克服组织利益相关者变化的阻力-英国作业代写

克服组织利益相关者变化的阻力
overcoming resistance to change in organisational stakeholders

在OES组织我已经创建了一个新的计划，，我现在已经获得的官员，批准新领导和其他团体。都在试图影响、破坏或否决该计划的利益相关者和其他团体，然后寻找说服和影响这些组织和官员前来与变更议程的方式；如果我决定将任何形式的杠杆哄骗甚至强迫对手接受变更议程；开发方式（S）恢复他们的忠诚和承诺，需要从我的下属和其他官员以确保变更议程是正常投入运行支持。

As the new leader of the OES organization I have created a new change plan which I now have to gain the approval from officials, my organizations, and other groups. All while trying to influence the, Stakeholders and other groups from undermining or vetoing the plan, then look for ways to convince and influence these groups and officials to come on board with the change agenda; decide if I will any form of leverage to cajole or even coerce opponents to accept the change agenda; and develop a way(s) to regain their allegiance and commitment need from my subordinates and support from other bureaucrats to ensure that the change agenda is properly put into operation.

The OES organization heads or bureaucrats or Stakeholders, and they have a new change policy to review; there is a great possibility that it might get veto, or undermined by the group at first glance. Another way this could happen is if the employees, officials or stakeholder find that this new plan does not symbolize their views so they will “undermine resist the new plan by just objecting it all or in part, or they could just refuse to adapt to the plan, and will purposely just slows down the adoption of the plan” (Raaijmakers, Vermeulen, Meeus, & Zietsma, 2015, p. 5).

This action can make it very hard for an organization, bureaucrats, or group to either veto or undermined the plan, which intern will undermine the leaders’ opportunity to move forward. There is another way that the plan could get vetoed or undermined which is that the employees, bureaucrats, or stakeholder will just decide they don’t need a change and will veto or undermine it just because they do not want to change.

How to convince or influence Stakeholders and bureaucrats to come on board with the plan?

Most people might not believe that Stakeholders have a lot of power, or can influence other groups and bureaucrats to gain there trust and get them on board with my new agenda, but they are the ones we need to reach out too, just as much as our organizations heads. They live, run organizations or work in the community that they are vested into to serve, and if we get them on our side for the change agenda then they will influence other to jump on board.

Stakeholders can help me to persuade, influence other groups and bureaucrats about my change agenda by helping us “gauge the level of support or opposition from bureaucrats, and other groups, so that we can predict how they will behave to the change agenda, this approach is considered the “Stakeholder power analysis” which is just another organize way of approaching others and making my point about the current changes” (Mayers, 2005, p. 2). Then they can also gauge any type of existing policies, which could be utilized to evaluate all imaginable “scenarios, because they are willing to ask the same question as myself which are: Whose problem? Who benefits? Who loses out? What are the power differences and relationships between stakeholders? What relative influence do they have?” (Mayers, 2005, p. 2). As you can see, the Servant leadership allows me to let others help so that we can archive the organizations goal.

Once we can analyzes the change agenda and address as many concerns as we can this will allow me to identify the other groups, and bureaucrats’ their relationships, and get an idea of how many still have questions before they get on board verse other that will get on board. These facts will be very beneficial to our change agenda. It will also help me to develop a ways to evade any form of pessimistic outcomes, and improve the possibility of receiving a vote of approval which will improve relations and gain there support to come on board with the new change agenda.

Using leverage to cajole or coerce to accept the change agenda?

Decision making can be very stressful, and can lead to some unorthodox business ways to get employees, bureaucrats or other groups to accept this new change agenda based on the things they may be motivated with for votes or acceptance of the plan. This type of behavior is not a favorable behavior to some organization and their goals. Using “pressure tactics will embroil coercion or cajole for an organizations, will make individuals comply with these type of strategies to avoid the negative consequences of not doing so, and sometimes those negative consequences are clearly stated (i.e., coercion), other times they're implied (i.e., intimidation)” (“Using and Resisting”, n.d.).

Fundamentally, when a leader uses leverage to cajole or coerce adversaries they are just using one of the least successful tactics for swaying other groups, employees’ or stakeholders. This tactics involves the leader employing pressure, threats, or punishment to get them others to do what we want done. This behaviors might comprise: “using position power to demand obedient compliance or blind loyalty, making perfectly clear the costs and consequences of not playing the game, publicly abusing and reprimanding people for not performing, and punishing individuals who do not implement the leader's requests, orders or instructions”(“Leveraging Power”, n.d.).

Regaining the loyalty and commitment needed from my subordinates, and support from other bureaucrats to make certain that the change agenda is properly implemented?

As the leader of who is embarking on an organization and a new change agenda, I think to regain the loyalty and commitment from my subordinates, and support from other bureaucrats I will need to make certain that the change agenda is correctly put into operation. I also need to be thoughtful, understandable, and able to listen, while being reflective, and still accomplish our change agenda, and daily performances. I also need to have healing sprits which will enable me to not just heal myself, but also my employees’ relationship which is essential to the well-being and overall growth of the Office of Emergency Management organization change agenda.

Another thing that will need to do to regain the organizations loyalty is to “empower staff; provide tangible support to staff when needed; making communication a priority; Engaging staff, families, and residents in key decision–making; constant assessment of the environment, both internal and external; surrounding myself with the right people for the job; building trust among staff and management; other groups or bureaucrats; and engaging in strategic planning and systems thinking;” (Bowers, Nolet, Roberts, & Esmond, n.d., p. 24). These concepts are particularly important for my leadership to succeed especially while encountering a period of change in our organizations.

In conclusion, being a leader means that you will be challenged daily. The organization is expecting you to produce new changes that will be effective for everyone whom is invested from the top to the bottom. You need to sell you point, is veto or undermined. You might even find yourself doing things that are unorthodox just to get your plan approved, but this avenue should be avoided at all cost. Leadership is a very special environment, but we need to remember that someone believed in the skills that were presented to land the job, so as a new leader as long as you do your job the same way your plan will be accepted.