Paper代寫范例：Models Of Strategic Change
Paper代寫范例-戰(zhàn)略變革模式。本文是一篇留學(xué)生paper寫作范文，主要內(nèi)容是講述本單元是參考戰(zhàn)略變革管理編寫的。它提供了對戰(zhàn)略變革模式的理解，使概念清晰明了。它提供了對理論的見解，使這個想法成為一個積極的概念，而不是消極的概念。變化并不總是消極的。它也為發(fā)展鋪平了道路，但它經(jīng)常被視為干擾日常生活的東西。下面就一起來看一下這篇Paper代寫范例的具體內(nèi)容。
This unit is written with reference to strategic change management. It gives an understanding of the models of strategic change making the concept clear. It gives an insight into the theories to make the idea a positive concept and not a negative one. Change is not always negative. It paves way for a development too but it is often taken as something that disturbs routine. It is difficult to do something other than the normal way but we do fail to accept the fact that a change can make things work better and whatever changes are made should have been decided after quite consideration. Change has become the normal way of life but success requires an organization to optimize and coordinate across the whole business. Understanding the different types of change that are required and the options available for management is a critical step in building the capacity to manage change within your organization.
本單元是參考戰(zhàn)略變革管理編寫的。它提供了對戰(zhàn)略變革模式的理解，使概念清晰明了。它提供了對理論的見解，使這個想法成為一個積極的概念，而不是消極的概念。變化并不總是消極的。它也為發(fā)展鋪平了道路，但它經(jīng)常被視為干擾日常生活的東西。除了正常的方式之外，很難做其他事情，但我們確實不能接受這樣一個事實，即改變可以讓事情更好地進行，無論做出什么改變，都應(yīng)該經(jīng)過深思熟慮后做出決定。變革已經(jīng)成為正常的生活方式，但成功需要一個組織在整個業(yè)務(wù)中進行優(yōu)化和協(xié)調(diào)。了解所需的不同類型的更改和可供管理的選項是在組織內(nèi)建立管理更改能力的關(guān)鍵一步。
Acknowledgements
I dedicate this assignment to my mother who worked hard all lifelong only for the upbringing of her daughters. She stood for us like the Rock Gibraltar in times of trouble. Being a single mother, she struggled hard sometimes even to feed us. Life has been too unkind to her but she never complained rather tried her best to give us a positive image of the world and the power to struggle and a ‘never say die’ attitude. I am indebted to her giving me life and the power to live it in a decent way.
TABLE OF CONTENTS PAGE NO.
Acknowledgements
Introduction
Task 1
Task 1.1 Discuss the models of strategic change
Task 1.2 Relevance of models of strategic change to organizations in the current economy
Task 1.3 Assess the value of using strategic intervention techniques
Task 2
Task 2.1 Examine the need for change in an organization
Task 2.2 Assess the factors that are driving the need for strategic change in an organization
Task 2.3 Assess the resource implications of the organization not responding to strategic change
Task 3
Task 3.1 Develop systems to involve stakeholders in the planning of change
Task 3.2 Develop a change management strategy with stakeholders
Task 3.3 Evaluate the systems used to involve stakeholders in the planning of change
Task 3.4 Create a strategy for managing resistance to change
Task 4
Task 4.1 Develop appropriate models for change
Task 4.2 Plan to implement a model for change
Task 4.3 Develop appropriate measures to monitor progress
Introduction
This unit helps would-be-managers to understand the nature of change and to cope with it. It gives an understanding about change and the ways to manage with it without disturbing the working of the organization. In this unit we have discussed the different definitions and models of change which have been given by thinkers in the past which helps in evaluating the relevance of models of strategic change to organizations in the current economy. As we proceed, we examine the need for change and assess the factors that are driving the need for it. Also, the resource implications are discussed which do not respond to strategic change. The theories given by Kotter, Prosci, Lewis and others are milestones of the research on change management. Their theories have helped in thorough understanding of change management. As the topic develops, it gives vital information on the reasons of change in markets, budget pressures, new technologies and other new programs such as TQM and re-engineering. All in all, the topic is an important resource on the factors and implications that bring change. Another unavoidable and inseparable resource of the organization is stakeholders of the company. The topic discusses about systems modelling, divergence and convergence and methods of involving them into organization. It is also quite obvious that change brings resistance; therefore this unit enables us to manage resistance giving a way to strategies such as communications, education, forums, etc.
The entire work gives a clear picture of change management. All a manager needs is to understand the criteria and manage with a difference on the guidelines of the researchers.
Task 1: Discuss the Models of Strategic Change
There are many theories about how to manage change. Most of the theories originate with leadership and change management guru, John Kotter who is a professor at Harvard Business School and world renowned change expert. The following eight steps in the change process are his contribution.
JOHN KOTTER: Eight steps to transforming an organization (Kotter.J, 1995)
Establishing a sense of urgency
Forming a powerful guiding coalition
Creating a vision
Communicating the vision
Empowering others to act on the vision
Planning and creating short term wins
Consolidating improvements and producing still more change
Institutionalising new approaches
Kotte’s research gave a whole new way to managing change.
A programme of planned change and improved performance developed by Lewin involves the management of a three-phase process of behaviour modification.
H:collegeimagesCAW3ZYXL.jpg
Lewin’s Change Management Model
Source: http://www.infed.org/thinkers/et-lewin.htm
Unfreeze- Reducing those forces which behaviour in its present form, recognition of the need for change and improvement to occur.
Movement – Development of new attitudes or behaviour and the implementation of change.
