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2019 | OriginalPaper | Chapter

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

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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.

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Literature
go back to reference Collins J (2001) Good to great. Harper Collins, New York Collins J (2001) Good to great. Harper Collins, New York
go back to reference Papmehl A (1999) Personal-Controlling. Sauer, Heidelberg Papmehl A (1999) Personal-Controlling. Sauer, Heidelberg
Metadata
Title
Restructuring and Capital Organisation: an Interim Manager’s Practical Experiences
Author
André Papmehl
Copyright Year
2019
DOI
https://doi.org/10.1007/978-3-658-17107-0_12