Enterprise reform may be discouraging--Essay代写范文

Essay代写范文:“Enterprise reform may be discouraging”，这篇论文主要描述的是在经济全球化的今天，企业不仅面临着来自国内的竞争压力，也遭受着来自国外同行的竞争压力，不少企业选择通过变革的方式来增加企业竞争力，但是变革的成功与否具有不确定性，在变革的过程稍有不慎将可能面临着满盘皆输的局面，那么决定企业成功的要素都有哪些，企业需要如何进行合理的变革。

Managing change in today's organizations is not easy but doing it well is the new imperative. If companies want to survive and strive in today's highly competitive environment, they have change quickly and yet successfully. Managing changes is now a core competency where organizations fall short in the race to adopt it. The increasing pace of change coupled with accelerating uncertainty. An IBM study reveals the following rates in change program success, only 41% organizations implementing change fully met objectives, 44% missed at least one objective and 15% missed all objectives or aborted. Basically 59% change initiatives failed to meet their objectives. The study also discloses the key success factors such as, the highest rating has a top management sponsorship (92%), an employee involvement (72%), an honest and timely communication (70%), a corporate culture that motivates and promotes change, 55% change agents (pioneers of change), a change supported by culture (48%). The lower rating but still important are the following factors, efficient training programs (38%), adjustment of performance measures (36%), an efficient organization structure (33%) and monetary and non-monetary activities (19%). The most considerable of all the above is the human factor because people matter the most in managing change in organization.

Change is something that makes people upset and has the higher potential of failures, loss production or failing quality. On the other end, there is a positive side of change, where he effects of change are important to the survival of the organization. From the perspective of employees both definition and understanding is essence to successfully managing change. As mentioned before uncertainty, a fear of unknown or an expectation of loss make people resistant to change. To eliminate this discomfort we have to make sure that people perceive the change in the positive way and that they are well equipped to deal with the change they expect either though training programs or communication. People have to be aware of the impact of the change of them. To begin with, the change has to be defined to employees in detail and as early as possible. It is a leader responsibility to provide updates as things developed and become clearer. Management has to help people understand what is changing and why and recognize they reluctance. People would like to know answers for what the change will be and when it will happen and why it is happening. Maintaining channels of communication between employees and management will help employees to embrace to change when they become aware of what is coming and what it will mean to them. The employees will appreciate that and be more productive before and after the change. Implementing change poorly is worst than not implementing change at all because poor implementations contaminate people's attitude toward change and creates problem in the future. Middle management has to be aware that change for change sake's is a recipe for failure. Change should be pursued in the context of clear goals.

联邦快递的工作变革——Making change work at FedEx

Today's fast pace work environment is causing the organizations to change the traditional view of what normal is. FedEx is a perfect example of the organization that is reframing its traditional view in effects of globalization, technology advances, complex multinational organizations, frequent partnering across national borders and company boundaries. The company was transformed by its founder into the world's leading overnight shipper and major force in ground shipping.

Within forty years of being a leader in delivery service the FedEx Company went though chain of constant and successful changes. The company was founded in June 1971 by Fred Smith with only two small French-made airplanes handful of employees using their own cars or rental tracks for deliveries and its first customer, the Federal Reserve System. Fed was transporting checks and other documents between banks overnight. At that time Smith was already thinking to expand the service with an impact in air-cargo transport. The main focus was on high priority items such as computer parts and medical equipment where fast deliveries were crucial. With help of investors within not even a year FedEx had nine Falcons and was ready to expend it service in Midwest and South with the hub location in Memphis. On March 12, 1973 only six packages were sent in the first overnight flight to Memphis but next month there were 168 packages.

There were also niepowodzenia, the company gained a negative attention when in 1975 Smith was accused of forging documents to obtain loans for the company. Fortunately, he was cleared of charges and resume control of its own company.

