代写论文：领导组织变革
法伦可能被称为变革型领导者，因为他领导该组织经历了一个巨大的变革阶段，但他也可以被称为领导者的有远见的风格，因为他认识到公司应该有一个成功的未来的变化。 Pearson和Fallon都面临着外部和内部压力，他们理解这些变革需求（Wang，2015）。首先，考虑到组织存在的竞争形式，有必要彻底改变公司的重点。这是外部需求的变化，因为它来自外部竞争（Cooke，1999; Burns＆Scapens，2000）。他认识到沟通和全球教育战略需要改变。
代写论文：领导组织变革
他创建的GES空间是实现这一目标的一大步。导致GES空间制定的外部因素是：1）提高教育效率，改善教育是公司理念的核心，2）创造创新的叛乱，提供教育产品的竞争选择，以迎合每个人， 3）确保以尽可能低的成本提供高质量的教育，以满足印度和中国等国家的市场需求; 4）通过可持续的低成本基础设施实现上述目标（Rajdou＆Prabhu，2013）。需要改变的内部力量是公司的数字基础设施（Rajdou＆Prabhu，2013）。
代写论文：领导组织变革
Fallon could be called a transformational leader because he led the organization through an immense phase of change, but he could also be called a visionary style of leader because he recognized the change that the company should undergo to have a successful future. There were both external and internal pressures on Pearson and Fallon understood these needs for change (Wang, 2015). Firstly, given the form of competition that existed for the organization, it was necessary to shift the company focus completely. This is an external need for change as it arises from outside competition (Cooke, 1999; Burns & Scapens, 2000). He recognized the need for change in terms of communication and the Global Education Strategy.
代写论文：领导组织变革
The GES space that he created was a large step to achieve this. External forces that led to this GES space formulation was 1) to improve the efficacy in education, education improvement is the core of company philosophy, 2) to create an insurgency in innovation where educational products are offered in competitive choices that could cater to everybody, 3) to ensure high quality education that was delivered at the lowest possible cost in order to meet market demands in countries like India and China, and 4) to achieve the above in a sustainable low cost infrastructure (Rajdou & Prabhu, 2013). Internal forces that required change were the digital infrastructure of the company (Rajdou & Prabhu, 2013).
