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      MBA Essay寫作范文:Tasks on Strategic Change Management

      論文價格: 免費 時間:2022-10-14 16:23:08 來源:www.ourpropertyvalue.com 作者:留學作業網

      MBA Essay寫作范文MBA Essay寫作范文-戰略變革管理任務。本文是一篇留學生MBA Essay格式范文,主要內容是講述“矩陣式組織試圖將純功能結構和產品組織結構的優勢結合起來。這種形式同樣適用于項目驅動的建筑公司等公司”。在矩陣式組織中,項目經理直接向副總裁和總經理報告的結構是不同的。下面就一起來參閱這篇留學生MBA Essay寫作格式范文。

      MBA Essay寫作格式范文Harold (2008) opines that “the matrix organization is an attempt to combine the advantages of the pure functional structure and the product organizational structure. This form is identically suited for the companies such as construction companies that are project-driven”. In the matrix organizations the structure is different in which the project manager directly reports to the vice president and the general manager.
      The project manager is responsible for the whole process and decision making in the project and at the end or at any time the manager needs to report then the report goes directly towards the vice president and the general manager. In this model the decision making in the company is very fast and easy by the project manager. In this model each centre becomes the potential profit centre in which the project manger is the in-charge of the project and decision making.
      項目經理負責項目的整個過程和決策,在項目結束或任何時候,經理需要報告,然后直接向副總裁和總經理報告。在這種模式下,項目經理可以快速、輕松地在公司做出決策。在這個模型中,每個中心都成為潛在的利潤中心,其中項目經理負責項目和決策。
      Green (2007) states there are some merits and demerits of the matrix organization. The advantages of the matrix organizations are these. The cost of the project is minimised in the matrix organizations and also there are less chances of the conflicts between the employees. There is the ideal balance in the time, cost and performance. There is also the sharing of authority and responsibilities and al last the stress is divided in the team so no one is over stressed and given over burden to do something alone. So the matrix organizations are good in these aspects.
      Green指出矩陣組織有一些優點和缺點。矩陣組織的優勢在于這些。矩陣式組織將項目成本降至最低,員工之間發生沖突的可能性也較小。時間、成本和性能之間存在理想的平衡。還有權力和責任的分享,最后,團隊中的壓力是分散的,因此沒有人會壓力過大,也沒有人會為獨自完成某件事而承受過重的負擔。因此,矩陣組織在這些方面都很好。
      There are also some demerits of the matrix organizations like this model is not suitable for all the organizations specially the small organizations. The whole responsibility of the success or failure comes to the manager nor anyone else because of the decision making done by the manager not by others. The team which leads the project takes the whole credit which is against the common appraisals and equality in the organization.
      矩陣式組織也有一些缺點,比如這種模式不適合所有組織,特別是小型組織。成功或失敗的全部責任由經理或其他人承擔,因為決策是由經理而非其他人做出的。領導項目的團隊獲得了整個榮譽,這與組織中的共同評估和平等是背道而馳的。
      TRANSFORMATIONAL LEADERSHIP MODEL:轉型領導模式
      Timothy (2000) opines that transformational leadership style is the ideal style of the leadership which motivates and uplifts the morale of the employees to work with the commitment and eagerness to promote the growth of the organization. If the people or employees are less effective and used to be controlled by someone who does not have the commitment within themselves, in this situation, the leader with the transforming skills can encourage the employees and change the behaviours of the employees to work effectively and become more productive and good for the organization.
      Timothy認為,變革型領導風格是理想的領導風格,它激勵和提升員工的士氣,以承諾和渴望來促進組織的發展。如果這些人或員工的效率較低,并且習慣于被自己沒有承諾的人控制,那么在這種情況下,具有變革技能的領導者可以鼓勵員工,改變員工的行為,從而有效地工作,提高生產力,對組織有利。
      This model helps to transform other in such a way that the organization gets the advantage from the employees in a maximum quantity. Transformational leadership is ideal but in the bureaucratic organizations which are according to Kehoe (2007) which states that the system is so long in the bureaucratic system that the information is sometimes distorted and employees blame the organization for any mishaps in the company and the unity is damaged all the time.
      這種模式有助于轉變其他模式,使組織能夠最大限度地從員工那里獲得優勢。轉型型領導是理想的,但根據Kehoe的說法,在官僚組織中,這種制度在官僚系統中存在太久,以至于信息有時會被扭曲,員工會將公司中的任何不幸歸咎于組織,團結一直受到破壞。
      There are some aspects in the transformational and bureaucratic organization which are just the opposite, so the simple answer is this that the transformational is more effective as compared to the bureaucratic in decision making.