Refreezing – Stabilising change at the new level and reinforcement (Hardy 1996)
A new culture should be created within the organization such that managers look to change as an opportunity and adapt their business system to continuously emerging conditions. (Hussey 2000)
Prosci’s ADKAR
Effective change management demands five key goals to form the basic ADKAR model:
Awareness of the need to change
Desire to participate and support the change
Knowledge of how to change (and what change looks like)
Ability to implement the change on a day-to-day basis
Reinforcement to keep the change in place (Hiatt 2003)
http://www.change-management.com/tutorials/baseballhands.jpg
Prosci’s ADKAR
Source: http://techotoys.com/qwxDnJu0J/
Action Research
Action research refers to a way to look at one’s own work practically and check as he would like it to be. Because research is done by the person himself or the practitioner, it is called practitioner based research. It is also referred to as a form of self reflective practice because it involves the person himself and his own work. (Hardy 1999)
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Action research
Source: http://www.llas.ac.uk/projects/2837
Task 1.2
Evaluate the relevance of models of strategic change to organizations in the current economy
Teambuilding Consensus
Strategic change models, as discussed above are the keys to success of any organization provided they are implemented in a sophisticated way. To achieve effective team decision making leadership, (Franzen 1994) describes Consensus Team Decision Making CTDM model which has three key pillars.
Maintain high conceptual level
Strive towards consensus
Manage the decision making process
Strategic interventions
Types of interventions selected for a project although depend on variety; they are highly concentrated in a project. Strategic interventions are useful in situations like
Rapid changes in the external environment
Rapid or stagnant sales
Increased competition
Rapid expansion of markets
Mergers and acquisitions (Lewin 2005)
Decision Making
Contingency Theory of Decision Making
Decision participative contingency theory or the Normative Decision Theory is a model which says that the efficiency of a decision procedure depends on a number of aspects of the situation: the importance of decision quality and acceptance; the quantity of relevant information possessed by the leader and subordinates. (Fiedler 1999)
In the autocratic style, the leader takes decisions without consulting others. (Lewin 2005)
The participative style leadership, also known as participative democratic leadership style does the job of creating and maintaining healthy relationships between the employees and their leaders.(Kotter 2007)
Proactive and Reactive (Whitehead 2006)
PROACTIVE
REACTIVE
Needs to have and use own answers
Understands the power of and uses team in solving problems
Makes decisions by self
Requests that team members make decisions
Pushes for results
Shares a vision so compelling the team wants to move towards it
Reacts to change
Foresees and influences change
Teaches team to expect direction
Teaches team to be self reliant
Focuses on finding and fixing problems
Focuses on achieving performance outcomes
Quick to punish on mistakes
Lets the team learn by errors
Task 1.3
Assess the value of using strategic intervention techniques in the organization
The most important asset of any organization is human resource and strategic intervention helps them to adjust with the changing strategies of the organization and understand it.(George 1999). At Sapphire Beauty Box, it is vital to have a peaceful mind and sound behaviour as this profession deals with direct clientele.
The method of strategic intervention assists the employees of Sapphire to find meanings to their life, discover what, and why they do and how to meet their needs in positive and negative ways which helps to promote sustainable change. (Hiatt 2006)
Human Process Interventions:
These are helpful in particular during change project in organizations where there are some combinations of many new employees, different cultures, working together, many conflicts, etc.
Activities: Coaching, counseling, delegating, group learning, virtual teams, etc. ( Hiatt and Creasey 2003)
Techno-structural Interventions:
These interventions are helpful in particular for rapid growth but few internal systems to sustain growth, many complaints from customers, etc.
Activities: Balanced scorecard, downsizing and out placing, ISO 9000, Six sigma, etc.(Kurt 2005)
Human Resource Management interventions:
These interventions are helpful in situations like establishment of new organizational goals, implementation of technology for a short time, low productivity, etc.
Activities: Staffing, evaluating performance, career development, employee wellness programme (George 1999)
鳴謝
我把這項任務(wù)獻給我的母親，她一生辛勤工作，只為撫養(yǎng)女兒。她像直布羅陀巖石一樣在困難時期支持我們。作為一個單身母親，她有時甚至很難養(yǎng)活我們。生活對她太不友善了，但她從不抱怨，而是盡力給我們一個積極的世界形象、奮斗的力量和“永不言敗”的態(tài)度。我感謝她給了我生命和以體面的方式生活的力量。
目錄頁碼。
鳴謝
介紹
任務(wù)1
任務(wù)1.1討論戰(zhàn)略變革的模式
任務(wù)1.2戰(zhàn)略變革模式與當前經(jīng)濟中各組織的相關(guān)性
任務(wù)1.3評估使用戰(zhàn)略干預(yù)技術(shù)的價值
任務(wù)2
任務(wù)2.1檢查組織變革的必要性
任務(wù)2.2評估推動組織戰(zhàn)略變革需求的因素
任務(wù)2.3評估組織未對戰(zhàn)略變化作出反應(yīng)的資源影響
任務(wù)3
任務(wù)3.1開發(fā)系統(tǒng)，讓利益相關(guān)者參與變革規(guī)劃
任務(wù)3.2與利益相關(guān)者一起制定變革管理戰(zhàn)略
任務(wù)3.3評估用于讓利益相關(guān)者參與變革規(guī)劃的系統(tǒng)
任務(wù)3.4制定應(yīng)對變革阻力的策略
任務(wù)4
任務(wù)4.1制定適當?shù)淖兏锬Ｐ?/p>
任務(wù)4.2計劃實施變革模式
任務(wù)4.3制定適當措施監(jiān)測進展情況
介紹
本單元有助于管理者了解變革的性質(zhì)并應(yīng)對變革。它了解變革以及在不干擾組織工作的情況下管理變革的方法。在本單元中，我們討論了思想家過去給出的不同的變革定義和模型，這有助于評估戰(zhàn)略變革模型與當前經(jīng)濟中組織的相關(guān)性。在我們進行的過程中，我們審查了變革的必要性，并評估了推動變革的因素。此外，我們還討論了對戰(zhàn)略變革沒有反應(yīng)的資源影響。Kotter、Prosci、Lewis等人的理論是變革管理研究的里程碑。他們的理論有助于深入理解變革管理。隨著主題的發(fā)展，它提供了關(guān)于市場變化原因、預(yù)算壓力、新技術(shù)和其他新項目（如全面質(zhì)量管理和重新設(shè)計）的重要信息。總之，該主題是關(guān)于帶來變化的因素和影響的重要資源。組織的另一個不可避免且不可分割的資源是公司的利益相關(guān)者。該主題討論了系統(tǒng)建模、發(fā)散和收斂以及將它們納入組織的方法。同樣顯而易見的是，變化會帶來阻力；因此，這個單元使我們能夠管理阻力，從而為傳播、教育、論壇等策略提供途徑。
整個工作為變革管理提供了一個清晰的畫面。管理者所需要的只是理解標準，并根據(jù)研究人員的指導(dǎo)方針進行管理。
任務(wù)1：討論戰(zhàn)略變革的模式
關(guān)于如何管理變革，有很多理論。大多數(shù)理論都源于領(lǐng)導(dǎo)力和變革管理大師約翰·科特，他是哈佛商學(xué)院教授和世界著名的變革專家。以下是他在變革過程中的八個步驟。
約翰·科特：轉(zhuǎn)變一個組織的八個步驟（科特J，1995）
建立緊迫感
形成強大的指導(dǎo)聯(lián)盟
創(chuàng)造愿景
傳達愿景
授權(quán)他人按照愿景行事
規(guī)劃和創(chuàng)造短期勝利
整合改進并產(chǎn)生更多變化
將新方法制度化
科特的研究為管理變革提供了一種全新的方法。
Lewin制定的一項計劃變革和改善績效的計劃涉及行為矯正的三階段過程的管理。
H： collegeimagesCAW3ZYXL.jpg
勒溫的變革管理模型
來源http://www.infed.org/thinkers/et-lewin.htm
解凍-減少那些以目前形式表現(xiàn)的力量，認識到需要進行變革和改進。
運動——發(fā)展新的態(tài)度或行為并實施變革。
重新凍結(jié)——在新的水平上穩(wěn)定變化并加強（Hardy 1996）
應(yīng)在組織內(nèi)創(chuàng)建一種新的文化，使管理者將變革視為一種機會，并使其業(yè)務(wù)系統(tǒng)適應(yīng)不斷出現(xiàn)的條件。（Hussey 2000）
Prosci的ADKAR
有效的變革管理需要五個關(guān)鍵目標來形成基本的ADKAR模型：
意識到需要改變
希望參與并支持變革
了解如何改變（以及改變的樣子）
能夠每天實施變革
加強以保持變革（Hiatt 2003）
http://www.change-management.com/tutorials/baseballhands.jpg
Prosci的ADKAR
來源http://techotoys.com/qwxDnJu0J/
行動研究
行動研究是指實際看待自己的工作并按照自己的意愿進行檢查的一種方式。因為研究是由個人自己或從業(yè)者進行的，所以它被稱為基于從業(yè)者的研究。它也被稱為一種自我反思的實踐形式，因為它涉及個人本身和他自己的工作。（哈迪1999）
http://t3.gstatic.com/images?q=tbn:ANd9GcQcsVE4Cf5vBAswROm2rCiHEY7RlOeA6qasGK7xErfJZgmC-mlT5whttp://t3.gstatic.com/images?q=tbn:ANd9GcQcsVE4Cf5vBAswROm2rCiHEY7RlOeA6qasGK7xErfJZgmC-mlT5whttp://www.llas.ac.uk/images/projects/action_research.gif
行動研究
來源http://www.llas.ac.uk/projects/2837
任務(wù)1.2
評估當前經(jīng)濟中戰(zhàn)略變革模型與組織的相關(guān)性
團隊建設(shè)共識
如上所述，戰(zhàn)略變革模型是任何組織成功的關(guān)鍵，只要它們以復(fù)雜的方式實施。為了實現(xiàn)有效的團隊決策領(lǐng)導(dǎo)力，（Franzen 1994）描述了共識團隊決策CTDM模型，該模型有三個關(guān)鍵支柱。
保持高概念水平
努力達成共識
管理決策過程
戰(zhàn)略干預(yù)
為項目選擇的干預(yù)措施類型雖然取決于多樣性；他們高度集中在一個項目中。戰(zhàn)略干預(yù)措施在以下情況下很有用
外部環(huán)境的快速變化
銷售快速或停滯
競爭加劇
市場快速擴張
并購（Lewin 2005）
決策
決策的偶然性理論
決策參與偶然性理論或規(guī)范決策理論是一種模型，它認為決策程序的效率取決于情況的多個方面：決策質(zhì)量和可接受性的重要性；領(lǐng)導(dǎo)和下屬掌握的相關(guān)信息的數(shù)量。（Fiedler 1999）
在專制風格中，領(lǐng)導(dǎo)人在不征求他人意見的情況下做出決定。（Lewin 2005）
參與式領(lǐng)導(dǎo)，也稱為參與式民主領(lǐng)導(dǎo)，致力于在員工和領(lǐng)導(dǎo)之間建立和維護健康的關(guān)系。（科特，2007年）
主動和被動（Whitehead 2006）
積極主動
反應(yīng)的
需要擁有并使用自己的答案
了解團隊的力量并利用團隊解決問題
自己做決定
要求團隊成員做出決定
推動結(jié)果
分享一個令人信服的愿景，團隊希望朝著這個愿景前進
對變化的反應(yīng)
預(yù)見和影響變化
教導(dǎo)團隊期望方向
教導(dǎo)團隊自力更生
專注于發(fā)現(xiàn)和解決問題
專注于實現(xiàn)績效成果
快速懲罰錯誤
讓團隊從錯誤中學(xué)習
任務(wù)1.3
評估在組織中使用戰(zhàn)略干預(yù)技術(shù)的價值
任何組織最重要的資產(chǎn)是人力資源，戰(zhàn)略干預(yù)有助于他們適應(yīng)組織不斷變化的戰(zhàn)略并理解它。（George 1999）。在Sapphire Beauty Box，這一職業(yè)與直接客戶打交道時，擁有平靜的心態(tài)和良好的行為至關(guān)重要。
戰(zhàn)略干預(yù)的方法有助于Sapphire的員工找到他們生活的意義，發(fā)現(xiàn)他們做什么，為什么做，以及如何以積極和消極的方式滿足他們的需求，這有助于促進可持續(xù)的變革。（Hiatt 2006）
人因過程干預(yù)：
這些在組織的變革項目中尤其有用，因為組織中有許多新員工、不同文化、共同工作、許多沖突等的組合。
活動：輔導(dǎo)、咨詢、委派、小組學(xué)習、虛擬團隊等（Hiatt和Creasey，2003年）
技術(shù)結(jié)構(gòu)干預(yù)：
這些干預(yù)措施尤其有助于快速增長，但維持增長的內(nèi)部系統(tǒng)很少，客戶抱怨很多，等等。
活動：平衡記分卡、裁員和裁員、ISO9000、六西格瑪?shù)龋↘urt 2005）
