Engineering management organization and planning

Engineering management organization and planning

Question 1:

            After the acquisition, the company has to face the culture related challenges.Employees from both sides think and act towards new environment in a different way.Company has to establish new processes and capabilities to lead the new culture. Role of top leadership is important. Top leadership has to be prepared to show others about the direction of the new company.Company has to redefine the core values, mission, vision and strategic objectives.Moreover, communication and decision making practices and defining new roles and responsibilities are required. Communication programs are necessary to convey new values and strategic objectives to new work force.For that purpose key people from all functional units will be invited to convey the changes to their respective departments regarding how the newly integrated firm will work.Moreover strategic employee recognition programs are necessary to demonstrate the cultural changes among the employees. Building a shared culture is difficult and requires breaking down old values, norms, status quo of the organization. There is no specific time period to change the culture the culture of new company. However, companies take five to seven year to completely adopt new culture. The time frame is dependent on how fast the company incorporates the cultural changes and employees adopt themselves to the new culture of the newly established company.

Question 2:

            The political frame is the best solution to deal with the cultural changes during and after the acquisition phase. This frame emphasizes on people and their relationship in terms of power, politics, authority, strategic goals, bargaining and negotiations. Such issues have to be dealt in acquisition.The need of new relationships, skills, developments, status quo and benefits for the new company can be affectively addressed by the political frame.

Proposal on Engineering management organization and planning By ABC Dated: Engineering management organization and planning Question 1: After the acquisition, the company has to face the culture related challenges.Employees from both sides think and act towards new environment in a different way.Company has to establish new processes and capabilities to lead the new culture. Role of top leadership is important. Top leadership has to be prepared to show others about the direction of the new company.Company has to redefine the core values, mission, vision and strategic objectives.Moreover, communication and decision making practices and defining new roles and responsibilities are required. Communication programs are necessary to convey new values and strategic objectives to new work force.For that purpose key people from all functional units will be invited to convey the changes to their respective departments regarding how the newly integrated firm will work.Moreover strategic employee recognition programs are necessary to demonstrate the cultural changes among the employees. Building a shared culture is difficult and requires breaking down old values, norms, status quo of the organization. There is no specific time period to change the culture the culture of new company. However, companies take five to seven year to completely adopt new culture. The time frame is dependent on how fast the company incorporates the cultural changes and employees adopt themselves to the new culture of the newly established company. Question 2: The political frame is the best solution to deal with the cultural changes during and after the acquisition phase. This frame emphasizes on people and their relationship in terms of power, politics, authority, strategic goals, bargaining and negotiations. Such issues have to be dealt in acquisition.The need of new relationships, skills, developments, status quo and benefits for the new company can be affectively addressed by the political frame. The frame enables fit between the individual and the organization and the organization train individuals to meet organization needs. Cultural change requires open communication and integration to better convey the organization change. In this context, political frame ensures open system regarding good and bad communication and self-monitoring teams which essentially address the changes in culture due to acquisition. This frame holds the idea that organizations are stimulating, rewarding and productive. Hence employees low morale, turnover, low production and performance which are the possible outcome of acquisition can be affectively dealt with this frame. Top management is considered as a change agent in the organizations. Top managers should be a constructive politicians and the political frame provide various perspectives to deal with cultural challenges after acquisition affectively. Question 3: The current baseline schedule has fatal technical error. The lack of skilled labor force does not enable the schedule to accomplish in desired time frame.In this situation baseline schedule review is necessary to reflect work able realisticcompletion plan.It is necessary for the contractor and the owner to discuss the requirements and the expectations of the project to ensure the timely completion of the baseline schedule.The baseline schedule should be extended to provide relevant skills to the existing labor force, because the company has not enough funds to hire new skilled labor force.The owner may also ignore the baseline time requirement for the success of the project.The second option is to borrow the funds from financial institution to hire new skilled labor force. If the company could not afford the delay in baseline schedule then funds may be borrowed to hire skilled labor force to ensure the in time completion.

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Paper's Detail

Category Marketing Channel Management
Paper Type APA
Reference Type Term Paper
Words 575

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