美国论文代写：组织管理变更

美国论文代写：组织管理变更

2.2。具体问题正在分析

一个组织确立了一些管理者缺乏有效识别和选择能够管理变革的项目团队的技能和能力。他们所缺乏的具体技能导致管理者做出糟糕的决定，所选择的团队无法完成分配的工作 – 分配的工作是变更管理。

2.3。报告目的

报告的目的是帮助管理者发展他们的管理技能和能力，选择合适的员工和团队进行变革管理。建议开发和推广合理的团队设计和选择过程的不同选项。

3.讨论

3.1。招聘和甄选过程

涉及组建变更管理团队的招聘和部门流程是这里确定的关键问题。为了使招聘和选拔过程取得成功，必须确定参与变革管理的主要因素。变更管理的因素可以称为变更代理。

变更代理人：在变更管理上下文中，负责领导和管理变更的人或组织是变更代理人（Lindegaard，2011）。虽然变更代理人可以是任何人，但从所涉及的经理人到特定团队，经理人是处于层次结构顶部的主要变更代理人。大多数创新型企业的管理者通常都是经过培训来管理变革（Tschirky，2011）。有些组织也可能使用外部顾问来管理变更，但考虑到教育行业的性质，经过处理变更培训的管理人员将能够处理与变更有关的任何问题。所以咨询方法不是首选。

美国论文代写：组织管理变更

2.2. Specific issue being analysed

An organization established that some of its managers lack skills and abilities for effective identification and selection of project team that could manage change. The specific skills they lacked lead the managers to make poor decisions, so the selected team could not complete allocated work-the allocated work was change management.

2.3. Report Purpose

The purpose of the report is to help the managers in developing their managerial skills and abilities for selecting appropriate employees and teams for change management. Different options for developing and promoting sound team design and selection processes are advised.

3. DISCUSSION

3.1. Recruitment and Selection Processes

The recruitment and section process involved for forming the change management team is the key issue identified here. For the recruitment and selection process to be successful the primary factors involved in the change management have to be identified. The factors for change management can be called the change agent.

Change Agent: In a change management context, the person or the group that is assuming charge for leading and managing change is the change agent (Lindegaard, 2011). While the change agent can be anybody, from the managers involved to the particular teams, the manager is the primary change agent being in the top of the hierarchy. Most managers for innovative companies are usually trained to manage change (Tschirky, 2011). Some organization might also use external consultant to manage change, but given the nature of the educational industry, managers that are trained to handle change would be able to handle any issues related to the change later. So a consultancy approach would not be preferred.