人力資源管理干預(yù)措施：
這些干預(yù)措施在建立新的組織目標、技術(shù)實施時間短、生產(chǎn)力低等情況下都很有幫助。
活動：人員配備、績效評估、職業(yè)發(fā)展、員工健康計劃（George 1999）
Task 2.1
Examine the need for strategic change in the chosen organization
Reasons for change
Change in market: The United Kingdom is going through recession and there has been recession and the CPI annual inflation has rose to 3.3%. (London Business Times 2009). There has been increase in prices, job loss, bankruptcy and what not. Every business has gone through losses and needs to cover up their expenses. (Fiedler 1999). At this point of time, Sapphire needs to change accordingly to ease customers at their purse and still keep them coming.
Economic downturns: Due to price rise, the raw material needed at the store is also become expensive. It is important to cover the costs by bringing about change in the organization. (Paul 1996)
Customer Expectations: There is a very hard competition in the market especially in the beauty field. Customers get attracted to offers and it is not easy to get their confidence. To invest into customers, It is important to change the strategies accordingly. (Kotter and Cohen 2002)
Competitive Edge: Competition is healthy but can be fatal if the strategies become too monotonous and outdated. There is need for change to face competition. (Kotter 1995) Sapphire needs to be updated with products and material being used by competitors and try to do better than other turning the tables towards them. (Kotter 2007)
Mergers: The merger of the organization with another can lead to change in strategy as the new staff can have better ideas and plans to make the company a success. (Paul 1996). If Sapphire merges with another company to make it a success, it may have to revise the ways to do things.
Change in mission: If the mission of the company changes, obviously there has to be a different strategy to deal with it. The mission of Sapphire is to fight ageing and make people look beautiful but now the market demands more of stress releasing treatments. So Sapphire needs to rethink about its strategy. (Franzen and Hardaker 1999)
Task 2.2
Assess the factors that are driving the need for strategic change in an organization
The Shifting Economy – The economy is so very changing and dynamic. Due to the unpredictability of it, the organization is in constant need of change in the strategy and economic plan. This is more prevalent since recession
Environmental factors – There are certain environmental changes that have an effect on the production and sales. These changes are to be monitored and the demand of change arises.
Financial pressure – There occur financial pressures on the organizations, in order to meet deadlines and targets. In order to handle finances, there has to be a change in finance plans. This is where the need for change management occurs.
Technological advances – There has been drastic change in production, marketing, outsourcing and other fields due to technology. The organization needs upgrading and has to keep in pace with the technological advances to succeed in its mission and make way for growth. Keeping in mind the factors discussed above, there is a need for change.
Funding cuts – With the recession in the economy, the company has cut down on costs and funds. There is need for change in financial strategy to keep the balance.
Competition – Competition is a healthy asset for any business. To keep up to the standards and do better than others is very important, hence it is vital to keep a watch at what others are doing and bring change in the company accordingly.
Task 2.3
Assess the resource implications of the organization not responding to strategic change
Restructuring of HR- If the company does not respond to the changes as discussed above, it may have to face severe consequences and lose in the process. The organization will have to restructure the HR making way for a new beginning. There have to be leaders chosen again and staff employed for the smooth working of the company.
Interview and hire of new employees – Interviewing and hiring of new staff will have to be done which is a time consuming and costly process for any business.
Redundancies – The organization will have redundancies if proper steps for the change are not taken in time. This will affect the working and time management of the strategy of work.
