留学生essay代写范例：Management and leadership styles

留学生essay代写范例-管理和领导风格。本文是一篇由本站代写服务提供的essay代写参考，主要内容是讲述组织发展是一种有计划的组织变革方法，旨在使组织能够应对和适应不断变化的市场条件，并制定新的议程。组织发展经常与组织结构联系在一起，组织结构既可以作为变革的扶持机制，也可以作为制约机制。为了使组织发展取得成功，所引入的任何政策或战略都必须符合企业文化。下面就一起来看一下这篇留学生essay代写范例。

Introduction 介绍

Nike has been finding it difficult to find a replacement for Philip Knight, the founder and long time CEO of the organization.

耐克发现很难找到该组织创始人兼长期首席执行官菲利普·奈特的替代者。

The purpose of this report is to explore possible management and leadership styles in relation to William Perez’s role as the new CEO of Nike. This report identifies the processes related to change management and guides Perez through organizational transformation processes in order for him to be able to fulfil his role as CEO of Nike.

本报告旨在探讨William Perez担任耐克新任首席执行官的可能管理和领导风格。本报告确定了与变革管理相关的流程，并指导Perez完成组织转型流程，使他能够履行耐克首席执行官的职责。

This report stresses the importance of organizational development and transformation. Issues addressed in this report include the culture of the organization, different leadership styles, the structure of the organization, the processes of organizational development and future recommendations.

本报告强调了组织发展和转型的重要性。本报告涉及的问题包括组织文化、不同的领导风格、组织结构、组织发展过程和未来建议。

Organizational Transformation’s primary goal is to help an organisation become more healthy and effective, especially during change. The key custodians of organisation health are not the internal or external HR or OD specialist; they are the organisation’s leaders and managers. Holbeche, L (08-09).

组织转型的主要目标是帮助组织变得更加健康和有效，尤其是在变革期间。组织健康的主要保管人不是内部或外部人力资源或OD专家；他们是组织的领导者和管理者。Holbeche，L（08-09）。

Organizational Development 组织发展

Organizational development is a planned approach to organizational change designed to enable an organization to respond and adapt to changing market conditions and to set a new agenda. Organizational development is frequently linked to organization structure, which can act either as an enabling or restrictive mechanism for change. For organizational development to succeed, any policies or strategies introduced must fit with the corporate culture.

组织发展是一种有计划的组织变革方法，旨在使组织能够应对和适应不断变化的市场条件，并制定新的议程。组织发展经常与组织结构联系在一起，组织结构既可以作为变革的扶持机制，也可以作为制约机制。为了使组织发展取得成功，所引入的任何政策或战略都必须符合企业文化。

In practice, Organizational Development can take on many forms, and typical OD activities can include some of the following:

在实践中，组织发展可以采取多种形式，典型的OD活动可以包括以下一些：

Team-building

团队建设

Organizational assessments

组织评估

Career development

职业发展

Training

训练

e-Learning

电子学习

Coaching

指导

Innovation

创造

Leadership development

领导力发展

Talent management

人才管理

Change management

变更管理

Organizational Culture

组织文化

Culture is comprised of the assumptions, values, norms of organization members and their behaviours. Members of an organization soon come to sense the particular culture of an organization. Edgar H. Schein stresses that,“When one brings culture to the level of the organization and even down to groups within the organization, one can see clearly how culture is created, embedded, evolved, and ultimately manipulated, at the same time, how culture constrains, stabilizes, and provides structure and meaning to the group members. These dynamic processes of culture creation and management are the essence of leadership and make one realize that leadership and culture are two sides of the same coin.”

文化是由组织成员及其行为的假设、价值观、规范组成的。组织的成员很快就会感受到组织的特定文化。Edgar H.Schein强调， “当一个人把文化带到组织的层面，甚至带到组织内的群体时，你可以清楚地看到文化是如何被创造、嵌入、演变和最终被操纵的，同时，文化是如何约束、稳定并为群体成员提供结构和意义的教育和管理是领导力的本质，让人意识到领导力和文化是一枚硬币的两面。”

Organizational change has a low success rate and it is critically important to get it right, this is support by Cameron who states that, “The failure rate of most planned organizational change initiatives is dramatic. It is well known, for example, that as many as three-quarters of reengineering, total quality management, strategic planning and downsizing efforts have failed entirely or have created problems serious enough that the survival of the organization was threatened”.

