留學生essay代寫范例：Management and leadership styles

留學生essay代寫范例-管理和領導風格。本文是一篇由本站代寫服務提供的essay代寫參考，主要內容是講述組織發展是一種有計劃的組織變革方法，旨在使組織能夠應對和適應不斷變化的市場條件，并制定新的議程。組織發展經常與組織結構聯系在一起，組織結構既可以作為變革的扶持機制，也可以作為制約機制。為了使組織發展取得成功，所引入的任何政策或戰略都必須符合企業文化。下面就一起來看一下這篇留學生essay代寫范例。

Introduction 介紹

Nike has been finding it difficult to find a replacement for Philip Knight, the founder and long time CEO of the organization.

耐克發現很難找到該組織創始人兼長期首席執行官菲利普·奈特的替代者。

The purpose of this report is to explore possible management and leadership styles in relation to William Perez’s role as the new CEO of Nike. This report identifies the processes related to change management and guides Perez through organizational transformation processes in order for him to be able to fulfil his role as CEO of Nike.

本報告旨在探討William Perez擔任耐克新任首席執行官的可能管理和領導風格。本報告確定了與變革管理相關的流程，并指導Perez完成組織轉型流程，使他能夠履行耐克首席執行官的職責。

This report stresses the importance of organizational development and transformation. Issues addressed in this report include the culture of the organization, different leadership styles, the structure of the organization, the processes of organizational development and future recommendations.

本報告強調了組織發展和轉型的重要性。本報告涉及的問題包括組織文化、不同的領導風格、組織結構、組織發展過程和未來建議。

Organizational Transformation’s primary goal is to help an organisation become more healthy and effective, especially during change. The key custodians of organisation health are not the internal or external HR or OD specialist; they are the organisation’s leaders and managers. Holbeche, L (08-09).

組織轉型的主要目標是幫助組織變得更加健康和有效，尤其是在變革期間。組織健康的主要保管人不是內部或外部人力資源或OD專家；他們是組織的領導者和管理者。Holbeche，L（08-09）。

Organizational Development 組織發展

Organizational development is a planned approach to organizational change designed to enable an organization to respond and adapt to changing market conditions and to set a new agenda. Organizational development is frequently linked to organization structure, which can act either as an enabling or restrictive mechanism for change. For organizational development to succeed, any policies or strategies introduced must fit with the corporate culture.

組織發展是一種有計劃的組織變革方法，旨在使組織能夠應對和適應不斷變化的市場條件，并制定新的議程。組織發展經常與組織結構聯系在一起，組織結構既可以作為變革的扶持機制，也可以作為制約機制。為了使組織發展取得成功，所引入的任何政策或戰略都必須符合企業文化。

In practice, Organizational Development can take on many forms, and typical OD activities can include some of the following:

在實踐中，組織發展可以采取多種形式，典型的OD活動可以包括以下一些：

Team-building

團隊建設

Organizational assessments

組織評估

Career development

職業發展

Training

訓練

e-Learning

電子學習

Coaching

指導

Innovation

創造

Leadership development

領導力發展

Talent management

人才管理

Change management

變更管理

Organizational Culture

組織文化

Culture is comprised of the assumptions, values, norms of organization members and their behaviours. Members of an organization soon come to sense the particular culture of an organization. Edgar H. Schein stresses that,“When one brings culture to the level of the organization and even down to groups within the organization, one can see clearly how culture is created, embedded, evolved, and ultimately manipulated, at the same time, how culture constrains, stabilizes, and provides structure and meaning to the group members. These dynamic processes of culture creation and management are the essence of leadership and make one realize that leadership and culture are two sides of the same coin.”

文化是由組織成員及其行為的假設、價值觀、規范組成的。組織的成員很快就會感受到組織的特定文化。Edgar H.Schein強調， “當一個人把文化帶到組織的層面，甚至帶到組織內的群體時，你可以清楚地看到文化是如何被創造、嵌入、演變和最終被操縱的，同時，文化是如何約束、穩定并為群體成員提供結構和意義的教育和管理是領導力的本質，讓人意識到領導力和文化是一枚硬幣的兩面。”

Organizational change has a low success rate and it is critically important to get it right, this is support by Cameron who states that, “The failure rate of most planned organizational change initiatives is dramatic. It is well known, for example, that as many as three-quarters of reengineering, total quality management, strategic planning and downsizing efforts have failed entirely or have created problems serious enough that the survival of the organization was threatened”.