Training – Training is another costly and time taking process. It takes a lot to train the employees and bear the costs. If the need for strategic change is understood, there is no need for the organization to bear costs or losses.
ire
Task 3.1
Develop systems to involve stakeholders in the planning of change in the chosen organization
A stakeholder is one who has something to gain or lose through the outcomes of a planning process or project. These are also called interest groups and can have a strong bearing on the outcomes of political processes. It is useful for research projects to identify and analyse the needs and concerns of different stakeholders, particularly when these projects have an effect on policy
任務(wù)2.1
檢查所選組織的戰(zhàn)略變革需求
變更原因
市場變化：英國正在經(jīng)歷經(jīng)濟衰退，出現(xiàn)了經(jīng)濟衰退，CPI年通脹率已升至3.3%。（2009年《倫敦商業(yè)時報》）。物價上漲、失業(yè)、破產(chǎn)等等。每家企業(yè)都經(jīng)歷了虧損，需要彌補開支。（Fiedler 1999）。在這個時候，Sapphire需要做出相應(yīng)的改變，讓客戶放心，并讓他們繼續(xù)光顧。
經(jīng)濟衰退：由于價格上漲，商店所需的原材料也變得昂貴。通過改變組織來彌補成本是很重要的。（保羅，1996年）
客戶期望：市場競爭非常激烈，尤其是在美容領(lǐng)域。客戶會被優(yōu)惠所吸引，要獲得他們的信心并不容易。要對客戶進行投資，重要的是要相應(yīng)地改變策略。（科特和科恩，2002年）
競爭優(yōu)勢：競爭是健康的，但如果策略變得過于單調(diào)和過時，競爭可能是致命的。面對競爭需要變革。（Kotter 1995）Sapphire需要更新競爭對手使用的產(chǎn)品和材料，并努力做得比其他人更好。（科特，2007年）
合并：一個組織與另一個組織的合并可能會導(dǎo)致戰(zhàn)略的改變，因為新員工可以有更好的想法和計劃來使公司取得成功。（保羅，1996年）。如果Sapphire與另一家公司合并以取得成功，它可能不得不修改做事方式。
使命的變化：如果公司的使命發(fā)生變化，顯然必須采取不同的策略來應(yīng)對。Sapphire的使命是對抗衰老，讓人們看起來美麗，但現(xiàn)在市場需要更多的壓力釋放治療。因此Sapphire需要重新思考其戰(zhàn)略。（Franzen和Hardaker 1999）
任務(wù)2.2
評估推動組織戰(zhàn)略變革需求的因素
不斷變化的經(jīng)濟——經(jīng)濟是如此的變化和充滿活力。由于其不可預(yù)測性，組織不斷需要改變戰(zhàn)略和經(jīng)濟計劃。自經(jīng)濟衰退以來，這種情況更為普遍
環(huán)境因素——某些環(huán)境變化會對生產(chǎn)和銷售產(chǎn)生影響。這些變化將受到監(jiān)測，并產(chǎn)生變化需求。
財務(wù)壓力——為了達到最后期限和目標，組織面臨財務(wù)壓力。為了處理財務(wù)問題，必須改變財務(wù)計劃。這就是變革管理的需求所在。
技術(shù)進步——由于技術(shù)的原因，生產(chǎn)、營銷、外包和其他領(lǐng)域發(fā)生了巨大變化。該組織需要升級，必須跟上技術(shù)進步的步伐，才能成功完成任務(wù)并為發(fā)展讓路。考慮到上述因素，有必要作出改變。
資金削減——隨著經(jīng)濟衰退，該公司削減了成本和資金。需要改變財務(wù)戰(zhàn)略以保持平衡。
競爭——競爭是任何企業(yè)的健康資產(chǎn)。保持標準并比他人做得更好是非常重要的，因此，關(guān)注他人的所作所為并相應(yīng)地改變公司是至關(guān)重要的。
任務(wù)2.3
評估組織未對戰(zhàn)略變化做出回應(yīng)的資源影響
人力資源重組-如果公司沒有對上述變化做出回應(yīng)，可能會面臨嚴重后果，并在這一過程中遭受損失。組織將不得不重組人力資源，為新的開始讓路。為了公司的順利運作，必須重新挑選領(lǐng)導(dǎo)人并雇傭員工。
面試和雇傭新員工——必須進行面試和雇用新員工，這對任何企業(yè)來說都是一個耗時且成本高昂的過程。
裁員——如果不及時采取適當?shù)淖兏锎胧M織將裁員。這將影響工作和時間管理的工作策略。
培訓(xùn)——培訓(xùn)是另一個成本高昂且耗時的過程。培訓(xùn)員工和承擔成本需要花費很多時間。如果理解了戰(zhàn)略變革的必要性，組織就沒有必要承擔成本或損失。
怒火
任務(wù)3.1
開發(fā)系統(tǒng)，讓利益相關(guān)者參與所選組織的變革規(guī)劃
利益相關(guān)者是指通過規(guī)劃過程或項目的結(jié)果獲得或失去一些東西的人。這些也被稱為利益集團，對政治進程的結(jié)果有很大影響。研究項目有助于確定和分析不同利益攸關(guān)方的需求和關(guān)切，特別是當這些項目對政策產(chǎn)生影響時
Input-output transformation model
Operations management transforms inputs (labour, capital, equipment, land, buildings, materials and information) into outputs (goods and services) that provide added value to customers. Transformation System is the critical element in the model that determines how well the company produces goods and services that meet consumer needs. It does not matter whether the organization is a for-profit company, a non-profit organization (religious organizations, hospitals, etc.), or a government agency; all organizations must strive to maximize the quality of their transformation processes to meet customer needs.
Steps Involved
Step 1: Clarify the research or policy change objective (Problem Tree Analysis or objectives analysis might help with this.)
