Essay代寫參考：Key metaphors: Strengths and weaknesses
Essay代寫參考-關(guān)鍵隱喻:優(yōu)點(diǎn)和缺點(diǎn)。本文是一篇留學(xué)生essay代寫參考范文。主要內(nèi)容是講述組織中的員工通常拒絕改變，因?yàn)樗麄儗?duì)學(xué)習(xí)和支持有一些恐懼和擔(dān)憂。此外，組織診斷還產(chǎn)生了指導(dǎo)和指導(dǎo)組織變革干預(yù)的路線圖。這可以為未來(lái)的管理層提供更多的建議和建設(shè)性的建議。一個(gè)組織的文化是社會(huì)發(fā)展的進(jìn)程。隨著組織內(nèi)部人員的變化，文化也在變化。
本篇essay指出通過(guò)評(píng)估當(dāng)前的文化，領(lǐng)導(dǎo)者和管理者可以充當(dāng)變革的推動(dòng)者，使組織變得更好。為未來(lái)創(chuàng)造愿景，并清晰地傳達(dá)和實(shí)施該愿景，可以在組織中取得成功。領(lǐng)導(dǎo)者和管理者負(fù)責(zé)評(píng)估當(dāng)前的組織文化，并確定在整個(gè)文化轉(zhuǎn)型過(guò)程中應(yīng)保持不變的積極影響。下面就一起來(lái)看一下這篇essay代寫參考的具體內(nèi)容。
Kurt Lewin theorized a three-stage model of change that has come to be known as the unfreezing-change-refreeze model that requires prior learning to be rejected and replaced. Edgar Schein provided further detail for a more comprehensive model of change calling this approach “cognitive redefinition.” The first stage is when human being is becoming motivated to change. This phase of change is built on the theory that human behavior is established by past observational learning and cultural influences. Change requires adding new forces for change or removal of some of the existing factors that are at play in perpetuating the behavior. It is necessary to move past the possible anxieties for change to progress. This can be accomplished by either having the survival anxiety be greater than the learning anxiety or, preferably, learning anxiety could be reduced. In the second stage, human has to change what needs to be changed. Once there is sufficient dissatisfaction with the current conditions and a real desire to make some change exists, it is necessary to identify exactly what needs to be changed. Three possible impacts from processing new information are: words take on new or expanded meaning, concepts are interpreted within a broader context, and there is an adjustment in the scale used in evaluating new input. A concise view of the new state is required to clearly identify the gap between the present state and that being proposed. Activities that aid in making the change include imitation of role models and looking for personalized solutions through trial-and-error learning. Refreezing is the final stage where new behavior becomes habitual, which includes developing a new self-concept & identity and establishing new interpersonal relationships.
Kurt Lewin提出了一個(gè)三階段的變革模型，該模型被稱為解凍變革再凍結(jié)模型，需要拒絕和取代先前的學(xué)習(xí)。Edgar Schein為更全面的變革模型提供了進(jìn)一步的細(xì)節(jié)，稱這種方法為“認(rèn)知重新定義”第一個(gè)階段是人類變得有動(dòng)力去改變。這一變化階段建立在人類行為是由過(guò)去的觀察學(xué)習(xí)和文化影響所建立的理論之上。改變需要為改變添加新的力量，或者去除一些在使行為永久化中起作用的現(xiàn)有因素。有必要擺脫對(duì)變革的可能焦慮，走向進(jìn)步。這可以通過(guò)使生存焦慮大于學(xué)習(xí)焦慮來(lái)實(shí)現(xiàn)，或者優(yōu)選地，可以減少學(xué)習(xí)焦慮。在第二階段，人類必須改變需要改變的東西。一旦對(duì)當(dāng)前條件有足夠的不滿，并且存在做出一些改變的真正愿望，就有必要準(zhǔn)確地確定需要改變的地方。處理新信息可能產(chǎn)生的三個(gè)影響是：?jiǎn)卧~具有新的或擴(kuò)展的含義，概念在更廣泛的背景下解釋，以及評(píng)估新輸入時(shí)使用的量表有調(diào)整。需要對(duì)新狀態(tài)有一個(gè)簡(jiǎn)明的看法，以清楚地確定當(dāng)前狀態(tài)與擬議狀態(tài)之間的差距。有助于做出改變的活動(dòng)包括模仿榜樣和通過(guò)試錯(cuò)學(xué)習(xí)尋找個(gè)性化解決方案。重新體驗(yàn)是新行為成為習(xí)慣的最后階段，包括發(fā)展新的自我概念和身份，建立新的人際關(guān)系。
Morgan’s organism metaphor Morgan的有機(jī)體隱喻
The main assumption underlying evolutionary theories is that change is a response to external circumstances, situational variables, and the environment faced by each organization (Morgan, 1986). Social systems as diversified, inter dependent, complex systems evolve naturally over time because of external demands (Morgan, 1986). Teleological theories or planned change models assume that organizations are purposeful and adaptive. Change occurs because leaders, change agents, and others see the necessity of change.
