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Credibility- People should be aware of the group presence and respect them so that the group’s declarations will be taken seriously.

Leadership- Qualified leaders must present to be able to drive the change process.

3.发展变革前景---Developing a Change Vision

This step pushes the leaders to create a vision to set the direction of the change effort and develop strategies for achieving the vision.

A vision must be able to offer genuine guidance, flexible yet focused and easy to comprehend. It insires action and guide that action. According to Kotter (2012), effective visions must have these six key characteristics:

Imaginable: Able to portray the future state of the organisation.

Desirable: attract to the long term interest of the organizational stakeholders.

Feasible: comprise of realistic and achievable goals.

Focused: clear enough to set the direction in decision making.

Flexible: permit entities to take initiative and implement alternative responses in changing environment.
Communicable: easy to communicate and can be explained quickly.

4. 关于购买的沟通前景---Communicating the Vision for Buy-in

This step involves ensuring that everyone in the team understands and accept the vision strategy. Kotter (2012) emphasizes that in communicating the vision for the change, the vision should be:

Simple: easy to understand

Vivid: able to illustrate to future state

Repeatable: easy to be spread by anyone to anyone

Invitational: Has the ability to offer two way communication

5. 广泛授权行动---Empowering Broad-based Action

In this step, leaders are required to remove obstacles to change, change systems or structures that detrimental to the vision and promote risk taking and non-traditional ideas, actions and activities.

The two main barriers are:

结构障碍---Structural Barriers

In many cases, the internal structures of organisations contradicts the change vision. For example, a customer focused organisations usually lacks of resources and responsibilities for products and services and a low cost organization that claims to aim for high productivity often have large number of staff that is costly to maintain. Therefore, Kotter (2012) states that it is necessary to ‘realigning’ incentives and performance appraisals to reflect the change vision to obtain the profound effect on the ability to accomplish the change vision.

The implementation of Management Information system can help to suppress the problems by keeping the internal stakeholders informed with the competitive information and market analysis in a quick and effective manner.

麻烦的主管---Troublesome Supervisors

In many companies, managers will have several interrelated habits that shape the company culture which often limits the ability for the change to takes p本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。