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论文作者:www.51lunwen.org论文属性:学术文章 Scholarship Essay登出时间:2015-06-30编辑:caribany点击率:11417
论文字数:6076论文编号:org201408202034225952语种:英语 English地区:美国价格:免费论文
关键词:组织管理结构框架Workforce ManagementOrganisational CultureOrganisational Change
摘要:组织是一个涉及多样性的劳动力,文化,角色,结构与动态和复杂的内部的实体,本文阐述了关于了解组织概念的相关文献,以及探索和研究组织文化与组织变革的之间的内部联系。
(as cited in Bolman & Deal, 2008. p. 394).
A change can sustain if it dives deeply into the fabric of the organisation, from the surface level of materials or artefacts, to beliefs and values, and gradually becomes part of people’s underlying assumptions (Schein, 2010). Change can result in loss, anxiety and struggle (Fullan, 2001), a significant change in an organisation may cause two conflicting responses as the first one is to hold on to aspects as they were, or to stay with the past while the other one is to ignore the loss and move to the future (Bolman & Deal, 2008). Changes within organisation provoke responses to either technical problems or adaptive difficulties. Dealing with technical problems needs skills and knowledge. For the challenges that cannot be solved in such way, it needs adaptation. Fullan (2003) notes that leaders play a significant role in helping persons find out what problem is, then such individuals can recognize the importance of change and internalize it.
Yukl (2002), however, points out that the most challenging and important responsibilities of leaders of change are to guide and facilitate the process of transforming a major change in an organisation. In the light of this, Yukl (2002) clarifies that individuals in organisations are more likely to resist a key change for the reasons of distrust, possibility of change, benefit, economic loss, losing status and power, and the reason that change may not be congruent with values and underlying assumptions. This urges leaders of change to be supportive, courageous and self-aware, they have to take the right action at the appropriate time, and they need to form a team with well-thought and clear roles since leaders alone cannot operate change (Cameron & Green, 2009; Yukl, 2002). Leaders or managers connect with people around them, and when they are to lead change, it is their accountability to manage those individuals rather than resources (Fullan, 2001).
In implementing change, it is crucial to consider people’s response (Fullan, 2003), and change agents should have a clear vision and strategy because workforce need to have a vision of a better future that attractive enough to prove the contributions and complexity 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。