Paper代写范例：Models Of Strategic Change

Paper代写范例-战略变革模式。本文是一篇留学生paper写作范文，主要内容是讲述本单元是参考战略变革管理编写的。它提供了对战略变革模式的理解，使概念清晰明了。它提供了对理论的见解，使这个想法成为一个积极的概念，而不是消极的概念。变化并不总是消极的。它也为发展铺平了道路，但它经常被视为干扰日常生活的东西。下面就一起来看一下这篇Paper代写范例的具体内容。

This unit is written with reference to strategic change management. It gives an understanding of the models of strategic change making the concept clear. It gives an insight into the theories to make the idea a positive concept and not a negative one. Change is not always negative. It paves way for a development too but it is often taken as something that disturbs routine. It is difficult to do something other than the normal way but we do fail to accept the fact that a change can make things work better and whatever changes are made should have been decided after quite consideration. Change has become the normal way of life but success requires an organization to optimize and coordinate across the whole business. Understanding the different types of change that are required and the options available for management is a critical step in building the capacity to manage change within your organization.

本单元是参考战略变革管理编写的。它提供了对战略变革模式的理解，使概念清晰明了。它提供了对理论的见解，使这个想法成为一个积极的概念，而不是消极的概念。变化并不总是消极的。它也为发展铺平了道路，但它经常被视为干扰日常生活的东西。除了正常的方式之外，很难做其他事情，但我们确实不能接受这样一个事实，即改变可以让事情更好地进行，无论做出什么改变，都应该经过深思熟虑后做出决定。变革已经成为正常的生活方式，但成功需要一个组织在整个业务中进行优化和协调。了解所需的不同类型的更改和可供管理的选项是在组织内建立管理更改能力的关键一步。

Acknowledgements

I dedicate this assignment to my mother who worked hard all lifelong only for the upbringing of her daughters. She stood for us like the Rock Gibraltar in times of trouble. Being a single mother, she struggled hard sometimes even to feed us. Life has been too unkind to her but she never complained rather tried her best to give us a positive image of the world and the power to struggle and a ‘never say die’ attitude. I am indebted to her giving me life and the power to live it in a decent way.

TABLE OF CONTENTS PAGE NO.

Acknowledgements

Introduction

Task 1

Task 1.1 Discuss the models of strategic change

Task 1.2 Relevance of models of strategic change to organizations in the current economy

Task 1.3 Assess the value of using strategic intervention techniques

Task 2

Task 2.1 Examine the need for change in an organization

Task 2.2 Assess the factors that are driving the need for strategic change in an organization

Task 2.3 Assess the resource implications of the organization not responding to strategic change

Task 3

Task 3.1 Develop systems to involve stakeholders in the planning of change

Task 3.2 Develop a change management strategy with stakeholders

Task 3.3 Evaluate the systems used to involve stakeholders in the planning of change

Task 3.4 Create a strategy for managing resistance to change

Task 4

Task 4.1 Develop appropriate models for change

Task 4.2 Plan to implement a model for change

Task 4.3 Develop appropriate measures to monitor progress

Introduction

This unit helps would-be-managers to understand the nature of change and to cope with it. It gives an understanding about change and the ways to manage with it without disturbing the working of the organization. In this unit we have discussed the different definitions and models of change which have been given by thinkers in the past which helps in evaluating the relevance of models of strategic change to organizations in the current economy. As we proceed, we examine the need for change and assess the factors that are driving the need for it. Also, the resource implications are discussed which do not respond to strategic change. The theories given by Kotter, Prosci, Lewis and others are milestones of the research on change management. Their theories have helped in thorough understanding of change management. As the topic develops, it gives vital information on the reasons of change in markets, budget pressures, new technologies and other new programs such as TQM and re-engineering. All in all, the topic is an important resource on the factors and implications that bring change. Another unavoidable and inseparable resource of the organization is stakeholders of the company. The topic discusses about systems modelling, divergence and convergence and methods of involving them into organization. It is also quite obvious that change brings resistance; therefore this unit enables us to manage resistance giving a way to strategies such as communications, education, forums, etc.

The entire work gives a clear picture of change management. All a manager needs is to understand the criteria and manage with a difference on the guidelines of the researchers.

Task 1: Discuss the Models of Strategic Change

There are many theories about how to manage change. Most of the theories originate with leadership and change management guru, John Kotter who is a professor at Harvard Business School and world renowned change expert. The following eight steps in the change process are his contribution.

JOHN KOTTER: Eight steps to transforming an organization (Kotter.J, 1995)

Establishing a sense of urgency

Forming a powerful guiding coalition

Creating a vision

Communicating the vision

Empowering others to act on the vision

Planning and creating short term wins

Consolidating improvements and producing still more change

Institutionalising new approaches

Kotte’s research gave a whole new way to managing change.

A programme of planned change and improved performance developed by Lewin involves the management of a three-phase process of behaviour modification.