      轉型組織和官僚組織中有一些方面正好相反,因此簡單的答案是,與官僚組織相比,轉型組織在決策方面更有效。
      TASK 1.2:
      EVALUATE THE RELEVANCE OF MODELS OF STRATEGIC CHANGE TO ORGANIZATIONS IN THE CURRENT ECONOMY:評估戰略變革模式與當前經濟中組織的相關性:
      The models for the change which are discussed in the above paragraphs are very effective and important. Leban (2008) opines that the in the matrix organizations the structure is different in which the project manager directly reports to the vice president and the general manager. The project manager is responsible for the whole process and decision making in the project and at the end or at any time the manager needs to report then the report goes directly towards the vice president and the general manager.
      上述段落中討論的變更模型非常有效且重要。Leban認為,在矩陣式組織中,項目經理直接向副總裁和總經理報告的結構是不同的。項目經理負責項目的整個過程和決策,在項目結束或任何時候,經理需要報告,然后直接向副總裁和總經理報告。
      In this model the decision making in the company is very fast and easy by the project manager. This model is good in terms of decision making because the project manager is the in-charge of the project and he is not asking anyone if the decision is urgent and for the betterment of the organization. In the matrix organizations the credit is all for the team leading the project. This is the demerit of the matrix organizational model.
      在這種模式下,項目經理可以快速、輕松地在公司做出決策。這種模式在決策方面很好,因為項目經理是項目的負責人,他不會問任何人決策是否緊急,是否是為了改善組織。在矩陣組織中,所有的功勞都歸功于領導項目的團隊。這是矩陣式組織模式的缺點。
      In the transformational leadership model the model says the flexibility in the organization. There are no rigid rules and regulations like the bureaucratic organizations; the environment is very delightful and good because of the good leadership who cares for the employees. Kotter and Cohen (2002) states that the system is so long in the bureaucratic system that the information is sometimes distorted and employees blame the organization for any mishaps in the company and the unity is damaged all the time. There are so many delays are also there in this system so the transformational model is the best and the need on the companies.
      在變革型領導模式中,該模式表示組織的靈活性。沒有像官僚機構那樣嚴格的規章制度;環境非常宜人,因為有關心員工的好領導。Kotter和Cohen指出,該系統在官僚系統中時間太長,信息有時會被歪曲,員工將公司的任何事故歸咎于組織,團結一直受到破壞。這個系統中也有很多延遲,所以轉型模式是最好的,也是公司的需要。
      TASK 1.3:
      ASSESS THE VALUE OF USING STRATEGIC INTERVENTION TECHNIQUES IN ORGANIZATIONS:評估在組織中使用戰略干預技術的價值:
      SITUATIONAL THEORY AND CONTINGENCY THEORY:情境理論和權變理論:

      According to this theory, leaders everywhere behave in the certain manner and that manner always depends upon the situation of the time in the organization. Senior (2001) states there can be several situations in which there might be possible leadership behaviours but these behaviours depend on the situation of that particular time in the company in which the leader is working in.
      根據這一理論,任何地方的領導者都會以某種方式行事,而這種方式總是取決于組織中當時的情況。Senior表示,可能存在幾種可能存在領導行為的情況,但這些行為取決于領導者所在公司特定時間的情況。       
      In this theory, Timothy (2000) states leaders follow the climate in the organization and take decisions according to the situation and the situation can be either internal or external which affects the organization in different ways. This theory is very important in current leadership because in the time of recession, the decisions have to be with the situation and not the decisions which were taken in good time are good in this situation.
      在這一理論中,Timothy指出,領導者遵循組織中的氛圍,根據情況做出決策,這種情況可以是內部的,也可以是外部的,以不同的方式影響組織。這一理論在當前領導層中非常重要,因為在經濟衰退時期,決策必須與形勢相適應,而不是及時做出的決策在這種情況下是好的。       
      This is very close to the Contingency Theory which is the alternative of anything that comes against the productivity or the profit, the leadership takes contingency theory and work on this which is the option based theory as stated by James (2008) who opines that leadership must have the answer to every question arises in the growth and development of the organization.
      這與權變理論非常接近,權變理論是對生產力或利潤不利的任何事物的替代,領導層采用權變理論,并以此為基礎開展工作,正如James所述,他認為領導層必須對組織成長和發展中出現的每一個問題都有答案。
      Tesco Plc is also the well known and respected organization in which the leadership is going for meeting the targets and the decisions are taken according to the situation and this is the profitable strategy in the organization.
      樂購股份也是一家知名且受人尊敬的組織,其領導層將努力實現目標,并根據情況做出決策,這是該組織的盈利戰略。
      PARTICIPATIVE THEORY:參與理論
      The participative theory is very common and significant in the current leadership of the organizations. James (2008) states that the participative leadership and management style are open and flexible manner of management where employees have the prominent decision making role in the organization and the participation of the employees is considered as the asset of the organization. So this is very important factor in decision making of the organizational setup.
