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论文作者:www.51lunwen.org论文属性:本科毕业论文 Thesis登出时间:2015-07-03编辑:felicia点击率:26371
论文字数:22877论文编号:org201506042248487060语种:英语 English地区:英国价格:免费论文
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摘要:这是一篇留学thesis,简要叙述了中层领导者对企业发展的重要性,并为大家简要介绍了论文写作的基本规范。
Change Models
Organizational change literature includes rich descriptions and discussion regarding effective change models. Two types of models i.e. process models and strategy models will be discussed in this section. Process models describe the processes of change and strategy models focus on strategies for facilitating and implementing change.
Process Models
Process models are usually normative and often modifications of framework first proposed by Rogers (1995). Most include a series of stages that must be worked through sequentially in order to implement innovation and change. Rogers (1995) described the innovation diffusion process as one that involves two broad initiatives: initiation and implementation. Initiation includes two stages: agenda setting and matching. Agenda setting stage pertains to identifying and prioritizing problems, as well as searching for solutions to solve these problems. In the second stage, matching, the organization determines whether the selected innovation will effectively solve the problem. The process of implementation begins after the decision to adopt the innovation. The implementation process includes three stages: redefining or restructuring, clarifying and routinizing. The redefining is one of mutual adaptation as the innovation is redefined to accommodate the organizations needs and organizations structure is modified to fit with the innovation. During the clarifying stage, the innovation's meaning is socially constructed through human interaction, with the ultimate goal of creating a common understanding among organizational members. The final stage, routinization, occurs when the innovation is sufficiently accepted that it loses its separate identity and becomes fully incorporated into the organization (Rogers, 1995)
Other models follow a similar trajectory but alter the number and emphasis of the various phases of the process. Hage and Aiken (1970) compress the change process into four stages: evaluation, initiation, implementation and routinization. Schen (1992b), citing the work of Lewin, includes just three steps: unfreezing, moving and refreezing. Unfreezing focuses on the period of disequilibrium, during which, the need for change is identified and accepted. Once the organization is ready for change, moving or the actual implementation of change takes place. Lastly, refreezing establishes the innovation within the organization through reinforcement and confirmation.
Levine (1978, 1980) also proposed four stages: recognition of need, planning and formulating a solution, initiation and implementation and institutionalization or termination. The first three stages overlap models previously discussed, however his inclusion of a stage beyond implementation is unique.
Maratorana and Kuhns (1975) focusing specifically on academic change described a five stage model: exploration, formulation, trial, refinement, and institutionalization. Like many others, they also include a series of prescriptive guidelines for change leaders. However, more interestingly, they argue that c本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。