H:collegeimagesCAW3ZYXL.jpg

Lewin’s Change Management Model

Source: http://www.infed.org/thinkers/et-lewin.htm

Unfreeze- Reducing those forces which behaviour in its present form, recognition of the need for change and improvement to occur.

Movement – Development of new attitudes or behaviour and the implementation of change.

Refreezing – Stabilising change at the new level and reinforcement (Hardy 1996)

A new culture should be created within the organization such that managers look to change as an opportunity and adapt their business system to continuously emerging conditions. (Hussey 2000)

Prosci’s ADKAR

Effective change management demands five key goals to form the basic ADKAR model:

Awareness of the need to change

Desire to participate and support the change

Knowledge of how to change (and what change looks like)

Ability to implement the change on a day-to-day basis

Reinforcement to keep the change in place (Hiatt 2003)

http://www.change-management.com/tutorials/baseballhands.jpg

Prosci’s ADKAR

Source: http://techotoys.com/qwxDnJu0J/

Action Research

Action research refers to a way to look at one’s own work practically and check as he would like it to be. Because research is done by the person himself or the practitioner, it is called practitioner based research. It is also referred to as a form of self reflective practice because it involves the person himself and his own work. (Hardy 1999)

http://t3.gstatic.com/images?q=tbn:ANd9GcQcsVE4Cf5vBAswROm2rCiHEY7RlOeA6qasGK7xErfJZgmC-mlT5whttp://t3.gstatic.com/images?q=tbn:ANd9GcQcsVE4Cf5vBAswROm2rCiHEY7RlOeA6qasGK7xErfJZgmC-mlT5w http://www.llas.ac.uk/images/projects/action_research.gif

Action research

Source: http://www.llas.ac.uk/projects/2837

Task 1.2

Evaluate the relevance of models of strategic change to organizations in the current economy

Teambuilding Consensus

Strategic change models, as discussed above are the keys to success of any organization provided they are implemented in a sophisticated way. To achieve effective team decision making leadership, (Franzen 1994) describes Consensus Team Decision Making CTDM model which has three key pillars.

Maintain high conceptual level

Strive towards consensus

Manage the decision making process

Strategic interventions

Types of interventions selected for a project although depend on variety; they are highly concentrated in a project. Strategic interventions are useful in situations like

Rapid changes in the external environment

Rapid or stagnant sales

Increased competition

Rapid expansion of markets

Mergers and acquisitions (Lewin 2005)

Decision Making

Contingency Theory of Decision Making

Decision participative contingency theory or the Normative Decision Theory is a model which says that the efficiency of a decision procedure depends on a number of aspects of the situation: the importance of decision quality and acceptance; the quantity of relevant information possessed by the leader and subordinates. (Fiedler 1999)

In the autocratic style, the leader takes decisions without consulting others. (Lewin 2005)

The participative style leadership, also known as participative democratic leadership style does the job of creating and maintaining healthy relationships between the employees and their leaders.(Kotter 2007)

Proactive and Reactive (Whitehead 2006)

PROACTIVE

REACTIVE

Needs to have and use own answers

Understands the power of and uses team in solving problems

Makes decisions by self

Requests that team members make decisions

Pushes for results

Shares a vision so compelling the team wants to move towards it

Reacts to change

Foresees and influences change

Teaches team to expect direction

Teaches team to be self reliant

Focuses on finding and fixing problems

Focuses on achieving performance outcomes

Quick to punish on mistakes

Lets the team learn by errors

Task 1.3

Assess the value of using strategic intervention techniques in the organization

The most important asset of any organization is human resource and strategic intervention helps them to adjust with the changing strategies of the organization and understand it.(George 1999). At Sapphire Beauty Box, it is vital to have a peaceful mind and sound behaviour as this profession deals with direct clientele.

The method of strategic intervention assists the employees of Sapphire to find meanings to their life, discover what, and why they do and how to meet their needs in positive and negative ways which helps to promote sustainable change. (Hiatt 2006)

Human Process Interventions:

These are helpful in particular during change project in organizations where there are some combinations of many new employees, different cultures, working together, many conflicts, etc.

Activities: Coaching, counseling, delegating, group learning, virtual teams, etc. ( Hiatt and Creasey 2003)

Techno-structural Interventions:

These interventions are helpful in particular for rapid growth but few internal systems to sustain growth, many complaints from customers, etc.

Activities: Balanced scorecard, downsizing and out placing, ISO 9000, Six sigma, etc.(Kurt 2005)

Human Resource Management interventions:

These interventions are helpful in situations like establishment of new organizational goals, implementation of technology for a short time, low productivity, etc.