      參與理論在當前的組織領導中非常普遍和重要。James指出,參與式領導和管理風格是開放和靈活的管理方式,其中員工在組織中具有突出的決策作用,員工的參與被視為組織的資產。因此,這是組織機構決策中非常重要的因素。
      This style is very much appreciated in progressing and growing organizations. Employees feel responsible and honoured by the leadership which boosts the morale of them in order to complete the tasks of the organization as Avolio (1999) described. This leadership style helps in the organization in decision making and when this style is applied, the team work and dignity of the employees come forth and they become more and more productive.
      這種風格在進步和成長的組織中非常受歡迎。正如阿沃里奧所描述的,為了完成組織的任務,員工感到有責任感和榮譽感的領導層鼓舞了他們的士氣。這種領導風格有助于組織進行決策,當這種風格被應用時,員工的團隊合作和尊嚴就會顯現出來,他們的生產力也會越來越高。
      Tesco plc is the organization that promotes the participative leadership theory in all departments and each and every sector of the branches of this giant.
      樂購股份有限公司是一家在該巨頭所有部門和分支機構的每個部門推廣參與式領導理論的組織。
      EXAMINE THE NEED FOR STRATEGIC CHANGE IN AN ORGANIZAITON:檢查組織戰略變革的必要性
      As Klenke (2004) states that change is the demand of the organizations for growth. It is very simple to understand that the organizations do not remain the same in all the conditions and situations and there can be the need to change sometimes the few and often the many dimensions of the organizations. In Tesco PLC it is very important to give more and more satisfaction to our customers regarding some discount on some items but through the help of new advertisements and new aspects of the organization like clubcard and etc.
      正如Klenke所說,變革是組織發展的需求。很容易理解的是,組織并不是在所有條件和情況下都保持不變,有時可能需要改變組織的少數方面,往往是許多方面。在Tesco PLC中,通過新的廣告和組織的新方面(如俱樂部卡等)的幫助,在某些商品的折扣方面讓客戶越來越滿意是非常重要的。       
      So now this card will help the customers to get the points on each purchase from our stores and after getting the specific points the customers will get the chance to have some sort of bonuses and rewards. For increasing our sales this system we are planning to implement as soon as possible. We had some sort of problems regarding the customer’s interest towards our sale of the specific items and the customers were moving to another retailer companies which is going against the profitability of the organization. So we as the best one the Europe has launched the Tesco clubcard to demonstrate the valuable step towards the good will of the organization. This is the main reason for the change in our organization named Tesco PLC.
      因此,現在這張卡將幫助客戶從我們的商店獲得每次購買的積分,在獲得特定積分后,客戶將有機會獲得某種獎金和獎勵。為了增加我們的銷售額,我們計劃盡快實施這一制度。我們在客戶對我們銷售特定商品的興趣方面遇到了一些問題,客戶正在轉移到另一家零售商公司,這不利于組織的盈利能力。因此,作為歐洲最好的俱樂部,我們推出了樂購俱樂部卡,以證明我們朝著組織的良好意愿邁出了寶貴的一步。這是樂購發生變化的主要原因。
      Secondly we want the best staff to deal with the customers for that we are planning to recruit new and fresh people to get inside the company according to the Harold (2008), theory y which says that this the people work with commitment and eagerness not just to earn money and kill the time, so we are doing our best to get those people in the company for good results and meet the objectives.
      其次,根據哈羅德的理論,我們希望最好的員工與客戶打交道,因為我們正計劃招聘新員工進入公司,該理論認為,員工不僅為了掙錢和消磨時間,而且還懷著承諾和熱情工作,所以我們正在盡最大努力讓公司中的員工取得好成績,實現目標。
      TASK 2.2:
      ASSESS THE FACTORS THAT ARE DRIVING THE NEED FOR STRATEGIC CHANGE IN AN ORGANIZAITON:評估推動組織戰略變革需求的因素
      ECONOMICS:經濟

      As the global recession is the worst and the whole world is suffering of this financial countdown everywhere. This factor drives the change in the organizations. The true management in terms of finance or economics is very necessary and there should not be any kind of weakness in the organization to deal with these matters. Otherwise, therefore there should be the perfect finance management and dealing with the economy to sustain in the today’s economy.
      由于全球經濟衰退最嚴重,全球各地都在遭受金融倒計時的痛苦。這一因素推動了組織的變革。從財務或經濟角度來看,真正的管理是非常必要的,組織中不應該有任何弱點來處理這些問題。否則,就應該有完善的財務管理和應對經濟,以在當今經濟中維持下去。
      NEW MARKETS:新市場
      Green (2007) opines the new markets and the production strategies are changing and advancing in terms of their struggle to overcome the recession time with great sustainability and profitability around the world. So new markets are the threats to the organizations and only the organizations which overcome and win the market would survive in this crucial time of history.