组织变革的成功率很低，正确实施至关重要，这是卡梅伦的支持，他表示，“大多数计划中的组织变革举措的失败率都是惊人的。例如，众所周知，多达四分之三的再造、全面质量管理、战略规划和裁员工作已经完全失败，或者造成了严重到威胁组织生存的问题”。

According to Edgard Schein, “Organizational learning, development and planned change cannot be understood without considering culture as the primary source of resistance to change.”

Edgard Schein认为，“如果不将文化视为抵制变革的主要来源，就无法理解组织学习、发展和计划变革。”

Culture can be broken down in to three levels, artifacts, espoused values and basic assumptions and values.

文化可以分为三个层次：人工制品、支持的价值观、基本假设和价值观。

Artifacts are the surface, the aspects which can be easily identified but hard to understand. Artifacts include the manners of address, the type of language used, the dress code. It is vital not to judge solely by the Artifacts, one may see Google staff as laid back, enjoying their time at work, having fun and jump to the conclusion that they are inefficient, this being far from the truth. Artifacts also include buildings, furnishings, settings, PR, rituals, Mission, stated values and technology.

人工制品是表面，是很容易识别但很难理解的方面。人工制品包括称呼方式、使用的语言类型和着装规范。至关重要的是，不要仅仅根据人工制品来判断，人们可能会认为谷歌员工很悠闲，享受工作时间，玩得很开心，并得出他们效率低下的结论，这与事实相去甚远。文物还包括建筑、家具、环境、公关、仪式、使命、既定价值观和技术。

Beneath artifacts are the Espoused Values, these are the conscious strategies, goals and philosophies and ideology of the organization.

在人工制品下面是Espoused Values，这些是组织的有意识的战略、目标、哲学和意识形态。

The essence of culture is represented by the basic underlying assumptions and values which are difficult to discern because they are largely at an unconscious level. This is also known as the hidden beliefs and assumptions or shared tacit assumptions.

文化的本质是由基本的基本假设和价值观来代表的，这些假设和价值很难辨别，因为它们在很大程度上处于无意识的水平。这也被称为隐藏的信念和假设或共享的默认假设。

Nike has had an evolutionary culture as opposed to a revolutionary culture. It has developed over many years without great intervention or change. Most of the key employees have been with Nike for many years and ‘outsides’ sense they have ‘their’ way of doing things. Nike is based on authenticity. Perez must ensure Nike is prepared for organizational change and that this is correctly implemented. As Drucker argues, “a good organization structure might not always bring about a good performance, but a bad organization structure makes a good performance impossible no matter how good the workforce is.” Perez must understand Nike’s core values and maintain them, things like the association of Nike with key sportsmen from around the world and targeting the athletics segment of the clothing industry.

耐克有一种进化文化，而不是革命文化。它经过多年的发展，没有经过很大的干预或改变。大多数关键员工已经在耐克工作多年，“局外人”感觉他们有自己的做事方式。Nike以真实性为基础。佩雷斯必须确保耐克为组织变革做好准备，并确保变革得到正确实施。正如德鲁克所说，“一个好的组织结构可能并不总是能带来好的绩效，但一个糟糕的组织结构会使无论员工多么优秀，都无法实现好的绩效。”佩雷斯必须了解并维护耐克的核心价值观，比如耐克与来自世界各地的主要运动员的联系，以及针对服装行业的田径领域。

Leadership Styles 领导风格

Leadership plays an important role in any organizations development. The personality of the leader and his style of leadership can determine the extent to which the organization will develop. Perez needs to be visionary and have the ability to influence others in order to bring about the required change to Nike. The leader can either reduce resistance to change, or increase the pressures for change, or be a pressure for change. Knight would have helped shape the organizational culture; he has his own effect on Nike’s culture based on experiences and personality.

领导力在任何组织的发展中都发挥着重要作用。领导者的个性和领导风格可以决定组织的发展程度。佩雷斯需要有远见，并有能力影响他人，才能给耐克带来所需的改变。领导者可以减少对变革的阻力，也可以增加变革的压力，或者成为变革的压力。奈特将帮助塑造组织文化；基于经验和个性，他对耐克的文化产生了自己的影响。

In order for employees to be more efficient Perez must provide staff with a spirit of involvement, motivate them through co-operation and be willing to learn from the organization. Analysing different styles of leadership will help improve understanding and recommend which style Perez must adopt.

为了让员工更有效率，佩雷斯必须为员工提供参与精神，通过合作激励他们，并愿意向组织学习。分析不同的领导风格将有助于加深理解，并建议佩雷斯必须采用哪种风格。

Different leadership styles include: Authoritarian, Participative, Laissez fair also known as Delegative or Genuine.