進(jìn)化理論的主要假設(shè)是，變化是對(duì)外部環(huán)境、情境變量和每個(gè)組織所面臨的環(huán)境的反應(yīng)。由于外部需求，社會(huì)系統(tǒng)作為多樣化、相互依存、復(fù)雜的系統(tǒng)會(huì)隨著時(shí)間的推移而自然演變。目的論理論或計(jì)劃變革模型假設(shè)組織是有目的的和適應(yīng)性的。變革之所以發(fā)生，是因?yàn)轭I(lǐng)導(dǎo)者、變革推動(dòng)者和其他人看到了變革的必要性。
White-water rapids metaphor 白水急流比喻
For the White water rapids metaphor, change is constant in a dynamic environment. The only certainty is continuing uncertainty. Competitive advantages do not last. Managers must quickly and properly react to unexpected events. They should be alert to problems and opportunities and become change agents in stimulating, implementing and supporting change in the organization The white water rapids metaphor is consistent with the discussion of uncertainty and dynamic environment. It is also consistent with a world that is increasingly dominated by knowledge, information and idea. However, this metaphor is lack of environmental stability and predictability and it also requires managers and organizations continually adapt to survive.
對(duì)于白水急流的比喻來(lái)說(shuō)，變化是動(dòng)態(tài)環(huán)境中不變的。唯一的確定性是持續(xù)的不確定性。競(jìng)爭(zhēng)優(yōu)勢(shì)不會(huì)持久。管理者必須對(duì)意外事件做出快速、恰當(dāng)?shù)姆磻?yīng)。他們應(yīng)該警惕問題和機(jī)遇，成為激勵(lì)、實(shí)施和支持組織變革的變革推動(dòng)者。白水急流的比喻與對(duì)不確定性和動(dòng)態(tài)環(huán)境的討論是一致的。這也與一個(gè)日益被知識(shí)、信息和思想所主導(dǎo)的世界相一致。然而，這種比喻缺乏環(huán)境的穩(wěn)定性和可預(yù)測(cè)性，也需要管理者和組織不斷適應(yīng)才能生存。
Bergquist’s fire metaphor Bergquist的火隱喻
Bergquist describe the changing context as a reason to reexamine organizational structures and culture, necessitating internal change. He describes the postmodern era as posing new challenges for organizations, particularly around the issue of change (1998). Postmodernism requires organizations to change their size and shape to respond to a more fragmented and complex environment. Reexamining the institutional mission is a major priority (Bergquist, 1998). As institutions rethink their reasons for being, the institutions themselves change their identities; Bergquist lists several institutional responses. First, the postmodern environment means that organizations move from more singular models of operation to examining multiple ways to be successful. Second, organizations might actively engage the various subcultures within higher education institutions, including the political, bureaucratic, symbolic, and human resource cultures. Third, other organizations might develop entrepreneurial cultures and structures in which they are able to adapt to changes. Last, they might find their distinctive niches, focusing on specialized aspects rather than a more comprehensive mission as higher education institutions have done in the past. Organizational change is conceptualized as an effort at becoming less homogenous and responsive to the multiplicity of various constituents customers, or interest groups. According to Bergquist, the postmodern era is requiring organizations to change; there is no way to avoid this cycle.
