卧龙岗代写assignment:研究管理文学

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组织变革的性质和动态已被广泛研究管理文学。这是至关重要的理解这是检查组织和理解组织变革的力量，因为他们与管理创新和改变在新的环境和环境做生意的重要要素。根据Huczynski和卜婵安（2001）一个组织是在集体的追求目标实现控制性能的社会安排。这个定义强调，组织中的人互动，为了实现某些目标和在商业方面的某些目的似乎总是组织生长相关。在很大程度上可以说，增长与变革和创新的动力有关，而创新又反过来又受到环境力量的推动。例如，一系列的发明和创新，减少了工作人员的数量和随之而来的大规模生产系统的引入，导致工业革命和相关的新的工业组织的风格和应用。对于这些组织的标准结构是把这些机械线下的刚性控制系统，（高级，2002）。 多年来，变革被认为是一个革命性的过程，而不是一个革命性的过程。进化假设反映了改变是调整的产物。格雷纳（2000）指出各生长阶段开始一段时间的演变。换句话说，变化是渐进的，变化的现象，定义为一个系统的组成、工艺或产品发生轻微的变化，组织结构保持不变，（Sircar，nerur和mahaoatra，2001）。然而，进化的变化是必不可少的短期成功，它不能维持一个组织的长期生存在面对压力。这样，而进化的变化更容易适应革命性的变化造成的压力，因为隐含的建筑基础，如组织文化的组织知识被嵌入在各种过程中进行根本和戏剧性的改变。然而，在所有组织的成长中，可以主张的革命性变革是必不可少的，也是推动他们进入下一个增长周期阶段的重要因素。Tushman & O’Reilly III（1996）指出，几乎所有成功的组织演变通过较长的进化变化结合革命爆发时期。

卧龙岗代写assignment:研究管理文学

The nature and dynamics of organisational change has been studied extensively within management literature. It is arguably vital to understand this it is an essential element of examining organisations and understanding the forces of organisational change as they wrestle with managing innovation and change in new environments and contexts for doing business. According to Huczynski and Buchanan (2001) an organisation is a social arrangement for achieving controlled performance in the pursuit of collective goals. This definition emphasises the fact that people in the organisation interact in order to achieve some objectives and in terms of business those certain purposes always appear to be related to organisational growth. To a large extent it can be said that growth is related to the dynamics of change and innovation which are in turn fuelled by environmental forces. For example a series of inventions and innovations which reduced the number of people needed to work and the concomitant introduction of mass production systems resulted in the Industrial Revolution and related new styles and applications of industrial organisations. For these organisations the standard structure was to place these mechanistic lines under a system of rigid control, (Senior, 2002).
For many years change was considered more as an evolutionary process than a revolutionary process. The evolutionary assumption reflects the view that change is a product of adjustment. As Greiner (2000) points out each growth phase begins with a period of evolution. In other words change is incremental when the components of change phenomenon which are defined as a system, process or product undergo minor changes but the structure of the organisation remains unchanged, (Sircar, Nerur & Mahaoatra, 2001). However while evolutionary changes are essential for short term success it can not sustain an organisations long term survival in the face of pressure. As such then while evolutionary change is easier to accommodate revolutionary change causes stress because the implicit architectural basis for organisational knowledge such as the organisational culture is embedded in various processes which undergo fundamental and dramatic alterations. Yet revolutionary change it can be contended is essential in all organisations’ growth and a significant element in pushing them into the next phase of their growth cycle. Tushman & O’Reilly III (1996) point out that almost all successful organisations evolve through relatively long periods of evolutionary change combined with bursts of revolutionary change.

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