英文論文范文變更管理流程和基本需求

　　本英文論文范文是留學(xué)生管理學(xué)作業(yè)寫作范文，主要內(nèi)容是針對(duì)變革的基本定義進(jìn)行分析，并且研究變革管理的基本原理。我們所說(shuō)的變革是不可避免的，在當(dāng)今瞬息萬(wàn)變的環(huán)境和競(jìng)爭(zhēng)中，這是非常必要的。組織變革管理的重點(diǎn)是什么時(shí)候需要發(fā)生大的變化。有許多變化管理模式，可用于公司今天為了成功地實(shí)現(xiàn)變化，并達(dá)到其目標(biāo)。庫(kù)爾特·勒溫模型是一種至今仍在使用的舊模型。《世界建筑》本著借鑒西方經(jīng)驗(yàn)，了解世界建筑發(fā)展?fàn)顩r，挖掘普遍規(guī)律，探索我國(guó)建筑創(chuàng)作之路的宗旨，源源不斷地介紹國(guó)外建筑的新思想、新理論、新作品和新技術(shù)，為促進(jìn)中國(guó)對(duì)世界其他國(guó)家和地區(qū)建筑的認(rèn)識(shí)和研究，繁榮我國(guó)建筑創(chuàng)作，做出了巨大的貢獻(xiàn)。

　　變革管理的目的是帶來(lái)更好的結(jié)果比目前的經(jīng)驗(yàn)。在變革管理中，人們明白，在滿足所有客戶的期望和性能標(biāo)準(zhǔn)的同時(shí)，有更好的方式以一種有效和高效的方式執(zhí)行特定的任務(wù)。所以我們可以在這里使用adkar模式變革管理。

　　變革管理理論有5個(gè)基本原理：

　　Change as we call it is quite inevitable and it is very necessary in today's fast changing environment and competition. Organizational change management is focused at when big changes need to take place. There are numerous change management models that can be used by companies today in order to successfully implement the change and meet its objectives. The Kurt Lewin Model is an old model still used today.

　　Change management aims at bringing better results than those currently experienced. In change management one understands that there are better ways of performing a particular task in an effective and efficient manner while meeting all the customers' expectations and standards of performance. So we can use the ADKAR model here to manage change.

　　Change management theory has 5 principles based upon it like:

　　At first we see that people display and show different reactions to change as each individual is different and unique in their own way.

　　Secondly people strive to meet their basic needs regardless of their stature, occupation or living standards.

　　Thirdly for each of the change to take place the person has to loose something initially to help make the implementation of the change successful.

　　All the people put in varied amounts of efforts for the change as per their perception so the change activity needs to be realistic in nature.

　　Change brings with it fear and a feeling of mistrust so change management can only take place if these people face their fears.

　　These five principles need to be implemented properly by the company to actually make the change process feasible and successful.

　　Change management requires acceptability from all the concerned stakeholders as it cannot succeed by acceptance of one but by only a collective effort of many. (Change Management 100 Success Secrets)

　　'A good hockey player plays where the puck is. A great hockey player plays where the puck is going to be' Wayne Gretzky, Canadian ice hockey player

　　Change Management (2008)

　　Literature Review

　　Kurt Lewin Change Management Model

　　In 1947 Kurt Lewin proposed a three stage theory of Change which is very relevant till date and most newer models are quite based on this model. The three stages are:

　　Unfreeze - This is the most critical stage as it involves preparing oneself before a change is implemented. It involves understanding that a change needs to take place and the employees need to get out of the comfort zone. A deadline needs to there to which some reward/punishment is linked to motivate the people to go for the change and accept it. So unfreezing one-self and seeing the inherent advantages outweighing the disadvantages lead to a successful change. This refers to another Kurt Lewin's theory called the Force Field Analysis.

　　So as per the Force Field Analysis if the pros outweigh the cons then change can take place smoothly as it acts as a pushing factor but if not then there is resistance which can be detrimental to the objective and purpose of the change.

　　We can actually takea practical example to illustrate the above diagram in a better position in the case of Tata motors in the Analysis section.

　　Change - So the next stage is the transition stage where the change actually happens. Here we see people have inhibitions as they are unsure of the results or consequences from the change process are taking place within the organization. Certain factors like training, guides and mentors can be used to make the learning process easier and faster as it helps the people to adapt and understand the objective and rationale for the change activity. Through self involvement and proper communication one can encourage the change to take place in an easier fashion.

　　Freeze - This stage is also called the refreezing stage as it involves if there is stability after the change has actually occurred. People now tend to adapt and accept the change and it becomes a part of their daily routine. Change is a continuous process and soon after the implementation of the change the next change process starts off at any point and can finish at any point of time. (Kurt Lewin Change Management Model (1947))

　　ADKAR: Simple, Powerful, Action Oriented Model for Change

　　This model was developed by Jeff Hiatt, CEO of Prosci Change Management and it was first published in 2003. This model tells us that organizational change can succeed when each of the individual members of the organization transition through the change management process.

　　There are five steps in this model:

　　Awareness of the need for change - This involves understanding why a particular change is necessary is the primary aspect of a successful change. We here find out the rationale and need behind the change. So the employee will fully understand why change is necessary.

　　Desire to participate in and support the change - Here the employee needs to make a personal decision to support the change and participate in the change. Only when the person is confident and convinced that the change is essential then only will he participate in the change activity. Proper incentives need to be formulated in order to motivate the person not to deter from the path of change.

　　Knowledge on how to change - This is the third stage of the model in which knowledge about the change can be imparted through training, mentorship and other Educational methods. Two types of knowledge needs to be addressed:

　　knowledge on how to change (things to be done during the transition or the time during which the change is being implemented) and

　　knowledge on how to perform after the change activity is implemented.

　　Ability to implement required skills and behaviors - In this part of the building block Ability is referred to the difference between theory and practice. Once knowledge on how to change is in place then this is the theory being referred to and then comes the practical aspect which is the actual performance of the individual. This is a time conduming process and can be successfully implemented through practice, coaching and feedback.

　　Reinforcement to sustain the change - In the final stage of the model there is an essential component in which efforts made by the individual to sustain the change are pressed upon. Here it is ensured that changes made stay in place and that the employee does not slip back to his old ways which can be ensured throug。

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