Activities: Staffing, evaluating performance, career development, employee wellness programme (George 1999)

鸣谢

我把这项任务献给我的母亲，她一生辛勤工作，只为抚养女儿。她像直布罗陀岩石一样在困难时期支持我们。作为一个单身母亲，她有时甚至很难养活我们。生活对她太不友善了，但她从不抱怨，而是尽力给我们一个积极的世界形象、奋斗的力量和“永不言败”的态度。我感谢她给了我生命和以体面的方式生活的力量。

目录页码。

鸣谢

介绍

任务1

任务1.1讨论战略变革的模式

任务1.2战略变革模式与当前经济中各组织的相关性

任务1.3评估使用战略干预技术的价值

任务2

任务2.1检查组织变革的必要性

任务2.2评估推动组织战略变革需求的因素

任务2.3评估组织未对战略变化作出反应的资源影响

任务3

任务3.1开发系统，让利益相关者参与变革规划

任务3.2与利益相关者一起制定变革管理战略

任务3.3评估用于让利益相关者参与变革规划的系统

任务3.4制定应对变革阻力的策略

任务4

任务4.1制定适当的变革模型

任务4.2计划实施变革模式

任务4.3制定适当措施监测进展情况

介绍

本单元有助于管理者了解变革的性质并应对变革。它了解变革以及在不干扰组织工作的情况下管理变革的方法。在本单元中，我们讨论了思想家过去给出的不同的变革定义和模型，这有助于评估战略变革模型与当前经济中组织的相关性。在我们进行的过程中，我们审查了变革的必要性，并评估了推动变革的因素。此外，我们还讨论了对战略变革没有反应的资源影响。Kotter、Prosci、Lewis等人的理论是变革管理研究的里程碑。他们的理论有助于深入理解变革管理。随着主题的发展，它提供了关于市场变化原因、预算压力、新技术和其他新项目（如全面质量管理和重新设计）的重要信息。总之，该主题是关于带来变化的因素和影响的重要资源。组织的另一个不可避免且不可分割的资源是公司的利益相关者。该主题讨论了系统建模、发散和收敛以及将它们纳入组织的方法。同样显而易见的是，变化会带来阻力；因此，这个单元使我们能够管理阻力，从而为传播、教育、论坛等策略提供途径。

整个工作为变革管理提供了一个清晰的画面。管理者所需要的只是理解标准，并根据研究人员的指导方针进行管理。

任务1：讨论战略变革的模式

关于如何管理变革，有很多理论。大多数理论都源于领导力和变革管理大师约翰·科特，他是哈佛商学院教授和世界著名的变革专家。以下是他在变革过程中的八个步骤。

约翰·科特：转变一个组织的八个步骤（科特J，1995）

建立紧迫感

形成强大的指导联盟

创造愿景

传达愿景

授权他人按照愿景行事

规划和创造短期胜利

整合改进并产生更多变化

将新方法制度化

科特的研究为管理变革提供了一种全新的方法。

Lewin制定的一项计划变革和改善绩效的计划涉及行为矫正的三阶段过程的管理。

H： collegeimagesCAW3ZYXL.jpg

勒温的变革管理模型

来源http://www.infed.org/thinkers/et-lewin.htm

解冻-减少那些以目前形式表现的力量，认识到需要进行变革和改进。

运动——发展新的态度或行为并实施变革。

重新冻结——在新的水平上稳定变化并加强（Hardy 1996）

应在组织内创建一种新的文化，使管理者将变革视为一种机会，并使其业务系统适应不断出现的条件。（Hussey 2000）

Prosci的ADKAR

有效的变革管理需要五个关键目标来形成基本的ADKAR模型：

意识到需要改变

希望参与并支持变革

了解如何改变（以及改变的样子）

能够每天实施变革

加强以保持变革（Hiatt 2003）

http://www.change-management.com/tutorials/baseballhands.jpg

Prosci的ADKAR

来源http://techotoys.com/qwxDnJu0J/

行动研究

行动研究是指实际看待自己的工作并按照自己的意愿进行检查的一种方式。因为研究是由个人自己或从业者进行的，所以它被称为基于从业者的研究。它也被称为一种自我反思的实践形式，因为它涉及个人本身和他自己的工作。（哈迪1999）

http://t3.gstatic.com/images?q=tbn:ANd9GcQcsVE4Cf5vBAswROm2rCiHEY7RlOeA6qasGK7xErfJZgmC-mlT5whttp://t3.gstatic.com/images?q=tbn:ANd9GcQcsVE4Cf5vBAswROm2rCiHEY7RlOeA6qasGK7xErfJZgmC-mlT5whttp://www.llas.ac.uk/images/projects/action_research.gif

行动研究

来源http://www.llas.ac.uk/projects/2837

任务1.2

评估当前经济中战略变革模型与组织的相关性

团队建设共识

如上所述，战略变革模型是任何组织成功的关键，只要它们以复杂的方式实施。为了实现有效的团队决策领导力，（Franzen 1994）描述了共识团队决策CTDM模型，该模型有三个关键支柱。

保持高概念水平

努力达成共识

管理决策过程

战略干预

为项目选择的干预措施类型虽然取决于多样性；他们高度集中在一个项目中。战略干预措施在以下情况下很有用

外部环境的快速变化

销售快速或停滞

竞争加剧

市场快速扩张

并购（Lewin 2005）

决策

决策的偶然性理论

决策参与偶然性理论或规范决策理论是一种模型，它认为决策程序的效率取决于情况的多个方面：决策质量和可接受性的重要性；领导和下属掌握的相关信息的数量。（Fiedler 1999）