組織變革的成功率很低，正確實施至關重要，這是卡梅倫的支持，他表示，“大多數計劃中的組織變革舉措的失敗率都是驚人的。例如，眾所周知，多達四分之三的再造、全面質量管理、戰略規劃和裁員工作已經完全失敗，或者造成了嚴重到威脅組織生存的問題”。

According to Edgard Schein, “Organizational learning, development and planned change cannot be understood without considering culture as the primary source of resistance to change.”

Edgard Schein認為，“如果不將文化視為抵制變革的主要來源，就無法理解組織學習、發展和計劃變革。”

Culture can be broken down in to three levels, artifacts, espoused values and basic assumptions and values.

文化可以分為三個層次：人工制品、支持的價值觀、基本假設和價值觀。

Artifacts are the surface, the aspects which can be easily identified but hard to understand. Artifacts include the manners of address, the type of language used, the dress code. It is vital not to judge solely by the Artifacts, one may see Google staff as laid back, enjoying their time at work, having fun and jump to the conclusion that they are inefficient, this being far from the truth. Artifacts also include buildings, furnishings, settings, PR, rituals, Mission, stated values and technology.

人工制品是表面，是很容易識別但很難理解的方面。人工制品包括稱呼方式、使用的語言類型和著裝規范。至關重要的是，不要僅僅根據人工制品來判斷，人們可能會認為谷歌員工很悠閑，享受工作時間，玩得很開心，并得出他們效率低下的結論，這與事實相去甚遠。文物還包括建筑、家具、環境、公關、儀式、使命、既定價值觀和技術。

Beneath artifacts are the Espoused Values, these are the conscious strategies, goals and philosophies and ideology of the organization.

在人工制品下面是Espoused Values，這些是組織的有意識的戰略、目標、哲學和意識形態。

The essence of culture is represented by the basic underlying assumptions and values which are difficult to discern because they are largely at an unconscious level. This is also known as the hidden beliefs and assumptions or shared tacit assumptions.

文化的本質是由基本的基本假設和價值觀來代表的，這些假設和價值很難辨別，因為它們在很大程度上處于無意識的水平。這也被稱為隱藏的信念和假設或共享的默認假設。

Nike has had an evolutionary culture as opposed to a revolutionary culture. It has developed over many years without great intervention or change. Most of the key employees have been with Nike for many years and ‘outsides’ sense they have ‘their’ way of doing things. Nike is based on authenticity. Perez must ensure Nike is prepared for organizational change and that this is correctly implemented. As Drucker argues, “a good organization structure might not always bring about a good performance, but a bad organization structure makes a good performance impossible no matter how good the workforce is.” Perez must understand Nike’s core values and maintain them, things like the association of Nike with key sportsmen from around the world and targeting the athletics segment of the clothing industry.

耐克有一種進化文化，而不是革命文化。它經過多年的發展，沒有經過很大的干預或改變。大多數關鍵員工已經在耐克工作多年，“局外人”感覺他們有自己的做事方式。Nike以真實性為基礎。佩雷斯必須確保耐克為組織變革做好準備，并確保變革得到正確實施。正如德魯克所說，“一個好的組織結構可能并不總是能帶來好的績效，但一個糟糕的組織結構會使無論員工多么優秀，都無法實現好的績效。”佩雷斯必須了解并維護耐克的核心價值觀，比如耐克與來自世界各地的主要運動員的聯系，以及針對服裝行業的田徑領域。

Leadership Styles 領導風格

Leadership plays an important role in any organizations development. The personality of the leader and his style of leadership can determine the extent to which the organization will develop. Perez needs to be visionary and have the ability to influence others in order to bring about the required change to Nike. The leader can either reduce resistance to change, or increase the pressures for change, or be a pressure for change. Knight would have helped shape the organizational culture; he has his own effect on Nike’s culture based on experiences and personality.

領導力在任何組織的發展中都發揮著重要作用。領導者的個性和領導風格可以決定組織的發展程度。佩雷斯需要有遠見，并有能力影響他人，才能給耐克帶來所需的改變。領導者可以減少對變革的阻力，也可以增加變革的壓力，或者成為變革的壓力。奈特將幫助塑造組織文化；基于經驗和個性，他對耐克的文化產生了自己的影響。

In order for employees to be more efficient Perez must provide staff with a spirit of involvement, motivate them through co-operation and be willing to learn from the organization. Analysing different styles of leadership will help improve understanding and recommend which style Perez must adopt.

為了讓員工更有效率，佩雷斯必須為員工提供參與精神，通過合作激勵他們，并愿意向組織學習。分析不同的領導風格將有助于加深理解，并建議佩雷斯必須采用哪種風格。

Different leadership styles include: Authoritarian, Participative, Laissez fair also known as Delegative or Genuine.