Stap 2: Identify all the stakeholders or interest groups associated with this objective, problem or issue. Stakeholders can be organizations, groups, departments, structures, networks or individuals.
Stakeholder table
http://www.odi.org.uk/resources/details.asp?id=5257&title=stakeholder-analysis
Step 3: Using the grid organise the stakeholders in different matrices according to their interest and power. ‘Interest’ measures to what degree they may to be affected by the research project. ‘Power’ measures the influence they have over the project or policy, and to what degree they can help achieve, or block, the desired change.
The Cultural Web
CulturalWeb
The Cultural Web
http://www.mindtools.com/pages/article/newSTR_90.htm
The Cultural Web identifies six interrelated elements Johnson and Scholes (2002) call it the “paradigm” – the pattern or model – of the work environment. By analyzing the factors in each, you can begin to see what is working, what isn’t working, and what needs to be changed. The six elements are:
The past events and people talked about inside and outside the company. Who and what the company chooses to celebrate say a great deal about what it values, and perceives as great behaviour.
The daily behaviour and actions of people that indicate acceptable behaviour. This determines what is expected to happen in given situations, and what is valued by management.
The visual representations of the company including logos, how exquisite the offices are, and the dress codes.
Multiple Cause Diagrams
http://t1.gstatic.com/images?q=tbn:ANd9GcSdVRFuXnr_B3dlTLYyaZepQmDbF-NMDoz5q0TClaUYPXfxVGPV&t=1
Multiple cause diagrams
http://ilearn.cto.int/login/index.php
Multiple cause diagrams are a way of using interconnectedness to shape up a complex situation.
They represent both adequate and casual cause without making a distinction between them.
This system is pictured as an interconnected group of events or effects to cause an effect as a purpose. Sometimes, if the input cause is removed, the output cause continues to happen, may be because feedback loops are present or other causes drive the effect.
Influencing skills
The careless reception of authority is becoming increasingly less common in the world. To get things done, it is better to rely on commitment rather than authority. For example, gaining co-operation from other departments.
Task 3.2
Develop a change management strategy with stakeholders in the chosen organization
Developing a winning strategy is messier than textbooks suggest. Most insights that are important for formulating strategies rest in the heads of operating managers. (Kotter 2007)
The Stakeholder Circle
This is designed to put stakeholders on the ‘project management radar’. It is a proven method supported by a tough, easy to use tool that guides us through five easy steps namely:
Identify your projects stakeholders and understand their needs
Prioritize the stakeholders on the basis of power, proximity and urgency.
Visualize the key stakeholders using the Stakeholder Circle.
Engage with the stakeholders by building and implementing an effective communication
plan.
Monitor changes as you update and review your stakeholders at key points in the project.
Public Hearings: There can be events where stakeholders are allowed to give evidence or question general public authorities about decisions.
Public hearings: Regulated, formal arrangements for times and places at which members of the general public and other types of stakeholders can give evidence or question public authorities about decisions.
Deliberative Polling: This collects views when people are introduced to the issue and think about it. It also includes a feedback session.
Task 3.3
Evaluate the systems used to involve stakeholders in the planning of change in the chosen organization
The stakeholder model is helpful in explaining the rules of the economic game and the link between stakeholder value and competitive advantage. The stakeholder strategy plan guides us on how to interact and communicate with each stakeholder during different stages of a project. It also helps to define who should participate, in what ways and on what level of the project. It gives thorough knowledge of the matter and suits best to most organizations. Other ways such as polling, seminars and workshops are also perfect ways to handle change in a proper manner.
Task 3.4
Create a strategy for managing resistance to change in the chosen organization
Selective Perception: People’s self interpretation of stimuli presents a unique image of the real world and results in selective perception. This leads to biased view of the situation that fits into the perception of reality.
Habit: People are used to the same way of doing things which makes a habit. It becomes serves as a source of comfort. Bringing about change brings resistance.
Loss of Freedom: If the change is seen as an inconvenience, it reduces freedom of action or results in increased control, there will be resistance.
Direct vs Indirect
There is staff that may resist directly and others that may be indirect in resistance. Direct resistance is to oppose in a direct manner and fighting straight but indirect resistance is to show resistance by making excuses such as resigning.
Task 4.1
Develop appropriate models for change in the chosen organization that will reflect their circumstances
The best model for change that applies to Sapphire Beauty Box is Prosci’s Five Building Blocks change management model which includes the ADKAR
The first thing Sapphire needs is the Awareness of the need for change. If the need for change is understood, half the job is done. Planned communication is essential for understanding. Sapphire needs change as there is a need for it.
Next is the Desire to participate and help the change. The employees of Sapphire need to make a personal decision to support the change and sustain it too. The CEO announced incentives for individuals creating a desire to be a part of the change.
The third building block is providing Knowledge. Sapphire held a seminar for imparting awareness for change, how to undergo change and how to implement it. Prosci (2003) suggested forums and mentoring for knowledge of change.
Ability to implement required skills and behavior is another building block of the ADKAR model. It is the difference between theory and practice. Once knowledge is imparted on change, the performance of the individual needs to be supported. Sapphire can do this by practice, coaching and feedback.
Lat, but not the least comes Reinforcement. It is the final and essential stage of the model where efforts to sustain the change is accentuated. It is to be ensured that changes stay in place and individuals do not revert to old ways. The ways to do it are positive feedback, recognition, rewarding, etc. Sapphire makes it a point to take feedback of the customers as well as the employees to keep both sides balanced. There is a ‘Best Employee of the Month’ award scheme at Sapphire Beauty Box which inspires employees to do their best.
http://www.change-management.com/tutorials/ADKAR-clip_image002.gif
Prosci’s Change Management Model
http://www.change-management.com/tutorial-adkar-overview.htm
Task 4.2
Plan to implement a model for change considering the internal and external circumstances impacting on the organization
Kaizen Method
This is a Japanese method for continuous incremental improvement. It is a concept for gradual, continuous improvement. It assumes that every aspect of life has to be constantly improved. The main elements of Kaizen are effort, quality, and willingness to change, communication and involvement of employees. Its five founding elements are
Teamwork
Personal Discipline
Improved Morale
Quality Circles and
Suggestions for Improvement.
