Change Management Fabrication International CHANGE Management AT FI (i) Critical Assessment of Investment-Appraisal Process The investment appraisal process at Fabrication International (FI) is divided into four distinct steps. This appraisal process reflects the values and concerns of top management that it seeks to realize during the decision making process. FI is marked by traditional expectations of doing business. It expects its long time customers to continue doing business with it irrespective of economic realities.

(GAO, 2008) These criteria are stated to "inform many other elements of the positions, including roles and responsibilities, job qualifications, reporting relationships, and decision-making structure and processes." (Dejewski, 2007) Three types of COO/CMO positions were identified as follows: (1) the existing deputy position could carry out the integration and business transformation role. This type of COO/CMO might be appropriate in a relatively stable or small organization; (2) a senior-level executive who reports to

Change Management Critique of Kotter's Eight Stage Model of Change The development of change models to support the way that management undertakes change may be seen as a useful development; providing a framework from which change may be understood and therefore actively managed. One of the first models of change was proposed by Lewin (1951, p22), which presented a relatively simple format for managing change, made up of three stages; unfreezing, the

Change Management Scenario The contemporary business environment is rapidly evolving. Globalization has taken over the organization environment, and with this business is forced to undergo continuous and rapid change driven by increasing stakeholder expectations, new technological advances, and competition that is not only global, but viral (Bendell, 2005). This has resulted in a dramatically different business environment in which the modern business, in order to survive and prosper, is forced to

Software quality management, compliance, and collaboration across the entire organization also need to be integrated at the process and role level with the LMA supply chain. As the LMA supply chain is very unique in that it specifically deals with prototypes often that are under covered under security guidelines and clearances, there needs to be continual focus on change management and task ownership in this area as well. For

1.3. Summary of argument, Hypothesis The role of leadership styles and their applicability to the success or failure of mergers, acquisitions and alliances is the focus of this research. Any leadership study, to be relevant, must also focus on the needs of those served by the organizations studies. That is why in the proposed Change Management Equilibrium Model have customer-driven processes at their center or core. The focus of the research