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批判性地评估Zappos在实施结构变革时采用的方法

时间:2019-08-06 09:53来源:未知 作者:anne 点击:
Zappos一直在走向Holacracy,这对Zappos的员工来说是一个巨大的变化,因为之前Zappos的文化有趣且有点连线。 Zappos保持随意休闲 - 每天穿着牛仔裤,运动鞋和Zappos T恤或连帽衫。新的变革Holacracy专注
Zappos一直在走向Holacracy,这对Zappos的员工来说是一个巨大的变化,因为之前Zappos的文化“有趣且有点连线”。 Zappos“保持随意休闲 - 每天穿着牛仔裤,运动鞋和Zappos T恤或连帽衫”。新的变革Holacracy专注于自我管理和自我组织,董事会认为Holacracy哲学更有利于盈利,对现有的Zappos来说是必要的。为了加速这一变化,托尼给予了特别优惠,“如果他/她感到自我管理,那么每个员工将被提供
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. 
变更管理究竟发生了什么变化?第一个变化是事物和事物之间的联系,以破坏事物的连接方式。其次,组织内部的划分也将发生变化,破坏人与物之间的联系。最后,人与人之间的关系发生了变化。变更管理是一个涉及各方面关系的系统工程。变革管理战略包括三个战略:政策变革,战略变革和应对阻力战略。
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. 
本部分将评估Zappos在实施结构变革时采用的方法,并批判性地提出我们的建议。
This part is going to evaluate the approach adopted by Zappos in implementing the structural change, and put forward our suggestions critically. 
首先,变革管理并非易事。公司应采取积极细致的政策,做好研究,做好宣传,积极开展。回到我们的案例,四年前,托尼和阿尔弗雷德与亚马逊董事会就他们的收购陷入僵局,因为他们对如何经营公司有不同的看法。然而,在托尼和阿尔弗雷德将他们的股票交易到亚马逊之后,随着新产品,技术,指标和仓库运营,事情都发生了变化。经过仔细研究后,该公司已经扩大了Zappos推出的变革管理项目,称为市中心项目。
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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