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Example research essay topic: Overseas Markets Performance Appraisal - 1,149 words

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KMIT Limited General Framework 1. Purpose of the report an overview 2. History and background? Old mission? Old Objectives? New mission / objectives ?

New strategies? Action describe the acquisition / change 3. KMIT Ltd &# 038; TEC? Why acquire? ?

Symptoms whats going wrong? Such as: ? Low morale / productivity? Lack of control dont follow directives? Redundancy of manpower / job ? Job reselection?

Communication? External threats / competitive cost leader? Opportunities overseas markets &# 038; new client base 4. Diagnosis model Weisbords Six Box? Identify problem?

Steps? Info collection method &# 038; 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 &# 038; culture change 7. Change Initiative, Process &# 038; 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 &# 038; 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 top Leadership 1. Autocratic / benevolent Helpful mechanism 1. Planning no walk the talk 2. Control weak &# 038; bad 3.

Budgeting ok 4. Info system good but not proper Training &# 038; development 1. Usually not relevant to job 2. Basically to fulfill the required hours 7 days / year I. Leadership Adopting Likerts normative theory, in an organization, systems can be categorize into 4 types: 1. Autocratic top-down, exploitative management 2.

Benevolent autocracy still top-down but not as exploitative 3. Consultative employees are consulted about problems and decisions but management still makes the final decisions. 4. Participative Management key policy decisions are made in groups by consensus. The ideal organization climate. All staff to answer the questions by placing the letter C (Current) at the place on a twenty-point scale that best represents their opinion now a D (Desired) at the place that indicates their ideal organization how they expected the organization to be like in the future. This approach to organizational diagnosis is structured and directional.

It is structured by use of questionnaires and it is directional in that data that are collected are compared with the Ideal Climate System 4. The survey feedback method is used as the main intervention; that is, the data from the questionnaires (survey) are reported back to all the staff in a set manner. Therefore, the primary mode of gathering data is with questionnaires and the goal of change is achieving the ideal organizational climate i. e. System 4. Findings Through the survey result, the profile of the organization currently is pointing at system 2.

The approach to this organizational diagnosis is through the use of questionnaires, the Profile of Organizational Characteristics, with the following sections: 1. Corporate Image 7. Performance Appraisal 2. Communication 8. Pay / Benefits 3. Career Development 9.

Customer Service &# 038; Quality 4. Job Training 10. Working Conditions 5. Work Relations 11. Motivation / Job Satisfaction 6.

Leadership / Supervision 12. Goals / Control Some of the findings from the survey: 1. Fundamentally, information is communicated from top-down. 2. Decision-making are still remain the top management prerogative and bottom up communications are limited. 3. Division heads are weak in controlling the project managers. Ultimately, the organization should fall under the System No 4, the participative management.

As part of creating short-term wins, the first step to make is targeted at System No 3, the consultative management. Helpful mechanism I. Planning systems are well documented but no strict enforcement of compliance to the procedures. Difference in priorities between the parent company and the subsidiary company. Do not walk the talk! II.

Control subsidiary company reluctance and refusal to relinquish the control and power of status quo resulting in conflicting interest. III. Budgeting operate on a conservative mode by restricting budget in the beginning of the financial year leading to excess surplus towards the end of fiscal year. IV. Information system fails to take advantage of the technology to augment its competitiveness. Currently, using the HP 3000 mainframe but looking into an comprehensive software package S.

A. P. However, upon implementation of the system, no proper training was administered resulting in under-utilization of the features thus failing to exploit the full benefits of the investment. Environment I.

Formally used to operate in a almost monopoly type of environment. However due to increasing external competitions, new strategy is to be a competitive cost leader delivering quality products. II. Besides consolidating the local markets, also building beyond the boundary for opportunities overseas markets &# 038; new client base. PART II: CHANGE CULTURE Culture change shall occur in KMIT Limited &# 038; TEC when the fundamental ways of doing business are re-conceptualized.

The identity of the two companies is transformed both for the staff and the customers. The previous two changes; initiatives upgrade management quality and replenish the resources and approaches; process that change how work is done. Whereas the culture changes permeate the soul and mind of the organization and alters how the organization ponders and discerns about itself. Leading the change the top management themselves had exhibited their role as champion and leader by inviting OD consultants to look into the organization. It also include a participative departments and teams. Innovation thinking create a learning organization.

Prepares the managers for the change by relevant training in advance before the actual changes take place. Promote a Quality Work Life (QWL) climate as a considerate employer. Ultimately, culture change must add value to KMIT Limited; improving the competitive position in the market by changing the identity to accord with customer needs. This can been achieved through continual management attention to the desired new culture. PART III: REFREEZE Integrate into the system to ensure higher chance of success, the required culture should also be incorporated into the current HR systems such as the performance appraisal system in line with the reward system; the staffing system; training and development system; etc. Creating the need the pre-communication sessions with all staff by the President was done during the unfreeze phase thus creating the compelling need for change.

This could be further Institutionalized by having some informal reinforcement such as fun-fair day. The theme can be setup with the changing culture in mind such as game stalls, friendly competition, etc.


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Research essay sample on Overseas Markets Performance Appraisal

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