Bergquist將不斷變化的環(huán)境描述為重新審視組織結(jié)構(gòu)和文化的理由，這就需要進(jìn)行內(nèi)部變革。他將后現(xiàn)代時(shí)代描述為對(duì)組織提出了新的挑戰(zhàn)，特別是在變革問題上。后現(xiàn)代主義要求組織改變其規(guī)模和形狀，以應(yīng)對(duì)更加分散和復(fù)雜的環(huán)境。重新審查機(jī)構(gòu)使命是一個(gè)主要優(yōu)先事項(xiàng)。隨著機(jī)構(gòu)重新思考其存在的原因，機(jī)構(gòu)本身也改變了其身份；Bergquist列出了幾個(gè)機(jī)構(gòu)的回應(yīng)。首先，后現(xiàn)代環(huán)境意味著組織從更單一的運(yùn)作模式轉(zhuǎn)向研究成功的多種方式。其次，組織可能會(huì)積極參與高等教育機(jī)構(gòu)內(nèi)的各種亞文化，包括政治文化、官僚文化、象征文化和人力資源文化。第三，其他組織可能會(huì)發(fā)展創(chuàng)業(yè)文化和結(jié)構(gòu)，使其能夠適應(yīng)變化。最后，他們可能會(huì)找到自己獨(dú)特的利基市場(chǎng)，專注于專業(yè)方面，而不是像高等教育機(jī)構(gòu)過(guò)去所做的那樣，承擔(dān)更全面的使命。組織變革被概念化為一種努力，使其變得不那么同質(zhì)，并對(duì)各種組成部分——客戶或利益集團(tuán)——的多樣性做出反應(yīng)。根據(jù)Bergquist的觀點(diǎn)，后現(xiàn)代時(shí)代要求組織變革；沒有辦法避免這種循環(huán)。
There are several reasons for people resists organizational changes. The major reasons are as employees are fear of failure, and they feel uncomfortable about the creature of habits, some of them have closed mind. Another consideration is the employee may think there is no need of change, and if it is necessary, they may doubt the sufficient supports systems. What is more, unwillingness to learn and fear of learning may prevent the changes internally as well.
人們抵制組織變革有幾個(gè)原因。主要原因是員工害怕失敗，對(duì)習(xí)慣的產(chǎn)生感到不舒服，其中一些人思想封閉。另一個(gè)考慮因素是，員工可能認(rèn)為沒有必要進(jìn)行更改，如果有必要，他們可能會(huì)懷疑是否有足夠的支持系統(tǒng)。更重要的是，不愿意學(xué)習(xí)和害怕學(xué)習(xí)也可能阻礙內(nèi)部的變化。
Part two 第二部分
The origins of OD can be traced back to the 1940s when a team of researchers, led by Kurt Lewin, experimented with T-groups. These were small, unstructured groups where the participants learnt various aspects of group behavior from their own experiences. The researchers who initially facilitated the T-groups discussed the processes and outcomes of the sessions amongst themselves at the conclusion of each session. Eventually, the participants asked the researchers if they could be included in the review process. These review and feedback sessions were a rich learning resource for the participants. OD has moved on since this experimental phase. The term OD is now considered to be an umbrella term that includes many programmes and techniques for bringing about change. There is some contention as to which of these programmes and techniques come under the OD banner. However, it is commonly recognized that action research and process consultation are central to the philosophy and methodology of OD.
OD的起源可以追溯到20世紀(jì)40年代，當(dāng)時(shí)由Kurt Lewin領(lǐng)導(dǎo)的一組研究人員對(duì)T群進(jìn)行了實(shí)驗(yàn)。這些是小型的、非結(jié)構(gòu)化的小組，參與者從自己的經(jīng)歷中學(xué)習(xí)了小組行為的各個(gè)方面。最初為T組提供便利的研究人員在每次會(huì)議結(jié)束時(shí)相互討論了會(huì)議的過(guò)程和結(jié)果。最終，參與者詢問研究人員是否可以將他們納入審查過(guò)程。這些回顧和反饋會(huì)議為參與者提供了豐富的學(xué)習(xí)資源。OD自這個(gè)實(shí)驗(yàn)階段以來(lái)一直在進(jìn)步。OD一詞現(xiàn)在被認(rèn)為是一個(gè)總括性術(shù)語(yǔ)，包括許多實(shí)現(xiàn)變革的方案和技術(shù)。對(duì)于這些程序和技術(shù)中的哪一個(gè)屬于OD的旗幟，存在一些爭(zhēng)議。然而，人們普遍認(rèn)為，行動(dòng)研究和過(guò)程咨詢是OD哲學(xué)和方法論的核心。
OD incorporates a planned approach to change that aims to improve the performance of organizations through the people in them. It is important to note that not all change that occurs within organizations is planned. Many of the changes that occur are emergent – that is, they are unplanned, minor changes that occur during the natural course of doing business. While OD promotes a planned approach to organizational change, it is traditionally considered to be concerned with incremental change and orderly transitions rather than drastic and sudden changes. While many authors would still argue that this is the case, others would argue that transformational change is now considered to be under the OD banner. Orderly transitioning is facilitated with the help of a change agent or consultant. The OD consultant works together with the client organization to help identify problems and opportunities and to take appropriate action. The role of the consultant is not just to guide the organization onto the most appropriate path, but also to teach key organizational members how to solve their own problems in the future. This results in a decreasing reliance on the consultant over a period of time. Theoretically, OD is based on the eventual withdrawal of the consultant.
