改变是一个痛苦的成长过程--悉尼Assignment代写范文

悉尼Assignment代写范文:“改变是一个痛苦的成长过程”，这篇论文主要描述的是改变是我们成长中不可缺少的一部分，但是改变的过程却是充满着痛苦，企业的变革也是如此，企业在进行改革的过程中会出现各种各样的变革阻力，在这个时候管理者要有一个积极且适当的措施，来应为这些变革阻力，防止变革的过程中出现问题受阻。

Change can be considered as a course of growing up, which can be full of pains. Therefore, there is always resistance to change in the process of transforming. For the aim of the blog, change can be understood as the inevitable transformations in the organizations or companies. The changes in the organizations are intended to improve the working effectiveness of the employees and the operating process of business. ‘It is all down to the personality of the individual and there is little management can do about resistance to change’ will be discussed in the blog with the arguments for and against this viewpoint. In the procedure of changing, various individuals react in diverse ways, and the resistance to change will appear. In this case, manages should be qualified to cope with the resistance in an appropriate and positive method to prevent the emergence of failure (Buchanan, 2010).

The arguments for the statement are as follows.

It can be thought that ‘there is little managers can do about resistance to change’ as various persons respond in diverse ways to change and it is finally a selection the individual person makes to adjust or resist. There can be 8 steps for manages to deal with the change effectively, which can assist manages to start the change procedure. Unfortunately, the reaction to change is decided and conducted by the employees in the front line to a great degree (Recardo, 1995). The motivation of management, the functions of plans and communications can influence the results of overcoming the resistance. However, these factors can be argued to reduce the control of employees’ personal tendency relating their reaction to transformation.

For instance, the CEO of JC Penney conducted the change of the culture of the company in some quick ways, such as the poster campaign of ‘Just call me Mike’, stressing family names on the tags of names and making the dress code relax to some degree. However, all these implements become the part of the company culture after as long as 2 years, when the workers become to feel engaged in the job, which shows that the resistance to change can slow down the process of changes of an organization.

The arguments against the statement are as follows.

It is supposed that managers can come up with solutions to overcome and decrease the resistance to change. If the steps to manage the change can be conducted in an effective way in the right direction and without making serious mistakes, it may solve the problems in the change process with a happy ending (Lewin, 1951). The workers always request individual attention to clear the mental barriers to change, but it is probable to overcome the resistance to change.

In the situation of JC Penney, the triumph of the change in the company culture can be considered as an instance of how the management can conduct change in an effective way. Whereas, there is still resistance to change which may turn up where workers did not believe or oppose the degree of informality carried out. This kind of circumstance was fixed with a period of time and the training classes to improve the ability of workers . The programs to train the employees helped to increase the involvement of workers, decrease turnover and appeal to many new employees to JC Penney, which reduced the whole resistance to change and realized the gradual culture change in a slow way.

The resistance to change may appear in an organization or in a person. The former one can be understood as the rooted systems within a company which prohibit change from conducting, such as the office guarding system of JC Penney that prevented workers’ individuality and creativity (McShane, 2007). The latter one refers to the resistance to change of an individual, which is attributed to the workers’ fear of the unaware and unwillingness in giving up the obsolete habits. This kind of resistance is more common and harder for managers to conquer due to that it demands the capability and eagerness of individual workers to approve change.

Consequently, managers can reduce resistance to change by backing workers and offering a project to direct the organization. However, finally, the individual worker has to choose to follow the change or face being dropped behind in a rapid change-oriented era. The reality becomes much crueler in the background of fast development of technology and operation systems. In this kind of social environment, it is inevitable that the jobs will change strikingly in the near future. Maybe those who have already been employed may work and be trained in ways people can never expect.

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