Assignment First


一个特定的变更工作需要战略性地放置在展览一所展示的连续体上的确切位置依赖于四个方面。这些包括:预期的阻力的种类和数量。所有其他力量保持不变,来自员工的预期阻力越大,克服阻力的难度就越大,而且,管理者需要找到减少部分阻力的方法(David, 2001)。

发起者的情况,特别是在控制方面。与他人相比,创建者拥有的控制越少,初始监控器需要向图中右侧移动的位置就越高(Little, 2014)。相反,发起者的位置越高,他/她在图上向左移动的可能性越大(David, 2003)。

加拿大作业抄袭 :规划变更的适用信息以及执行

拥有规划变更的适用信息以及执行变更的活力的个人(Wheelen and Hunger, 2000)。发起者越早知道他们需要别人的承诺和信息来帮助他们设计和实施变革,他们就越需要向正确的方向转变。获得建设性的承诺和信息需要时间和他人的参与。


继续前进,不可避免地忽视这些力量的组织变革努力将面临一些问题。很少有经理经常犯的错误包括行动非常迅速,涉及的个人非常少,尽管他们没有掌握适当设计变更所需的完整数据(Hunger and Wheelen, 1998)。由于这种力量仍然使主管可以选择在图上的什么地方发挥作用,因此,出于社会和经济原因,选择一个向右的水平也许是适当的。

加拿大作业抄袭 :规划变更的适用信息以及执行

The exact position where a particular change effort needs to be strategically placed on the continuum presented in the Exhibit I relies upon four aspects. These include:The kind and amount of resistance which is expected. All other forces remaining same, the higher the expected resistance from staff, the tougher it becomes to overcome it, and more, a supervisor will require finding ways of reducing part of it (David, 2001).
The situation of the initiator, particularly in terms of control. The less control the creator holds in comparison to others, the higher the originating supervisor needs to shift towards the right on the graph (Little, 2014). Contrariwise, the higher the originator’s standing, the more he/she could shift towards the left on the graph (David, 2003).

加拿大作业抄袭 :规划变更的适用信息以及执行

The individual who holds the applicable information for planning the change as well as the vigour for executing it (Wheelen and Hunger, 2000). The greater the originators forestall that they would require commitment and information from other people for helping in designing and implementing the change, the higher they need to shift towards the right (. Obtaining constructive commitment and information calls for time and engagement of others.
The stakes engaged. The higher the short-term prospective for risks towards corporate survival and performance in case if the current condition is not altered; the greater one would need to shift towards the left.
Moving ahead, organizational change endeavors which overlook these forces unavoidably, face issues. Frequent faults few managers make involve moving very quickly and involving very less individuals, in spite of the actuality that they don’t hold complete data they need for designing the change appropriately (Hunger and Wheelen, 1998). For the reason that such forces still leave a supervisors with some option of where to function on the graph, it is perhaps suitable to choose a level as far towards the right for social and economic reasons .