OD包含了一種有計(jì)劃的變革方法，旨在通過(guò)組織中的人員提高組織的績(jī)效。需要注意的是，并非所有組織內(nèi)部發(fā)生的變化都是有計(jì)劃的。發(fā)生的許多變化都是突發(fā)的——也就是說(shuō)，它們是在自然業(yè)務(wù)過(guò)程中發(fā)生的無(wú)計(jì)劃的微小變化。雖然OD提倡有計(jì)劃的組織變革方法，但傳統(tǒng)上認(rèn)為它關(guān)注的是漸進(jìn)的變革和有序的過(guò)渡，而不是劇烈和突然的變革。雖然許多作者仍然認(rèn)為情況確實(shí)如此，但其他人則認(rèn)為轉(zhuǎn)型變革現(xiàn)在被認(rèn)為是在OD的旗幟下進(jìn)行的。在變革代理人或顧問的幫助下，有序的過(guò)渡是很容易的。OD顧問與客戶組織合作，幫助識(shí)別問題和機(jī)會(huì)，并采取適當(dāng)行動(dòng)。顧問的作用不僅是引導(dǎo)組織走上最合適的道路，還教會(huì)關(guān)鍵組織成員如何在未來(lái)解決自己的問題。這導(dǎo)致在一段時(shí)間內(nèi)對(duì)顧問的依賴減少。從理論上講，OD是基于顧問的最終退出。
OD views organizations as complex social systems where changes need to be system-wide. Individuals within organizations are members of various groups. These range from friendship groups to departmental groups to work teams. These groups interact and are often interdependent. OD consultants recognize the important role that teams play in the formation and maintenance of organizational culture. A major implication of this assumption is that interventions must attempt to influence culture through attention to workgroup subcultures. Indeed, if the culture is not changed then nothing else can successfully be changed.
OD將組織視為復(fù)雜的社會(huì)系統(tǒng)，需要進(jìn)行全系統(tǒng)的變革。組織中的個(gè)人是各種團(tuán)體的成員。從友誼小組到部門小組再到工作團(tuán)隊(duì)，都有。這些群體相互作用，而且往往相互依存。OD顧問認(rèn)識(shí)到團(tuán)隊(duì)在組織文化的形成和維護(hù)中發(fā)揮的重要作用。這一假設(shè)的一個(gè)主要含義是，干預(yù)措施必須試圖通過(guò)關(guān)注工作組亞文化來(lái)影響文化。事實(shí)上，如果文化不改變，那么其他任何事情都無(wú)法成功改變。
In summary, OD has a number of distinguishing characteristics. Namely, it is incremental in nature and views organizations as complex social systems. This leads to gradual changes with a focus on culture and processes and to the recognition of the importance of teamwork and collaboration between organizational leaders and members. OD practitioners also have certain characteristics. OD practitioners are facilitators, collaborators and co-learners, who teach organizational leaders, and members, continuous learning skills, thereby enabling the organization to solve the own problems.
總之，OD具有許多顯著特征。也就是說(shuō)，它本質(zhì)上是漸進(jìn)的，并將組織視為復(fù)雜的社會(huì)系統(tǒng)。這導(dǎo)致了逐漸的變化，重點(diǎn)關(guān)注文化和流程，并認(rèn)識(shí)到組織領(lǐng)導(dǎo)人和成員之間團(tuán)隊(duì)合作的重要性。OD從業(yè)者也有一定的特點(diǎn)。OD從業(yè)者是促進(jìn)者、合作者和共同學(xué)習(xí)者，他們向組織領(lǐng)導(dǎo)人和成員傳授持續(xù)學(xué)習(xí)技能，從而使組織能夠解決自己的問題。
Part three 第三部分
Organizational diagnosis produces the road maps that guide and direct organizational change interventions. The diagnosis usually is initiated from individual, group, and organizational levels; and explores a more integrated approach to diagnosis suited to an era of sweeping organizational change. A normal organizational diagnosis usually starts from three different perspectives: (1) macro views of organizations, (2) contributions of individuals, and (3) management and motivation in the high-involvement workplace. Diagnostic models for organization development and emerging organizational firms set the stage for diagnosing cultures for realignment and designing effective reward systems. The broadening focus of training needs assessment and strategic methods for addressing future staff requirements place the spotlight on human talent, while diagnostic issues for work teams emphasize the growing importance of groups.
