美国论文代写：变革阻力
美国论文代写：变革阻力
TR有限公司是一个中等规模的生产组织，计划在组织内部进行变革。董事会似乎对效率和产出的水平表示关注，最近一段时间以来，为了彻底提高效率，从根本上重组了部门的划分，已经做出了决定。本案反映了董事总经理、人力资源总监、财务总监和生产总监对实施变更的态度。这种变化正在实施，甚至不通知员工的成员，他们不关心通知他们，即使当它会导致装配线工人的影响。
变革的阻力
对变革的阻力已被确定为一个最重要的因素，可以影响与组织的变化，包括在该技术的新的创新，组织的新结构和新政策的成功。它已由毛瑞尔1996表示，大多数的组织变革实施的努力失败由于缺乏对变革的阻力。因此，抵抗变化是已知的成功或失败的最重要的因素之一。最近以来，对变化的抵抗一直集中在行为的反应上。按照Abolafia和Brower（1995），电阻是指一个特定类型的行动或行动（愚蠢，2010）。然而，Mael和Ashforth（1998）定义了电阻为反抗或作为或不作为故意行为改变（Burke，2011）。
管理者有责任推出主动的变化往往最终归咎于其他人由于失败发生在主动，而不是接受自己的角色在失败。有机会，员工会做同样的事情而非分配给试图在不改变对经理人，而不是自己（卡纳尔，2007）。成功应对阻力的主要因素是代表一种精确的方式变化的能力，描述在单个抗性相关的来源，并为选择和实施的策略，按照什么是适当的为解决和克服这种特定的来源。
美国论文代写：变革阻力
TR Ltd is a manufacturing organization of medium size that is planning to make a change within the organization. The Board of Directors seem to be showing concern towards the levels of efficiency and output, and since recent time a decision has been reached upon for radically reorganizing the division of assembly in persuading the increased level of efficiency. The case reflects the attitude of managing director, human resource director, finance director and the director of production towards the implementation of change. This change is being implemented without even informing the members of the staff and they are not concerned about informing them even when it will result in influencing the assembly line workers.
Resistance to Change
Resistance towards change has been identified as one of the most significant factors that can impact the success related to changes in the organization that include new innovations in the technology, new structure of the organization and new policies. It has been indicated by Maurer 1996 that majority of the efforts for implementation of organizational change fail due to the lack of resistance towards change. Hence, resistance towards change is known to be one of the most significant factors of success or failure. Since recent times, resistance towards change has been focusing on the reaction of behaviour. As per Abolafia and Brower (1995), resistance is referred to as a specific type of inaction or action (Daft, 2010). However, Mael and Ashforth (1998) have defined resistance to change as intentional actions of defiance or commission or omission (Burke, 2011).
Managers having the responsibility to roll out an initiative of change often end up blaming the others due to the failure taking place in the initiative, instead of an acceptance of their own role in the failure. There are chances that the employees will be doing the same thing while the blame is assigned for the attempts in failed change towards the managers, instead of themselves (Carnall, 2007). To successfully deal with the resistance, the major factor is the ability of representing the change in an accurate manner, for describing the sources related to resistance within the individual, and for choosing and implementing the strategies as per what is appropriate in order to address and overcome this particular source.