在专制风格中，领导人在不征求他人意见的情况下做出决定。（Lewin 2005）

参与式领导，也称为参与式民主领导，致力于在员工和领导之间建立和维护健康的关系。（科特，2007年）

主动和被动（Whitehead 2006）

积极主动

反应的

需要拥有并使用自己的答案

了解团队的力量并利用团队解决问题

自己做决定

要求团队成员做出决定

推动结果

分享一个令人信服的愿景，团队希望朝着这个愿景前进

对变化的反应

预见和影响变化

教导团队期望方向

教导团队自力更生

专注于发现和解决问题

专注于实现绩效成果

快速惩罚错误

让团队从错误中学习

任务1.3

评估在组织中使用战略干预技术的价值

任何组织最重要的资产是人力资源，战略干预有助于他们适应组织不断变化的战略并理解它。（George 1999）。在Sapphire Beauty Box，这一职业与直接客户打交道时，拥有平静的心态和良好的行为至关重要。

战略干预的方法有助于Sapphire的员工找到他们生活的意义，发现他们做什么，为什么做，以及如何以积极和消极的方式满足他们的需求，这有助于促进可持续的变革。（Hiatt 2006）

人因过程干预：

这些在组织的变革项目中尤其有用，因为组织中有许多新员工、不同文化、共同工作、许多冲突等的组合。

活动：辅导、咨询、委派、小组学习、虚拟团队等（Hiatt和Creasey，2003年）

技术结构干预：

这些干预措施尤其有助于快速增长，但维持增长的内部系统很少，客户抱怨很多，等等。

活动：平衡记分卡、裁员和裁员、ISO9000、六西格玛等（Kurt 2005）

人力资源管理干预措施：

这些干预措施在建立新的组织目标、技术实施时间短、生产力低等情况下都很有帮助。

活动：人员配备、绩效评估、职业发展、员工健康计划（George 1999）

Task 2.1

Examine the need for strategic change in the chosen organization

Reasons for change

Change in market: The United Kingdom is going through recession and there has been recession and the CPI annual inflation has rose to 3.3%. (London Business Times 2009). There has been increase in prices, job loss, bankruptcy and what not. Every business has gone through losses and needs to cover up their expenses. (Fiedler 1999). At this point of time, Sapphire needs to change accordingly to ease customers at their purse and still keep them coming.

Economic downturns: Due to price rise, the raw material needed at the store is also become expensive. It is important to cover the costs by bringing about change in the organization. (Paul 1996)

Customer Expectations: There is a very hard competition in the market especially in the beauty field. Customers get attracted to offers and it is not easy to get their confidence. To invest into customers, It is important to change the strategies accordingly. (Kotter and Cohen 2002)

Competitive Edge: Competition is healthy but can be fatal if the strategies become too monotonous and outdated. There is need for change to face competition. (Kotter 1995) Sapphire needs to be updated with products and material being used by competitors and try to do better than other turning the tables towards them. (Kotter 2007)

Mergers: The merger of the organization with another can lead to change in strategy as the new staff can have better ideas and plans to make the company a success. (Paul 1996). If Sapphire merges with another company to make it a success, it may have to revise the ways to do things.

Change in mission: If the mission of the company changes, obviously there has to be a different strategy to deal with it. The mission of Sapphire is to fight ageing and make people look beautiful but now the market demands more of stress releasing treatments. So Sapphire needs to rethink about its strategy. (Franzen and Hardaker 1999)

Task 2.2

Assess the factors that are driving the need for strategic change in an organization

The Shifting Economy – The economy is so very changing and dynamic. Due to the unpredictability of it, the organization is in constant need of change in the strategy and economic plan. This is more prevalent since recession

Environmental factors – There are certain environmental changes that have an effect on the production and sales. These changes are to be monitored and the demand of change arises.

Financial pressure – There occur financial pressures on the organizations, in order to meet deadlines and targets. In order to handle finances, there has to be a change in finance plans. This is where the need for change management occurs.

Technological advances – There has been drastic change in production, marketing, outsourcing and other fields due to technology. The organization needs upgrading and has to keep in pace with the technological advances to succeed in its mission and make way for growth. Keeping in mind the factors discussed above, there is a need for change.

Funding cuts – With the recession in the economy, the company has cut down on costs and funds. There is need for change in financial strategy to keep the balance.

Competition – Competition is a healthy asset for any business. To keep up to the standards and do better than others is very important, hence it is vital to keep a watch at what others are doing and bring change in the company accordingly.

Task 2.3

Assess the resource implications of the organization not responding to strategic change

Restructuring of HR- If the company does not respond to the changes as discussed above, it may have to face severe consequences and lose in the process. The organization will have to restructure the HR making way for a new beginning. There have to be leaders chosen again and staff employed for the smooth working of the company.