      Green認為,新市場和生產戰略正在發生變化,并在全球范圍內以極大的可持續性和盈利能力克服經濟衰退時期。因此,新市場是對組織的威脅,只有戰勝并贏得市場的組織才能在這個歷史的關鍵時期生存下來。
      TASK 2.3:
      ASSESS THE RESOURCE IMPLICATIONS OF THE ORGANIZATION NOT RESPONDING TO STRATEGIC CHANGE:評估不應對戰略變化的組織的資源影響
      As leadership and management deals with different issues in the companies, some of them are the most important because of their need and necessity in the organizations. Human resource is the vast department that organizes the major issues in the organizations.
      由于領導層和管理層在公司中處理不同的問題,其中一些是最重要的,因為它們在組織中的需要和必要性。人力資源是組織組織機構中主要問題的龐大部門。
      The first activity of the human resource is the “Recruitment and Selection with their costs” in the companies. Leban (2008) opines that the in the recruitment the duty of the HRM is in various sectors. Firstly, it publishes or advertises the need of the organization or the companies as the vacancy comes in them. This is also the duty of the HRM to contact with the recruitment agencies for the better selection of the candidates in the companies.
      人力資源的第一項活動是公司的“招聘和甄選及其成本”。Leban認為,在招聘過程中,HRM的職責在各個部門。首先,它在組織或公司出現空缺時發布或宣傳其需求。人力資源經理也有責任與招聘機構聯系,以便更好地選擇公司中的候選人。
      After the ads the term comes when the candidates come to the recruitment section and the interviews take place, if somebody passes the interview then it is the chance for that candidate to go further and get the training to join the organization for the post he has applied or for the post the admin believes that the person can perform well according to the capability of the candidate.
      廣告發布后,當候選人來到招聘部門并進行面試時,這個詞就出現了。如果有人通過了面試,那么該候選人就有機會進一步接受培訓,加入他所申請職位的組織,或者管理人員認為該人能根據候選人的能力表現出色的職位。
      This is the very important aspect of the companies. if the right people are not coming in the companies then it will be impossible to have more and more innovative ideas in the companies. From the very first stage to the ending stage the HR plays the significant role in bringing the right people in the companies. But by these processes the huge amount of time is wasted and the resources are also misused and the organization goes in the loss. This is one of the implications that do not respond to the change in the organizations.
      這是公司非常重要的方面。如果公司里沒有合適的人,那么公司里就不可能有越來越多的創新想法。從第一階段到最后階段,人力資源在為公司帶來合適的人才方面發揮著重要作用。但通過這些過程,浪費了大量的時間,資源也被濫用,組織也因此蒙受損失。這是對組織變革沒有反應的影響之一。     
      The next category is the Cost for Training Management. James (2008) states the training management is the favourable environment of the organization in which the organization gives the opportunity to enhance the capabilities of the employees. So the training of the employees is the responsibility of the HRM in the companies. In the trainings the employees get the idea and knowledge to perform well in the organizations. Now trainings are very important but the costs that affect the financial structure of the organization is the one of the major problems in the organizations. So this is also the implication of the resource that do not respond to the change in the organization.
      下一個類別是培訓管理成本。James指出,培訓管理是組織的有利環境,在這種環境中,組織有機會提高員工的能力。因此,員工培訓是公司人力資源管理部門的責任。在培訓中,員工獲得了在組織中表現良好的想法和知識?,F在培訓非常重要,但影響組織財務結構的成本是組織的主要問題之一。因此,這也是不響應組織變化的資源的含義。
      TASK 3.1:
      DEVELOP SYSTEMS TO INVOLVE STAKEHOLDERS IN THE PLANNING OF CHANGE:制定系統,讓利益相關者參與變革規劃
      TEAM DEVELOPMENT:團隊發展

      Chance (2002) states that the “team management system is recognised as the foremost integrated system of work-based, research-proven assessment and feedback instruments worldwide_ supporting individuals, teams and organizations to effect positive and lasting change and achieve higher performance in the workplace”. Team management is the system to motivate the team to work hard and achieve the targets in a beautiful way.
      Chance指出,“團隊管理系統被公認為是世界范圍內最重要的基于工作、經研究證明的評估和反饋工具的綜合系統_支持個人、團隊和組織實現積極和持久的變革,并在工作場所取得更高績效”。團隊管理是一種激勵團隊努力工作并以漂亮的方式實現目標的系統。
      Team management is the commitment based eagerness to get the works done in the particular time period. The leaders in the team management do their best to motivate all the employees and try their best to improve the effectiveness in the employees and also the productivity of the employees to promote the organization.
