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You are here > Home > Reading Lists > Health Administration > The Complete Guide to Mergers and Acquisitions

The Complete Guide to Mergers and Acquisitions: Process Tools to Support M&A Integration at Every Level, 2nd Edition
Timothy J. Galpin, Mark Herndon

Hardcover, 336 pages
Size: 9.7" x 7.3"
ISBN 078799460X
9780787994600
Jossey-Bass
June 2007
(click the button below for the very best available price)

"This is a very timely and useful book. The authors are clearly speaking from experience, and they present many practical concepts, activities, and tools. Merger managers who read this book are likely to increase shareholder value." —Henry Hutson, corporate vice president of human resources, Global Knowledge Network, Inc.

Although this is not a healthcare specific book, what we like about this book is that it does not just give anecdotes and insights - it provides templates, checklists and tools. It guides readers regarding communication, timelines, and synergy action plans. All of these issues top the list and are pertinent to healthcare administrators when they merge clinics, departments, hospitals, or systems.

This book is a guide for merging, whether that merger is a result of downsizing or growth.

"The tools that Tim Galpin and Mark Herndon describe have been a great help to us in integrating people, processes, and cultures, which are critical steps in delivering the full value of a merger or acquisition." —Dan F. Smith, president and CEO, Lyondell Chemical Company

Based on the authors' consulting experience with numerous Fortune 500 companies, this resource will help you capture the synergies of your next merger or acquisition more quickly and effectively. Augmenting their step-by-step advice with helpful templates, checklists, graphs and tools; Galpin and Herndon provide sound guidance for successfully integrating different processes, organizations, and cultures.

 

This is a must-have resource if you ever plan to go through a merger or acquisition. This comprehensive book is unique in providing the tools to address both the human and operational sides of integration.

 

The authors also address pre-deal dos and don'ts, people dynamics, common mistakes, communications strategies, and specific actions you can take to create measurable positive results throughout the integration process. Mergers and acquisitions (M&A) experts Tim Galpin and Mark Herndon present an updated and expanded guide to planning and managing the M&A process. Based on the authors' consulting experience with numerous Fortune 500 companies, this resource will help organizations capture deal synergies more quickly and effectively.

 

Augmenting their step-by-step advice with helpful templates, checklists, graphs and tools, Galpin and Herndon provide sound guidance for successfully integrating different processes, organizations, and cultures.

 

The authors also address pre-deal do’s and don’ts, people dynamics, common mistakes, communications strategies, and specific actions you can take to create measurable positive results throughout the integration process. The revised edition not only updates case studies and presents recent integration research, but it also adds new tools. Topics covered include:

  • Integration: The Real Deal.

    • Buyer Beware!.

    • Why Deals Are Done.

    • Integration: An Experience-Driven Skill Set.

    • The Deal Flow Model.

  • Integration Begins with Due Diligence.

    • Redefining the Process of Due Diligence.

    • Due Diligence and Compliance with the Sarbanes-Oxley Act of 2002.

    • Due Diligence and Strategic Integration Risk Factors.

    • Due Diligence and Organizational Culture.

    • Due Diligence and Human Capital.

    • Coordinating HR into the Due-Diligence Process.

  • Welcome to the Big Leagues of Change Management.

    • Organizational Dynamics Created by M&As.

    • Concepts of Change Management.

  • The Merger Integration Work-Streams Model.

    • Overview of the Merger Integration Work-Streams Model.

    • The Critical Role of Executive Leadership.

    • Deploying the Model.

  • Organizing, Involving, and Coordinating Integration Task Forces.

    • Establishing the Integration Infrastructure.

    • Launching the Planning Process.

    • Managing the Integration Project.

  • Tell It Like It Is: Honest Communication.

    • Communication Models for a Merger.

    • Knowledge Before New Skills.

  • Don’t Let Them Jump Ship: Retaining and “Rerecruiting” Your Key People.

    • Identifying Key People.

    • Understanding What Motivates People.

    • Developing and Executing an Action Plan.

  • Setting the Organization Cures Many Ills: Structure and Staffing Decisions.

    • Common Problems.

    • Ten Principles.

    • Fair Processes.

    • Staffing Process Models.

  • Keeping Track of Success: Merger Measurement Systems

    • Integration Measures.

    • Operational Measures.

    • Process and Cultural Measures.

    • Financial Measures.

  • “But They’re So Different”?: Cultural Integration.

    • Defining Organizational Culture.

    • Discovering, Inventing, and Delivering Cultural Integration.

    • Answering Key Questions.

    • Sticking to the Implementation Plan.

    • Continuous Management of Cultural Integration.

  • Human Capital Integration and the Human Resources Function.

    • The “Making Strategy Work”? Model.

    • Case Studies in Human Capital-Related Integration.

  • Merger Repair.

    • Symptoms.

    • Merger Integration Results Assessment.

    • Two Tracks of Merger Repair.

  • Keys to M&A Success.

    • Does a Structured Approach to M&A Integration Work?.

    • Recommendations for Success.

    • Developing a Sustained M&A Capability.

    • Avoiding “Killer” Phrases.

  • Resource A: Sample Task Force Charter.

  • Resource B: Integration Planning Template.

  • Resource C: The Current State of M&A Integration.

"When integrating two organizations and cultures, putting the proper process in place is key. This guide will help you avoid the pitfalls and follow the key steps to success." —Jeff Hemmer, vice president of customer supply chain, Equistar Chemicals

TIMOTHY J. GALPIN is President of Integration Partners, LLC, and has been involved in over thirty successful mergers. He is the author of two previous books, The Human Side of Change and Making Strategy Work, both from Jossey-Bass.

MARK HERNDON serves as regional leader for Merger and Acquisition Services with Watson Wyatt Worldwide. As a consultant on more than twenty integration assignments, his work has focused on designing and implementing merger integration approaches that maximize the speed, synergy capture, and strategic communication of the deal.

(information from the publisher)

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