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 & TEC
             · Why acquire?
             · Symptoms - what's going wrong? Such as:
             · Low morale productivity
             · Lack of control - don't follow directives
             · Redundancy of manpower/job
             · Job reselection
             · Communication
             · External threats competitive cost leader
             · Opportunities - overseas markets & new client base
            
             4. Diagnosis model - Weisbord's Six Box
             · Identify problem
             · Steps
             · Info collection method & type of info
            
             5. The Change Model - Lewin's 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
            
             Weisbord's 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
            
             ...