組織診斷產(chǎn)生了指導(dǎo)和指導(dǎo)組織變革干預(yù)的路線圖。診斷通常是從個(gè)人、團(tuán)體和組織層面開始的；并探索了一種更為綜合的診斷方法，以適應(yīng)全面的組織變革時(shí)代。一個(gè)正常的組織診斷通常從三個(gè)不同的角度開始：（1）組織的宏觀觀點(diǎn)，（2）個(gè)人的貢獻(xiàn)，以及（3）高參與工作場(chǎng)所的管理和動(dòng)機(jī)。組織發(fā)展和新興組織企業(yè)的診斷模型為重新調(diào)整和設(shè)計(jì)有效的獎(jiǎng)勵(lì)系統(tǒng)的文化診斷奠定了基礎(chǔ)。培訓(xùn)需求評(píng)估和解決未來(lái)工作人員需求的戰(zhàn)略方法的重點(diǎn)不斷擴(kuò)大，使人們關(guān)注人才，而工作團(tuán)隊(duì)的診斷問題則強(qiáng)調(diào)了群體的日益重要。
In another point of view, organizational diagnosis proceeds in three orderly phases: entry, data collection, and feedback. The primary objectives of entry are to determine which units of the system (individual, group, and organization) will participate in the diagnosis and to determine whether the client and consultant can reach agreement about their respective roles during data collection and feedback. Entry begins with the first encounter between client and consultant and ends with a decision between client and consultant stating whether they can work together to complete the diagnosis. Entry is also a time for data collection, as the consultant begins to learn about the client system through conversations, observations, and the primary objectives of data collection are systematically to gather valid information about the nature of the client system and to prepare an analysis of that data for delivery to the client during feedback. Data collection begins when the consultant prepares a methodology for eliciting information and contacts members of the client system to implement the methodology documents.
從另一個(gè)角度來(lái)看，組織診斷分為三個(gè)有序的階段：輸入、數(shù)據(jù)收集和反饋。進(jìn)入的主要目標(biāo)是確定系統(tǒng)的哪些單元（個(gè)人、小組和組織）將參與診斷，并確定客戶和顧問能否在數(shù)據(jù)收集和反饋過(guò)程中就各自的角色達(dá)成一致。輸入從客戶和顧問的第一次會(huì)面開始，到客戶和顧問決定是否可以合作完成診斷結(jié)束。進(jìn)入也是數(shù)據(jù)收集的時(shí)間，因?yàn)轭檰栭_始通過(guò)對(duì)話、觀察等了解客戶系統(tǒng)，并且數(shù)據(jù)收集的主要目標(biāo)是系統(tǒng)地收集關(guān)于客戶端系統(tǒng)的性質(zhì)的有效信息，并準(zhǔn)備對(duì)該數(shù)據(jù)的分析以便在反饋期間傳遞給客戶端。當(dāng)顧問準(zhǔn)備好獲取信息的方法并聯(lián)系客戶系統(tǒng)成員以實(shí)施方法文件時(shí)，數(shù)據(jù)收集就開始了。
The primary objective of feedback is to promote increased understanding of the client system by its members. Feedback typically consists of a series of meetings between the consultant and client during which the consultant presents the data analysis and the parties discuss and interpret the data. In carrying out feedback, consultants “reenter” the system after having been away while they prepared the data analysis. Client reactions to the feedback and their behavior during meetings provide another source of data that may confirm or disconfirm the analyses provided in the feedback. Feedback also brings the diagnosis to completion and possibly prepares for a transition to planned change.
反饋的主要目標(biāo)是促進(jìn)其成員對(duì)客戶系統(tǒng)的理解。反饋通常包括顧問和客戶之間的一系列會(huì)議，在此期間，顧問提出數(shù)據(jù)分析，各方討論和解釋數(shù)據(jù)。在進(jìn)行反饋時(shí)，顧問在準(zhǔn)備數(shù)據(jù)分析時(shí)離開后“重新進(jìn)入”系統(tǒng)。客戶對(duì)反饋的反應(yīng)及其在會(huì)議期間的行為提供了另一個(gè)數(shù)據(jù)來(lái)源，這些數(shù)據(jù)來(lái)源可能會(huì)證實(shí)或否定反饋中提供的分析。反饋還可以完成診斷，并可能為向計(jì)劃變更的過(guò)渡做好準(zhǔn)備。
According to those diagnose process; the consultant uses the techniques and theory of diagnosis to understand a client system on its own terms, not to impose preconceived methods or conclusions. Each step in the diagnosis depends on an effective working relationship between client and consultant. Every phase in the process builds on the work of preceding phases. If properly executed, the methods described here are self-correcting because each phase provides opportunities to discover and to alter limitations of the preceding phases. For client systems who wish to learn, this methodology provides the opportunity-if it is employed by consultants who have been thoroughly and appropriately trained.
