英国代写论文：创造变革紧迫性的困难
英国代写论文：创造变革紧迫性的困难。由于不同的原因，可能会出现创造变革紧迫性的困难方面。正如我在我的组织中观察到的，首先，大多数时候，组织倾向于以一种自满的方式运行，他们甚至避免冲突。在这种情况下，很难产生紧迫感。以一种平稳的方式运行的组织将不愿意从他们的惯性状态中移动。人们会对变化的现实视而不见，宁愿停留在自己的惯性状态。第二个困难在于，这种紧迫感可能被视为对组织的某种坏消息。接下来英国代写论文专家将为同学们讲解下创造变革紧迫性的困难。
为了克服我为我的组织发现的两个困难，首先，作为领导者，有必要将公司不同的员工群体引入到坦率的讨论中。在Jon Stegnor的案例研究《董事会桌上的手套》(Gloves on the Boardroom Table)中，作者谈到了他如何引入执行部门，亲自了解公司采购战略的现实情况(Stegnor, 2002)。从理论上讲，讨论公司的竞争现实、金融市场和组织的机会和危机将有助于员工和管理层成为变革的一部分。我相信我的组织。作为一个领导者，我会让他们说出自己的建议，让他们成为变革的促进者。可以要求经理和员工互相讨论如何推动组织抓住机会或处理危机。事实上，可以要求员工根据他们发现的机会利基提出建议。这有助于促使人们走出舒适区。他们不再无动于衷，而是动员起来进行变革。
在创造紧迫感时，组织发现的第二个困难是，员工很容易感觉到领导者创造的紧迫感是走向毁灭的道路。现在，作为一个领导者，我认为在制造紧迫感的时候，有必要进行清晰和诚实的沟通。在Stegnor(2002)的案例研究中，对问题进行了真实表征。“他们看到的是一张大而昂贵的桌子，通常是干净的，或者只有几张纸，现在却堆满了手套”(第29页)。当领导者利用捏造的信息或不诚实的沟通建议时，员工只会感觉到不信任感，从而产生一种厄运感。另一方面，当利益相关者了解到为什么需要变更，以及变更后组织会在哪里时，那么利益相关者和员工更有可能相信变更的紧迫性，并成为其中的一部分。
In order to overcome two difficulties that I identified for my organization, firstly, as the leader, it is necessary to bring in different employee segments of the company into frank discussions. In the example case study Gloves on the Boardroom Table by Jon Stegnor, the author talks about how he brought in the executive division to see in person what the reality of the company’s purchasing strategy was (Stegnor, 2002). In theory, the discussion about the competitive realities of the company, the financial market and opportunities and crises of the organization would help the employees and management become a part of the change. I believe in my organization. As a leader, I would ask them to speak up their suggestions and by doing so make them the instigators of change. Managers and employees can be asked to speak to one another about what could be done for pushing the organization to embrace an opportunity or to handle a crisis. In fact, the workforce could be asked to come up with suggestions based on opportunity niches they identify. This helps propel people out of their comfortable zones. They are no longer in inertia and are mobilized for change.
The second difficulty identified for the organization when creating the sense of urgency was that the employees could easily feel that the sense of urgency being created by the leaders is a pathway to doom. Now, as a leader, I believe it is necessary to have clear and honest communications when creating the sense of urgency. In the case study of Stegnor (2002), an authentic representation of the problem was done. “What they saw was a large, expensive table, normally clean or with a few papers, now stacked high with gloves” (p. 29). When a leader makes use of fabricated information or dishonest communication proposals, then the employees would only feel a sense of doom as they would sense distrust. On the other hand, when the stakeholders are presented an actual authentic picture of why the change is needed and where the organization will be after the change, then the stakeholders and employees are more likely to believe the urgency and become part of it.
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