailor their HR Information Systems HRIS to their specifications and needs as a new organization. While doing so, they should focus on minimizing cost, mitigating business disruption, and managing a short time-to-close window.
Merger and Acquisition: The authors Anthony F. Buono and James Bowditch define Mergers as two companies combining to become one, and acquisitions as one company purchasing and taking over another. The Federal Trade Commission outlines five different types of mergers and acquisitions: 1. Horizontal: When the companies involved produce similar products or services in the same geographical market. Vertical: When the companies involved had a buyer-seller type relationship prior to the merger or acquisition. Product Extension: When the organizations involved are functionally similar regarding production or distribution, but create products that do not compete directly with one another.
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