      團隊管理是基于承諾的渴望在特定時間段內完成工作。團隊管理中的領導者盡最大努力激勵所有員工,并盡最大努力提高員工的效率和員工的生產力,以促進組織的發展。
      If the organization wants the employees to improve the skills for future then team development is the main factor that influences the skills of the employees to become more productive and effective for good results. Timothy (2000) opines that transformational leadership style is the ideal style of the leadership which motivates and uplifts the morale of the employees to work with the commitment and eagerness to promote the growth of the organization. If the people or employees are less effective and used to be controlled by someone who does not have the commitment within themselves, in this situation, the leader with the transforming skills can encourage the employees and change the behaviours of the employees to work effectively and become more productive and good for the organization.
      如果組織希望員工提高未來的技能,那么團隊發展是影響員工技能的主要因素,從而提高生產力和效率,取得良好的結果。Timothy認為,變革型領導風格是理想的領導風格,它激勵和提升員工的士氣,以承諾和渴望來促進組織的發展。如果這些人或員工的效率較低,并且習慣于被自己沒有承諾的人控制,那么在這種情況下,具有變革技能的領導者可以鼓勵員工,改變員工的行為,從而有效地工作,提高生產力,對組織有利。
      INFLUENCING SKILLS;影響力技巧
      Influencing skills are important in the development of the organizations and the leaders in the organization must have the influencing skills, organizations need the skill filled leaders to cope up with all the situations and tackle the problems. James (2008) opines that the influencing skills enable us to increase our credibility and helps to achieve and get more when working with other employees. As credibility is the key skill of the leaders which helps to achieve the goals and manage the task according to the preference of those.
      影響力技巧在組織的發展中很重要,組織中的領導者必須具備影響技能,組織需要充滿技能的領導者來應對所有情況和解決問題。James認為,影響力技能能夠提高我們的可信度,有助于在與其他員工合作時取得更多成就。因為可信度是領導者的關鍵技能,有助于實現目標并根據他們的偏好管理任務。
      Besides this, managing the people is also the credibility of the leaders in this the leader encourages the employees and give them chance to feel good while working in the organizations. There it is also required to promote the collaboration and cooperation between the employees. Managing yourself, the purpose of managing yourself is this that if the leader is trained and skilled and had the good credibility among the employees then the environment will be very nice and the productivity will be increased.
      除此之外,管理人員也是領導者的可信度,在這方面,領導者鼓勵員工,并給他們機會在組織中工作時感覺良好。在那里,還需要促進員工之間的協作與合作。管理自己,管理自己的目的是,如果領導受過培訓,技術嫻熟,在員工中具有良好的信譽,那么環境就會非常好,生產力就會提高。
      Timothy (2000) states there are many positive skills which influences the employees for more effective results. The leader should has the persuading qualities to convince the others for the good future goals and then to change the behaviour of the others so that they would love to work with you for the more productivity. There should be the agreeing targets, everyone in the organization should do good and there should be not any kind of conflict in the organization. The feedback must be given by the leaders to the employees so that they may learn how to accept the new things and become use to with the change.
      Timothy指出,有許多積極的技能可以影響員工,從而獲得更有效的結果。領導者應該具有說服力,說服他人實現美好的未來目標,然后改變他人的行為,以便他們愿意與你合作,提高生產力。應該有一致的目標,組織中的每個人都應該做得好,組織中不應該有任何沖突。領導必須向員工提供反饋,以便他們學習如何接受新事物并適應變化。
      Coaching people is also an influencing skill that helps to tell the employees that there is no problem if there is any weakness but the desire to learn more and more must overcome the problems. If there are different opinions then there should be the quality in the leader to make unity in the employees and there must be the acceptance towards the new and best opinions.
      指導他人也是一種有影響力的技能,它有助于告訴員工,如果存在任何弱點,都沒有問題,但學習的欲望必須克服這些問題。如果有不同的意見,那么領導者應該具備團結員工的素質,必須接受新的最佳意見。
      TASK 3.2:
      DEVELOP A CHANGE MANAGEMENT STRATEGY WITH STAKEHOLDERS:與利益相關者制定變更管理戰略
      TRAININIG AND COACHING:培訓和指導

      The first learning style James (2008) states that the learning is the prominent and impressive way to develop from the trainings and the coaching. Training and coaching provide the scenario and the environment for the employees and the leaders to learn the desired skills and competencies. The companies that progress do arrange the trainings with the time to develop the skills in the employees.
      第一種學習方式James指出,學習是從培訓和輔導中獲得發展的突出和令人印象深刻的方式。培訓和輔導為員工和領導學習所需技能和能力提供了場景和環境。進步的公司確實會安排培訓,以培養員工的技能。
      MENTORING:指導
      In the coaching, the experts share their excellent experience to the juniors to inspire and encourage the others for the good results in the companies. Klenke (2004) states the mentoring is the effective and suitable method of learning in the organizations and firms. In mentoring, the specialists in the companies impart their knowledge and first hand information to the people who learn in the mentoring classes. Mentoring get the employees filled with the personal and professional skills.
