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onal person like the others in the organisation (De Martino et al 2006). And it’s possible that management can have the tendency of resistance to change because of the conservatism. But generally, many changes are initiated from management by their powers. By the academic research, there are at least two sources of power in the organisation change. One is the information and the other is the interest at stake (Klein 1999). First, management has information advantages than other people in the organisation. By that advantage they can calculate the cost-benefit of change from the aspect of the whole organisation. And in many circumstance, the entrepreneurship also acts a significant role in the organisational change, which help make determination in the uncertainty according to the previous experience. The second source of power for management is the interest and responsibility distribution arrangement in the organisation. That is, the management is often the most beneficial persons once the change successes, or the most miserable persons who should face the worst consequences once the change fails. In the real world business, once someone lead the company to successfully take strategic transformation, like Jobs to make the Apple company change from a PC maker to a cell phone producer, it’s undoubtedly the manager will be awarded with tremendous bonus and fames. But on the other side, there are lots more management who failed to lead the company out of the business crisis and thus get fired. For the ordinary employee, the success or fail of change just concerns with the amount of salary. Even the company gets fail the ordinary employees can easily get back to job in another company. But for the manager, the success or fail of change might determine their lives or death of the career path. And they will get much harder to have another management position once the company gets fail. By that arrangement, it’s acceptable that the management can have the authority to take the power to push the change because they have a bigger interest at stake than ordinary employees.

By the above arguments, it’s seen that based on the rational person theory, the procedures to fight against the resistance to change can be conducted by the following ways: first, those who perform the change should know what they do for and how the change can make a better situation for the organisation and individuals. For example, the management can draw a detailed working plan for the change and make it known publicly. Second, there should be appropriate mechanisms to ensure those who perform the change to enjoy the benefit result, which should surpass their costs of changes (Daft & Marcic 2009). For example, the management can consider making subsidiaries for the additional learning time and temporary drop of income.

Question 5. To what extent are the expectancy and equity theories of motivation based on the assumption that people make conscious choices about their behaviours and plan their actions? Critically explore this question and support your answer with appropriate examples from theory or literature. 在何种程度上是基于这样的假设，人们作出有意识的选择对他们的行为和规划自己的行为动机的预期和公平的理论？批判地探讨这个问题，并支持你的答案从理论或文学适当的例子。

Answer:
The objective of motivation is to influence people to do what the motivators want them to do (Pinder 2008). The expectancy and equity theories of motivation illustrate how people behave and plan their ac