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tep to move towards effective leadership and management (Alvesson, 2002; Bush & Middlewood, 2003). It is important to note that a strong culture forms a strong organisation (Handy, 1993). It is also essential to point out that the success or the failure of changes within organisations can be depended on the shared values and beliefs of members who would take initiatives when it is about to launch. If and when culture becomes dysfunctional and it needs to change, then leaders need to manage such cultural change, and if the leaders are not conscious of the cultures, those cultures will, in turn, manage them. Therefore, it is vital to understand cultures if leaders are to bring about change (Schein, 2010).

Organisational Change  组织变革

Organisations in the new era of this millennium are different, and the pace of change is much faster. Change needs to exist in order to prepare better for situations (Rowling, 2003). Change is a movement from the familiar to the unfamiliar; it involves the process of planned or unplanned transformations (Scott, 1999). It concerns learning to do new things, and interaction is the basis for social learning (Fullan, 2001). Change is uncertain, it can lead to unanticipated consequences and unsustainability when too many initiatives are commenced (Hargreaves & Fink, 2006). Bolman and Deal (2008) integrate change into four frames, and point out that change impacts individuals’ ability to feel effective, valued, and in control. it undermines the existing patterns of roles and relationships, while creates ambiguity as well as uncertainty. Moreover, change can create conflict between winners and losers, and cause loss of meaning for those who involve (Bolman & Deal, 2008). This may imply that careful management and implementation are required to handle change.

Organisational change needs some change in the organisation culture and the direct impact from subordinates. By changing the culture of an organisation, the motivation and behaviour of members in organisations can be indirectly influenced by top management (Yukl, 2002). Additionally, Schein (2004) indicates that changing culture can be difficult, time consuming and anxiety provoking. In the light of this, Hargreaves and Fink (2006) note that it is easy to propose change, but it is much harder to implement and to keep change sustained.

Organisational change embraces a complex system, and it rarely functions to maintain individuals without altering roles of those who involve (Bolman & Deal, 2008). In a further aspect, Piggot-Irvine (2005) tells us that change is a process consisting of illusiveness, complexity and multi-dimension in which people are involved individually or collectively, and in a voluntary, or an involuntary manner. Moreover, change occurs in a non-linear and chaotic ways, it is unpredictable, and things rarely happen the way they were intended (Cameron & Green, 2009; Fullan, 2003). Scott (1999) reveals change exists all around human beings and it is necessary for both individuals and institutions to take part in a continuous adaptation, enhancement and innovation, as this process is ongoing. It is argued that such process is basically poor managed, thus educational leaders have to find ways in order to create learning environments for change to be achieved (Scott, 1999). In educati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。