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KMIT Limited - General Framework 1 Purpose of the report - an overview 2 History and background Old mission Old Objectives New missionobjectives New strategies Action - describe the acquisition change 3 KMIT Ltd TEC Why acquire Symptoms - whats going wrong Such as Low morale productivity Lack of control - dont follow directives Redundancy of manpowerjob Job reselection Communication External threats competitive cost leader Opportunities - overseas markets new client base 4 Diagnosis model - Weisbords Six Box Identify problem Steps Info collection method type of info 5 The Change Model - Lewins three steps Unfreeze Change Refreeze 6 Unfreeze Pre communication eg vision day etc Force field analysis Identified key individual Build coalition Power culture - change 7 Change - Initiative Process Culture Org chart 8 Refreeze HR systems eg rewards system etc Institutionalize the change such as informal family day 9 Monitoring - EVA CVA PVA making it last 10 Role Causes consequences of resistance Weisbords 6 box Purpose 1 Goal clarity ET Parent Company - 40 aware SET Acquired Company - 20 aware 2 Goal Agreement Consensus Low due to ignorance 3 Info gathering mode Survey - all staff Observation - all staff Interview - only supervisors and above Structure 1 Monitoring and control 2 Professional knowledge of division managers 3 Too many managers lack of human resources optimization 4 Too specialized Relationship 1 Weak communication Between department Between individuals 2 Mode of conflicts 3 Different priorities Rewards 1 Yearly appraisal 2 Forced distribution 3 No formal system 4 Managers own discretion 5 Lower level staff - underpay 6 Heavy
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