不同的领导风格包括：威权型、参与型、莱西公平型，也称为委托型或真正型。

Authoritarian 独裁的

This style is where leaders tell their employees what to do and how to do it without consulting or negotiating with employees. This is often found within the army on the battlefield or by a chef in a kitchen. It is not to be confused with bossing people around, the leaders that adopt this style often need to and it can be the best style in particular situations. If the leader has time and wants to increase moral, motivate the employees and gain more commitment then they should use the participative style.

这种风格是指领导者在不与员工协商或协商的情况下告诉员工该做什么以及如何做。这通常是在战场上的军队中或厨房里的厨师身上发现的。不要把它与发号施令混为一谈，采用这种风格的领导者往往需要这样做，而且在特定情况下，这可能是最好的风格。如果领导有时间，想提高道德水平，激励员工，获得更多的承诺，那么他们应该使用参与式风格。

Participative 参与式

The participative leadership style, also known as democratic, involves the leader including one or more employees in the decision making process. Despite the fact that the leader consults with employees or managers to determine what to do and how to do it the leader maintains the final decision making authority. Leaders that adopt this style gain the respect of their employees.

参与式领导风格，也被称为民主领导，涉及到领导者在决策过程中包括一名或多名员工。尽管领导者会与员工或管理者协商，以确定该做什么以及如何做，但领导者仍拥有最终决策权。采用这种风格的领导者会赢得员工的尊重。

Laissez-fair 自由放任

Laissez fair or the management style of delegation style is often seen as giving a free reign to employees. The leader allows the employees to make decisions. However, the leader is still responsible for the decisions made. Employees are able to analyse the situation they are confronted with and decide what needs to be done and how to accomplish it. The leader cannot do everything therefore delegates tasks and prioritization responsibilities. This style is frequently used where the leader knows and trusts his managers.

莱塞尔博览会或委托式的管理风格通常被视为赋予员工自由支配权。领导允许员工做出决定。然而，领导仍然要对所做的决定负责。员工能够分析他们所面临的情况，并决定需要做什么以及如何完成。领导者不能做任何事情，因此委派任务和优先顺序责任。这种风格经常用于领导者了解和信任其管理者的地方。

A good leader uses all three styles, dependent upon the situations requirements. For example Perez could adopt the authoritarian style of leadership with new employees, in order to form them to fit their job role and develop/settle in more rapidly. He may use the participative style with a team of workers, though he knows the problem he may not have all the information, the employees have faced this situation before and can be left to handle it.

一个好的领导者使用这三种风格，这取决于情况的要求。例如，佩雷斯可以对新员工采取独裁领导风格，以使他们适应自己的工作角色，更快地发展/适应。他可能会对一个工人团队使用参与式风格，尽管他知道这个问题，但他可能没有所有的信息，员工以前也遇到过这种情况，可以让他们来处理。

Perez can adopt the delegative approach when confronted with a situation where the employees know more than him. For example with a team of workers that have a highly specialized tasks, such as those in the R&D department. They know their job and are best left to do it, provided they have proved their efficiency together and have previously made correct decisions, acting responsibly.

当面对员工比他了解更多的情况时，佩雷斯可以采取委托的方法。例如，与具有高度专业化任务的员工团队合作，例如研发部门的员工。他们知道自己的工作，最好让他们去做，前提是他们已经一起证明了自己的效率，并且之前做出了正确的决定，采取了负责任的行动。

The leadership style adopted by Philip Knight was mostly the genuine/laissez-fair style of leadership. Many of the employees had matured by his side through the years, he had given his managers the freedom to make their own decisions and this had been proved efficient for Nike.

菲利普·奈特采用的领导风格大多是真正的/放任的领导风格。多年来，许多员工都在他身边成熟起来，他给了经理们自己做决定的自由，这对耐克来说是有效的。

The structure of the Organization 本组织的结构

The organizational structure is the formal system of task and reporting relationships that controls, coordinates and motivates employees so that they can cooperate to achieve the organization’s goals. Structure enables the organization to apply the process of management and creates a hierarchy of command which makes it clear for employees to identify their roles and tasks they are responsible for within each department. In small organizations there is less complexity than in larger ones, therefore the need for a structure increases with the size of the organization. Drucker argues that good organizational structures do not always lead to good performance but a bad organizational structure makes good performance an impossibility, regardless of how good the employees are.

