Book Description
The Managed Account Handbook, the first book of it's kind for financial advisors, features the benefits of managed accounts and "best practices" strategies used by many of the industry's leading advisors who have successfully incorporated managed accounts into their practices.
Among the topics covered are: information gathering strategies, creating managed account solutions, marketing managed accounts, and using managed accounts as part of a wealth management strategy.
The managed account industry is on a roll, driven by powerful baby boomer demographics and the boomers' growing need for customized tax-sensitive investment solutions. Financial advisors are using managed accounts as the primary income source for their high-net-worth practices.
Whether you are new to the business or looking to grow your existing advisory practice, this book will help you capture your share of new affluent clients and achieve a higher level of success.
Book Description
“The failure rate of mergers and acquisitions is unreasonable, unacceptable, and unnecessary,” say Claude S. Lineberry and J. Robert Carleton in this much-needed resource, which outlines their unique, proven, and practical process for increasing the success of mergers and acquisitions. Written for all those with a vested interest in the success of the deal—board of directors, executives, managers, employees, and shareholders—and based on years of research and real-world experience, Achieving Post-Merger Success is a down-to-earth guide that gives stakeholders the tools they need to
- Profile and assess corporate cultures
- Identify potential or actual culture clash barriers to a merger or acquisition
- Determine what to do to avoid, minimize, and resolve culture clash
- Plan for efficient and effective post-merger cultural integration of the two organizations
Download Description
“The failure rate of mergers and acquisitions is unreasonable, unacceptable, and unnecessary,” say Claude S. Lineberry and J. Robert Carleton in this much-needed resource, which outlines their unique, proven, and practical process for increasing the success of mergers and acquisitions. Written for all those with a vested interest in the success of the deal—board of directors, executives, managers, employees, and shareholders—and based on years of research and real-world experience, Achieving Post-Merger Success is a down-to-earth guide that gives stakeholders the tools they need to
· Profile and assess corporate cultures
· Identify potential or actual culture clash barriers to a merger or acquisition
· Determine what to do to avoid, minimize, and resolve culture clash
· Plan for efficient and effective post-merger cultural integration of the two organizations
Customer Reviews:
Guide to using Cultural Due Diligence in merger situations.......2006-09-12
The main point the authors try to make is that typically in merger and acquisition situations corporate culture of the parties involved is not studied as methodically as legal, fiscal issues and other hardware issues.
Their Cultural Due Diligence Model aims to add an invaluable element to the process by focusing proactively on corporate culture at the planning, implementation and post merger stages of the merger. They also show the post-merger Cultural Integration and Alignment process detailing what to do after the merger is announced. Though it may seem like a typical `consultant' tool at first glance, the Organizational System Scan Model can be a handy tool if it is utilized at the planning stages of M&A.
Designed to be a hands-on resource, Achieving Post-Merger Success and the accompanying CD-ROM have many operational-level tools, checklists, case studies, worksheets, and samples which can be useful tools for organizations to minimize culture clash and integration problems. Some more examples like the British Airways example would have aided the reader see the reality in actual M&A situations.
The authors also assume that the tools provided are valid universally irrespective of national culture. This delinking corporate culture from national culture can be very misleading and potentially dangerous. In reality many of the tools e.g., staff involvement day, where one gives feedback and advice to own boss and the CEO would cause confusion and distress in many cultures. In many cultures people simply answer politely and 360 degree feedbacks would give a false sense of security. In spite of these shortcomings, this is a valuable book for people planning and overseeing corporate mergers.
Useless Book.......2005-09-06
This is an absolutely poor book of no added-value to the reader. It is poorly written (not much text anyway, more bullet points).
Not too bad.......2004-10-13
It's not an unuseful book. Problems of cultural clash during mergers are not a new topic in management literature, but since most executives still don't seem to care much about that, this book is valuable. The methods described by the authors are interesting, the check lists are useful, but it's definitely a book written by consultants: "You gather people in a meeting room, you have the big boss do a speech, you make everyone work together during 2 hours, and that's it". If only it was that simple...
