Merrill Lynch in 2004 - Restructuring and Beyond|Human Resource|Organization Behavior|Case Study|Case Studies

Merrill Lynch in 2004 - Restructuring and Beyond

            
  
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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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Case Details:

Price:
Case Code : HROA008 For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Shipping & Handling Charges extra

Themes

HR restructuring
Case Length : 14 pages
Period : 2001 - 2004
Pub Date : 2005
Teaching Note : Not Available
Organization : Merrill Lynch & Co.
Industry : Banking and Financial Institution
Countries : USA

Abstract:

Merrill Lynch & Co, Inc (Merrill) is one of the world's leading investment banks, with offices in over 35 countries and 48,100 employees. A bearish stock market in 2001 along with a series of scandals had adversely affected the company's profit margins.

It was at this juncture that Stanley O'Neal had taken charge as President. Later O'Neal became CEO and Chairman of Merrill. The case discusses in detail, the initiatives taken under the leadership of O'Neal, to revamp Merrill's organizational culture and restore its competitiveness.

 Human Resource and Organization Behavior | Case Study in Management, Operations, Strategies, Human Resource and Organization Behavior, Case Studies

Contents:

  Page No.
Introduction 1
Background Note 1
Merrill's Business groups 2
The Scandals 2
Restructuring under O'Neal 4
Future Outlook 10
Exhibits  

Key Words:

Restructuring, Turnaround, Scandals, Leadership, Merrill Lynch, Stanley O'Neal, Entrepreneurship, Technology, Super Nova, Siebel systems, Research, Financial institution, Investment bank, David Romansky, The Securities and Exchange Commission (SEC)

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