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Restructuring and Capital Organisation: an Interim Manager’s Practical Experiences

  • André PapmehlEmail author
Chapter

Abstract

Interim managers only generally come on the scene at crisis‐stricken companies when things have already gone wrong. In practice, this means that the situation is often already critical or very advanced. Signs of this may include legal disputes with the works council or trade unions, unsuccessful negotiations with regard to necessary job cuts or pending cost‐saving measures. The atmosphere on the premises is also mainly characterised by mistrust – sometimes even open enmity – between the management and social partners.

Bibliography

  1. Collins J (2001) Good to great. Harper Collins, New YorkGoogle Scholar
  2. Papmehl A (1999) Personal-Controlling. Sauer, HeidelbergGoogle Scholar

Copyright information

© Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature 2019

Authors and Affiliations

  1. 1.Papmehl Management ConsultingGerlingenGermany

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