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Bank of America's Case Study

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Bank of America Case Study The talent management program That led to Success for the Company Bank of America believes successful global leadership development is a mix of three essentials: global consistencies, cultural distinctive and individual ownership. Aligning, teaching and developing key leaders from across the enterprise are main facts of their consistent approach. According tone of the articles of Carter (founder and CEO of Best Practice Institute and the author of several books, including Best Practices in Leadership Development) at Talent Management’s web site, “Participants of their Accelerated Development Program include 80 to 100 high-potential leaders identified from a pool of 5,000 nominees as the bank’s next generation of senior leaders”. The author Carter adds that “The curriculum is a blend of self-paced, Web-enabled content, instructor-led classroom learning, assessment, coaching and ongoing, virtual instructor-led learning”. Carter asserts that, program participants are assigned to coaches from Bank of America’s HR community who know the company culture and live and work in the same region or business unit as those they are coaching (Carter, 2012). Bank of America's overall philosophy of talent management and development is determined by seven base doctrines that create a mindset which penetrate across the company’s executive line. This company has always kept the leadership in talent management in the banking industry. Knighton &Krupp have juxtaposed these doctrines in their article (Next-Generation Leadership at Bank of America) as follows: 1. Leaders really do matter in managing and driving accountability, results and culture.
2. Performance rules: Top performers, then high potentials.
3. Talent is an enterprise

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Introduction
to
Econometrics
 
 December
17,
2009
 
 Professor
Gary
Krueger

...Do
Bank
Mergers
Create
Shareholder
 Value?

 An
Event
Study
Analysis
 
 Varini
Sharma
 
 Introduction
to
Econometrics
 
 December
17,
2009
 
 Professor
Gary
Krueger
 
 Macalester
College
 I. Introduction
 Since the 1980s, the U.S. banking industry has experienced a large increase in the level of mergers and acquisitions. Between 1980 and 1998, approximately 8,000 bank mergers occurred, involving about $2.4 trillion in acquired assets that can be attributed to deregulation in the1980s and the removal of legal restrictions on intrastate and interstate banking (Rhoades, 2000). One basis for these mergers is the assumption that such consolidations lead to improvements in efficiency and profits amassed through increased market power, economies of scale, reduced earnings volatility, diversification, and other financial and operational synergies. While proponents of bank mergers argue that these gains are substantial, Coase (1937) tells us that tradeoffs exist between economies of scale (size) and ability to manage. In addition to the significant increase in mergers we have witnessed the collapse of countless financial institutions in the past 3 years due to bad lending practices. While the Coase theory applies to firms in general, how well does it apply to financial institutions? Additionally, has the increased size of financial institutions contributed to the financial crisis of 2008? 
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