美国代写assignment：批判和反思的讨论

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美国代写assignment：批判和反思的讨论

在确定的情况下，新员工和现有员工对于对方都有一定的认识和想法。因此，这个问题更多的是关于新员工的行为或态度的误解和误解（Baron，2010）。为了充分理解有关情况，有必要更好地理解以下内容：

Ø影响人格冲突性质的因素

Ø冲突的后果

影响人格冲突性质的因素分析

显然，新员工与现有员工的第一次会面发生冲突，因此加剧人格冲突的因素大多包括工作风格，背景，态度和合作方面的差异。重要的是要注意，这些因素中的每一个都是个人性格的特征。

工作风格差异 – 新员工可能对新公司内部的工作方式不太了解，而且由于不同的员工以不同的方式工作，同样可能是发生有关人格冲突的主要原因DeMarr 2012）。工作方式上的差异是每个工作场所的现实情况，一旦有一部分员工有责任尽快完成任务，其他员工等到任务的最后期限已经接近。因此，如果新员工快速或放松地工作，退出的员工可能会感到不如意。

背景差异 – 新员工有可能与现有员工有不同的宗教背景，政治观点，社会经济地位，种族和性别。发现同样的方面是不同观点出现的关键原因，因此主要影响个人与他人交往的方式。

美国代写assignment：批判和反思的讨论

Within the identified situation both the new employee and existing employees have certain perceptions and thoughts regarding the other party. Thus, the issue is more about the misinterpretations and misconceptions of a new employee’s doing or attitude (Baron 2010). To adequately understand the concerned situation, it is essential to gain a better understanding of the following elements:

ØFactors influencing the nature o f personality conflict

ØConsequences of the conflict

Factors influencing the nature of Personality Conflict

It is clearly evident that the conflict occurred in the first meeting of new employee with existing employees, thus most of the factors that add to the intensity of personality conflict include the differences in work style, background, attitude, and cooperation. It is important to note that each of these factors are the traits of an individual personality.

Work style differences – It is possible that the new employee is not well aware of the work style within his / her new company and since, different employees work in different ways, the same may be the primary reason behind the occurrence of concerned personality conflict (DeMarr 2012). The work style differences are the reality in each of the work places as where some of the employees complete their tasks as soon as they are obliged to the same and work quickly, some other employees wait till the deadline of the task is quite near. Thus, the exiting employees may gain an inferior feeling if the new employee works either quickly or in a relax manner.

Background differences – It is possible that the new employee has different religious backgrounds, political views, social economic status, ethnicity, and gender, from the existing employees. The same aspects are found to be the key reason behind the rise of different perspectives, thus majorly impacting the way an individual interacts with others.

美国代写论文：不同文化群体

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美国代写论文：不同文化群体

阿里特斯，J.和Walker R.（2014）、“多元文化团体的领导风格： 美国人和亚洲人一起工作”。国际商务沟通  2014年1月51日记： 72-92，

本文阐述了领导风格的讨论在不同文化群体在世界各地和如何从美国和东亚人合作和协同业务。阿里特斯和沃克已经注意到，在亚洲以及美国，从中立的角度很有趣的领导风格和企业文化差异大。本文的核心是研究方法，总结了主要的研究成果。

阿里特斯和沃克指出，领导可以有至关重要的影响，对整体的不仅是一个公司的结果而是整个国家或地区。许多由阿里特斯和沃克的要点是在实证分析的基础上，我们应该为他们鼓掌为他们领导的综合盈利能力的途径及如何测量区域的成功通过他们的领导潜能。在他们的研究中，作者们讨论了一个事实，即不同的领导风格可能会对成员的参与和贡献产生重大影响，这可能会影响群体中的幸福感或归属感。他们的研究结果也提供了确凿的证据，表明一些最成功的领导风格在其他文化群体中可能并不成功。

总的来说，阿里特斯和沃克做指挥工作突出领导的重要性，已经能够表明，成功和失败的企业在很大程度上取决于领导。研究是相当有效和非常主观的，通过阅读阿里特斯和沃克的文章，可以得出结论，感到鼓舞，进一步调查关于在商业管理领域的领导的重要性。

美国代写论文：不同文化群体

Aritz, J. and Walker R. (2014), “Leadership Styles in Multicultural Groups: Americans and East Asians Working Together”. International Journal of Business Communication January 2014 51: 72-92,

The article elaborates the discussion of Leadership style in various cultural groups across the world and how people from America and East Asia have collaborated and synergized their business operations. Aritz and Walker have noted that there is a great difference in leadership style and business culture in Asia as well as USA which is quite intriguing from a neutral’s perspective. The core emphasis of the essay is on research methodology and they have summarized the main research results.