      在輔導過程中,專家們將他們的優秀經驗分享給大三學生,以激勵和鼓勵其他人在公司取得好成績。Klenke指出,輔導是組織和公司中有效且合適的學習方法。在輔導過程中,公司的專家將他們的知識和第一手信息傳授給在輔導課程中學習的人。輔導使員工具備個人和專業技能。
      TASK 3.3:
      EVALUATE THE SYSTEMS USED TO INVOLVE THE STAKEHOLDERS IN THE PLANNING OF CHANGE:評估用于讓利益相關者參與變革規劃的系統
      Kotter and Cohen (2002) opine that the Team Development is a reliable and durable system of change which determines the foremost integrated system of the workplace. Everywhere in the organizations, the teams work is encouraged and appreciated but there should be the spirit of the team in the organizations to get the targets done and met the goals. This is the duty of the leader to train and develop the employees so that they may grow and become effective and perform their duties for the good will of the organizations.
      Kotter和Cohen認為團隊發展是一個可靠和持久的變革體系,它決定了工作場所最重要的綜合體系。在組織的每一個地方,團隊工作都受到鼓勵和贊賞,但組織中應該有團隊精神,以完成目標并實現目標。這是領導者的職責,培訓和發展員工,使他們能夠成長、變得有效,并履行其職責,維護組織的良好意愿。
      Green (2007) states “team management system is recognised as the foremost integrated system of work-based, research-proven assessment and feedback instruments worldwide_ supporting individuals, teams and organizations to effect positive and lasting change and achieve higher performance in the workplace”. Now the there must be the unity in the team to work hard to do the tasks in the better and flexible way.
      Green表示,“團隊管理體系被公認為是全球最重要的基于工作、經研究證明的評估和反饋工具的綜合體系,支持個人、團隊和組織實現積極持久的變革,并在工作場所取得更高績效”?,F在團隊必須團結一致,努力以更好、更靈活的方式完成任務。
      The leaders must promote and regulate the team development to meet the goals of the organization. Senior (2001) opines that the Influencing Skills enable us to increases our credibility and helps to achieve and get more when working with other employees. As credibility is the key skill of the leaders which helps to achieve the goals and manage the task according to the preference of those. Besides this, managing the people is also the credibility of the leaders in this the leader encourages the employees and give them chance to feel good while working in the organizations.
      領導者必須促進和規范團隊發展,以實現組織目標。Senior認為,影響技能使我們能夠提高信譽,并有助于在與其他員工合作時取得更多成就。因為可信度是領導者的關鍵技能,有助于實現目標并根據他們的偏好管理任務。除此之外,管理人員也是領導者的可信度,在這方面,領導者鼓勵員工,并給他們機會在組織中工作時感覺良好。
      After the credibility, there are the skills which help you to influence others. There should be the agreeing targets, everyone in the organization should do good work and there should be not any kind of conflict in the organization. The feedback must be given by the leaders to the employees so that they may learn how to accept the new things and become use to with the change. Coaching people is also an influencing skill that helps to tell the employees that there is no problem if there is any weakness but the desire to learn more and more must overcome the problems. These skills and team development are necessary for the organizations and the management should work hard on promoting both of these.
      除了可信度,還有一些技能可以幫助你影響他人。應該有一致的目標,組織中的每個人都應該做好工作,組織中不應該有任何沖突。領導必須向員工提供反饋,以便他們學習如何接受新事物并適應變化。指導他人也是一種有影響力的技能,它有助于告訴員工,如果存在任何弱點,都沒有問題,但學習的欲望必須克服這些問題。這些技能和團隊發展對組織來說是必要的,管理層應該努力促進這兩者。
      TASK 3.4:
      CREATE A STRATEGY FOR MANAGING RESISTANCE TO CHANGE:制定管理變革阻力的戰略
      There can be several strategies to manage the resistance in the organizations during the implementation of the change. First of all this is very important to know what exactly the resistance is. James (2008) opines the resistance can be physical, emotional, official and ethical and even cultural and it just creates hurdles in bringing and practically implementing the change in the organizations. The most effective area that helps the management to deal with the problems relating to the resistance in the change is the training and the education.
      在實施變革的過程中,可以采用多種策略來管理組織中的阻力。首先,了解阻力到底是什么非常重要。James認為,阻力可以是身體上的、情感上的、官方的、道德上的,甚至是文化上的,這只會給組織帶來和實際實施變革帶來障礙。幫助管理層處理變革阻力相關問題的最有效領域是培訓和教育。
      The first learning style Klenke (2004) states that the learning is the prominent and impressive way to develop from the trainings and the coaching. Training and coaching provide the scenario and the environment for the employees and the leaders to learn the desired skills and competencies. The companies that progress do arrange the trainings with the time to develop the skills in the employees.