Interview and hire of new employees – Interviewing and hiring of new staff will have to be done which is a time consuming and costly process for any business.

Redundancies – The organization will have redundancies if proper steps for the change are not taken in time. This will affect the working and time management of the strategy of work.

Training – Training is another costly and time taking process. It takes a lot to train the employees and bear the costs. If the need for strategic change is understood, there is no need for the organization to bear costs or losses.

ire

Task 3.1

Develop systems to involve stakeholders in the planning of change in the chosen organization

A stakeholder is one who has something to gain or lose through the outcomes of a planning process or project. These are also called interest groups and can have a strong bearing on the outcomes of political processes. It is useful for research projects to identify and analyse the needs and concerns of different stakeholders, particularly when these projects have an effect on policy

任务2.1

检查所选组织的战略变革需求

变更原因

市场变化：英国正在经历经济衰退，出现了经济衰退，CPI年通胀率已升至3.3%。（2009年《伦敦商业时报》）。物价上涨、失业、破产等等。每家企业都经历了亏损，需要弥补开支。（Fiedler 1999）。在这个时候，Sapphire需要做出相应的改变，让客户放心，并让他们继续光顾。

经济衰退：由于价格上涨，商店所需的原材料也变得昂贵。通过改变组织来弥补成本是很重要的。（保罗，1996年）

客户期望：市场竞争非常激烈，尤其是在美容领域。客户会被优惠所吸引，要获得他们的信心并不容易。要对客户进行投资，重要的是要相应地改变策略。（科特和科恩，2002年）

竞争优势：竞争是健康的，但如果策略变得过于单调和过时，竞争可能是致命的。面对竞争需要变革。（Kotter 1995）Sapphire需要更新竞争对手使用的产品和材料，并努力做得比其他人更好。（科特，2007年）

合并：一个组织与另一个组织的合并可能会导致战略的改变，因为新员工可以有更好的想法和计划来使公司取得成功。（保罗，1996年）。如果Sapphire与另一家公司合并以取得成功，它可能不得不修改做事方式。

使命的变化：如果公司的使命发生变化，显然必须采取不同的策略来应对。Sapphire的使命是对抗衰老，让人们看起来美丽，但现在市场需要更多的压力释放治疗。因此Sapphire需要重新思考其战略。（Franzen和Hardaker 1999）

任务2.2

评估推动组织战略变革需求的因素

不断变化的经济——经济是如此的变化和充满活力。由于其不可预测性，组织不断需要改变战略和经济计划。自经济衰退以来，这种情况更为普遍

环境因素——某些环境变化会对生产和销售产生影响。这些变化将受到监测，并产生变化需求。

财务压力——为了达到最后期限和目标，组织面临财务压力。为了处理财务问题，必须改变财务计划。这就是变革管理的需求所在。

技术进步——由于技术的原因，生产、营销、外包和其他领域发生了巨大变化。该组织需要升级，必须跟上技术进步的步伐，才能成功完成任务并为发展让路。考虑到上述因素，有必要作出改变。

资金削减——随着经济衰退，该公司削减了成本和资金。需要改变财务战略以保持平衡。

竞争——竞争是任何企业的健康资产。保持标准并比他人做得更好是非常重要的，因此，关注他人的所作所为并相应地改变公司是至关重要的。

任务2.3

评估组织未对战略变化做出回应的资源影响

人力资源重组-如果公司没有对上述变化做出回应，可能会面临严重后果，并在这一过程中遭受损失。组织将不得不重组人力资源，为新的开始让路。为了公司的顺利运作，必须重新挑选领导人并雇佣员工。

面试和雇佣新员工——必须进行面试和雇用新员工，这对任何企业来说都是一个耗时且成本高昂的过程。

裁员——如果不及时采取适当的变革措施，组织将裁员。这将影响工作和时间管理的工作策略。

培训——培训是另一个成本高昂且耗时的过程。培训员工和承担成本需要花费很多时间。如果理解了战略变革的必要性，组织就没有必要承担成本或损失。

怒火

任务3.1

开发系统，让利益相关者参与所选组织的变革规划

利益相关者是指通过规划过程或项目的结果获得或失去一些东西的人。这些也被称为利益集团，对政治进程的结果有很大影响。研究项目有助于确定和分析不同利益攸关方的需求和关切，特别是当这些项目对政策产生影响时

Input-output transformation model

Operations management transforms inputs (labour, capital, equipment, land, buildings, materials and information) into outputs (goods and services) that provide added value to customers. Transformation System is the critical element in the model that determines how well the company produces goods and services that meet consumer needs. It does not matter whether the organization is a for-profit company, a non-profit organization (religious organizations, hospitals, etc.), or a government agency; all organizations must strive to maximize the quality of their transformation processes to meet customer needs.

Steps Involved

Step 1: Clarify the research or policy change objective (Problem Tree Analysis or objectives analysis might help with this.)