Aritz and Walker have noted that Leadership can have a crucial impact on the overall outcome of not only a company but the whole nation or region. Many of the points made by Aritz and Walker are based on empirical analysis and we should applaud them for the way they have integrated profitability with leadership and how they have measured the success of the regions through their leadership potential. Throughout their research, the authors have discussed on the fact that differing leadership styles may have a significant impact on the participation as well as contribution of fellow members and it may affect the feelings of happiness or belonging within a group. Their results also provide solid evidence that some of the most successful styles of leadership may not be successful in other cultural groups.

Overall, Aritz and Walker have done a commanding job of highlighting the importance of leadership and have been able to reveal that the success and failure of corporations depends heavily on leadership. The research is quite valid and very subjective and by reading the article by Aritz and Walker, one can conclude and feel inspired for further investigation regarding the importance of Leadership in the area of business management.

美国论文代写：团队文化

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美国论文代写：团队文化

组织行为研究的组织文化视角侧重于组织的解释性和象征性要素。最为普遍接受和最适合的组织文化模式：以教练为中心的整合模式。组织文化包括三个层次：基本假设、工件和信奉的价值观。每个人都能看到、感觉到或听到的组织文化最明显的组成部分就是人工制品。它们很容易被察觉，但潜在的含义并不总是清晰的。拥护的价值观是一个团队应该遵循的日常规范或操作原则。它们表明组织的最终目标及其重要性。基本假设指导人们注意什么和基本行为。

以教练员为中心的一体化模式是领导者驱动的。领导和组织文化都不为自己所理解。创建一个文化的改变，教练必须遵循三个步骤：解冻、认知重建、再。在低频电磁队的情况下，对于教练来说是很重要的，尤其是席尔瓦定义的组织文化。目前的文化是一种友情，但为了达到成功和改变的团队有明确的角色教练必须连败。今天球员们的态度改变了，在这种文化中，球员们得到了实际的指导和严格的制度，对那些没有达到预期的态度和表现标准的人产生了影响。

团队文化的变化是快速转变的基本前提。这可以通过激烈的行动，明确要注意什么，控制和测量，即基本上增加和定义事务的教练团队参与；角色建模和教学改变文化价值和假设；对危机的适当反应；高效的资源配置；更换人员如果需要改变文化迅速；行为符合对比文化指令和奖惩措施。在某些情况下也可以使用不那么剧烈的次级机制，但在这种情况下，激烈的行动可以提供预期的结果。

美国论文代写：团队文化

The organizational culture perspective of examining organizational behavior focuses on the interpretive and symbolic elements of an organization. The most commonly accepted and best suited model of organizational culture in the integrated, coach-centered model. Organizational cultures comprise of three levels: basic assumptions, artifacts, and espoused values. The most evident component of an organizational culture that everybody can see, feel or hear is the artifacts. They are easy to perceive but the underlying meanings are not always clear. Espoused values are the day to day norms or operating principles that a team is supposed to follow. They indicate the ultimate goal of the organization and their importance. Basic assumptions guide people on what to pay attention to and basic behaviors.

The integrative, coach-centered model is leader driven. Neither leadership nor an organizational culture is understood by itself. To create a cultural change, the coaches must follow three steps: Unfreezing, Cognitive restructuring, and refreezing. In case of the LEFC team, it is important for the coaches, especially Silva to define the organizational culture. The culture at present is one of camaraderie but in order to achieve success and change the losing streak of the team it is necessary for the coaches to have defined roles. The changing attitude of players today warranted a change in the culture where the players are provided hands-on guidance and a strict regime with repercussions for those not meeting the attitude and performance standards as expected.

Team culture change forms the fundamental premise for a quick turnaround. This can be done by drastic actions that clearly define what to pay attention, control and measure, that is, basically increase and define the coach involvement in team affairs; role modeling and teaching to alter cultural values and assumptions; proper reaction to crises; efficient resource allocation; changing personnel if required to change culture rapidly; reward for behavior consistent with the cultural directives and punishment for contrasting actions. Secondary mechanisms that are less-drastic can be employed in certain situations too but in this case, drastic actions could provide with desired results.

