英国论文格式：变革管理模型

英国论文格式：变革管理模型。变革管理是一个集体的过程，为组织、团队和个人做好准备并提供支持，确保变革在各个层面的实施。变革管理是在某些基本理论和模型的基础上发展起来的，以验证变革的成功。然而，变革管理在商业世界中已经实践了60多年。除此之外，变革管理可以被认为是运用策略来管理变革管理过程的阻力。变革管理的有效性取决于各种因素，包括组织的性质、需求、背景、预算、环境、员工和管理。接下来英国论文格式撰写专家将为同学们分析讨论下有关变革管理模型。

重要的理论

负责布里斯托尔特易购超市变革管理的外部机构告知，他们在一些主要和流行的变革管理理论和模型的基础上发展了这些步骤和阶段。它们是ADKAR模型、Bridges的过渡模型和Kübler-Ross五阶段模型。本节中的每个模型都将被评估，以便我可以评估自己的有效性。

ADKAR模型

ADKAR模型是一种现代的变更管理方法。它比Lewin的模型和其他传统模型更快。该模型的关键词包括意识、欲望、知识、能力和强化。该模型通过在某个组织场景中传播对变更必要性的认识来启动过程。然后，它继续解释组织环境中变化的愿望或目的(Cameron和Green, 2015)。例如，Tesco Superstore的变革管理的愿望是最大限度地提高员工保留率。在此之后，知识意味着要使用策略或计划来整合变化。第四步是获得足够的资源或能力来适应变化，最后，对前面的所有步骤进行适当的植入。

桥梁的过渡模式

威廉提出了一个模型，他更关注转型而不是变革。他指出了变化和过渡之间的细微差别。他进一步指出，过渡是隐性的和耗时的，人们只有在经历变化时才会经历它。这个模型的三个阶段是“结束、失去、放手”、“中立区”和“新的开始”。第一阶段是处理员工第一次被告知改变时的情绪反应和抵制。在第二阶段，员工和员工被管理，他们已经超越了情绪上的不适，在某种程度上已经接受了这种情况，但仍然没有头绪，困惑和忧虑(Hechanova和Cementina-Olpoc, 2013)。因此，它是一个中立区。在最后阶段，员工被引导、支持和指导到新的开始。

库伯勒-罗斯五级模型

悲伤模型是这个模型的另一个名字，伊丽莎白Kübler-Ross在他关于死亡和死亡的研究中将其概念化。然而，它也适合于变更管理场景。这个模型有五个阶段，即否认、愤怒、讨价还价、沮丧和接受。拒绝阶段表示员工对更改的抵制。第二阶段是控制员工的愤怒。当他们意识到这一点时，他们别无选择，只能接受改变(Cameron and Green, 2015)。管理层和员工之间就这些变化进行了谈判。如果前一阶段仍然无效，员工进入绝望和失望的状态，则第四阶段开始生效。最后，他们接受了改变，因为他们离开时没有选择，结果，他们经常开始离开组织。

Significant Theories

The external agency that was in charge of change management at the Tesco Superstore in Bristol informed that they developed the steps and phases on the basis of some major and popular theories and models of change management. Those were ADKAR Model, Bridges’ Transition Model and Kübler-Ross Five-Stage Model. Each model in this section will be evaluated so that I can assess my own effectiveness.

ADKAR Model

ADKAR model is a modern approach to change management. It is quicker compared to Lewin’s model and other traditional models. The keywords of this model include awareness, desire, knowledge, ability and reinforcement. This model initiates the process with spreading awareness about the necessity of the change in a certain organisational scenario. Then it moves on explaining the desire or purpose of the changes in the organisational context (Cameron and Green, 2015). For example, the desire for change management at Tesco Superstore is to maximize the rate of employee retention. After that, knowledge implies the strategies or planning to be employed to incorporate the change. The fourth step is to acquire the adequate resources or ability to comply with the changes and lastly, all the preceding steps should be implanted appropriately.

Bridges’ Transition Model

William conceptualised a model where he focused more on the transition rather than the changes. He identified the subtle difference between change and transition. He further stated that transition is implicit and time-consuming and people happen to experience it only when undergoing the change. The three stages of this model are “ending, losing and letting go”, “the neutral zone” and “the new beginning”. The first stage deals with the emotional reaction and resistance from the employees when they are informed about the change for the first time. In the second phase, the employees and staff are managed who have already surpassed the emotional discomfort and somehow have accepted the situation but are still clueless, confused and apprehensive (Hechanova and Cementina-Olpoc, 2013). Therefore, it is a neutral zone. In the final phase, the employees are guided, supported and directed to the new beginning.

Kübler-Ross Five-Stage Model

The Grief Model is another name of this model and Elisabeth Kübler-Ross conceptualised it in the context of his research on death and dying. However, it also aptly fits in the change management scenario. There are five stages in this model namely denial, anger, bargaining, depression and acceptance. Denial phase identifies the employee resistance to the change. The second phase is about managing the wrath of the employees. When they realise that, they have no choice but to accept the change (Cameron and Green, 2015). A negotiation between the management and the employees takes place in regards to the changes. The fourth phase comes into effect if the preceding phase remains ineffective as the employees enter a state of hopelessness and disappointment. Lastly, they accept the changes as they left with no choice and as the result, they often start to leave the organisation.

以上内容就是英国论文格式专家对变革管理模型的分析与讨论。如果同学们没有足够的时间来完成英语论文与作业，论文代写推荐留学生选择英国论文代写Advancedthesis服务。因为其服务公司的论文创作专家团队由高素质和经验丰富的学术作家组成，保障论文创作质量且与合理的论文代写价格。除此之外，还为留学生提供essay代写、毕业论文代写、硕士论文代写等服务，从而让留学生们轻松应对论文写作并创作出专属个人的优秀论文!