      第一種學習風格Klenke指出,學習是從培訓和輔導中發展起來的突出而令人印象深刻的方式。培訓和輔導為員工和領導學習所需技能和能力提供了場景和環境。進步的公司確實會安排培訓,以培養員工的技能。
      So this is very important for the organizations that they adapt this method to tackle this problem that comes in the way of implementing the change in the organizations.
      因此,對于組織來說,采用這種方法來解決阻礙組織實施變革的問題是非常重要的。
      TASK 4.1:
      DEVELOP APPROPRIATE MODELS FOR CHANGE:制定適當的變革模式:
      KURT LEWIN’S CHANGE MANAGEMENT MODEL (UNFREEZE, TRANSITION AND REFREEZE):庫爾特·路易斯的變更管理模型(解凍、過渡和再凍結)

      James (2008) opines that Kurt Lewin gave the change model which has three effective and important stages. The first stage is called the Unfreeze, the second is Transition and then the last one is Refreeze. In the first stage, the author tells about getting ready for the change. This is half of the success in change because if the employees and stakeholders are happy and ready to receive and accept the change then the most of the times it does not take too long to implement the change. This stage makes the people ready and is very important in order to get the desired position.
      James認為,Kurt Lewin給出的變革模型有三個有效且重要的階段。第一個階段稱為解凍,第二個階段是過渡,最后一個階段是重新凍結。在第一階段,作者講述了如何為變革做好準備。這是變革成功的一半,因為如果員工和利益相關者高興并準備好接受變革,那么大多數時候實施變革并不需要太長時間。這個階段讓人們做好準備,對于獲得理想的職位非常重要。
      The next stage is Transition which is actually the process and not just the event in the change. The transition is the inner movement of the theme of the change and the true introduction and implementation of the change. The second stage occurs when we make the changes that are needed in the organization to grow in all dimensions.
      下一個階段是過渡,這實際上是一個過程,而不僅僅是變化中的事件。轉型是變革主題的內在運動,是變革的真正引入和實施。第二個階段發生在我們進行組織發展所需的變革時。
      Then the third and the last stage which is Freezing and the meaning of this stage is the establishing stability once the changes are made and done according to the change. In this stage the change are accepted and implemented and the new relationship develops among the leadership and the stakeholders.
      然后是第三個也是最后一個階段,即凍結階段,這一階段的含義是,一旦進行了更改并根據更改進行了更改,就建立了穩定性。在此階段,接受并實施變革,領導層和利益相關者之間建立新的關系。
      ACTION RESEARCH (PRIMARY SOURCE) 行動研究(主要來源)
      The research can be taken in different ways but some specific terms are used in the research to make it more authentic and reliable. Research itself is power packed formula for the companies to be taken into consideration and the other things are just the secondary. Two techniques are very common in terms of taking the effective research in the organizations.
      研究可以用不同的方式進行,但研究中使用了一些特定的術語,以使其更真實可靠。研究本身是需要考慮的公司的強大公式,其他事情只是次要的。在組織中進行有效研究時,有兩種方法非常常見。
      The first one is known as the Primary research technique which is very important in the process of the research. Chance (2002) states that the primary research technique is the one in which the data is taken directly from the customers or the market. The market is surveyed and then it comes to the authorities that something is not there then they try to make the things good and then satisfy the market with good results and products and customer services. Now there are different factors that are involved in this primary research technique. The primary research can be taken by the research in the field with the strong responsibility and honesty because this is very sensitive matter for the organizations, if the companies fail to do the proper research the it can be taken into consideration that the company or more are more sincere with their business and then satisfaction is not the main purpose for that particular organizations.
      第一種被稱為初級研究技術,它在研究過程中非常重要。Chance指出,主要的研究技術是直接從客戶或市場獲取數據的技術。對市場進行調查后,當局發現市場上沒有什么東西,于是他們試圖把事情做好,然后以良好的結果、產品和客戶服務來滿足市場?,F在,這一主要研究技術涉及到不同的因素。由于這對組織來說是一個非常敏感的問題,因此具有強烈責任感和誠實的領域研究可以進行初步研究,如果公司沒有進行適當的研究,可以考慮到公司或更多人對其業務更真誠,那么滿足感就不是該特定組織的主要目的。
      But the real purpose of the organizations to undertake the research in the companies is the more and more satisfaction of the customers and the best to put in the services so that the companies get the maximum results in the return. In the field research, some research takes in the interviews and some on the phones but both of these methods are reliable and authentic. Sometimes there are surveys which are taken online or by the physical appearance.