不同的領導風格包括：威權型、參與型、萊西公平型，也稱為委托型或真正型。

Authoritarian 獨裁的

This style is where leaders tell their employees what to do and how to do it without consulting or negotiating with employees. This is often found within the army on the battlefield or by a chef in a kitchen. It is not to be confused with bossing people around, the leaders that adopt this style often need to and it can be the best style in particular situations. If the leader has time and wants to increase moral, motivate the employees and gain more commitment then they should use the participative style.

這種風格是指領導者在不與員工協商或協商的情況下告訴員工該做什么以及如何做。這通常是在戰場上的軍隊中或廚房里的廚師身上發現的。不要把它與發號施令混為一談，采用這種風格的領導者往往需要這樣做，而且在特定情況下，這可能是最好的風格。如果領導有時間，想提高道德水平，激勵員工，獲得更多的承諾，那么他們應該使用參與式風格。

Participative 參與式

The participative leadership style, also known as democratic, involves the leader including one or more employees in the decision making process. Despite the fact that the leader consults with employees or managers to determine what to do and how to do it the leader maintains the final decision making authority. Leaders that adopt this style gain the respect of their employees.

參與式領導風格，也被稱為民主領導，涉及到領導者在決策過程中包括一名或多名員工。盡管領導者會與員工或管理者協商，以確定該做什么以及如何做，但領導者仍擁有最終決策權。采用這種風格的領導者會贏得員工的尊重。

Laissez-fair 自由放任

Laissez fair or the management style of delegation style is often seen as giving a free reign to employees. The leader allows the employees to make decisions. However, the leader is still responsible for the decisions made. Employees are able to analyse the situation they are confronted with and decide what needs to be done and how to accomplish it. The leader cannot do everything therefore delegates tasks and prioritization responsibilities. This style is frequently used where the leader knows and trusts his managers.

萊塞爾博覽會或委托式的管理風格通常被視為賦予員工自由支配權。領導允許員工做出決定。然而，領導仍然要對所做的決定負責。員工能夠分析他們所面臨的情況，并決定需要做什么以及如何完成。領導者不能做任何事情，因此委派任務和優先順序責任。這種風格經常用于領導者了解和信任其管理者的地方。

A good leader uses all three styles, dependent upon the situations requirements. For example Perez could adopt the authoritarian style of leadership with new employees, in order to form them to fit their job role and develop/settle in more rapidly. He may use the participative style with a team of workers, though he knows the problem he may not have all the information, the employees have faced this situation before and can be left to handle it.

一個好的領導者使用這三種風格，這取決于情況的要求。例如，佩雷斯可以對新員工采取獨裁領導風格，以使他們適應自己的工作角色，更快地發展/適應。他可能會對一個工人團隊使用參與式風格，盡管他知道這個問題，但他可能沒有所有的信息，員工以前也遇到過這種情況，可以讓他們來處理。

Perez can adopt the delegative approach when confronted with a situation where the employees know more than him. For example with a team of workers that have a highly specialized tasks, such as those in the R&D department. They know their job and are best left to do it, provided they have proved their efficiency together and have previously made correct decisions, acting responsibly.

當面對員工比他了解更多的情況時，佩雷斯可以采取委托的方法。例如，與具有高度專業化任務的員工團隊合作，例如研發部門的員工。他們知道自己的工作，最好讓他們去做，前提是他們已經一起證明了自己的效率，并且之前做出了正確的決定，采取了負責任的行動。

The leadership style adopted by Philip Knight was mostly the genuine/laissez-fair style of leadership. Many of the employees had matured by his side through the years, he had given his managers the freedom to make their own decisions and this had been proved efficient for Nike.

菲利普·奈特采用的領導風格大多是真正的/放任的領導風格。多年來，許多員工都在他身邊成熟起來，他給了經理們自己做決定的自由，這對耐克來說是有效的。

The structure of the Organization 本組織的結構

The organizational structure is the formal system of task and reporting relationships that controls, coordinates and motivates employees so that they can cooperate to achieve the organization’s goals. Structure enables the organization to apply the process of management and creates a hierarchy of command which makes it clear for employees to identify their roles and tasks they are responsible for within each department. In small organizations there is less complexity than in larger ones, therefore the need for a structure increases with the size of the organization. Drucker argues that good organizational structures do not always lead to good performance but a bad organizational structure makes good performance an impossibility, regardless of how good the employees are.

