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如何改变代理策略

时间:2016-01-31 17:33来源:www.ukthesis.org 作者:英国论文网 点击联系客服: 客服:Damien

改变代理策略

 

在多层次的世界,生存和繁荣的需要多方面的改变策略。套用阿什比定律必要的多样性定律,在改变策略中,必须有更多的品种比在你试图改变的系统中的多。

所以我们如何改变一个复杂的组织,以满足这个新世界的挑战爆炸的信息,增加不确定性,和不断增加的复杂性?虽然肯定是没有简单的答案——因为变化是一种情况和时间依赖。一个组织变化过程朝着成为一个聪明的复杂的自适应的系统,必须让每个人都参与公司以及外部合作伙伴。自组织网络和知识的人越来越相互联系,越来越复杂的世界变得越来越全球化,更大的一个组织的自组织变革策略必须发挥作用。

 

英格尔改变策略提出了实现我们所说的连通性的选择。这意味着各级决策组织的,但不同的是,显然不仅基于为未来指明了方向,但有凝聚力的方式基于理解为什么那个方向是可取的和个人决策的角色扮演对共同愿景的直接目标和他们的支持。在顶层,不断增加的知识和分享组织,基于一个共同的方向和一套共同的信仰和价值观背后的理论力量而去改变策略。

 

知识共享的成长之路

 

实现改变各级组织遵循的增长路径和分享知识。例如,当探索一个新的想法,无论是在个人或一个组织作为一个整体——关闭第一次创建结构化的概念。随着这些概念发芽,一些集中但有限的共享这些概念的发生。

 

The Change Agent S Strategy Commerce Essay

 

Surviving and thriving in a multifaceted world requires a multifaceted change strategy. Paraphrasing Ashbys law of requisite variety, there must be more variety in the change strategy than in the system you are trying to change.

 

So how do we change a complex organization to meet the challenges of this new world of exploding information, increasing uncertainty, and ever-increasing complexity? While there is certainly no simple answer---since change is situation and time-dependent---the change process for an organization moving toward becoming an intelligent complex adaptive system must engage every individual in the firm as well as external partners. Since organizational networks of people and knowledge have become more and more interconnected and more and more complex as the world has become more global, the larger an organization the more a self-organizing change strategy must come into play.

 

An ICAS change strategy sets out to achieve what we call a connectedness of choices. This means that decisions made at all levels of the organization, while different, are clearly based not only on a clear direction for the future, but made in a cohesive fashion based on an understanding of both why that direction is desirable and the role that individual decisions play with respect to immediate objectives and their support of the shared vision. At the top level, a continuous increase of knowledge and sharing based on a common direction of the organization and a common set of beliefs and values is the theoretical force behind the change strategy.


知识共享的成长之路——The Growth Path of Knowledge Sharing

 

Implementing change at every level of the organization follows the growth path of knowledge and sharing. For example, when exploring a new idea---whether within an individual or in an organization as a whole---closed structured concepts are first created. As these concepts germinate, some focused but limited sharing of these concepts occurs. Over time, particularly if positive feedback occurs during the limited sharing, there is increased sharing and a deeper awareness and connectedness through sharing occurs, i.e., a common understanding of the concept is shared across a number of people. From this framework, individuals and organizations participating in this sharing create new concepts and from those concepts new innovations, and purposefully share them across and beyond the framework, leading to application of these ideas to everyday work. As connectedness increases, there is also heightened awareness, or consciousness, of the potential value of these concepts to a larger audience, leading motivated individuals and organizations to advance these concepts even further, engendering the rise of social responsibility. This is pictured in a graphic entitled The Rise of Knowledge and Sharing.

 

Wisdom occurs when knowledge is integrated with a strong value set and acted upon with courage. Through leading and teaching (leadership and education), this wisdom facilitates the growth of new concepts, and an expanded connectedness with like individuals and organizations around the world. It is at this level in the growth of knowledge and sharing where we have built enough wisdom and knowledge to create and share new thoughts in a fully aware and conscious process, i.e., to purposefully strategize what concepts to share and how to share them, consciously contributing to world growth.

 

The underlying realization in this pattern is that a single individual in an organization (or a single organization in an enterprise, or a single enterprise in a global market) cannot effectively function at a level so far above others that there is a lack of recognition and understanding of the level of that functioning. Historically, there are occurrences where innovators and forward-thinking ideas failed during one period of time only to emerge again during a later period as a leading market product or practice. The old adage "Everything in its own time" has helped explain the earlier failure. In the fast-paced and interconnected world of today, we have the ability to create "its own time," inverting the adage and placing success of forward-thinking ideas squarely in the ability of an organization to create a shared understanding across the global environment. In other words, while ideally the ICAS will stay ahead of competitive organizations, it may want to encourage sharing and the growth of knowledge across its market sector to ensure a wider and deeper understanding by customers of the value of its contribution to the marketplace.(责任编辑:anne)



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