Essay写作范文-组织变革阻力。本文是一篇留学生管理学essay写作格式范文，主要内容是讲述essay作者的公司已经制定了从技术角度（如何完成任务）到与员工达成相互协议以制定预期行为等政策的程序和政策。为了成功实施变革和改进，不仅需要合规，还需要员工的支持。为了实施重大变更，将成立一个项目团队。Essay范文提出在英国国家医疗服务体系中，采用Prince2项目管理框架通常是标准的，根据项目的性质，这种方法可能是可行的方法。组建具有正确技能组合的最佳项目团队对项目的成功执行和实施至关重要。以下内容就是这篇essay写作范文的具体内容，供参考。
Develop a plan to address “below the surface” resistance to change. With the research you have done so far in the course, how would you, as a manager, facilitate and manage a major change in your organization?制定一个计划来解决“表面之下”对变革的抵制。根据您在课程中迄今为止所做的研究，作为一名经理，您将如何促进和管理组织中的重大变革？
Our company has established procedures and policies created from both a technological perspective (how to do the task) to mutual agreements with the staff leading to policies on expected behaviour etc. For changes and improvements to be successfully implemented, there needs to be not only compliance, but buy-in from staff. In order to implement a major change, a project team would be created. In the NHS, it is often standard to employ the Prince2 project management framework and depending on the nature of the project, this approach would be the probable method. Assembling the optimum project team with the correct skill mix is paramount to the successful execution and implementation of the project.
Bareil (2013), defined resistance to change as a change-specific behavioural response towards a change initiative normally identified by a leader and identified it as the primary reason for change failures. Maurer (1996) described resistance as an inevitable response to change as individuals felt compelled to maintain the status quo especially if they fail to understand the rationale behind the changes in question. Maurer focussed on the poor presentation of changes as being a more significant catalyst for resistance outlining that the assumption of the manager that their change is the only possible direction and the concept that the workforce must be forced to comply would promote resistance among organisation members.
According to Kruger, (xxxx), the principle issue is the established personnel change barriers which require recognition in order to be dealt with effectively. These may be company wide i.e. endemic across the workforce especially in climates with strong culture. In order to demonstrate the issue, Kruger developed a pictorial representation-the Change Management Iceberg which displays the evident and more importantly, the unseen barriers to changes within a company. Kruger lists three management issues that must be addressed in order to achieve successful implementation- Issue Management, Management of Perceptions and Beliefs and Power and Politics Management.
Bareil将对变革的抵制定义为针对变革的行为反应，通常由领导者确定，并将其确定为变革失败的主要原因。Maurer将抵抗描述为对变革的必然反应，因为个人感到必须维持现状，尤其是如果他们不理解所讨论的变革背后的理由。Maurer强调，变革的糟糕表现是阻力的更重要催化剂，他概述了管理者认为变革是唯一可能的方向的假设，以及必须迫使员工遵守的概念，将促进组织成员的阻力。
Issue Management: This represents the top of the iceberg. Key factors are time, cost and quality.问题管理：这只是冰山一角。关键因素是时间、成本和质量。
Management of Perceptions and Beliefs: It is essential to have an empathy for both the evident and covert perceptions of the workforce.感知和信念的管理：对员工的明显和隐蔽感知都有同理心是至关重要的。
Power and Politics Management: These can play a pivotal role in the change process and can influence the perceptions and beliefs significantly.权力和政治管理：这些可以在变革过程中发挥关键作用，并可以显著影响人们的看法和信念。
According to McPheat (2014), the optimum approach is to recognise that the change will impact on all personnel at every level within the company and that they will inevitably align into one of four types:
根据McPheat的说法，最佳方法是认识到这一变化将影响公司内各个级别的所有人员，他们将不可避免地分成四种类型之一：
Promoters-employees who will support the changes and buy-in.发起人员工将支持变革并接受。
Potential promoters-probable recruits to the cause however may require further convincing.然而，潜在的推动者可能会招募到这项事业，这可能需要进一步的说服力。
Opponents-those who visibly oppose the change 反对者那些明显反对改变的人
Hidden opponents-those who verbally support the changes however secretly oppose it.隐藏的反对者——那些口头上支持改革，但私下里反对的人。
This suggests that one of the primary focuses is to develop trust and promote an honest transparency by which to increase buy-in. Middaugh and Robertson (2005) wrote that in order to succeed politically, it is imperative to use expertise wisely, in order to persuade others to buy-in. To empathize with other individuals perceptions of the managers expertise. A manager may consider something to be obvious however understanding that others may not see it as so, facilitates dialogue and change. Involving staff in the implementation of change is paramount to success. Trust cannot be assumed and is developed over a period of time. Showing integrity, treating people fairly and keeping promises over a period of time will build a healthy culture based on trust.
这表明，主要关注点之一是发展信任，促进诚实的透明度，从而增加购买力。Middaugh和Robertson写道，为了在政治上取得成功，必须明智地使用专业知识，以说服其他人接受。理解其他人对经理专业知识的看法。管理者可能会认为某些事情是显而易见的，但了解到其他人可能并不这么认为，有助于对话和改变。让工作人员参与实施变革对成功至关重要。信任是不可假设的，是在一段时间内发展起来的。在一段时间内表现出正直、公平待人和信守承诺将建立一种基于信任的健康文化。
Half (2016) suggested that it was imperative to focus on the benefits of the team in the workplace in order to persuade the employees to buy in and outlined the key points to emphasize.
Half认为，为了说服员工接受，必须关注团队在工作场所的利益，并概述了需要强调的要点。
There are tangible benefits that are unique to each team that can be bought to the table. If the goal of the team is clearly stated along with the means by which the individual members can contribute, buy-in is more probable. The assignment requires clarity and transparency.
The importance and significance of the change needs to be emphasized along with the level of prioritisation against the existing workload. Exception reporting needs to be explained so if help is required, it can be sought.
Prioritisation aside, knee-jerk reactions and decisions are to be avoided and reflection advised as there may be a cosmopolitan make-up in the teams construct and empathy and understanding must be the norm to avoid conflict within the team.
每个团队都可以从中获得独特的有形利益。如果团队的目标以及个人成员可以做出贡献的方式都得到了明确的说明，那么接受的可能性更大。任务要求清晰透明。
需要强调变更的重要性和重要性，以及现有工作量的优先级。需要对异常报告进行解释，以便在需要帮助时可以寻求帮助。
References:参考文献
Bareil, C., (2013). Two Paradigms about resistance to change. Organization Development Journal.31.3 (Fall 2013): 59-71.
Half, R., (2016, April 29). How (and why) to get employee buy-in. Retrieved March 04, 2017
Maurer, R., (1996). Using resistance to build support for change. The Journal for Quality and Participation.19.3 (Jun 1996): 56.
McPheat, S., (2014, July 03). The change management iceberg. Retrieved March 04, 2017
Middaugh, D., Robertson, R. (2005). Politics in the workplace. Medsurg Nursing.14.6 (Dec 2005): 393-4.
这篇essay范文抛开优先级不谈，提出应避免下意识的反应和决定，并建议进行反思，因为团队结构中可能存在国际化的构成，同理心和理解必须成为避免团队内部冲突的规范。本站提供各国各专业essay范文，essay代写以及essay写作辅导，如有需要可咨询本平台。