美国论文代写-组织变革的阻力分析。组织变革的成功与否，完全取决于员工接受变革的方式。Kubler Ross认为，人类经历悲伤、愤怒、否定、抑郁、接受和讨价还价的过程分为五个阶段。这些主要是人们将损失或变化应用于组织变化的管理后所面临的(Piper and szaboo – jones, 2015)。这种模式主要用于指导沟通，从而支持整个变革时期。沟通应该根据所发生的变化和所交付的变化进行调整。
When it comes to the success of the organisational change, it entirely depends on the manner in which change is accepted by the employees. It was argued by Kubler Ross that humans are subject to 5 stages where they experience grief, anger, denial, depression, acceptance and bargaining. These are mainly faced when people undergo a loss or change after applying it to the management of organisational change (Piper and Szabo-Jones, 2015). This model is utilised mainly for guiding communication and thereby supporting the entire period of change. Communication is expected to be tailored with respect to the change which takes place and the change which is delivered. Employees should be provided with information in order to handle their denial. After the information has sunk in totally, then people are likely to experience depression, bargaining and even anger. After accepting the situation, it is required by the employees to put their commitment into vision (Stickler, 2011). There are several others who take an individualistic approach for studying the resistance to change and arguing the reactions of individuals which are likely to vary greatly and are highly complex. One of the major advocates of this kind of thinking is ShaulOreg who outlined that resistance to change is based entirely on personality and also with the context of change. A scale called “Resistance to change scale” was developed which was considered to be a stable trait of personality. A suitable and positive relation was witnessed between the individuals. It was observed by Oreg that the context variables play a significant role. In management, trust is likely to have a strong impact on cognitive, behavioural and effective resistance. These findings provide an emphasis on the importance of the skills related to management which is present in the entire period of change. It was found out by Oreg that a certain amount of information can be provided to the employees beyond the employees themselves feeling overwhelmed. The role played by the management has been put forth where the communication strategy takes an edge over the other aspects. It can be put forth that the emergent theory and the advocates of OD makes effective decisions about these issues. An elaborate knowledge about the structures, personnel, strategy and the culture of the chosen organisation is required (Anderson, 2016). In order to reduce the resistance among the employees or the worker’s literature of organisational change, the involvement of the employees in the empowerment or change makes suitable changes in itself (Cumming and Ng, 2015). It can be outlined that the involvement of the employees is not at all sufficient with the managers who play critical roles in rewarding or encouraging the various innovation. It needs to be stated that the participation of the employees along with various phases or stages of changes is essential. A more emergent view with handling the employees was put forth by Kotter and Schlesinger. It was stated by them that the reasons and the content of change are likely to vary between the various organisations and the response is likely to be determined by these circumstances and the content. The various methods which are involved in addressing the resistance include education, participation, facilitation, negotiation and coercion etc. Every group of employees will cover the entire range of the various types of personality that implies the different ranges of the strategies that are essential in nature (Zimmermann, 2011).