5月 13, 2022

论文代写:领导者在变革管理中的角色

论文代写:领导者在变革管理中的角色。领导者在创造变革管理中的角色是非常关键的,因为领导者是变革的代理人。领袖们将在示威的帮助下领导。员工和下属会尊敬领导者,以理解正在创造的紧迫感。由于领导者能够识别出将积极影响变革管理的关键的组织利益相关者,他们更有能力吸引他们的注意力。接下来论文代写专家将对领导者在变革管理中的角色进行以下分析。

领导者将能够更清楚地解释为什么组织必须接受快速变化。在某些情况下,变化会发生,因为领导者甚至创造了紧迫感(Kotter & Cohen, 2002)。该组织将警觉到他们正在经历的事情,并将动员起来进行改变。“紧迫性很重要,因为没有受影响的利益相关者的合作,就不可能发生有意义的组织变革”(Tanner, 2018,第7段)。因此,紧迫感成为组织领导者或变革主体最基本的工作步骤。当紧急和变化过程成功地开始时,领导者必须检查过程是否持续,也就是说,在最终目标实现之前,是否保持紧迫感。领导者必须专注于加强和维持活动,以保持加速。

在创造紧迫感的过程中,领导者应该通过成为改变自己的行动者来帮助他人为改变做好准备。创造紧迫感的领导者将帮助其他人抓住机会。2)持续加速可能是一个难以实现的方面。一旦开始了变更过程,并且成功地进行,并且跨越了第一个里程碑和子目标,那么变更过程就有可能慢下来。在最初的成功之后,为了保持变革的成功,有必要加大压力。仅仅实现一些目标而忽略主要目标是不够的。然而,实际上,在一些变更管理过程中,组织以变更管理结束,因为他们获得了一些初始成功,或者过程扩展到比他们预期的更长的时间。在本工作中,讨论了这两个难以实施的变革管理过程,并对领导者应该做什么来成功实现它们提出了建议。

在持续变革方面,我所在组织的领导报告了两个问题。主要是他们有一些障碍来改变中层管理人员的形式,他们对整个事情都很消极。虽然经理们并不完全赞同,但他们也不反对这一改变。这从一开始便消耗了加速,在短期的胜利和失败后,加速消耗变得更加严重。第二个困难是对一些战略性劳动力的关注缺失。他们在分配给他们的变更管理风格的工作中变得更加舒适,他们真的没有做更多的事情。在这一点上,既定的紧迫感正在减弱。

在持续加速变革的背景下,领导者的角色是至关重要的。首先,领导者必须确保每个不在董事会的人都必须从变更管理框架中移除。由于变革管理实现了短期的胜利,大多数员工、中层管理者以及更多的人应该更加积极地理解变革的意义和前进的必要性。然而,如果领导者发现一些人仍然在提供抵抗,那么是时候让他们自愿离开变更管理团队框架了。其次,作为领导者,我将引入强化和协作活动,以确定员工如何适应他们的变更管理角色,以及他们如何识别微小的胜利和损失。Leonard Schaeffer在案例研究《人们创造一波又一波的变化》中讨论了如何可能更新紧迫感(Schaeffer, 2002,第142页)。因此,引入这样的交互将有助于保持紧迫感,并持续加速变化。

Leaders would be able to explain more clearly why the organization has to embrace the speedy changes. In some cases, the change would be happening as the leader is even creating the sense of urgency (Kotter & Cohen, 2002). The organization would be alerted to what they are undergoing and would be mobilized for the change. “Urgency is important because meaningful organizational change cannot occur without the cooperation of the affected stakeholders” (Tanner, 2018, para.7). Hence urgency becomes the most basic step for the organizational leader or change agent to work on. While urgency and change processes begin successfully, the leader has to check if the process is sustained, meaning if the sense of urgency is maintained till the end goal is achieved. The leader has to focus on reinforcement and sustainment activities in order to keep up the acceleration.

In creating the sense of urgency, it is expected that the leader helps others prepare for the change by being an actor of changing themselves. The leader in creating the sense of urgency will help others seize opportunities. 2) Sustaining acceleration could be a difficult aspect to implement. Once the change process has been started and it is progressing successfully and crossing its first milestones and sub-goals, there can be chances that the change process could slow down. After the initial success, it is necessary to press harder in order to maintain the success of change. It is not enough to achieve some objectives and lose track of the main goals. However, in reality, this is reported in some change management process where organizations wind up with the change management because they get a few initial success or the process extends to a very longer time than they anticipated. In this work, a discussion of these two change management processes that were difficult to implement is discussed along with recommendations of what a leader should do to achieve them successfully.

In sustaining change, the leaders within my organization reported two issues. Mainly they had some barriers to change in the form of middle level managers who were quite negative about the whole thing. While the managers were not on board completely, they did not oppose the change as well. This was draining acceleration from the beginning and after the short-term wins and losses, the drain on acceleration was felt more heavily. The second difficulty was the loss of focus on some of the strategic workforce. They were becoming more comfortable in their assigned change management style of working that they were really not doing anything more. The established sense of urgency was going down at this point.

The role of the leader in the context of sustaining acceleration during change is a vital one. Firstly, the leader must ensure that everybody not on board must be removed from the change management framework. As short-term wins are realized in change management, most of the employees, mid-level managers and more should have understood the significance of the change and the necessity to move forward more enthusiastically. However, if the leader finds that some people are still offering resistance, then this is the time to let them go from the change management team framework out of their volition. Secondly, as a leader, I would introduce reinforcement and collaborative activities to identify how the workforce was comfortable in their change management roles and how they identified with the mini wins and losses. Leonard Schaeffer in the case study People Make Wave after Wave of Changes discusses about how it was possible to renew the sense of urgency (Schaeffer, 2002, p.142). Therefore, introducing such interactions would help keep up the sense of urgency and sustain acceleration in change.

以上内容就是论文代写对领导者在变革管理中的角色分析。若要问论文代写哪家更专业可靠?论文代写推荐选择澳洲论文代写EssayTimes服务公司。因为其服务公司的论文创作专家团队由高素质和经验丰富的学术作家组成,保障论文创作质量与合理的论文代写价格。除此之外,还为留学生们提供澳洲作业代写、essay代写、毕业论文代写等服务,从而让留学生们轻松应对论文写作并创作出专属个人的优秀论文!

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