And the chapter about "organization as a system" has no purpose.
At last! Sensible Meger and Acquisition Guidance.......2004-04-01
Rather than listening to conventional wisdom or advice from the occult, people involved in mergers and acquistions should heed the guidance of these authors.They provide useful, solid, and proven advice for those who would really like to "get it right."
The authors are experienced and helped a number of "big league" organizations. They sort out the practical from the theoretical.
In writing this clear guide, they also displace many current myths about this business, including "culture is important but no one knows how to deal with culture." Now we do, thanks to Carleton and Lineberry.
Written in clear terms with approriate cases-in-point this is a must for anyone doing an acquisition or advising one. Really good stuff.
Must-Read for Executives Engaged in M&A's.......2004-03-22
As an executive coach, I have read just about every book on M&A to help my clients navigate the turbulent waters of mergers, acquisitions and subsequent integration. This book is the best by far. M&As are up sharply in this economy as a means of pursuing corporate growth; however, as this book deftly illustrates, 55 to 75 percent of all mergers fail to achieve their financial goals. The authors cite disturbing statistics associated with M&As: stock prices decline approximately 70 percent of the time when an M&A is announced; only 23 percent of acquisitions earn back their capital cost; productivity declines 50 percent during the first four to eight months after the M&A; and about 60 percent of mergers result in lowered profitability for as long as seven years after the merger. Clearly, poorly-executed M&A's can be career-limiting. The reason for M&A failures is not a lack of financial and legal due diligence. Most executives engage in exceptionally thorough legal and financial due diligence processes. The reason for failed M&As is culture clash, the inability to integrate the operational, cultural and people aspects of the merging organizations. Culture clash results in internal confusion and in-fighting, inefficiency, frustration, downtime, and too much internal focus when what is needed is an external focus on customers. In addition to loss of staff morale and motivation, poorly executed M&As can result in the loss of key executives (nearly half within three years), decreased customer service and satisfaction, and brand confusion.
This outstanding book outlines a simple and effective process for my executive clients to engage in cultural due diligence (CDD). This process can be undertaken simultaneously with the legal and financial due diligence processes, usually inside of 30 days. This cultural due diligence process can eliminate culture clash, significantly increasing the likelihood of success of the merger, my executive clients and their careers. I view CDD as an essential process which supports the M&A, not one which turns up reasons not to pursue it. In addition to the logical and simple CDD process presented in this book, authors Bob Carleton and Claude Lineberry have included many case studies of successful M&A's as well as helpful worksheets and flow charts to help my executive clients pilot their M&A and integration. They've even included a CD-ROM filled with checklists, worksheets, agendas for staff and executive meetings to ensure cultural alignment, and other integration tools which can be customized and/or reproduced. I plan to give this book to every one of my executive clients contemplating or engaging in a merger. It just may save their careers!
Book Description
Recent corporate scandals have brought attention to business ethics, yet there are few books available that cover an important aspect of this topic. In this timely study of organizational ethics and stakeholder theory - which holds that business is beholden not only to shareholders but also to customers, employees, suppliers, management, and the community - Robert Phillips challenges the idea that the theory has no "moral underpinnings" and suggests useful ways to define which groups are or are not legitimate stakeholders. This study is based on the work of John Rawls, the most widely cited moral and political philosopher of the 20th century.
Customer Reviews:
Grounding stakeholder theory on a moral foundation.......2005-09-16
This is a book that is just right for its time. Robert Phillips (not R. Edward Freeman, who wrote the foreword to the book)has taken stakeholder theory into a new dimension by grounding it in theories of organizational ethics. He makes a strong case for managing for stakeholders rather than shareholders, but more than that, discusses relevant issues such as stakeholder identity, stakeholder legitimacy and stakeholder fairness. Given the intense global interest in good corporate governance and renewed scholarly interest in business ethics, Phillips makes a meaningful contribution to the debates and to management practice by suggesting that stakeholder theory be grounded in a moral foundation. His notion of business ethics is drawn from the work of John Rawls, which suggests that companies have obligations to stakeholders based on the principles of fairness and reciprocity. An excellent and well-researched work which should help business move forward with greater confidence to create more value.
