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论文作者:www.51lunwen.org论文属性:本科毕业论文 Thesis登出时间:2015-07-03编辑:felicia点击率:25701
论文字数:22877论文编号:org201506042248487060语种:英语 English地区:英国价格:免费论文
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摘要:这是一篇留学thesis,简要叙述了中层领导者对企业发展的重要性,并为大家简要介绍了论文写作的基本规范。
Myrtle (1983) and Rainey (1990) consider leadership commitment to the implementation of policy/program to be a critical issue in determining implementation outcome. Acknowledgement of the need for change and commitment to effecting change will promote the implementation process (Brege and Brandes, 1996). Top level management must not only convey the vision of change being incorporated into the overall picture but also must actively participate in the implementation activities (Roberts, 1996). Gross, Giacquinta, and Bernstein (1971) found that management often passed on the task of implementation to employees. They also found administrators' action and commitment to the new program was critical to the success of the program.
Bryson (1995) acknowledged three important aspects of change leadership. The first was the role of leader as sponsor. Secondly, leadership must provide a champion who will focus on the process of implementation and, the third leadership role is that of facilitator. Goodstein et al. (1992) discussed multiple leadership responsibilities. He suggested that leaders must be responsible for developing a vision for the future, setting the goals to achieve that vision, removing obstacles for success, and developing the process for measuring success. Drucker (2000) believes that leaders who are successful change managers bring passion, conviction and confidence in others to the change process. Researchers like Kante (2000), Fullan (2001), and Kotter (1995) have identified extensive lists of strategies or techniques that leaders can use to help individuals within an organization to embrace change and move the process forward. These strategies are environmental awareness, empowerment of teams, recognition, rewards and celebration, identification of key supporters and inspirational communication.
Overall, there is a general consensus in the literature that leadership in some form is essential to successful change implementation. Successful change agents, whether they come from within the organization or not, must understand the organization and its culture, resources and politics (D.W. Farmer, 1990). They must be proactive in identifying salient issues, including problems and the procedures or mechanisms needed to resolve them (Herriot and Gross, 1979). Ultimately, as Lindquist (1978) argues, change leaders must be able to integrate rational, social, political and human problem solving strategies. This point is important here because, in many ways, midlevel public managers act as change agents during the process of implementing planned change and their advocacy and support are critical to successful outcomes.
In sum, the role of managerial leaders in implementing change might best be seen as one that involves calling into question an obsolete interpretive scheme, framing a new interpretive scheme in understandable terms and providing guidance for action and exerting influence for the desired change.
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