组织结构是任务和报告关系的正式系统，它控制、协调和激励员工，使他们能够合作实现组织的目标。结构使组织能够应用管理过程，并创建一个命令层次结构，使员工能够清楚地确定他们在每个部门中的角色和任务。小型组织的复杂性比大型组织低，因此对结构的需求随着组织的规模而增加。德鲁克认为，好的组织结构并不总是能带来好的绩效，但糟糕的组织结构使好的绩效成为不可能，无论员工有多优秀。

The manager’s obligation is to create an organizational structure and culture that motivates employees to work hard and develop themselves and allows groups to cooperate effectively.

经理的义务是创建一种组织结构和文化，激励员工努力工作，发展自己，并允许团队有效合作。

Large organizations are increasingly marginalizing the role of their founders. The founders of both Yahoo & Dell have been replaced by professional managers at the shareholders demand.

大型组织越来越边缘化其创始人的作用。根据股东的要求，雅虎和戴尔的创始人都已被专业经理人取代。

An organization can be split into several divisions such as production, marketing, finance, R&D etc.

一个组织可以分为几个部门，如生产、营销、财务、研发等。

According to Wall (2004) there are five organizational structures, these include: international division structure, international geographic/regional structure, international product structure, international functional structure, matrix or mixed structure.

根据Wall（2004），有五种组织结构，包括：国际分工结构、国际地理/区域结构、国际产品结构、国际功能结构、矩阵或混合结构。

Philip Knight used the Matrix structure. This brings together the functional, geographical and product structures and combines them in an attempt to meet the needs of a specific activity or project. Once that activity or project is completed, the ‘team’ is often disbanded and return to their original position within the divisional or other structures of the organization. Employees report to different bosses in different departments to accomplish the different tasks.

菲利普·奈特使用了矩阵结构。这将功能、地理和产品结构结合在一起，并将它们结合起来，试图满足特定活动或项目的需求。一旦该活动或项目完成，“团队”通常会解散，并返回其在部门或组织其他结构中的原始位置。员工向不同部门的不同老板报告，以完成不同的任务。

Change Management 变更管理

Management of change theories have been conceptualized to answer how successful change can happen within an organization. It refers to changes in the work environment that necessitates the workforce to make certain adaptations to way they are used to working. The ability of an organization to adapt to change is crucial for successful organizations such as Nike, if not properly implemented the company could face huge difficulties. In order to implement change effectively, barriers such as resistance to change must be successfully removed. The need for organizations to adapt has become vital to their survival, however individuals or groups in different departments have different opinions of how tasks should be carried out therefore a common vision must be shared by all in order for the change to be successful, this can be very time consuming.

变革管理理论已经被概念化，以回答如何在组织内成功地发生变革。它指的是工作环境的变化，需要员工对他们习惯的工作方式做出某些调整。一个组织适应变化的能力对于像耐克这样成功的组织来说至关重要，如果不能正确实施，公司可能会面临巨大的困难。为了有效地实施变革，必须成功地消除诸如抵制变革等障碍。组织适应的需求对其生存至关重要，然而，不同部门的个人或团体对如何执行任务有不同的意见，因此，为了使变革取得成功，所有人都必须共享一个共同的愿景，这可能非常耗时。

Organisational Change Management issues are often under-estimated or ignored entirely. In fact, people issues collectively account for the majority of project failures.

组织变革管理问题往往被低估或完全忽视。事实上，人的问题共同占了项目失败的大部分。

This survey by KPMG looked at disastrous projects. One of the questions asked for the prime cause of the failure of change implementation.

毕马威会计师事务所的这项调查着眼于灾难性项目。其中一个问题是关于变革实施失败的主要原因。

Although the result did not state “people” as the cause, it is interesting to note that many of the causes were to do with the behaviour and skills of the participants. Arguably all but the “technical issues” were related to the capabilities, attitudes and behaviour of people.

尽管结果没有说明“人”是原因，但值得注意的是，许多原因与参与者的行为和技能有关。可以说，除了“技术问题”之外，其他所有问题都与人们的能力、态度和行为有关。

Lewin’s Three Step Model

勒温的三步模型

Lewin (1951) introduced the three step model for successful change management. The first step in the process is called unfreezing the situation.

Lewin（1951）介绍了成功的变革管理的三步模型。这个过程的第一步叫做解冻局势。

Unfreezing 解冻

Unfreezing is necessary to overcome individual resistance and group conformity. This can be achieved in three ways. Firstly by increasing the driving forces that direct behaviour away from the situation. Secondly, by decreasing the restraining forces that negatively affect the change. Lastly by finding a combination of the first two methods. These steps can include activities such as motivating the employees by preparing them for the change, encouraging and reassuring them of the need for change and make the employees contribute to the change process by helping identify problems and brainstorming solutions.

