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批判性地評估Zappos在實施結構變革時采用的方法

時間:2019-08-06 09:53來源:未知 作者:anne 點擊:
Zappos一直在走向Holacracy,這對Zappos的員工來說是一個巨大的變化,因為之前Zappos的文化有趣且有點連線。 Zappos保持隨意休閑 - 每天穿著牛仔褲,運動鞋和Zappos T恤或連帽衫。新的變革Holacracy專注
Zappos一直在走向Holacracy,這對Zappos的員工來說是一個巨大的變化,因為之前Zappos的文化“有趣且有點連線”。 Zappos“保持隨意休閑 - 每天穿著牛仔褲,運動鞋和Zappos T恤或連帽衫”。新的變革Holacracy專注于自我管理和自我組織,董事會認為Holacracy哲學更有利于盈利,對現有的Zappos來說是必要的。為了加速這一變化,托尼給予了特別優惠,“如果他/她感到自我管理,那么每個員工將被提供
Zappos had been moving towards Holacracy which is huge change to employees of Zappos, as previously Zappos’ culture is “fun and a little wired”. Zappos “kept things casual - wearing jeans, sneakers, and a Zappos T-shirt or hoodie each day”. The new change Holacracy focuses on self-management and self-organization, and the board believed that the Holacracy philosophy is better to profitability and is necessary to current Zappos. In order to accelerate the change, Tony granted the special offer “in which each employee will be offered at least 3 months’ severance (and up to 3 months of COBRA reimbursement for benefits) if he/she feels that self-management, self-organization, and our Best Customer Strategy ... are not the right fit”. As a result, the company faced the risk of not completing an important project on time, which put the whole company at stake. 
變更管理究竟發生了什么變化?第一個變化是事物和事物之間的聯系,以破壞事物的連接方式。其次,組織內部的劃分也將發生變化,破壞人與物之間的聯系。最后,人與人之間的關系發生了變化。變更管理是一個涉及各方面關系的系統工程。變革管理戰略包括三個戰略:政策變革,戰略變革和應對阻力戰略。
What exactly does change management change? The first change is the connection between things and things, to disrupt the way how things are connected. Secondly, division within organization will also be changed, to disrupt the connection between people and things. Finally, there is a change in relationships between people. Change management is a systematic project involving all aspects of relationships. Strategies for change management include three strategies: policy change, strategy change and strategy of coping resistance. 
本部分將評估Zappos在實施結構變革時采用的方法,并批判性地提出我們的建議。
This part is going to evaluate the approach adopted by Zappos in implementing the structural change, and put forward our suggestions critically. 
首先,變革管理并非易事。公司應采取積極細致的政策,做好研究,做好宣傳,積極開展。回到我們的案例,四年前,托尼和阿爾弗雷德與亞馬遜董事會就他們的收購陷入僵局,因為他們對如何經營公司有不同的看法。然而,在托尼和阿爾弗雷德將他們的股票交易到亞馬遜之后,隨著新產品,技術,指標和倉庫運營,事情都發生了變化。經過仔細研究后,該公司已經擴大了Zappos推出的變革管理項目,稱為市中心項目。
At first, change management is not an easy task. Company should take active and careful policy, to do good research, to make good publicity and to carry it out actively. Back to our case, four years earlier, Tony and Alfred had come to a stalemate with the board of Amazon about their acquisition because they have different opinions on how to run the company. However, later after Tony and Alfred traded their stock to Amazon, along with the new products, technology, metrics and warehouse operations, things all change. The company has expanded, after scrutinized research, Zappos launched their project of change management, which is called The Downtown Project. 
 
Structural change is a comprehensive management change, which should cooperate with other work, namely organizational task change, technological change and people change. The task of Zappos has changed to benefit, ceased the decline of Zappos. To doing so, Zappos adopted new technology of Amazon, expand their product range and hire new employees who prefer to the new philosophy of Zappos. Tony took various methods and strategies to implement the new project. Tony did not improve the change slowly, because this kind of change mainly change on the basis of original organizational structure and the changes are relatively small. Its advantages are small resistance and easy implementation, shortcomings are lack of overall planning, short-cut measures with temporary nature. Zappos’ change is an explosive revolution. Explosive revolution. This kind of change often involves significant changes in corporate organizational structures, resulting in fundamental changes and shorter periods of change. Generally speaking, explosive changes apply to extreme situations, such changes must be carefully used unless in extreme situations such as rapidly deteriorating company business condition. Because explosive revolution will bring great impact to companies. 
 
Structural change often meets resistance and opposition from all sides. Common resistance phenomena include: 1) production, sales volume and economic benefits continue to decline; 2) demotivation and tardiness; 3) increased number of resigned number; 4) disputes and hostile act have occurred and number of personnel disputes have increased; Proposing many plausible and groundless reasons to oppose change, etc. As mentioned in our case, 14% employee resigned, an important project “Supercloud” was at stake. And media began to question and doubt the change of Zappos. These are all resistance and opposition of the change. The reason for structural change resistance lies in people fear to the risk of change. They think change does not accord with company's best interests or worry about the impact that change may bring to their own  interests. 
 
Zappos’ change is in a great pain because a lot employees are worried about their future in the company. It is necessary for Zappos to plan change more carefully. Planned change can formulate ideal reform plan by doing systematic research on enterprise organizational structure, then combine each period of work focus, and implement it step by step in accordance with plan. The advantages of this approach are: strategic planning suitable for long-term development requirements of corporate organization; organizational structure change can be synchronized with personnel training and management methods improvement; employees have longer thought preparation time and less resistance. For planned structural change, Zappos could accomplish several points, including expert diagnosis, long term planning, employee participation.
 
To sum up, Aiming at the current phenomena of Zappos, it can make some strategies to deal with 
resistance to change. Firstly, promote publicity, communicate with employees and listen extensively to employees' opinions. Secondly, involve employees in decision making for structural change. Thirdly, vigorously pursue personnel training programs adapted to structural change, boldly adopt talented persons with pioneering spirit. Fourthly, show bold determination to change and take tough measures when necessary. 
 


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