Stap 2: Identify all the stakeholders or interest groups associated with this objective, problem or issue. Stakeholders can be organizations, groups, departments, structures, networks or individuals.

Stakeholder table

http://www.odi.org.uk/resources/details.asp?id=5257&title=stakeholder-analysis

Step 3: Using the grid organise the stakeholders in different matrices according to their interest and power. ‘Interest’ measures to what degree they may to be affected by the research project. ‘Power’ measures the influence they have over the project or policy, and to what degree they can help achieve, or block, the desired change.

The Cultural Web

CulturalWeb

The Cultural Web

http://www.mindtools.com/pages/article/newSTR_90.htm

The Cultural Web identifies six interrelated elements Johnson and Scholes (2002) call it the “paradigm” – the pattern or model – of the work environment. By analyzing the factors in each, you can begin to see what is working, what isn’t working, and what needs to be changed. The six elements are:

The past events and people talked about inside and outside the company. Who and what the company chooses to celebrate say a great deal about what it values, and perceives as great behaviour.

The daily behaviour and actions of people that indicate acceptable behaviour. This determines what is expected to happen in given situations, and what is valued by management.

The visual representations of the company including logos, how exquisite the offices are, and the dress codes.

Multiple Cause Diagrams

http://t1.gstatic.com/images?q=tbn:ANd9GcSdVRFuXnr_B3dlTLYyaZepQmDbF-NMDoz5q0TClaUYPXfxVGPV&t=1

Multiple cause diagrams

http://ilearn.cto.int/login/index.php

Multiple cause diagrams are a way of using interconnectedness to shape up a complex situation.

They represent both adequate and casual cause without making a distinction between them.

This system is pictured as an interconnected group of events or effects to cause an effect as a purpose. Sometimes, if the input cause is removed, the output cause continues to happen, may be because feedback loops are present or other causes drive the effect.

Influencing skills

The careless reception of authority is becoming increasingly less common in the world. To get things done, it is better to rely on commitment rather than authority. For example, gaining co-operation from other departments.

Task 3.2

Develop a change management strategy with stakeholders in the chosen organization

Developing a winning strategy is messier than textbooks suggest. Most insights that are important for formulating strategies rest in the heads of operating managers. (Kotter 2007)

The Stakeholder Circle

This is designed to put stakeholders on the ‘project management radar’. It is a proven method supported by a tough, easy to use tool that guides us through five easy steps namely:

Identify your projects stakeholders and understand their needs

Prioritize the stakeholders on the basis of power, proximity and urgency.

Visualize the key stakeholders using the Stakeholder Circle.

Engage with the stakeholders by building and implementing an effective communication

plan.

Monitor changes as you update and review your stakeholders at key points in the project.

Public Hearings: There can be events where stakeholders are allowed to give evidence or question general public authorities about decisions.

Public hearings: Regulated, formal arrangements for times and places at which members of the general public and other types of stakeholders can give evidence or question public authorities about decisions.

Deliberative Polling: This collects views when people are introduced to the issue and think about it. It also includes a feedback session.

Task 3.3

Evaluate the systems used to involve stakeholders in the planning of change in the chosen organization

The stakeholder model is helpful in explaining the rules of the economic game and the link between stakeholder value and competitive advantage. The stakeholder strategy plan guides us on how to interact and communicate with each stakeholder during different stages of a project. It also helps to define who should participate, in what ways and on what level of the project. It gives thorough knowledge of the matter and suits best to most organizations. Other ways such as polling, seminars and workshops are also perfect ways to handle change in a proper manner.

Task 3.4

Create a strategy for managing resistance to change in the chosen organization

Selective Perception: People’s self interpretation of stimuli presents a unique image of the real world and results in selective perception. This leads to biased view of the situation that fits into the perception of reality.

Habit: People are used to the same way of doing things which makes a habit. It becomes serves as a source of comfort. Bringing about change brings resistance.

Loss of Freedom: If the change is seen as an inconvenience, it reduces freedom of action or results in increased control, there will be resistance.

Direct vs Indirect

There is staff that may resist directly and others that may be indirect in resistance. Direct resistance is to oppose in a direct manner and fighting straight but indirect resistance is to show resistance by making excuses such as resigning.

Task 4.1

Develop appropriate models for change in the chosen organization that will reflect their circumstances

The best model for change that applies to Sapphire Beauty Box is Prosci’s Five Building Blocks change management model which includes the ADKAR

The first thing Sapphire needs is the Awareness of the need for change. If the need for change is understood, half the job is done. Planned communication is essential for understanding. Sapphire needs change as there is a need for it.

Next is the Desire to participate and help the change. The employees of Sapphire need to make a personal decision to support the change and sustain it too. The CEO announced incentives for individuals creating a desire to be a part of the change.

The third building block is providing Knowledge. Sapphire held a seminar for imparting awareness for change, how to undergo change and how to implement it. Prosci (2003) suggested forums and mentoring for knowledge of change.

