澳洲天主教大学论文代写：技术发展
当开始成长，推出新的产品在世界各地，丰田开始成长并以自己的存在在全球范围内，在90年代（Voss，1995）。它不得不大规模地研究这种介绍在公司中的作用，并开始测试他们工厂生产汽车的技术的使用情况。仅这一次的转变就使得在工厂工作的工人发生了大量的组织变革。他们必须学习和忘却很多新技术对于处理机器，这使他们舒展自己的极限，走出自己的舒适区。当有新的学习机会或习惯时，人们就有强烈的要求采用新的习惯模式，这种习惯模式可能会成为一种固有的习惯，就像在这种情况下立即作出反应一样（纳尔逊，2012）。工人们必须接受一些广泛的培训，并不得不改变他们在工作时有点宽容的习惯，因为在机器工作中，一点小小的分心就能阻止产品的整个循环（Shang和低，2014）。因此，正在进行的第一次组织变革是在经过充分培训后逐步实现的制造厂工人身上进行的。在此之后，人力选择技术也发生了变化，开始将重点放在具有认知技能的人，以及他们如何在困难的情况下作出反应，以及解决复杂的工厂状况的能力。
行为本身是一种内在的品质，它随着一个人的成长而发展，而大部分的学习来自于观察他人和倾听他们所说和所做的事情。因此，大多数或所有员工在加入组织时都受过某种方式的训练，当他们的行为需要改变时，就会遇到阻力，因为超过了进度的人害怕他们必须经历的变化（2000）。
澳洲天主教大学论文代写：技术发展
Technology when started to grow and introduce new product across the world, Toyota was beginning to grow and take its presence felt on a global scale during the 90’s (Voss, 1995). It had to study the effect of such introduction in their company on a large scale and started testing the use of technology in their factories for building cars. This single shift alone caused a lot of organizational change among their workers who worked in the plant. They had to learn and unlearn a lot of new techniques regarding handling machines and this made them to stretch their limits out of their comfort zone. When there is a new learning available or a habit to be ridden of, there is a strong requirement for the workforce to adopt new habitual patterns which then could become an inherent habit which would be like an immediate response when placed in such a situation (Nelson, 2012). The workers had to undergo some extensive training and had to change their habits of being a little lenient while working, because in machine based working, a small distraction can halt the entire cycle of products going ahead (Shang and Low, 2014). Thus, the first organizational change that was being brought about was for the workers in the manufacturing plant that was being achieved gradually after thorough training. Following this, the manpower selection techniques also changed which started to focus on people with cognitive skill and how they respond in difficult situations and their ability to solve complex plant situations.
Behaviour, per se, is an inherent quality and it develops with the growing of a person, and most of the learning comes from watching others and listening to what they say and do. Thus, most or all employees are somehow trained to act in a certain manner when they join the organization, and then when there is a change needed in their behaviour, it meets with upfront resistance, because more than the progress people fear the change that they have to go through (2000).