根據(jù)這些診斷過(guò)程；顧問使用診斷的技術(shù)和理論來(lái)理解客戶系統(tǒng)，而不是強(qiáng)加先入為主的方法或結(jié)論。診斷的每一步都取決于客戶和顧問之間有效的工作關(guān)系。流程中的每個(gè)階段都建立在前幾個(gè)階段的工作之上。如果執(zhí)行得當(dāng)，這里描述的方法是自校正的，因?yàn)槊總€(gè)階段都提供了發(fā)現(xiàn)和改變前面階段限制的機(jī)會(huì)。對(duì)于希望學(xué)習(xí)的客戶系統(tǒng)，如果由經(jīng)過(guò)徹底和適當(dāng)培訓(xùn)的顧問使用，則此方法提供了機(jī)會(huì)。
Part four 第四部分
The literature concerning organizational change tends to fall into one of two main categories, one that emphasizes organizational efficiency and the other which emphasizes social change. Within these two groupings a desired outcome is emphasized rather than creating a clear understanding of the dynamics of organizational change.
關(guān)于組織變革的文獻(xiàn)往往分為兩大類，一類強(qiáng)調(diào)組織效率，另一類強(qiáng)調(diào)社會(huì)變革。在這兩個(gè)分組中，強(qiáng)調(diào)的是期望的結(jié)果，而不是對(duì)組織變革的動(dòng)態(tài)產(chǎn)生清晰的理解。
The literature which emphasizes achieving organizational efficiency bases its assumptions on the work of Kurt Lewin. There are two forces which maintain organizational stability: driving forces and restraining forces. The driving forces are those elements of the organization which support a desired organizational change. Keeping the organization in equilibrium are the restraining forces. Change occurs when one of these two forces becomes stronger than the other (disequilibrium). Once the change has occurred, the organization reverts to a new state of equilibrium which reflects the desired change. The second grouping of literature concerning organizational change focuses on social change.
強(qiáng)調(diào)實(shí)現(xiàn)組織效率的文獻(xiàn)基于Kurt Lewin的工作。維持組織穩(wěn)定的力量有兩種：驅(qū)動(dòng)力和制約力。驅(qū)動(dòng)力是組織中支持所需組織變革的那些要素。保持組織的平衡是制約力量。當(dāng)這兩種力量中的一種變得比另一種更強(qiáng)時(shí)，就會(huì)發(fā)生變化（不平衡）。一旦發(fā)生變化，組織就會(huì)恢復(fù)到反映所需變化的新的平衡狀態(tài)。第二組關(guān)于組織變革的文獻(xiàn)主要關(guān)注社會(huì)變革。
Strategic planning interventions 戰(zhàn)略規(guī)劃干預(yù)措施
The strategic planning intervention process help make decisions about where it should work, with whom it should work, and what kinds of providers and products it should support. The tool is comprised of four sections. The first project-level section is designed to help the project identify priority areas o fields for implementation of project activities cutting across all aspects of the organization. Each of the other three component-level sections is designed to identify priorities for component-specific interventions. Each section is comprised of a decision tree. This section describes how the decision tree is used to makes choices for project interventions. We first define the universe. The universe of choices is placed at the top of the decision tree and then – in sequence – a series of criteria is applied to each choice in the universe. Then, we sequentially apply a list of predefined criteria to each element of the universe finally; we have carefully reviewed the outcome of the universe mapping process.