Ability to implement required skills and behavior is another building block of the ADKAR model. It is the difference between theory and practice. Once knowledge is imparted on change, the performance of the individual needs to be supported. Sapphire can do this by practice, coaching and feedback.

Lat, but not the least comes Reinforcement. It is the final and essential stage of the model where efforts to sustain the change is accentuated. It is to be ensured that changes stay in place and individuals do not revert to old ways. The ways to do it are positive feedback, recognition, rewarding, etc. Sapphire makes it a point to take feedback of the customers as well as the employees to keep both sides balanced. There is a ‘Best Employee of the Month’ award scheme at Sapphire Beauty Box which inspires employees to do their best.

http://www.change-management.com/tutorials/ADKAR-clip_image002.gif

Prosci’s Change Management Model

http://www.change-management.com/tutorial-adkar-overview.htm

Task 4.2

Plan to implement a model for change considering the internal and external circumstances impacting on the organization

Kaizen Method

This is a Japanese method for continuous incremental improvement. It is a concept for gradual, continuous improvement. It assumes that every aspect of life has to be constantly improved. The main elements of Kaizen are effort, quality, and willingness to change, communication and involvement of employees. Its five founding elements are

Teamwork

Personal Discipline

Improved Morale

Quality Circles and

Suggestions for Improvement.

The Kaizen method is best for Sapphire Beauty Box as it is people oriented, requires long term discipline and easy to implement.

Matrix Organizations

This kind of organization offers the advantages of flexibility, greater security and control of project information. It establishes a grid with a two way flow of authority and responsibility.

Task 4.3

Develop appropriate measures to monitor progress of the developed model

Goal Based Evaluation

To start with goal based evaluation, there can be two main questions we can ask for

How has the programme made a difference

Are the participants of the programme feeling better as a result of the programme?

Outcome based evaluation is a way that determines if the project at Sapphire Beauty Box have achieved its goals. The organized process using OBE helps to establish clear outcomes, to measure benefits, clarify groups for which benefits are targeted.

Other ways to monitor progress in Sapphire Beauty Box are regular reports of the activities being practiced in there. Meetings are also undertaken by higher authorities to administer the changes and keep a watch on them. Quality Circles appear simple and straightforward but have to be viewed in regard to Japanese culture and management systems. Quality circles are do work and are used successfully by British organizations.

输入输出转换模型

运营管理将投入（劳动力、资本、设备、土地、建筑、材料和信息）转化为产出（商品和服务），为客户提供附加值。转型系统是模式中的关键要素，它决定了公司生产满足消费者需求的商品和服务的效果。该组织是营利性公司、非营利组织（宗教组织、医院等）还是政府机构并不重要；所有组织都必须努力最大限度地提高转型过程的质量，以满足客户的需求。

涉及的步骤

步骤1：明确研究或政策变化目标（问题树分析或目标分析可能有助于此。）

Stap 2：确定与该目标、问题或问题相关的所有利益相关者或利益集团。利益相关者可以是组织、团体、部门、结构、网络或个人。

利益相关者表

http://www.odi.org.uk/resources/details.asp?id=5257&title=stakeholder分析

第三步：使用网格，根据利益相关者的兴趣和权力，将他们组织成不同的矩阵。”“兴趣”衡量他们可能在多大程度上受到研究项目的影响权力衡量的是他们对项目或政策的影响，以及他们能在多大程度上帮助实现或阻止所需的变革。

文化网络

CulturalWeb

文化网络

http://www.mindtools.com/pages/article/newSTR_90.htm

文化网络确定了六个相互关联的元素Johnson和Scholes（2002）称之为工作环境的“范式”——模式或模式。通过分析每个因素，你可以开始看到什么是有效的，什么是无效的，以及什么需要改变。这六个要素是：

过去的事情和人们谈论的公司内外。公司选择庆祝谁和什么，很大程度上说明了它的价值观，并认为这是一种伟大的行为。

人们的日常行为和行为表明了可接受的行为。这决定了在特定情况下预期会发生什么，以及管理层重视什么。

公司的视觉表现，包括标志、办公室的精致程度和着装规范。

多原因图

http://t1.gstatic.com/images?q=tbn:ANd9GcSdVRFuXnr_B3dlTLYyaZepQmDbF-NMDoz5q0TClaUYPXfxVGPV&t=1