組織結構是任務和報告關系的正式系統，它控制、協調和激勵員工，使他們能夠合作實現組織的目標。結構使組織能夠應用管理過程，并創建一個命令層次結構，使員工能夠清楚地確定他們在每個部門中的角色和任務。小型組織的復雜性比大型組織低，因此對結構的需求隨著組織的規模而增加。德魯克認為，好的組織結構并不總是能帶來好的績效，但糟糕的組織結構使好的績效成為不可能，無論員工有多優秀。

The manager’s obligation is to create an organizational structure and culture that motivates employees to work hard and develop themselves and allows groups to cooperate effectively.

經理的義務是創建一種組織結構和文化，激勵員工努力工作，發展自己，并允許團隊有效合作。

Large organizations are increasingly marginalizing the role of their founders. The founders of both Yahoo & Dell have been replaced by professional managers at the shareholders demand.

大型組織越來越邊緣化其創始人的作用。根據股東的要求，雅虎和戴爾的創始人都已被專業經理人取代。

An organization can be split into several divisions such as production, marketing, finance, R&D etc.

一個組織可以分為幾個部門，如生產、營銷、財務、研發等。

According to Wall (2004) there are five organizational structures, these include: international division structure, international geographic/regional structure, international product structure, international functional structure, matrix or mixed structure.

根據Wall（2004），有五種組織結構，包括：國際分工結構、國際地理/區域結構、國際產品結構、國際功能結構、矩陣或混合結構。

Philip Knight used the Matrix structure. This brings together the functional, geographical and product structures and combines them in an attempt to meet the needs of a specific activity or project. Once that activity or project is completed, the ‘team’ is often disbanded and return to their original position within the divisional or other structures of the organization. Employees report to different bosses in different departments to accomplish the different tasks.

菲利普·奈特使用了矩陣結構。這將功能、地理和產品結構結合在一起，并將它們結合起來，試圖滿足特定活動或項目的需求。一旦該活動或項目完成，“團隊”通常會解散，并返回其在部門或組織其他結構中的原始位置。員工向不同部門的不同老板報告，以完成不同的任務。

Change Management 變更管理

Management of change theories have been conceptualized to answer how successful change can happen within an organization. It refers to changes in the work environment that necessitates the workforce to make certain adaptations to way they are used to working. The ability of an organization to adapt to change is crucial for successful organizations such as Nike, if not properly implemented the company could face huge difficulties. In order to implement change effectively, barriers such as resistance to change must be successfully removed. The need for organizations to adapt has become vital to their survival, however individuals or groups in different departments have different opinions of how tasks should be carried out therefore a common vision must be shared by all in order for the change to be successful, this can be very time consuming.

變革管理理論已經被概念化，以回答如何在組織內成功地發生變革。它指的是工作環境的變化，需要員工對他們習慣的工作方式做出某些調整。一個組織適應變化的能力對于像耐克這樣成功的組織來說至關重要，如果不能正確實施，公司可能會面臨巨大的困難。為了有效地實施變革，必須成功地消除諸如抵制變革等障礙。組織適應的需求對其生存至關重要，然而，不同部門的個人或團體對如何執行任務有不同的意見，因此，為了使變革取得成功，所有人都必須共享一個共同的愿景，這可能非常耗時。

Organisational Change Management issues are often under-estimated or ignored entirely. In fact, people issues collectively account for the majority of project failures.

組織變革管理問題往往被低估或完全忽視。事實上，人的問題共同占了項目失敗的大部分。

This survey by KPMG looked at disastrous projects. One of the questions asked for the prime cause of the failure of change implementation.

畢馬威會計師事務所的這項調查著眼于災難性項目。其中一個問題是關于變革實施失敗的主要原因。

Although the result did not state “people” as the cause, it is interesting to note that many of the causes were to do with the behaviour and skills of the participants. Arguably all but the “technical issues” were related to the capabilities, attitudes and behaviour of people.

盡管結果沒有說明“人”是原因，但值得注意的是，許多原因與參與者的行為和技能有關。可以說，除了“技術問題”之外，其他所有問題都與人們的能力、態度和行為有關。

Lewin’s Three Step Model

勒溫的三步模型

Lewin (1951) introduced the three step model for successful change management. The first step in the process is called unfreezing the situation.

Lewin（1951）介紹了成功的變革管理的三步模型。這個過程的第一步叫做解凍局勢。

Unfreezing 解凍

Unfreezing is necessary to overcome individual resistance and group conformity. This can be achieved in three ways. Firstly by increasing the driving forces that direct behaviour away from the situation. Secondly, by decreasing the restraining forces that negatively affect the change. Lastly by finding a combination of the first two methods. These steps can include activities such as motivating the employees by preparing them for the change, encouraging and reassuring them of the need for change and make the employees contribute to the change process by helping identify problems and brainstorming solutions.