美国论文代写：协作能力

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美国论文代写：协作能力

问卷中包含的第一个问题与合作能力有关。在我们的组织中，协作定义为创建和维持承诺和凝聚力。根据自我评估问卷的结果，我对这个能力的总评价是5.67，这意味着我有能力以最有利可图的方式解决员工之间的冲突。自我评估的结果也得出结论，我允许我的员工积极参与决策过程，这最终有助于更好地管理人们。从布朗Waldron研究，和Longworth（2008），也突出了管理组织内的人最好的方式就是给他们提供动力的战略决策分享他们的想法和意见。它还规定，如果雇员麦克杜飞（2007）不允许参加决策过程比它不仅成为管理者管理人难；然而，在降低员工从而影响盈利组织士气这一行动的结果。

通过员工对我在管理人员中运用协作能力的程度所产生的结果显示，总分为2.78。员工得分较低的主要原因是，我认为我不公开讨论相互矛盾的观点。一些员工还认为，我也不鼓励集体参与决策。此外，员工也不认为我是一个关心和善良的人，这一因素也发挥了关键作用，使员工相信我没有采取合作的能力，在管理人。马丁（2006）也提到，如果一个管理者具备与员工有效合作的技能，他就只能管理人，因此，管理者必须仁慈、关心和富有同情心。

美国论文代写：协作能力

The first question included in the questionnaire has related to the competency known as collaboration. In our organization, collaboration has defined as creating and sustaining commitment and cohesion. As per the result of self-assessment questionnaire, the total rating I have given to this competency was 5.67, which means that I have the ability to resolve conflicts among employees in a most lucrative manner. The result of self-assessment responses also concluded that I allowed my employees to take keen part in decision-making process, which eventually helped in the better management of people. From the study of Brown, Waldron, and Longworth (2008), also it has highlighted that the best way to manage people within an organization is to provide them with power to share their ideas and opinions in making strategic decisions. It has furthermore stated by MacDuffie (2007)  that if employees have not allowed taking part in the decision-making process than it not only becomes difficult for managers to manage people; however, this action also result in lowering morale of employees which thereby affects profitability of organizations.

The result generated through assessment by employees regarding the extent to which I have used the competency of collaboration in managing people revealed a total score of 2.78. The major reason behind this lower score given by employees is the perception that I do not hold open discussion of conflicting opinions in groups. Some of the employees also believed that I also not encourage participative decision making in groups. In addition, employees also not considered me as a caring and kind person and this factor also play a crucial role in making employees believe that I have not adopted the competency of collaboration in managing people. Martin (2006) also mentioned that a manager could only manage people if he has the skills of effectively collaborating with its employees and for this, a manager must be kind, caring, and compassionate.

美国密歇根州立大学论文代写：管理变革

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美国密歇根州立大学论文代写：管理变革

企业中始终存在着变革的需要。企业要适应新的客户需求，既要满足竞争，又要有强大的内部结构。这就是组织中变更管理过程出现的原因。变革管理已经发展了五十多年。尽管变革管理在实践中持续了这么长时间，但仍未能成功实施。管理者似乎依赖高层管理人员和专家来促成变革。人力资源部希望各自的管理人员能带来变化。据报道，60到70%的变更管理实践导致了项目的失败。行业花费了大量的经济资源和人力资源来有效的变更管理（askensas，2013）尽管分配这么多的时间和精力的变化似乎在组织管理实践的失败。探讨了变更管理过程失败的原因。当管理层试图实时地引入变更过程时，他们无法定义责任，实际的过程实现和实现变更的层次化设计没有得到恰当的定义。（askensas，2013）精益变革管理的做法似乎提出可行的解决方案存在的问题情境。

在这一分析中，对公司实施的变更管理进行了广泛的案例分析。分析了项目实施失败的原因、新流程的实施以及组织如何成功地实现变更过程的过程变更。

美国密歇根州立大学论文代写：管理变革

The need for change has always existed in business enterprises. Business needs to change to cater to the new customer demands, meet competition and also have a strong internal structure. This is the reason for the advent of change management processes in the organization. Change management has now exited for more than fifty years. In spite of change management being in practice for so long, successful implementation has not been possible. Managers seem to depend on the top management and the experts to bring in the changes. HR department expects the respective managers to bring in the changes. A reported 60 -70% of the change management practices has lead to the failure of the project. Industries are spending a lot of economic and personnel resources to come up with an effective change management (Askensas, 2013) In spite of allocating so much of time and energy the change management practices seems to fail in the organization. The reason for the failure of the change management processes is explored. When the management is trying to bring in change process in real time they fail to define accountability, the actual process implementation and the hierarchical design of implementing the changes are not properly defined. (Askensas, 2013) Lean Change management practices seem to bring in viable solution for the existing problem scenario.

In this analysis extensive case study analysis of the change management implemented by the companies is studied. The causative factors for failure of the project implementation, new process implementation and how the organization needs to make process changes to successfully implementing change process is examined in this analysis.