戰(zhàn)略規(guī)劃干預(yù)過(guò)程有助于決定它應(yīng)該在哪里工作，應(yīng)該與誰(shuí)合作，以及應(yīng)該支持什么樣的供應(yīng)商和產(chǎn)品。該工具由四個(gè)部分組成。第一個(gè)項(xiàng)目級(jí)部分旨在幫助項(xiàng)目確定優(yōu)先領(lǐng)域或領(lǐng)域，以實(shí)施貫穿組織各方面的項(xiàng)目活動(dòng)。其他三個(gè)組成部分一級(jí)的每一節(jié)都旨在確定具體組成部分干預(yù)措施的優(yōu)先事項(xiàng)。每個(gè)部分都由一個(gè)決策樹組成。本節(jié)介紹如何使用決策樹為項(xiàng)目干預(yù)措施做出選擇。我們首先定義宇宙。選擇的范圍被放置在決策樹的頂部，然后依次將一系列標(biāo)準(zhǔn)應(yīng)用于范圍中的每個(gè)選擇。然后，我們最終將預(yù)定義標(biāo)準(zhǔn)的列表依次應(yīng)用于宇宙的每個(gè)元素；我們仔細(xì)回顧了宇宙映射過(guò)程的結(jié)果。
2. Structural interventions 結(jié)構(gòu)性干預(yù)
Structural interventions, like strategic planning interventions, target different levels in the organization. We will look at structural interventions to enhance the effectiveness of individual jobs, groups or teams, and entire organization.
結(jié)構(gòu)干預(yù)措施，如戰(zhàn)略規(guī)劃干預(yù)措施，針對(duì)組織的不同層次。我們將研究結(jié)構(gòu)性干預(yù)措施，以提高個(gè)人工作、小組或團(tuán)隊(duì)以及整個(gè)組織的有效性。
The term “structural intervention” is a relative newcomer to a longstanding mode of implementing changes beyond the individual in order to change organizations behaviors and final outcomes. As such, there remain variations in the precise definition of the term. We first differentiate structural levels of causation from other macro-levels in that structural interventions influence laws, policies, and standard operational procedures implemented through activism, lobbying, and changes in policy. Interventions that they review pair structural-level intervention with those that are environmental. Besides, we could also portray structural intervention as synonymous with “enabling approaches”. There is clearly disagreement in the limits of what may be considered a structural intervention. Some of the difficulties in finding a clear definition of structural intervention are reflections of the multi-disciplinary aspects of organizations, where different theoretical frameworks and terms refer to similar concepts. In addition, structural interventions may be linked to other levels of intervention either directly or indirectly.
“結(jié)構(gòu)性干預(yù)”一詞是一種相對(duì)較新的長(zhǎng)期模式，即在個(gè)人之外實(shí)施變革，以改變組織行為和最終結(jié)果。因此，該術(shù)語(yǔ)的確切定義仍有變化。我們首先將結(jié)構(gòu)性因果關(guān)系與其他宏觀層面區(qū)分開來(lái)，因?yàn)榻Y(jié)構(gòu)性干預(yù)會(huì)影響通過(guò)行動(dòng)主義、游說(shuō)和政策變化實(shí)施的法律、政策和標(biāo)準(zhǔn)操作程序。他們審查的干預(yù)措施將結(jié)構(gòu)性干預(yù)措施與環(huán)境干預(yù)措施配對(duì)。此外，我們還可以將結(jié)構(gòu)性干預(yù)描述為“扶持性方法”的同義詞。在什么可以被視為結(jié)構(gòu)性干預(yù)的限度上顯然存在分歧。在找到結(jié)構(gòu)干預(yù)的明確定義方面的一些困難反映了組織的多學(xué)科方面，不同的理論框架和術(shù)語(yǔ)指的是相似的概念。此外，結(jié)構(gòu)性干預(yù)措施可以直接或間接地與其他干預(yù)水平掛鉤。
3. Organizational culture interventions 組織文化干預(yù)
The culture of an organization is a progression of social development. As people within the organization change, so does the culture. By assessing the current culture, leaders and managers can act as change agents to transform an organization for the better. Creating a vision for the future and clearly communicating and implementing that vision leads to success in an organization. Leaders and managers are responsible for assessing the current organizational culture and determining positive influences that should remain intact throughout a cultural transformation) They also are responsible for developing new influences that promote organizational success and deriving strategies for implementing changes, including planning for ongoing communication. Developing steps based on a cultural vision that lead to a new environment completes the cultural transformation. Transformation, however, is an ongoing process because the cultural environment is always changing and may require modification as an organization and its management and leadership ideas evolve. Individual and organizational performance also can be affected by myriad political influences, which can come from both internal and external sources. Relationships can be developed from and determined by politics. Changing an organization’s environment should coincide with changing problematical political practices. This may mean breaking up old relationships to create more positive and productive ones. Any assessment performed to change an organization’s environment should include possible political ramifications of transformation.