解冻对于克服个体阻力和群体一致性是必要的。这可以通过三种方式实现。首先，通过增加引导行为远离局势的驱动力。其次，通过减少对变化产生负面影响的约束力。最后，找到前两种方法的组合。这些步骤可以包括一些活动，如通过让员工为变革做好准备来激励他们，鼓励和安抚他们对变革的需求，并通过帮助识别问题和集思广益的解决方案，让员工为改革进程做出贡献。

Movement 移动

The second step of Lewin’s model for change is movement. This transformational process is made up of convincing the employees to agree that the current situation is not beneficial to them and encourage them to look at the problem from another perspective. The employees should know what the change is actually for, most resist because they are not aware why the change is taking place or needed.

勒温变革模型的第二步是运动。这个转变过程包括说服员工同意当前的情况对他们不利，并鼓励他们从另一个角度看待问题。员工应该知道变革的实际目的，大多数人抵制变革，因为他们不知道为什么要进行变革或需要变革。

Refreezing 重新冷冻

The third step is refreezing, this must take place after the change has been implemented in order for it to be sustainable, otherwise employees can revert back to their old behaviours. This step stabilizes both the driving and the restraining forces. This can be accomplished through the introduction of procedures for the employees. This would also help new employees will find it easier to fit in with the organization.

第三步是重新冻结，这必须在变革实施后进行，以使其可持续，否则员工可能会恢复到以前的行为。此步骤可稳定驱动力和约束力。这可以通过为员工引入程序来实现。这也将有助于新员工更容易融入组织。

Lippitt’s Phases of Change Theory

李比特的变化阶段理论

Lippitt, Watson and Westley (1958) extended Lewin’s three step model to include seven steps. This focused more on the role and responsibility of the change agent than on the evolution of the change itself.

Lippitt、Watson和Westley（1958）将Lewin的三步模型扩展为包括七步。这更多地关注变革推动者的作用和责任，而不是变革本身的演变。

Lippitt’s seven steps

李比特的七步

Diagnosis of the problem

问题的诊断

Assessing the motivation and capacity for change

评估变革的动机和能力

Assessing the resources and motivation of the change agent. This includes the change agent’s commitment to change, power and stamina.

评估变革推动者的资源和动机。这包括变革推动者对变革的承诺、力量和毅力。

Choosing progressive change objects. Action plans and developed and strategies established.

选择渐进式更改对象。制定了行动计划和战略。

The roles of the change agents should be chosen and clearly understood by all employees so that the outcomes and expectations are clear.

所有员工都应该选择并清楚地理解变革推动者的角色，以便明确结果和期望。

Maintaining the change. Communication, feedback and group coordination are necessary elements.

保持更改。沟通、反馈和小组协调是必要的要素。

Gradually terminate from the helping relationship. The change agent should gradually withdraw from their role over time. This will happen when the change becomes part of the organizational culture (Lippitt, Watson and Westley 1958-1959).

逐渐终止帮助关系。随着时间的推移，变革推动者应该逐渐退出他们的角色。当变革成为组织文化的一部分时，就会发生这种情况（Lippitt，Watson和Westley，1958-1959）。

Lewin’s model is rational and goal oriented. It is however limited because it does not take into account personal factors such as human feelings that can affect the change process. Lippitt’s Phases of Change is an extension of Lewin’s Three-Step Theory. The focus is on the change agent rather than the change itself. Lewin analyses the forces that impacts change.

勒温的模型是理性的、目标导向的。然而，它是有限的，因为它没有考虑到个人因素，如可能影响变化过程的人类情感。李比特的变化阶段是勒温三步理论的延伸。重点是变革的推动者，而不是变革本身。勒温分析了影响变革的力量。

Activities Contributing to Effective Change Management. 有助于有效变革管理的活动。

Cummings and Worley (2008) have identified the following activities contributing to effective change management.

Cummings和Worley（2008）确定了以下有助于有效变革管理的活动。

Motivating change is the phase in the successful implementation of change. Motivation is vital because changing from the ‘norm’ is regarded as a daunting experience. Employees feel their future in the organization is uncertain. They must feel that the change is necessary, this way they will understand they are part of the change process and help this occur.

激励变革是成功实施变革的阶段。动机是至关重要的，因为改变“常态”被视为一种令人生畏的经历。员工们觉得他们在组织中的未来是不确定的。他们必须觉得变革是必要的，这样他们就会明白自己是变革过程的一部分，并帮助变革发生。

Creating a vision is the second phase. This is done by the leader and provides a common goal for all employees, allowing them to understand what the change is for and how it will benefit the entire organization.

