This is a Masters paper / assignment written on the merger of Daimler-Benz & Chrysler.
The paper contains many contemporary business models and fully referenced literature content.
This is essential reading for any Business students studying "Change Management" at BA or MA levels.
1: Introduction
Figure One: Change versus transition
Figure Two: Transition model
2: DaimlerChrysler Background
3: Rationale behind the change
Globalisation
Major changes in the global automotive industry
Porter's Five-force analysis
Figure Three: Five-force analysis for the
Global motor industry
Bargaining Power of the Buyers
Bargaining power of suppliers
Threat of new entrants
Pressure from substitutes
4: Description of the process
Figure Four: Key dates
The 'hard/soft' approach to change management
Figure Five: The 'hard/soft' approach to change management
5: Roles and perspectives of the key players
6: Critical analysis and evaluation
Lewin's forcefield analysis
Figure Six: Lewin's forcefield analysis
Communication
Alignment
Cultural fit
Workforce
Governance
Lewin's change model
Figure Seven: The management of change (Lewin)
Unfreezing
Moving
Refreezing
Structure
Culture
Figure Eight: Cultural differences in values
Strategy
Cultural web analysis
Figure Nine: Cultural web analysis
Symbols
Power structure
Organisational structures
Figure Ten: Chrysler Corp. organisational structure
Figure Eleven: Daimler-Benz organisational structure
Control systems
Rituals and routines
Stories
Figure Twelve: Differences in culture
Paradigm
Rectification
Figure Thirteen: Strategies for strengthening
DaimlerChrysler's culture
Actions of founders and leaders
Introducing culturally consistent rewards
Maintaining a stable workforce
Managing the cultural network
Selecting and socialising employees
7: Change Agents
Fifteen key competences of the change agent
Goals
Roles
Communication
Negotiation
Managing up
8: Conclusions and final thoughts
9: Lessons learnt
Download Here: Dissertation
The paper contains many contemporary business models and fully referenced literature content.
This is essential reading for any Business students studying "Change Management" at BA or MA levels.
1: Introduction
Figure One: Change versus transition
Figure Two: Transition model
2: DaimlerChrysler Background
3: Rationale behind the change
Globalisation
Major changes in the global automotive industry
Porter's Five-force analysis
Figure Three: Five-force analysis for the
Global motor industry
Bargaining Power of the Buyers
Bargaining power of suppliers
Threat of new entrants
Pressure from substitutes
4: Description of the process
Figure Four: Key dates
The 'hard/soft' approach to change management
Figure Five: The 'hard/soft' approach to change management
5: Roles and perspectives of the key players
6: Critical analysis and evaluation
Lewin's forcefield analysis
Figure Six: Lewin's forcefield analysis
Communication
Alignment
Cultural fit
Workforce
Governance
Lewin's change model
Figure Seven: The management of change (Lewin)
Unfreezing
Moving
Refreezing
Structure
Culture
Figure Eight: Cultural differences in values
Strategy
Cultural web analysis
Figure Nine: Cultural web analysis
Symbols
Power structure
Organisational structures
Figure Ten: Chrysler Corp. organisational structure
Figure Eleven: Daimler-Benz organisational structure
Control systems
Rituals and routines
Stories
Figure Twelve: Differences in culture
Paradigm
Rectification
Figure Thirteen: Strategies for strengthening
DaimlerChrysler's culture
Actions of founders and leaders
Introducing culturally consistent rewards
Maintaining a stable workforce
Managing the cultural network
Selecting and socialising employees
7: Change Agents
Fifteen key competences of the change agent
Goals
Roles
Communication
Negotiation
Managing up
8: Conclusions and final thoughts
9: Lessons learnt
Download Here: Dissertation