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The leadership of a medium-sized technology company has determined that the most viable option to expand their product line is to merge with an existing, larger company. HR is part of the team conducting due diligence for the merger. One item that concerns HR is the different approaches the companies have to work/life balance. The employees of the old company feel that they are treated unfairly because pay, benefits, and working conditions are different within work groups. HR believes that the new company should have a blend of the cultures and the benefits of the two companies.

HR is responsible for communicating the decision to the current employees and developing a timetable for the integration. Employees are excited to join the larger company, based on rumors of better pay and benefits with the new organization.

The new company is ready to reduce redundancy in key leadership positions and develops a work group to identify positions for elimination. After identifying duplicate positions, managers must recommend individual employees for termination.

The merger of the two companies is underway, and HR has been asked to develop organizational effectiveness measures to improve performance and productivity. HR has undertaken the OED process.

One group has declined in performance, productivity, and profits. The leadership team has asked HR to review the situation and provide a recommendation. The manager of this group has a reputation of having an abrasive management style.

Leadership has tasked HR with outlining an effective change management plan. What is the first thing HR should do to help manage the change in the organization?

What is the ultimate function of executive management?

When would a return on investment (ROI) analysis be an effective metric?

What is a valuable insight that can be gained from studying the sender-receiver communication model (the basic communication model)?