解凍對于克服個體阻力和群體一致性是必要的。這可以通過三種方式實現。首先，通過增加引導行為遠離局勢的驅動力。其次，通過減少對變化產生負面影響的約束力。最后，找到前兩種方法的組合。這些步驟可以包括一些活動，如通過讓員工為變革做好準備來激勵他們，鼓勵和安撫他們對變革的需求，并通過幫助識別問題和集思廣益的解決方案，讓員工為改革進程做出貢獻。

Movement 移動

The second step of Lewin’s model for change is movement. This transformational process is made up of convincing the employees to agree that the current situation is not beneficial to them and encourage them to look at the problem from another perspective. The employees should know what the change is actually for, most resist because they are not aware why the change is taking place or needed.

勒溫變革模型的第二步是運動。這個轉變過程包括說服員工同意當前的情況對他們不利，并鼓勵他們從另一個角度看待問題。員工應該知道變革的實際目的，大多數人抵制變革，因為他們不知道為什么要進行變革或需要變革。

Refreezing 重新冷凍

The third step is refreezing, this must take place after the change has been implemented in order for it to be sustainable, otherwise employees can revert back to their old behaviours. This step stabilizes both the driving and the restraining forces. This can be accomplished through the introduction of procedures for the employees. This would also help new employees will find it easier to fit in with the organization.

第三步是重新凍結，這必須在變革實施后進行，以使其可持續，否則員工可能會恢復到以前的行為。此步驟可穩定驅動力和約束力。這可以通過為員工引入程序來實現。這也將有助于新員工更容易融入組織。

Lippitt’s Phases of Change Theory

李比特的變化階段理論

Lippitt, Watson and Westley (1958) extended Lewin’s three step model to include seven steps. This focused more on the role and responsibility of the change agent than on the evolution of the change itself.

Lippitt、Watson和Westley（1958）將Lewin的三步模型擴展為包括七步。這更多地關注變革推動者的作用和責任，而不是變革本身的演變。

Lippitt’s seven steps

李比特的七步

Diagnosis of the problem

問題的診斷

Assessing the motivation and capacity for change

評估變革的動機和能力

Assessing the resources and motivation of the change agent. This includes the change agent’s commitment to change, power and stamina.

評估變革推動者的資源和動機。這包括變革推動者對變革的承諾、力量和毅力。

Choosing progressive change objects. Action plans and developed and strategies established.

選擇漸進式更改對象。制定了行動計劃和戰略。

The roles of the change agents should be chosen and clearly understood by all employees so that the outcomes and expectations are clear.

所有員工都應該選擇并清楚地理解變革推動者的角色，以便明確結果和期望。

Maintaining the change. Communication, feedback and group coordination are necessary elements.

保持更改。溝通、反饋和小組協調是必要的要素。

Gradually terminate from the helping relationship. The change agent should gradually withdraw from their role over time. This will happen when the change becomes part of the organizational culture (Lippitt, Watson and Westley 1958-1959).

逐漸終止幫助關系。隨著時間的推移，變革推動者應該逐漸退出他們的角色。當變革成為組織文化的一部分時，就會發生這種情況（Lippitt，Watson和Westley，1958-1959）。

Lewin’s model is rational and goal oriented. It is however limited because it does not take into account personal factors such as human feelings that can affect the change process. Lippitt’s Phases of Change is an extension of Lewin’s Three-Step Theory. The focus is on the change agent rather than the change itself. Lewin analyses the forces that impacts change.

勒溫的模型是理性的、目標導向的。然而，它是有限的，因為它沒有考慮到個人因素，如可能影響變化過程的人類情感。李比特的變化階段是勒溫三步理論的延伸。重點是變革的推動者，而不是變革本身。勒溫分析了影響變革的力量。

Activities Contributing to Effective Change Management. 有助于有效變革管理的活動。

Cummings and Worley (2008) have identified the following activities contributing to effective change management.

Cummings和Worley（2008）確定了以下有助于有效變革管理的活動。

Motivating change is the phase in the successful implementation of change. Motivation is vital because changing from the ‘norm’ is regarded as a daunting experience. Employees feel their future in the organization is uncertain. They must feel that the change is necessary, this way they will understand they are part of the change process and help this occur.

激勵變革是成功實施變革的階段。動機是至關重要的，因為改變“常態”被視為一種令人生畏的經歷。員工們覺得他們在組織中的未來是不確定的。他們必須覺得變革是必要的，這樣他們就會明白自己是變革過程的一部分，并幫助變革發生。

Creating a vision is the second phase. This is done by the leader and provides a common goal for all employees, allowing them to understand what the change is for and how it will benefit the entire organization.

