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Essay / Research Paper Abstract
An 8 page paper. The scenario is that a plant is going to close, employees may transfer to another state or lose their jobs. The company will not pay relocation expenses. The essay begins by explaining developmental, transitional and transformational change and identifying the type of change this event represents. The writer then provides suggestions to the manager in charge of closing the plant. These include performing a cost analysis, researching resources for dislocated workers and frequent and honest communication. The writer also suggests the manager be prepared for resistance and anger. Bibliography lists 6 sources.
Page Count:
8 pages (~225 words per page)
File: MM12_PGmvnbms.rtf
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Unformatted sample text from the term paper:
is at the employees own expense. Employees have highly specialized skills that would not be transferable to other jobs in Nebraska. How can the manager successfully close the plant, keeping
in mind the needs of both individual employees and the company? Also, explain developmental, transitional and transformational change. There are basically three major types of change: 1. Developmental
change, which is defined as improving what already exists. The purpose of this type of change is improvement. This is the least painful type of change to make; change is
typically made through a combination of learning, developing new skills, ongoing communication (Anderson and Anderson, 2002). This is a goal-oriented process (Anderson and Anderson, 2002). 2. Transitional Change, which is
implementing something that is new. This type of change necessitates the dismantling of what exists to install the new process. It requires effective management of the transition process (Anderson and
Anderson, 2002). The purpose of the change is to fix a problem (Anderson and Anderson, 2002). This is a project-oriented process (Anderson and Anderson, 2002). 3. Transformational Change happens when
the old state of affairs must die and the new state is not known. The change emerges from visioning, from trial and error and from learning. "The new state requires
fundamental shift in mindset, organizing principles, behavior and/or culture" (Anderson and Anderson, 2002). This is the most painful type of change. Change is made through process design and facilitation what
requires a high level of involvement from all concerned. There must be ongoing learning and adjusting for success. The majority of the organization must operate from whatever the new state
demands, which means that everyones behavior must also change if the transformation is to succeed (Anderson and Anderson, 2002). This is a highly process-oriented change process (Anderson and Anderson, 2002).
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