دانلود ترجمه مقاله بررسی رابطه بین جهانی شدن و مدیریت تحول

• فهرست مطالب:

چکیده
۱ مقدمه
۲ قسمت ها و مراحل تغییر
۳ جهانی شدن و مدیریت فرهنگ
۴ نتیجه گیری

• بخشی از ترجمه:

ما می توانیم به عنوان نتیجه گیری از مقاله حاضر بگوییم که مدیریت فرهنگی نه یک نگرشی از تکنیک ها و ابزارها است بلکه موفقیت کسب و کار در بسیاری از زمینه های فعالیت به شدت تحت تایر توانایی مدیر بوده است. بسیاری از سازمان های اقتصادی کشور رومانی از طریق فرایندها، تغییر کافی داشته اند و بدیهی است که در بسیاری از موانع، شکست هایی را تجربه نموده اند که غالبا توسط این تفاوت های فرهنگی و عدم صلاحیت مدیریتی است. با این حال این یک واقعیت مسلم است که مدیران رومانیایی از یادگیری تجربه دیگران استفاده می کردند و برای انتقال ارزش های کلیدی برای موفقیت و تکامل در آینده اقدام می نمودند که این فرض بسیار مطلوب در روند واقعی پیوستن به اتحادیه اروپا می باشد.

• بخشی از مقاله انگلیسی:

Introduction Change is a coordinate of the present moment. The organization and its management cannot be left out of this reality. On the contrary, they have to adapt and sometimes become responsible for the initiative. A deeper analysis reveals that changes are not to be considered good or bad. However, one can state that the way in which they are implemented and governed is crucial to the clients and the members of the organization. Organizations are confronted with two sources of pressure favorable to change: internal sources and external ones, respectively. Among internal sources, one can take into account the following aspects: low productivity, conflicts, strikes, sabotage, absenteeism, fluctuation. Those are factors that managers might consider indicators of necessary change. Most often, internal sources which become problematic are actually an answer to organizational change that is meant to face the external environment. Therefore, aiming at becoming competitive, organizations might adopt decisions (of merging) which consequently lead to conflicts between the cultures of the merged organizations. Conflicts stimulate new changes, which had not been anticipated at the moment of merging. In nowadays organizations a significant part of change is governed by top-management and involves consistent strategy transformations . The entire organization is often affected and employees’ family values are brought into discussion. 2. Areas and Stages of Change In theory, organizations can change any operational aspect they choose. However, taken into account the fact that change is a broad concept, it becomes useful to identify a few specific areas in which transformations may be encountered. The factors that need to be changed depend on a well informed analysis regarding internal and external forces which indicate the necessity of change. Among these factors, one may encounter the following: Management & marketing 78 – Objectives and strategies. Organizations frequently change objectives and the strategies they use in order to accomplish them. The extension, the insertion of new products and the search of new markets represent changes of this sort. – Technology. Technologic changes may vary from minor (employees’ access to a new computer equipment) to major (replacing a rigid assembly line with a flexible production system). – Designing the job. Organizations may redesign individual jobs, so that they offer autonomy, identity and significance to a greater or to a lesser extent. – Structure. Organizations may switch from a functional form to one focused on the product, or the other way around. Similarly, the degree of formalization or centralization, the elevation of organizational structure, or the areas of control may be changed. – Processes. Basic processes that underlie the activity may be changed. The stages of a project, for instance, may be designed as simultaneous or sequential. – People. Changes brought about in this area aim at two directions: the structure of personnel, by means of revising the employment procedure, or the range of skills and attitudes, by means of different training methods. However, the listing of all these areas in which change may be brought about forces us to make the following useful clarifications: – Change in a certain area may involve changes in other fields. The inability of identifying the nature of change may generate serious trouble. – Changes regarding objectives, strategies, technology, structure, processes and job design always require that the organizations focus their attention on the way people are affected and transformed in this context. Before implementing change, necessary skills and positive attitudes should be fostered as much as possible. Regardless of the area in which it takes place, the process of change involves three fundamental stages: – Thawing. This occurs when the current state of affairs is perceived as unsatisfactory. It is mostly stimulated by crisis situations (a dramatic sales drop, an unexpected strike). – Changing. It takes place when a plan or a special program is implemented in order to create a better climate for the organization and its members.