創建愿景是第二階段。這是由領導者完成的，并為所有員工提供了一個共同的目標，讓他們了解變革的目的以及它將如何使整個組織受益。

Develop political support. Organizations are made up of powerful individuals and groups that can either block or promote change. Individuals within the organization have different interests, opinions and concerns about how the change may affect their positions and levels of authority within their groups. Leaders and change agents need to gain their support to implement changes.

發展政治支持。組織由強大的個人和團體組成，他們可以阻止或促進變革。組織中的個人對這一變化可能如何影響他們在團隊中的地位和權力水平有不同的興趣、意見和擔憂。領導者和變革推動者需要獲得他們的支持才能實施變革。

The fourth phase is managing the transition, this is moving from the current state to the future state. This is not an instant process, it needs the organization to discover how to proceed with the implementation of change in to reach the goal. This is done through the planning of special management structures for operating the organization during the transition.

第四階段是管理過渡，即從當前狀態過渡到未來狀態。這不是一個即時的過程，它需要組織發現如何繼續實施變革以達到目標。這是通過規劃過渡期間組織運作的特殊管理結構來實現的。

Sustaining the momentum is the final stage. When the changes are implemented there must be a continued focus in maintaining them. This phase is the equivalent of Lewin’s refreezing. The employees might return to their previous behaviours if the changes are not sustained.

保持勢頭是最后階段。在實施變更時，必須持續關注維護這些變更。這一階段相當于勒溫的重新凍結。如果這些變化不能持續下去，員工可能會恢復到以前的行為。

Resistance to Change 變革阻力

Resistance to change is what individuals or groups do when they perceive that a change that might occur is a threat. The risk of change is seen as greater than the risk of standing still.

當個人或團體意識到可能發生的變化是一種威脅時，他們會對變化產生抵制。人們認為，變革的風險大于停滯不前的風險。

Employees resist change because they have to learn something new. In many case there is not a disagreement with the benefits of the new process, but rather a fear of the unknown future and about their ability to adapt to it. People are reluctant to leave the familiar behind. We are all suspicious about the unfamiliar, we are naturally concerned about how we will get from the old to the new, especially if it involves learning something new and risking failure. Resistance to change is defined as the fear that one will not be able to develop new skills and behaviours that are required in the new working environment. According to Kotter & Schlesinger (1979), if an employee has a low tolerance for change, the increased uncertainty that arises as a result of having to perform their job differently would likely cause a resistance to the new way of doing things. An employee may understand that a change is needed, but may be emotionally unable to make the transition and resist for reasons they may not consciously understand.

員工抵制變革，因為他們必須學習新東西。在許多情況下，人們并不認同新流程的好處，而是對未知的未來以及他們適應未來的能力感到恐懼。人們不愿意把熟悉的東西拋在身后。我們都對不熟悉的事物持懷疑態度，我們自然會擔心我們將如何從舊事物走向新事物，尤其是當它涉及到學習新事物并冒著失敗的風險時。對變革的抵制被定義為擔心自己無法在新的工作環境中發展出所需的新技能和行為。根據Kotter&Schlesinger（1979）的說法，如果員工對變革的容忍度較低，那么由于必須以不同的方式履行職責而產生的不確定性增加，可能會導致對新的做事方式的抵制。員工可能理解需要改變，但可能在情感上無法做出轉變，并因他們可能沒有意識到的原因而抗拒。

Resistance can be positive in certain situations. Managers see resistance as negative and the employees who resist are regarded as disobedient and obstacles the organization must overcome in order to implement the changes. However, employee resistance can play a positive role in organizational change. Constructive criticism and debate can produce better understanding as well as additional options and solutions. de Jager (2001) claims, “the idea that anyone who questions the need for change has an attitude problem is simply wrong, not only because it discounts past achievements, but also because it makes us vulnerable to indiscriminate and ill-advised change’.

在某些情況下，阻力可能是積極的。管理者認為抵制是負面的，抵制的員工被視為不聽話，組織必須克服障礙才能實施變革。然而，員工抵抗力可以在組織變革中發揮積極作用。建設性的批評和辯論可以產生更好的理解以及更多的選擇和解決方案。de Jager（2001）聲稱，“任何質疑變革必要性的人都有態度問題的想法是完全錯誤的，不僅因為它低估了過去的成就，還因為它使我們容易受到不分青紅皂白和不明智的變革的影響”。

Overcoming Resistance to Change 變革阻力的克服

Kotter and Schlesinger (1979) set out six approaches to deal with resistance to change.