创建愿景是第二阶段。这是由领导者完成的，并为所有员工提供了一个共同的目标，让他们了解变革的目的以及它将如何使整个组织受益。

Develop political support. Organizations are made up of powerful individuals and groups that can either block or promote change. Individuals within the organization have different interests, opinions and concerns about how the change may affect their positions and levels of authority within their groups. Leaders and change agents need to gain their support to implement changes.

发展政治支持。组织由强大的个人和团体组成，他们可以阻止或促进变革。组织中的个人对这一变化可能如何影响他们在团队中的地位和权力水平有不同的兴趣、意见和担忧。领导者和变革推动者需要获得他们的支持才能实施变革。

The fourth phase is managing the transition, this is moving from the current state to the future state. This is not an instant process, it needs the organization to discover how to proceed with the implementation of change in to reach the goal. This is done through the planning of special management structures for operating the organization during the transition.

第四阶段是管理过渡，即从当前状态过渡到未来状态。这不是一个即时的过程，它需要组织发现如何继续实施变革以达到目标。这是通过规划过渡期间组织运作的特殊管理结构来实现的。

Sustaining the momentum is the final stage. When the changes are implemented there must be a continued focus in maintaining them. This phase is the equivalent of Lewin’s refreezing. The employees might return to their previous behaviours if the changes are not sustained.

保持势头是最后阶段。在实施变更时，必须持续关注维护这些变更。这一阶段相当于勒温的重新冻结。如果这些变化不能持续下去，员工可能会恢复到以前的行为。

Resistance to Change 变革阻力

Resistance to change is what individuals or groups do when they perceive that a change that might occur is a threat. The risk of change is seen as greater than the risk of standing still.

当个人或团体意识到可能发生的变化是一种威胁时，他们会对变化产生抵制。人们认为，变革的风险大于停滞不前的风险。

Employees resist change because they have to learn something new. In many case there is not a disagreement with the benefits of the new process, but rather a fear of the unknown future and about their ability to adapt to it. People are reluctant to leave the familiar behind. We are all suspicious about the unfamiliar, we are naturally concerned about how we will get from the old to the new, especially if it involves learning something new and risking failure. Resistance to change is defined as the fear that one will not be able to develop new skills and behaviours that are required in the new working environment. According to Kotter & Schlesinger (1979), if an employee has a low tolerance for change, the increased uncertainty that arises as a result of having to perform their job differently would likely cause a resistance to the new way of doing things. An employee may understand that a change is needed, but may be emotionally unable to make the transition and resist for reasons they may not consciously understand.

员工抵制变革，因为他们必须学习新东西。在许多情况下，人们并不认同新流程的好处，而是对未知的未来以及他们适应未来的能力感到恐惧。人们不愿意把熟悉的东西抛在身后。我们都对不熟悉的事物持怀疑态度，我们自然会担心我们将如何从旧事物走向新事物，尤其是当它涉及到学习新事物并冒着失败的风险时。对变革的抵制被定义为担心自己无法在新的工作环境中发展出所需的新技能和行为。根据Kotter&Schlesinger（1979）的说法，如果员工对变革的容忍度较低，那么由于必须以不同的方式履行职责而产生的不确定性增加，可能会导致对新的做事方式的抵制。员工可能理解需要改变，但可能在情感上无法做出转变，并因他们可能没有意识到的原因而抗拒。

Resistance can be positive in certain situations. Managers see resistance as negative and the employees who resist are regarded as disobedient and obstacles the organization must overcome in order to implement the changes. However, employee resistance can play a positive role in organizational change. Constructive criticism and debate can produce better understanding as well as additional options and solutions. de Jager (2001) claims, “the idea that anyone who questions the need for change has an attitude problem is simply wrong, not only because it discounts past achievements, but also because it makes us vulnerable to indiscriminate and ill-advised change’.

在某些情况下，阻力可能是积极的。管理者认为抵制是负面的，抵制的员工被视为不听话，组织必须克服障碍才能实施变革。然而，员工抵抗力可以在组织变革中发挥积极作用。建设性的批评和辩论可以产生更好的理解以及更多的选择和解决方案。de Jager（2001）声称，“任何质疑变革必要性的人都有态度问题的想法是完全错误的，不仅因为它低估了过去的成就，还因为它使我们容易受到不分青红皂白和不明智的变革的影响”。

Overcoming Resistance to Change 变革阻力的克服

Kotter and Schlesinger (1979) set out six approaches to deal with resistance to change.