      但組織在公司進行研究的真正目的是讓客戶越來越滿意,并盡最大努力提供服務,使公司獲得最大回報。在實地研究中,一些研究采用訪談法,一些研究通過電話進行,但這兩種方法都是可靠和真實的。有時,有些調查是通過網絡或外表進行的。
      ACTION RESEARCH (SECONDRY SOURCE)行動研究(二手資料)
      The one another research technique is the Secondary Research technique. This is also very reliable but not like the primary. Harold (2008) states that the secondary research method is the one in which the data is not taken directly from the market but the companies take the help from other scholars’ books and other materials to gather the related information required for the research in the plan for the better results. These kinds of results are very reliable and trusted. But the only thing to be considered is the fact and figures based on the reality.
      另一種研究方法是二次研究方法。這也是非??煽康?,但不像一次。哈羅德指出,二次研究方法不是直接從市場獲取數據,而是公司借助其他學者的書籍和其他材料來收集計劃中研究所需的相關信息,以獲得更好的結果。這類結果非??煽亢涂尚?。但唯一需要考慮的是基于現實的事實和數字。
      The research must be done transparently and very authentically. In the secondary research few factors are very important. The published texts and books, magazines related with the research are very common in the secondary research technique. Then media is also the very reliable resource of information while making the plan and doing the research in the organizations. From media there are different program in which the information is given but the authenticity depends upon the institute which is giving the data to the viewers. Then the data can be taken from different research institutes that help the organizations to deal information and then make collective efforts to come to the conclusion and do the tasks within the time period and then come to the place where they can make solid rules and regulations for the success of the companies. Now the secondary research methods are very important in the process of the research program for the organizations.
      研究必須透明、真實地進行。在二次研究中,很少有因素是非常重要的。與研究相關的出版文本和書籍、雜志在二次研究技術中非常常見。在組織制定計劃和進行研究時,媒體也是非??煽康男畔①Y源。媒體提供的信息有不同的節目,但真實性取決于向觀眾提供數據的機構。然后,可以從不同的研究機構獲取數據,這些研究機構幫助組織處理信息,然后共同努力得出結論,在這段時間內完成任務,然后到他們可以為公司的成功制定堅實的規章制度的地方?,F在,二次研究方法在組織的研究計劃過程中非常重要。
      PLAN TO IMPLEMENT A MODEL FOR CHANGE:計劃實施變革模型
      TRANSFORMATIONAL LEADERSHIP MODEL:轉型領導模

      In the transformational leadership model the model says the flexibility in the organization. There are no rigid rules and regulations like the bureaucratic organizations; the environment is very delightful and good because of the good leadership who cares for the employees.
      在變革型領導模式中,該模式表示組織的靈活性。沒有像官僚機構那樣嚴格的規章制度;環境非常宜人,因為有關心員工的好領導。
      Kehoe (2007) states that the system is so long in the bureaucratic system that the information is sometimes distorted and employees blame the organization for any mishaps in the company and the unity is damaged all the time. There are so many delays are also there in this system so the transformational model is the best and the need on the companies.
      Kehoe(2007)表示,該系統在官僚系統中時間太長,信息有時會被歪曲,員工會將公司的任何事故歸咎于組織,統一性一直受到破壞。這個系統中也有很多延遲,所以轉型模式是最好的,也是公司的需要。
      Tesco PLC is focused on giving quality services to the customers and the proof is the great response from the market in every branch or store or this mighty giant and the third largest food retailer in the world. Transformational model is the need and very important for the constant success in the companies in order to grow in all dimensions.
      REFERENCES:參考文獻
      Chance, P. (2002). Educational Leadership and Organizational Behaviour, 1st Edition. NY. Eye on Education INC.
      Green, M. (2007). Change Management Masterclass. London. Kogan Page.
      Harold, D. (2008). Change the Way You Lead. 2nd Edition. Stanford. Stanford Business Books.
      James, G. (2008). Business Research Leadership. 1st Edition. Virginia. Darden Graduate School of business Administration.
      Kehoe, D. (2007). Leading and Managing Change. 4th Edition. London. McGraw Hill.
      Klenke, K. (2004). Women and Leadership. A Contextual Perspective, 1st Edition, NY, Springer Publishing Company Inc
      Kotter, J. and Cohen, D. S. (2002). The Heart of Change, London. Harvard Business School Press.
      Leban, B. (2008). Managing Organizational Change. London. John Wiley and Son.
      Senior, B. (2001). Organizational Change. Oxford. FT Prentice Hall.
      Timothy, A. (2000). Journal of Applied Psychology. vol. 85. USA. McGraw Hill.
      MBA Essay范文總結樂購專注于為客戶提供優質服務,這證明了每個分支機構或商店或這個強大的巨人和世界第三大食品零售商的市場反應都很好。轉型模式是公司持續成功的需要,也是非常重要的,以便在各個方面發展壯大。本站提供各國MBA Essay寫作指導服務,如有需要可咨詢本平臺。

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