FedEx situation significantly improved when government deregulated the air cargo industry what lets FedEx carry more cargo on large planes. FedEx quickly reacted on the new government regulations and replaced small Falcons with Boeing 727, 737 and DC-10's. This had a tremendous impact on FedEx hub and spoke system. Not only planes where replaced but Smith purchased all leased trucked and run a designation operation to promise delivery by noon the next day for FedEx premium service. In early 1980 FedEx was a winner in the express delivery industry, an industry it has established. Among competitors such United Parcel Services and Emery, FedEx stand out as the first company to tap the over-night delivery market. Today, in one day (twenty four hour period) FedEx plane travel 500,000 miles which is equal to circling the globe twenty times. Smith expanded the company business again in 1981, adding the overnight delivery of letter and documents and in 1984 started operating around the world after purchasing Gelco Express International, an international package shipper base in Minneapolis, Minnesota and several overseas delivery firms. In this year the company rolled out a PC based automated shipping system.

In 1986 the company introduced hand held bar code scanners to track packages. Focused on the improvement of the service FedEx introduced Service Quality Indicator (SQI) in 1988 which allowed tracking lost packages, missed pick-ups, and late deliveries. The scanners were also used to read the barcodes n invoices as well as to track the location of the packages throughout their journey. The company grew again n 1989 when it purchased Flying Tigers, an air cargo delivery specializing in overseas market. This transaction, added to FedEx debt and foreign losses and by 1992 the company stopped shipping packages within Europe but continuing shipping goods to and from Europe. In 1994 Federal Express Corporation officially changed its name to FedEx, in and lunched website www.fedex.com to let customers track their packages on the internet. The website capability was extended in 1996 allowing customers to create shipping labels and order courier pickups. According to Chris Newton, a senior analyst of supply chain strategies for AMR Research in Boston, this emphasis on IT innovation has gained FedEx 30 percent share in the highly competitive business to consumer expense delivery market. Among three possible change models with IT innovations such as Technology Driven Change, Stakeholders Decision Making and Stair Change Model FedEx had chosen the last one.

Satir变化模型—— The Satir Change Model.

The Satir Change model focuses not just on systems or technology but individual people. This model describes the major stages of a change, transition between stages, effects of each stage on feelings, thinking, performance and physiology. Stair Change Model also evaluate helpful and harmful intervention during each stage, making it a robust model which explains the success the number one service industry that uses technology to carter to customer needs (Gordon, 2001).

Studying this model we will understand how individuals cope with unexpected or significant change as go through four stages: Late Status Quo, Chaos, Practice and Integration, and New Status Quo. We will notice how the performance changes as we move to the next stage in this model. In the Late Status Quo we see only small fluctuations in performance from time to time. In this stage people feel comfortable, bored, frustrated or anxious. The foreign element, something that comes from outside of your world, that shatters the familiarity experienced in the late Status. It normally happens when the company reorganizes and puts employee in a new role. Than we have another stage, which is Chaos, it is unfamiliar territory, where the life in unpredictable and individuals' typical behavior don't work. People in this stage feel stressed, confused, afraid, hurt, and uncomfortable or have other strong yet not positive emotions. The performance usually drops. Employees can react to Chaos differently, some will be directing other people around and try to stay in control, some will be focusing on small part of problem totally ignoring the Chaos happening around them, and other will be doing everything to find information about what is going on. Some of this actions work some do not. People's bahaviors and performance are unpredictable, often varying from day to day or even from moment to moment. There is also a good thing about this stage, Chaos can be very creative time but experienced under urgency and stress. The Transforming Idea gives a new understanding of what to do. New ideas are created when being in Chaos. In Practice and Integration we try the new idea or behavior. People learn quickly even though make lots of mistakes but make progress. The performance improves, reaches higher level that before the Foreign Element.

The last step in this model is The New Status Quo the performance starts to level off as people manage new skills. The excellent results continue with less concentration and attention. People feel comfortable about how rapidly they learned new skills and gained confidence. With time, the New Status Quo becomes a Late Status Quo.

FedEx employees are familiar with the organizational team and understand that the company success and survival dependents on IT success. They know what is expected of them and are aware that if something fails so they might have to pick up the pace to fix it. FedEx stuff experience resistance to change which threatens power structure of the company. Resistance is natural reaction when change is to be implemented, However, overcoming resistance requires that 'peoplea.

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