Kotter和Schlesinger（1979）提出了六种应对变革阻力的方法。

Education and Communication are essential. One of the best ways to overcome resistance to change is to educate people about the change effort beforehand. Up-front, honest communication and education helps employees see the logic in the change effort, this reduces unfounded and incorrect assumptions and rumours concerning the effects of change in the organization.

教育和沟通是必不可少的。克服变革阻力的最好方法之一是事先教育人们变革的努力。在前面，诚实的沟通和教育有助于员工了解变革努力的逻辑，从而减少关于组织变革影响的毫无根据和不正确的假设和谣言。

Participation and Involvement of employees. Where the initiators do not have all the information they need to design the change and where others have considerable power to resist. When employees are involved in the change effort they are more likely to approve change than resist it.

员工的参与和参与。发起人没有设计变更所需的所有信息，而其他人有相当大的抵抗力。当员工参与变革时，他们更有可能批准变革，而不是抵制变革。

Facilitation and Support is important as employees may have adjustment problems, by the managers being supportive at difficult times they can avoid potential resistance. Managerial support helps employees deal with fear and anxiety during a transition period. Special training or counselling can help ensure the staff do not perceive the change as detrimental.

便利和支持很重要，因为员工可能会有调整问题，通过经理在困难时期给予支持，他们可以避免潜在的阻力。管理支持帮助员工在过渡期应对恐惧和焦虑。特别培训或咨询有助于确保工作人员不会认为这种变化是有害的。

Negotiation and Agreements help managers’ combat resistance through incentives to employees not to resist change. This can be done by allowing change resistors to veto elements of change that are threatening, or change resistors can be offered incentives to leave the company through early buyouts or retirements in order to avoid having to experience the change effort. This approach is appropriate if all else fails and those resisting change are in a position of power.

谈判和协议通过激励员工不抵制变革，帮助管理者对抗阻力。这可以通过允许变革抵制者否决具有威胁性的变革要素来实现，也可以通过提前收购或退休来激励变革抵制者离开公司，以避免不得不经历变革努力。如果其他一切都失败了，而那些抵制变革的人掌握了权力，那么这种方法是合适的。

Manipulation and Co-option can be used when other strategies do not work or are too expensive. Kotter and Schlesinger $date$&page number- suggest that: “an effective manipulation technique is to co-opt with resisters. Co-option involves the patronizing gesture in bringing a person into a change management planning group for appearances rather than their actual contribution. This often involves selecting leaders of the resisters to participate in the change effort. These leaders can be given a symbolic role in decision making without threatening the change effort. Still, if these leaders feel they are being tricked they are likely to push resistance even further than if they were never included in the change effort leadership.

当其他策略不起作用或过于昂贵时，可以使用操纵和共同选择。Kotter和Schlesinger$date$&页码-建议：“一种有效的操纵技巧是与抵制者合作。合作包括一种屈尊俯就的姿态，将一个人带到变革管理计划小组中露面，而不是他们的实际贡献。这通常包括选择抵制者的领导者参与变革努力。这些领导者可以获得在不威胁变革努力的情况下，在决策中发挥象征性作用。尽管如此，如果这些领导人觉得自己被欺骗了，他们很可能会比从未被纳入变革工作领导层的情况下更进一步地进行抵抗。

Lastly Jotter and Schlesinger argue Explicit and Implicit Coercion can be used. Where circumstances arise that speed is absolutely essential and to be used only as last resort. Managers can explicitly or implicitly force employees into accepting change by making clear that resisting change can lead to losing jobs, firing, transferring or not promoting employees.

最后，Jotter和Schlesinger认为显性胁迫和隐性胁迫是可以使用的。在出现情况的情况下，速度是绝对必要的，只能作为最后手段。管理者可以明确表示，抵制变革可能导致失业、解雇、调动或不提拔员工，从而明确或含蓄地迫使员工接受变革。

Conclusion 结论

In today’s fast paced world the ability to change and innovate is key to survival, the strategic recommendations have been made after thoroughly analysing Nike together with different approaches and strategies from several reputable academics. Change is unavoidable and it is human to resist unknown, however this research shows that with the right preparation and strategic systems in place it is possible to overcome and successfully implement changes which will lead to the organization developing in line with its vision and mission. The recommendations below will support the conclusions drawn from the above analysis and research.