The Kaizen method is best for Sapphire Beauty Box as it is people oriented, requires long term discipline and easy to implement.
Matrix Organizations
This kind of organization offers the advantages of flexibility, greater security and control of project information. It establishes a grid with a two way flow of authority and responsibility.
Task 4.3
Develop appropriate measures to monitor progress of the developed model
Goal Based Evaluation
To start with goal based evaluation, there can be two main questions we can ask for
How has the programme made a difference
Are the participants of the programme feeling better as a result of the programme?
Outcome based evaluation is a way that determines if the project at Sapphire Beauty Box have achieved its goals. The organized process using OBE helps to establish clear outcomes, to measure benefits, clarify groups for which benefits are targeted.
Other ways to monitor progress in Sapphire Beauty Box are regular reports of the activities being practiced in there. Meetings are also undertaken by higher authorities to administer the changes and keep a watch on them. Quality Circles appear simple and straightforward but have to be viewed in regard to Japanese culture and management systems. Quality circles are do work and are used successfully by British organizations.
輸入輸出轉(zhuǎn)換模型
運營管理將投入（勞動力、資本、設(shè)備、土地、建筑、材料和信息）轉(zhuǎn)化為產(chǎn)出（商品和服務(wù)），為客戶提供附加值。轉(zhuǎn)型系統(tǒng)是模式中的關(guān)鍵要素，它決定了公司生產(chǎn)滿足消費者需求的商品和服務(wù)的效果。該組織是營利性公司、非營利組織（宗教組織、醫(yī)院等）還是政府機構(gòu)并不重要；所有組織都必須努力最大限度地提高轉(zhuǎn)型過程的質(zhì)量，以滿足客戶的需求。
涉及的步驟
步驟1：明確研究或政策變化目標（問題樹分析或目標分析可能有助于此。）
Stap 2：確定與該目標、問題或問題相關(guān)的所有利益相關(guān)者或利益集團。利益相關(guān)者可以是組織、團體、部門、結(jié)構(gòu)、網(wǎng)絡(luò)或個人。
利益相關(guān)者表
http://www.odi.org.uk/resources/details.asp?id=5257&title=stakeholder分析
第三步：使用網(wǎng)格，根據(jù)利益相關(guān)者的興趣和權(quán)力，將他們組織成不同的矩陣。”“興趣”衡量他們可能在多大程度上受到研究項目的影響權(quán)力衡量的是他們對項目或政策的影響，以及他們能在多大程度上幫助實現(xiàn)或阻止所需的變革。
文化網(wǎng)絡(luò)
CulturalWeb
文化網(wǎng)絡(luò)
http://www.mindtools.com/pages/article/newSTR_90.htm
文化網(wǎng)絡(luò)確定了六個相互關(guān)聯(lián)的元素Johnson和Scholes（2002）稱之為工作環(huán)境的“范式”——模式或模式。通過分析每個因素，你可以開始看到什么是有效的，什么是無效的，以及什么需要改變。這六個要素是：
過去的事情和人們談?wù)摰墓緝?nèi)外。公司選擇慶祝誰和什么，很大程度上說明了它的價值觀，并認為這是一種偉大的行為。
人們的日常行為和行為表明了可接受的行為。這決定了在特定情況下預(yù)期會發(fā)生什么，以及管理層重視什么。
公司的視覺表現(xiàn)，包括標志、辦公室的精致程度和著裝規(guī)范。
多原因圖
http://t1.gstatic.com/images?q=tbn:ANd9GcSdVRFuXnr_B3dlTLYyaZepQmDbF-NMDoz5q0TClaUYPXfxVGPV&t=1
多原因圖
http://ilearn.cto.int/login/index.php
多原因圖是一種利用相互聯(lián)系來形成復(fù)雜情況的方法。
它們既代表了充分的原因，也代表了偶然的原因，而不加以區(qū)分。
這個系統(tǒng)被描繪成一組相互關(guān)聯(lián)的事件或效果，以產(chǎn)生效果作為目的。有時，如果輸入原因被消除，輸出原因繼續(xù)發(fā)生，可能是因為存在反饋回路或其他原因驅(qū)動了效果。
影響技能
