美国旧金山论文代写:公司变革阻力

美国旧金山论文代写:公司变革阻力

为了使供应链中的物流成为经理,考虑到的另一个因素是团队如何抵制带来新的变化。最好假设员工会抵制变革,但分析阻力的程度。作为一个经理,这是制定一个员工过渡及培训计划(托伊沃重要,2008)。我的职责是从根本上设计出一个能够在供应链过程中顺利过渡到新技术进步的所有实体之间有利可图的可行模式。

美国旧金山论文代写:公司变革阻力
关键问题和组织障碍
人们已经注意到,一般人抵制变革。该公司的员工一般倾向于遵循现有的方法,而不是寻找新的趋势。在这些情况下,管理层应轻轻地引导员工在转型过程中(Aladwani,2001)。经理应该征求所有参与变化的人的反馈意见。由此可以发现实施变革的具体问题。这种反馈从利益相关者可以提高在供应链模式的变化(Jindal,2013)。这也会减少员工的抵抗力,他们会觉得自己是公司中有价值的成员。
处理上层管理时,必须明确提出新变化的具体原因。高层管理人员由于所涉及的成本而放弃新计划,由经理来解释需求,并显示出有利可图的投资回报率。即便精心策划的一些情况无法预测,应该有一些应急津贴分配给一些不幸的情况(Jindal,2013)。
结论
很显然,要改变员工的阻力,高层管理,流入和流出的可交付成果必须得到解决。必须对每个实体明确定义新变化的必要性。对于意外情况,应该有应急计划。经理有责任展示带来变化的含义。

美国旧金山论文代写:公司变革阻力

To bring actual changes in the supply chain logistics as a manager the other factor that was considered is how resistant the team was against bringing new changes. It is best to assume that the employees will resist change but the extent of resistance were analysed. As a manager, it is important to devise a transition plan and training program for the employees (Toivo, 2008). It is my role to fundamentally devise a profitable workable pattern between all the entities that would allow smooth transition to new technological advancement in the supply chain process.

美国旧金山论文代写:公司变革阻力
Critical issues and organizational hurdles
It has been observed that people in general are resistant to change. The employees of the company generally prefer to follow the existing methodologies rather than seek out new trends. In these cases, the upper management should gently guide the employees in the transition process (Aladwani, 2001). The manager should ask for reviews from all the people involved in the change their feedback. From this the specific issues for implementing the change can be found. This feedback from the stakeholders can improve the changes in the supply chain patterns (Jindal, 2013). This will also reduce the resistance of the employees and they will feel like valuable members of the company.
When dealing with the upper management the specific reasons for bringing in the new changes must be clearly presented. The upper management can dismiss the new plan owing to the costs involved, it is up to the manager to explain the need and show profitable ROI. Even with careful planning some situations cannot be predicted, there should be some contingency allowances allocated for some unfortunate situations ( Jindal, 2013).
Conclusion
It is clear that to bring change the employee resistance, upper management, inflow and outflow of the deliverables must be addressed. The need for new change must be clearly defined to each of the entities. For unexpected circumstances, there should be contingency plans. It is the duty of the manager to show the implications of bringing change.

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