Managing The Merger: Making It Work

Introduction: Why Mergers Fail -- Mergers And Acquisitions -- What It Takes To Succeed -- 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 -- 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 -- The Precombination Period -- Organizing To Buy And Sell -- 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 -- 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 -- Managing The Merger -- Stress, Uncertainty, Anxiety -- 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 -- Crisis Management -- Two Approaches To Integration -- Creating Newco -- Managing The Integration Process -- Transition Management Tasks. Philip H. Mirvis, Mitchell Lee Marks. Includes Bibliographical References (p. 341-359) And Index.