Kotter和Schlesinger（1979）提出了六種應對變革阻力的方法。

Education and Communication are essential. One of the best ways to overcome resistance to change is to educate people about the change effort beforehand. Up-front, honest communication and education helps employees see the logic in the change effort, this reduces unfounded and incorrect assumptions and rumours concerning the effects of change in the organization.

教育和溝通是必不可少的。克服變革阻力的最好方法之一是事先教育人們變革的努力。在前面，誠實的溝通和教育有助于員工了解變革努力的邏輯，從而減少關于組織變革影響的毫無根據和不正確的假設和謠言。

Participation and Involvement of employees. Where the initiators do not have all the information they need to design the change and where others have considerable power to resist. When employees are involved in the change effort they are more likely to approve change than resist it.

員工的參與和參與。發起人沒有設計變更所需的所有信息，而其他人有相當大的抵抗力。當員工參與變革時，他們更有可能批準變革，而不是抵制變革。

Facilitation and Support is important as employees may have adjustment problems, by the managers being supportive at difficult times they can avoid potential resistance. Managerial support helps employees deal with fear and anxiety during a transition period. Special training or counselling can help ensure the staff do not perceive the change as detrimental.

便利和支持很重要，因為員工可能會有調整問題，通過經理在困難時期給予支持，他們可以避免潛在的阻力。管理支持幫助員工在過渡期應對恐懼和焦慮。特別培訓或咨詢有助于確保工作人員不會認為這種變化是有害的。

Negotiation and Agreements help managers’ combat resistance through incentives to employees not to resist change. This can be done by allowing change resistors to veto elements of change that are threatening, or change resistors can be offered incentives to leave the company through early buyouts or retirements in order to avoid having to experience the change effort. This approach is appropriate if all else fails and those resisting change are in a position of power.

談判和協議通過激勵員工不抵制變革，幫助管理者對抗阻力。這可以通過允許變革抵制者否決具有威脅性的變革要素來實現，也可以通過提前收購或退休來激勵變革抵制者離開公司，以避免不得不經歷變革努力。如果其他一切都失敗了，而那些抵制變革的人掌握了權力，那么這種方法是合適的。

Manipulation and Co-option can be used when other strategies do not work or are too expensive. Kotter and Schlesinger $date$&page number- suggest that: “an effective manipulation technique is to co-opt with resisters. Co-option involves the patronizing gesture in bringing a person into a change management planning group for appearances rather than their actual contribution. This often involves selecting leaders of the resisters to participate in the change effort. These leaders can be given a symbolic role in decision making without threatening the change effort. Still, if these leaders feel they are being tricked they are likely to push resistance even further than if they were never included in the change effort leadership.

當其他策略不起作用或過于昂貴時，可以使用操縱和共同選擇。Kotter和Schlesinger$date$&頁碼-建議：“一種有效的操縱技巧是與抵制者合作。合作包括一種屈尊俯就的姿態，將一個人帶到變革管理計劃小組中露面，而不是他們的實際貢獻。這通常包括選擇抵制者的領導者參與變革努力。這些領導者可以獲得在不威脅變革努力的情況下，在決策中發揮象征性作用。盡管如此，如果這些領導人覺得自己被欺騙了，他們很可能會比從未被納入變革工作領導層的情況下更進一步地進行抵抗。

Lastly Jotter and Schlesinger argue Explicit and Implicit Coercion can be used. Where circumstances arise that speed is absolutely essential and to be used only as last resort. Managers can explicitly or implicitly force employees into accepting change by making clear that resisting change can lead to losing jobs, firing, transferring or not promoting employees.

最后，Jotter和Schlesinger認為顯性脅迫和隱性脅迫是可以使用的。在出現情況的情況下，速度是絕對必要的，只能作為最后手段。管理者可以明確表示，抵制變革可能導致失業、解雇、調動或不提拔員工，從而明確或含蓄地迫使員工接受變革。

Conclusion 結論

In today’s fast paced world the ability to change and innovate is key to survival, the strategic recommendations have been made after thoroughly analysing Nike together with different approaches and strategies from several reputable academics. Change is unavoidable and it is human to resist unknown, however this research shows that with the right preparation and strategic systems in place it is possible to overcome and successfully implement changes which will lead to the organization developing in line with its vision and mission. The recommendations below will support the conclusions drawn from the above analysis and research.

在當今快節奏的世界中，改變和創新的能力是生存的關鍵，在深入分析耐克以及幾位著名學者的不同方法和策略后，我們提出了戰略建議。變革是不可避免的，人類也會抵制未知，但這項研究表明，有了正確的準備和戰略體系，就有可能克服并成功實施變革，從而使組織按照其愿景和使命發展。以下建議將支持從上述分析和研究中得出的結論。

Recommendations 建議

On the basis of the above analysis I recommend Perez proceeds with the transformational strategy, while monitoring and revising it periodically.