多原因图

http://ilearn.cto.int/login/index.php

多原因图是一种利用相互联系来形成复杂情况的方法。

它们既代表了充分的原因，也代表了偶然的原因，而不加以区分。

这个系统被描绘成一组相互关联的事件或效果，以产生效果作为目的。有时，如果输入原因被消除，输出原因继续发生，可能是因为存在反馈回路或其他原因驱动了效果。

影响技能

漫不经心地接受权威在世界上越来越不常见了。要想把事情办好，最好依靠承诺，而不是权威。例如，获得其他部门的合作。

任务3.2

与所选组织中的利益相关者一起制定变革管理战略

制定获胜策略比课本上所说的要混乱。大多数对制定战略很重要的见解都掌握在运营经理的头脑中。（科特，2007年）

利益相关者圈子

这是为了让利益相关者进入“项目管理雷达”。这是一种经过验证的方法，由一个简单易用的工具支持，它可以指导我们完成五个简单的步骤，即：

确定项目利益相关者并了解他们的需求

根据权力、接近程度和紧迫性，优先考虑利益相关者。

使用利益相关者圈将主要利益相关者形象化。

通过建立和实施有效的沟通与利益相关者接触

计划

在项目的关键点更新和审查利益相关者时监控更改。

公开听证会：在某些事件中，利益相关者可以就决策提供证据或向一般公共当局提问。

公开听证会：公众和其他类型的利益相关者可以就决定向公共当局提供证据或质询的时间和地点的受监管的正式安排。

深思熟虑的民意调查：当人们被介绍到这个问题并思考它时，它会收集意见。它还包括一个反馈会议。

任务3.3

评估用于让利益相关者参与所选组织变革规划的系统

利益相关者模型有助于解释经济博弈的规则以及利益相关者价值与竞争优势之间的联系。利益相关者战略计划指导我们如何在项目的不同阶段与每个利益相关者进行互动和沟通。它也有助于定义谁应该参与，以什么方式和在什么级别的项目。它提供了对此事的全面了解，最适合大多数组织。投票、研讨会和研讨会等其他方式也是以适当方式处理变化的完美方式。

任务3.4

制定一项战略，以管理所选组织对变革的抵制

选择性感知：人们对刺激的自我解释呈现了现实世界的独特形象，并导致了选择性感知。这导致了对形势的偏见，这种偏见符合对现实的看法。

习惯：人们习惯了同样的做事方式，这就形成了习惯。习惯成为了一种安慰。带来变革带来阻力。

失去自由：如果这种改变被视为一种不便，它会减少行动自由或导致控制力的增强，那么就会有阻力。

直接与间接

有些员工可能会直接抵制，而其他员工则可能会间接抵制。直接抵抗是以直接的方式反对，直接而间接的抵抗是以辞职等借口表现出抵抗。

任务4.1

为所选组织的变革制定适当的模型，以反映其情况

适用于Sapphire Beauty Box的最佳变革模式是Prosci的五个构建块变革管理模式，其中包括ADKAR

Sapphire需要的第一件事是意识到变革的必要性。如果理解了变革的必要性，就完成了一半的工作。有计划的沟通对理解至关重要。Sapphire需要改变，因为它是有需要的。

接下来是参与并帮助改变的愿望。Sapphire的员工需要做出个人决定来支持和维持变革。首席执行官宣布激励那些渴望参与变革的个人。

第三个组成部分是提供知识。Sapphire举办了一次研讨会，旨在提高人们对变革的认识，如何进行变革以及如何实施变革。Prosci（2003）建议举办论坛，并对变革知识进行辅导。

实施所需技能和行为的能力是ADKAR模型的另一个组成部分。这是理论和实践的区别。一旦知识被传授给变革，个人的表现就需要得到支持。Sapphire可以通过练习、指导和反馈来做到这一点。

Lat，但并非最不重要的是钢筋。这是模式的最后一个重要阶段，强调了维持变革的努力。要确保变革保持不变，个人不会回到旧的方式。做到这一点的方法是积极的反馈、认可、奖励等。Sapphire强调要听取客户和员工的反馈，以保持双方的平衡。Sapphire Beauty Box有一个“月度最佳员工”奖励计划，激励员工做到最好。

http://www.change-management.com/tutorials/ADKAR-clip_image002.gif

Prosci的变革管理模型

http://www.change-management.com/tutorial-adkar-overview.htm

任务4.2

考虑到影响组织的内部和外部环境，计划实施变革模式

改善方法

这是一种日本的持续渐进改进方法。这是一个逐步、持续改进的概念。它假设生活的方方面面都必须不断改善。改善的主要要素是努力、质量、改变意愿、员工的沟通和参与。它的五个基本要素是

团队合作

个人纪律

士气提高

质量圆圈和

改进建议。

Kaizen方法最适合Sapphire Beauty Box，因为它以人为本，需要长期的纪律，而且易于实施。

矩阵式组织

这种组织提供了灵活性、更大的安全性和对项目信息的控制的优势。它建立了一个权力和责任双向流动的网格。

任务4.3

制定适当的措施来监测开发模型的进展情况

基于目标的评估

从基于目标的评估开始，我们可以提出两个主要问题

这个项目有什么不同

课程的参与者是否因该课程而感觉更好？

基于结果的评估是确定Sapphire Beauty Box项目是否实现目标的一种方式。使用OBE的有组织的过程有助于建立明确的结果，衡量收益，明确收益的目标群体。

监测蓝宝石美容盒进展的其他方法是定期报告在那里进行的活动。上级机关也会召开会议，管理这些变化并对其进行监督。质量圈看起来简单明了，但必须从日本文化和管理体系的角度来看待。英国组织成功地使用了质量圈。

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