漫不經(jīng)心地接受權(quán)威在世界上越來越不常見了。要想把事情辦好，最好依靠承諾，而不是權(quán)威。例如，獲得其他部門的合作。
任務(wù)3.2
與所選組織中的利益相關(guān)者一起制定變革管理戰(zhàn)略
制定獲勝策略比課本上所說的要混亂。大多數(shù)對制定戰(zhàn)略很重要的見解都掌握在運營經(jīng)理的頭腦中。（科特，2007年）
利益相關(guān)者圈子
這是為了讓利益相關(guān)者進入“項目管理雷達”。這是一種經(jīng)過驗證的方法，由一個簡單易用的工具支持，它可以指導(dǎo)我們完成五個簡單的步驟，即：
確定項目利益相關(guān)者并了解他們的需求
根據(jù)權(quán)力、接近程度和緊迫性，優(yōu)先考慮利益相關(guān)者。
使用利益相關(guān)者圈將主要利益相關(guān)者形象化。
通過建立和實施有效的溝通與利益相關(guān)者接觸
計劃
在項目的關(guān)鍵點更新和審查利益相關(guān)者時監(jiān)控更改。
公開聽證會：在某些事件中，利益相關(guān)者可以就決策提供證據(jù)或向一般公共當局提問。
公開聽證會：公眾和其他類型的利益相關(guān)者可以就決定向公共當局提供證據(jù)或質(zhì)詢的時間和地點的受監(jiān)管的正式安排。
深思熟慮的民意調(diào)查：當人們被介紹到這個問題并思考它時，它會收集意見。它還包括一個反饋會議。
任務(wù)3.3
評估用于讓利益相關(guān)者參與所選組織變革規(guī)劃的系統(tǒng)
利益相關(guān)者模型有助于解釋經(jīng)濟博弈的規(guī)則以及利益相關(guān)者價值與競爭優(yōu)勢之間的聯(lián)系。利益相關(guān)者戰(zhàn)略計劃指導(dǎo)我們?nèi)绾卧陧椖康牟煌A段與每個利益相關(guān)者進行互動和溝通。它也有助于定義誰應(yīng)該參與，以什么方式和在什么級別的項目。它提供了對此事的全面了解，最適合大多數(shù)組織。投票、研討會和研討會等其他方式也是以適當方式處理變化的完美方式。
任務(wù)3.4
制定一項戰(zhàn)略，以管理所選組織對變革的抵制
選擇性感知：人們對刺激的自我解釋呈現(xiàn)了現(xiàn)實世界的獨特形象，并導(dǎo)致了選擇性感知。這導(dǎo)致了對形勢的偏見，這種偏見符合對現(xiàn)實的看法。
習慣：人們習慣了同樣的做事方式，這就形成了習慣。習慣成為了一種安慰。帶來變革帶來阻力。
失去自由：如果這種改變被視為一種不便，它會減少行動自由或?qū)е驴刂屏Φ脑鰪姡敲淳蜁凶枇Α?/p>
直接與間接
有些員工可能會直接抵制，而其他員工則可能會間接抵制。直接抵抗是以直接的方式反對，直接而間接的抵抗是以辭職等借口表現(xiàn)出抵抗。
任務(wù)4.1
為所選組織的變革制定適當?shù)哪Ｐ停苑从称淝闆r
適用于Sapphire Beauty Box的最佳變革模式是Prosci的五個構(gòu)建塊變革管理模式，其中包括ADKAR
Sapphire需要的第一件事是意識到變革的必要性。如果理解了變革的必要性，就完成了一半的工作。有計劃的溝通對理解至關(guān)重要。Sapphire需要改變，因為它是有需要的。
接下來是參與并幫助改變的愿望。Sapphire的員工需要做出個人決定來支持和維持變革。首席執(zhí)行官宣布激勵那些渴望參與變革的個人。
第三個組成部分是提供知識。Sapphire舉辦了一次研討會，旨在提高人們對變革的認識，如何進行變革以及如何實施變革。Prosci（2003）建議舉辦論壇，并對變革知識進行輔導(dǎo)。
實施所需技能和行為的能力是ADKAR模型的另一個組成部分。這是理論和實踐的區(qū)別。一旦知識被傳授給變革，個人的表現(xiàn)就需要得到支持。Sapphire可以通過練習、指導(dǎo)和反饋來做到這一點。
Lat，但并非最不重要的是鋼筋。這是模式的最后一個重要階段，強調(diào)了維持變革的努力。要確保變革保持不變，個人不會回到舊的方式。做到這一點的方法是積極的反饋、認可、獎勵等。Sapphire強調(diào)要聽取客戶和員工的反饋，以保持雙方的平衡。Sapphire Beauty Box有一個“月度最佳員工”獎勵計劃，激勵員工做到最好。
http://www.change-management.com/tutorials/ADKAR-clip_image002.gif
Prosci的變革管理模型
http://www.change-management.com/tutorial-adkar-overview.htm
任務(wù)4.2
考慮到影響組織的內(nèi)部和外部環(huán)境，計劃實施變革模式
改善方法
這是一種日本的持續(xù)漸進改進方法。這是一個逐步、持續(xù)改進的概念。它假設(shè)生活的方方面面都必須不斷改善。改善的主要要素是努力、質(zhì)量、改變意愿、員工的溝通和參與。它的五個基本要素是
團隊合作
個人紀律
士氣提高
質(zhì)量圓圈和
改進建議。
Kaizen方法最適合Sapphire Beauty Box，因為它以人為本，需要長期的紀律，而且易于實施。
矩陣式組織
這種組織提供了靈活性、更大的安全性和對項目信息的控制的優(yōu)勢。它建立了一個權(quán)力和責任雙向流動的網(wǎng)格。
任務(wù)4.3
制定適當?shù)拇胧﹣肀O(jiān)測開發(fā)模型的進展情況
基于目標的評估
從基于目標的評估開始，我們可以提出兩個主要問題
這個項目有什么不同
課程的參與者是否因該課程而感覺更好？
基于結(jié)果的評估是確定Sapphire Beauty Box項目是否實現(xiàn)目標的一種方式。使用OBE的有組織的過程有助于建立明確的結(jié)果，衡量收益，明確收益的目標群體。
監(jiān)測藍寶石美容盒進展的其他方法是定期報告在那里進行的活動。上級機關(guān)也會召開會議，管理這些變化并對其進行監(jiān)督。質(zhì)量圈看起來簡單明了，但必須從日本文化和管理體系的角度來看待。英國組織成功地使用了質(zhì)量圈。
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