一個(gè)組織的文化是社會(huì)發(fā)展的進(jìn)程。隨著組織內(nèi)部人員的變化，文化也在變化。通過(guò)評(píng)估當(dāng)前的文化，領(lǐng)導(dǎo)者和管理者可以充當(dāng)變革的推動(dòng)者，使組織變得更好。為未來(lái)創(chuàng)造愿景，并清晰地傳達(dá)和實(shí)施該愿景，可以在組織中取得成功。領(lǐng)導(dǎo)者和管理者負(fù)責(zé)評(píng)估當(dāng)前的組織文化，并確定在整個(gè)文化轉(zhuǎn)型過(guò)程中應(yīng)保持不變的積極影響。他們還負(fù)責(zé)開發(fā)促進(jìn)組織成功的新影響，并制定實(shí)施變革的戰(zhàn)略，包括規(guī)劃正在進(jìn)行的溝通。基于文化愿景制定步驟，從而形成一個(gè)新的環(huán)境，從而完成文化轉(zhuǎn)型。然而，轉(zhuǎn)型是一個(gè)持續(xù)的過(guò)程，因?yàn)槲幕h(huán)境總是在變化，隨著組織及其管理和領(lǐng)導(dǎo)思想的發(fā)展，可能需要修改。個(gè)人和組織的績(jī)效也會(huì)受到來(lái)自內(nèi)部和外部的無(wú)數(shù)政治影響的影響。關(guān)系可以由政治發(fā)展而來(lái)，也可以由政治決定。改變一個(gè)組織的環(huán)境應(yīng)該與改變有問題的政治實(shí)踐相一致。這可能意味著打破舊的關(guān)系，創(chuàng)造更積極、更有成效的關(guān)系。為改變組織環(huán)境而進(jìn)行的任何評(píng)估都應(yīng)包括轉(zhuǎn)型可能產(chǎn)生的政治后果。
4. Human process interventions 人為過(guò)程干預(yù)
The human process interventions could be classified into the following points.
人的過(guò)程干預(yù)可以分為以下幾點(diǎn)。
1. Goal Setting: This change program involves setting clear and challenging goals. It attempts to improve organization effectiveness by establishing a better fit between personal and organizational objectives.
目標(biāo)設(shè)定：這項(xiàng)變革計(jì)劃包括設(shè)定明確且具有挑戰(zhàn)性的目標(biāo)。它試圖通過(guò)在個(gè)人目標(biāo)和組織目標(biāo)之間建立更好的匹配來(lái)提高組織的有效性。
2. Performance Appraisal: This intervention is a systematic process of jointly assessing work-related achievements, strengths and weaknesses.
績(jī)效評(píng)估：這種干預(yù)是一個(gè)系統(tǒng)的過(guò)程，共同評(píng)估與工作相關(guān)的成就、優(yōu)勢(shì)和劣勢(shì)。
3. Reward Systems: This intervention involves the design of organizational rewards to improve employee satisfaction and performance.
獎(jiǎng)勵(lì)制度：這種干預(yù)涉及組織獎(jiǎng)勵(lì)的設(shè)計(jì)，以提高員工的滿意度和績(jī)效。
4. Career Planning and development: It generally focuses on managers and professional staff and is seen as a way of improving the quality of their work life.
職業(yè)規(guī)劃和發(fā)展：它通常側(cè)重于管理人員和專業(yè)人員，被視為提高他們工作生活質(zhì)量的一種方式。
5. Managing workforce diversity: Important trends, such as the increasing number of women, ethnic minorities, and physically and mentally challenged people in the workforce, require a more flexible set of policies and practices.
管理勞動(dòng)力多樣性：重要的趨勢(shì)，如勞動(dòng)力中婦女、少數(shù)民族和身心障礙者的數(shù)量不斷增加，需要一套更靈活的政策和做法。
6. Employee Wellness: These interventions include employee assistance programs.
員工健康：這些干預(yù)措施包括員工援助計(jì)劃。
Conclusion 結(jié)論
As far as I am concerned, the metaphors stated above strongly direct and support the issues regard to organizational changes. Employee in organization normally refuses to change since there is some fear and worries about the learning and supports. Also the organizational diagnosis produces the road maps that guide and direct organizational change interventions. This could give more suggestions and constructive recommendations to the future management.
就我而言，上述比喻有力地指導(dǎo)和支持了與組織變革有關(guān)的問題。組織中的員工通常拒絕改變，因?yàn)樗麄儗?duì)學(xué)習(xí)和支持有一些恐懼和擔(dān)憂。此外，組織診斷還產(chǎn)生了指導(dǎo)和指導(dǎo)組織變革干預(yù)的路線圖。這可以為未來(lái)的管理層提供更多的建議和建設(shè)性的建議。
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