Just as organizations have survived other recessions, they will
come through this latest one-but they will need help to recover
from it. In this book, acclaimed author and consultant Mitchell
Marks offers the wisdom drawn from his many years of experience in
helping organizations weather and manage the storms of mergers,
acquisitions, and downsizing. Marks shows senior executives, team
leaders, HR directors, and consultants how to get jaded employees
back on track, carry them through the transition, and motivate them
to perform at their best. He provides comprehensive guidance on
‘transition management, ‘ explaining how to approach the new and
create a context for recovery. And he details how to revitalize the
entire organization-the individual spirit, teams and their
performance, and organizational systems.
Mitchell Lee Marks (San Francisco, CA) is an independent management
consultant specializing in helping firms plan and implement
mergers, restructurings, and other transitions. He also consults in
areas of CEO coaching, senior team development, HR development, and
corporate culture. Previously, he was senior director at Delta
Consulting Group and national chair of the HR Management Practice
Group at William H. Mercer, Inc.
Table of Content
Preface.
The Author.
Part One: The Costly Impact of Transitions on Organizations and
Their People.
1. Organizational MADness.
2. Unintended Consequences of Business Transitions.
Part Two: Laying the Groundwork for Workplace Recovery:
Understanding How People Adapt to Transitions.
3. The Opportunity and the Challenge.
4. Individual Adaptation to Transition.
5. The Realities and Requirements of Workplace Recovery.
Part Three: The Four Elements of Workplace Recovery.
6. Empathy.
7. Engagement.
8. Energy.
9. Enforcement.
Part Four: Solidifying the Context for Workplace Recovery.
10. Leading and Managing Workplace Recovery.
Selected Bibliography.
Index.
About the author
Mitchell Lee Marks leads Joining Forces.org in San Francisco and San Diego, which specializes in advising executives on managing mergers, restructurings, and other transitions; building team effectiveness; and developing organizational cultures to achieve desired financial and strategic objectives. Marks has worked with numerous organizations, including AOL, BP Amoco, Intel, Pfizer, Bank of America, and Blue Shield of California. Marks is the author of several books and articles, including Joining Forces: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances (Jossey-Bass, 1998).
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