Sound coverage of organizational ethics........2005-02-23
This book is a very thorough scholarly work on organizational ethics that also contains practical advice for the manager. The specific question addressed is whether and in what way organizational ethical responsibilities extend beyond stockholders to other stakeholders.
The first and last chapters provide an overview of the issues and the implications for a practical manager: the other chapters provide thorough coverage of the range of alternative theories offered as to the ethical duty of an organization and the detailed arguments for the author's stakeholder theory.
The author's practical conclusions are that:
* The obligations to all stakeholders are fairness based and that the corporation, being recognized as a separate entity and capable of bearing legal obligations is also capable of bearing moral obligations;
* At minimum, stakeholders are those groups from whom the organization has voluntarily accepted benefits. On this definition stakeholders include financiers, employees, customers, suppliers and local communities. The author describes these as normative stakeholders and distinguishes them from derivative stakeholders, groups such as interest groups, the media and competitors who have an ability to exert influence over the organization but to whom it owes no moral obligation. He argues (perhaps controversially, as it is difficult to argue that any organization does not 'voluntarily accept benefits' from the environment) that the natural environment is not a stakeholder, but that normative stakeholders may care deeply about it, thereby making it managerially legitimate to include it;
* In answer to the question 'what do stakeholders want?', he argues that many stakeholders want some voice in organizational decision making, and should have it. Their desires can not be assumed but must be identified, which implies an obligation for open communication (without specifying any particular structures for doing so);
* The issue of priority, particularly as between normative stakeholders is a somewhat intractable issue with no clear quantitative guidelines, other than an aim at equity (rather than necessarily equality;
* The theory dismisses the idea that the ethical obligations of business are lower than those of persons and argues the exact reverse, that the nature of organizations is such that obligations are added, being to a wider range of stakeholders.
Average customer rating:
- a review of the stakeholder corporation
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Stakeholder Corporation: The Body Shop Blueprint for Maximizing Stakeholder Value
David Wheeler
Manufacturer: Financial Times/Prentice Hall
ProductGroup: Book
Binding: Hardcover
 Strategy & Competition
| Management & Leadership
| Business & Investing
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Management
| Management & Leadership
| Business & Investing
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Management Science
| Management & Leadership
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General
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Ethics
| Business Life
| Business & Investing
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ASIN: 0273626612 |
Book Description
Companies that serve all stakeholders will be the winners of the future.
Customer Reviews:
a review of the stakeholder corporation.......2000-03-30
I would recommend this book for anyone who wants to know about socially responsible business, and how to go about preparing a report on socially responsible and environmentally sustainable business through involvement of stakeholders. The book gives a good conceptual and historical introduction and background into governance and the problems and issues of shaeholder governance. Both authors have had involvement in triple bottom line reports and audits of The Body Shop, which gives a realistic base to their comments. Highly recommended.
Average customer rating:
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Stakeholder Theory: A European Perspective
Manufacturer: Palgrave Macmillan
ProductGroup: Book
Binding: Hardcover
General
| Business & Investing
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Management
| Management & Leadership
| Business & Investing
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Ethics
| Business Life
| Business & Investing
| Subjects
| Books
ASIN: 1403991596
Release Date: 2005-12-01 |
Book Description
New standards of corporate behavior have been established in developed countries, obliging them to record information about the "triple bottom line" in their annual reports. It has induced strategic orientations developed by corporations, especially multinational companies. Research about social, environmental and overall ethical behaviour of companies has been developed. The concept of stakeholder has simultaneously gained a kind of "metaphoric evidence". The book comments on the American theoretical foundations of the notion of Corporate Social Responsibility, and more specifically, the concept of the stakeholder, and it defines a European perspective.