在当今快节奏的世界中，改变和创新的能力是生存的关键，在深入分析耐克以及几位著名学者的不同方法和策略后，我们提出了战略建议。变革是不可避免的，人类也会抵制未知，但这项研究表明，有了正确的准备和战略体系，就有可能克服并成功实施变革，从而使组织按照其愿景和使命发展。以下建议将支持从上述分析和研究中得出的结论。

Recommendations 建议

On the basis of the above analysis I recommend Perez proceeds with the transformational strategy, while monitoring and revising it periodically.

在上述分析的基础上，我建议佩雷斯继续实施转型战略，同时定期对其进行监测和修订。

The change must start at the top. Philip Knight had his methods of running the business which have proved successful as received the backing of the employees. Though Perez is experienced he has a very different way of functioning, he cannot expect the employees to follow his lead from day one, he must also adapt to fit into the organization and gain the acceptance of the employees.

变革必须从顶层开始。菲利普·奈特（Philip Knight）经营企业的方法已被证明是成功的，并得到了员工的支持。尽管佩雷斯经验丰富，但他有着截然不同的运作方式，他不能指望员工从第一天起就听从他的领导，他还必须适应组织，并获得员工的认可。

Perez should familiarize himself with the organization; he must understand the current culture in order to devise a plan to change this. If he tries to bring about change too quickly this will most probably fail as Nike is an organization with a well founded ‘pop’ culture which developed over decades under Knight.

佩雷斯应该熟悉该组织；他必须了解当前的文化，才能制定出改变这种状况的计划。如果他试图过快地带来改变，这很可能会失败，因为耐克是一个拥有良好“流行”文化的组织，在奈特的领导下发展了几十年。

An operations team should be formed and meetings organized in which the requirements should be set-out to enable the employees to be involved, this increasing motivation and provide all stake holders with a sense of ownership of the transformational process.

应组建一个运营团队并组织会议，制定要求，使员工能够参与其中，这将增强动力，并为所有利益相关者提供转型过程的主人翁意识。

A feedback system needs to be created to help the employees feel more comfortable and know their views are taken into consideration. The transformation process must be transparent with the employees understanding and being involved in the transformation strategy. Adapting the culture successfully will be difficult as many of the employees have spent most of their careers working within Nike, it has become part of who they are, but getting all the employees on board will lessen the resistance to change. The feedback must be monitored, staff confidence levels should be monitored. When they show the first signs of losing faith their problems must rapidly be addressed.

需要建立一个反馈系统，帮助员工感觉更舒服，并知道他们的观点得到了考虑。转型过程必须透明，让员工理解并参与到转型战略中。成功地适应这种文化将是困难的，因为许多员工职业生涯的大部分时间都在耐克工作，这已经成为他们的一部分，但让所有员工都加入进来将减少对变革的抵制。必须监测反馈，并监测工作人员的信心水平。当他们表现出失去信心的最初迹象时，他们的问题必须迅速得到解决。

Training employees is essential; to encourage motivation, increase self awareness and productivity surrounding their new roles and responsibilities. This will also help sustain the transformation.

培训员工至关重要；以鼓励激励，提高自我意识和围绕新角色和职责的生产力。这也将有助于维持转型。

Perez must agree with Knight exactly what his role in the organization is. This will avoid any problems in the future running of the organization. The responsibilities of both, and the levels of authority must be clear and not overlapping. Founders are often difficult to replace, they see the organization as something they can intervene in whenever they want. This however has proven to be bad for business and has caused some catastrophic events. This has been done to many founders of huge organizations such as Michael Dell within the Dell organization. The founders of Yahoo, Jerry Yang and David Filo are no longer directly involved in the management of the organization. Jerry Yany the ex-CEO has now been given the title of Chief Yahoo and sits on the board. They were replaced by professional managers that the investors saw as more appropriate for the evolution of their organization. Removing Knight from the organization completely may be a difficult task however a clear agreement understood by both parties must be reached in order for Perez to be able to successfully take lead of Nike.

佩雷斯必须完全同意奈特在组织中的角色。这将避免在组织的未来运行中出现任何问题。两者的责任和权力级别必须明确，不得重叠。创始人往往很难被取代，他们认为组织是他们可以随时干预的东西。然而，事实证明，这对商业不利，并造成了一些灾难性事件。许多大型组织的创始人都是这样做的，比如戴尔组织内的迈克尔·戴尔。雅虎的创始人杨和费罗不再直接参与公司的管理。前首席执行官杰瑞·雅尼现在被授予雅虎首席执行官的头衔，并担任董事会成员。他们被投资者认为更适合其组织发展的专业经理所取代。将奈特从组织中彻底除名可能是一项艰巨的任务，但必须达成双方都理解的明确协议，佩雷斯才能成功领导耐克。

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