在上述分析的基礎上，我建議佩雷斯繼續實施轉型戰略，同時定期對其進行監測和修訂。

The change must start at the top. Philip Knight had his methods of running the business which have proved successful as received the backing of the employees. Though Perez is experienced he has a very different way of functioning, he cannot expect the employees to follow his lead from day one, he must also adapt to fit into the organization and gain the acceptance of the employees.

變革必須從頂層開始。菲利普·奈特（Philip Knight）經營企業的方法已被證明是成功的，并得到了員工的支持。盡管佩雷斯經驗豐富，但他有著截然不同的運作方式，他不能指望員工從第一天起就聽從他的領導，他還必須適應組織，并獲得員工的認可。

Perez should familiarize himself with the organization; he must understand the current culture in order to devise a plan to change this. If he tries to bring about change too quickly this will most probably fail as Nike is an organization with a well founded ‘pop’ culture which developed over decades under Knight.

佩雷斯應該熟悉該組織；他必須了解當前的文化，才能制定出改變這種狀況的計劃。如果他試圖過快地帶來改變，這很可能會失敗，因為耐克是一個擁有良好“流行”文化的組織，在奈特的領導下發展了幾十年。

An operations team should be formed and meetings organized in which the requirements should be set-out to enable the employees to be involved, this increasing motivation and provide all stake holders with a sense of ownership of the transformational process.

應組建一個運營團隊并組織會議，制定要求，使員工能夠參與其中，這將增強動力，并為所有利益相關者提供轉型過程的主人翁意識。

A feedback system needs to be created to help the employees feel more comfortable and know their views are taken into consideration. The transformation process must be transparent with the employees understanding and being involved in the transformation strategy. Adapting the culture successfully will be difficult as many of the employees have spent most of their careers working within Nike, it has become part of who they are, but getting all the employees on board will lessen the resistance to change. The feedback must be monitored, staff confidence levels should be monitored. When they show the first signs of losing faith their problems must rapidly be addressed.

需要建立一個反饋系統，幫助員工感覺更舒服，并知道他們的觀點得到了考慮。轉型過程必須透明，讓員工理解并參與到轉型戰略中。成功地適應這種文化將是困難的，因為許多員工職業生涯的大部分時間都在耐克工作，這已經成為他們的一部分，但讓所有員工都加入進來將減少對變革的抵制。必須監測反饋，并監測工作人員的信心水平。當他們表現出失去信心的最初跡象時，他們的問題必須迅速得到解決。

Training employees is essential; to encourage motivation, increase self awareness and productivity surrounding their new roles and responsibilities. This will also help sustain the transformation.

培訓員工至關重要；以鼓勵激勵，提高自我意識和圍繞新角色和職責的生產力。這也將有助于維持轉型。

Perez must agree with Knight exactly what his role in the organization is. This will avoid any problems in the future running of the organization. The responsibilities of both, and the levels of authority must be clear and not overlapping. Founders are often difficult to replace, they see the organization as something they can intervene in whenever they want. This however has proven to be bad for business and has caused some catastrophic events. This has been done to many founders of huge organizations such as Michael Dell within the Dell organization. The founders of Yahoo, Jerry Yang and David Filo are no longer directly involved in the management of the organization. Jerry Yany the ex-CEO has now been given the title of Chief Yahoo and sits on the board. They were replaced by professional managers that the investors saw as more appropriate for the evolution of their organization. Removing Knight from the organization completely may be a difficult task however a clear agreement understood by both parties must be reached in order for Perez to be able to successfully take lead of Nike.

佩雷斯必須完全同意奈特在組織中的角色。這將避免在組織的未來運行中出現任何問題。兩者的責任和權力級別必須明確，不得重疊。創始人往往很難被取代，他們認為組織是他們可以隨時干預的東西。然而，事實證明，這對商業不利，并造成了一些災難性事件。許多大型組織的創始人都是這樣做的，比如戴爾組織內的邁克爾·戴爾。雅虎的創始人楊和費羅不再直接參與公司的管理。前首席執行官杰瑞·雅尼現在被授予雅虎首席執行官的頭銜，并擔任董事會成員。他們被投資者認為更適合其組織發展的專業經理所取代。將奈特從組織中徹底除名可能是一項艱巨的任務，但必須達成雙方都理解的明確協議，佩雷斯才能成功領導耐克。

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