Average customer rating:
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Competence Perspectives on Resources, Stakeholders and Renewal (Advances in Applied Business Strategy) (Advances in Applied Business Strategy)
Manufacturer: JAI Press
ProductGroup: Book
Binding: Hardcover
Strategy & Competition
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Management
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General
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General
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ASIN: 0762311703
Release Date: 2005-07-19 |
Book Description
The competence-based perspective on strategy and management emerged in the 1990s as a new approach to developing strategy and management theory and practice. In the past decade, the focus on organizational competences - and the resources, capabilities, and processes that create competences - has provided a highly productive "broad church" for theory development, research, and practice in both strategic and general management.
Authored by a multidisciplinary group of scholars and practitioners working within the competence perspective, the papers in this volume contribute to developing a better theoretical and practical understanding of the role of
resources, stakeholders, and organizational renewal in an organization's competences. The papers present both theoretical developments and empirical research based on a variety of case studies and other research in diverse industrial and geographical contexts.
The papers in this volume are grouped under the three themes stated in the title of the volume. Part I includes papers that address a range of conceptual and practical questions about the role of both
firm-specific and firm-addressable resources in an organization's competence building and leveraging, as well as issues in effectively managing a dynamic resource base. The papers in Part II investigate
the management of stakeholders who provide the critical resources and capabilities a competent organization requires. Part III includes papers that focus
on processes of organizational renewal, with an emphasis on the roles of key resources and stakeholders in contributing to renewal.
Average customer rating:
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Inside the Mind of the Stakeholder: The Hype Behind Stakeholder Pressure
Manufacturer: Palgrave Macmillan
ProductGroup: Book
Binding: Hardcover
Company Profiles
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Corporate Finance
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ASIN: 0230006892
Release Date: 2006-11-14 |
Book Description
This book provides a detailed and sobering view on stakeholders' approach to corporate sustainability from a leader in the field.
Book Description
This book contributes new ideas on the theme of global responsibility from a European viewpoint, and raises questions of how European values can be adopted into the American mainstream. It examines corporate social performance versus corporate financial performance, social risk, and CSR stakeholders.
Book Description
The modern corporation is an institution of enormous economic power and social impact. Corporations have grown in size and numbers all over the world because of their ability to mobilize productive resources and create new wealth. The evolution of the corporation has given rise to new opportunities and challenges that require a redefinition of the corporation and its objectives.
The legitimacy of the corporation as an institution, its “license to operate” within society, depends not only on its success in wealth creation but also on its ability to meet the expectations of diverse constituents who contribute to its existence and success. These constituencies and interests are the corporation’s stakeholders—resource providers, customers, suppliers, alliance partners, and social and political actors. Consequently, the corporation must be seen as an institution engaged in mobilizing resources to create wealth and benefits for all its stakeholders.
This book presents a stakeholder view of the corporation in both theoretical and practical terms. Its central proposition is that organizational wealth is created (or destroyed) through a corporation’s interactions with its stakeholders. Effective stakeholder management develops and utilizes relationships between a corporation and its stakeholders for mutual benefit, thereby accomplishing the fundamental purpose of wealth creation.
Following the empirical maxim that “Corporations are what they do,” the authors examine the stakeholder management practices of three major corporations: Cummins Engine Company, Motorola, and the Royal Dutch/Shell Group. These companies are very different, and their current stakeholder management policies and practices have evolved in very different ways. However, they share a common commitment to humanistic values and to continuous learning. Their varied experiences illustrate some of the opportunities and challenges of stakeholder management, and confirm the appropriateness of the stakeholder view of the corporation as a basis for strategy and policy.
Average customer rating:
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Annual Reports: Delivering Your Corporate Message to Stakeholders
John Stittle
Manufacturer: Gower Publishing Company
ProductGroup: Book
Binding: Hardcover
General
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General
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