加拿大代写report：变革推动者
加拿大代写report：变革推动者
构建：组织的组织结构将限制选择变更管理团队的经理的能力和能力，并为他们的成功变更努力计划他们的活动。一个明确的变革努力和一个更强大的经理帮助变革管理团队将有所帮助。
能力：这是组织的重要组成部分。这是组织可以提供变更代理经理的资源（Lunenburg，2010）。这可以指物质资源和人力资源。举例来说，一所学校要求管理人员组成一个四人的变革管理团队，以指导ICT的实施和管理变革。如果组织只有三名可用员工，则会发生资源冲突。这里任何管理技能都可能无济于事。
加拿大代写report：变革推动者
开放性：这是一个重要的特征，因为它将决定一个人在与团队沟通和互动方面的开放程度。变革推动者必须受到其成员的影响并愿意受其影响。管理者必须具备的沟通技巧是开放的。 Chawla和Kellaway（2004）进行的研究表明，当有一个高效的沟通体系和工作保障时，员工更加乐于改变和改变管理。对164名员工进行的一项调查表明，员工参与变更管理将取决于他们对组织的信任程度。信任水平与沟通和工作保障间接相关（Chawla and Kellaway，2004）。
加拿大代写report：变革推动者
Structuring: The very structuring of an organization would restrict the ability and the capability of the manager who is selecting the change management team and planning for their activities for a successful change effort. A well defined change effort and a manager with more power to help the change management team would help.
Capacity: This is an important element for the organization. It is the resources that the organization can provide the change agent-manager with (Lunenburg, 2010). This can refer to both physical resources and human resources. As an example consider that a school requires a manager to form a change management team of four in order to guide the ICT implementation and manage change. If the organization has only three available employees then there is a resource clash. Here any amount of managerial skills might not help.
加拿大代写report：变革推动者
Openness: This is an important characteristic, as it will decide the level of openness that a person has in terms of communication and interaction with their team. A change agent has to be one that is influenced by and is willing to be influenced by his team members. The communication skill that a manager has to possess is openness. Research conducted by Chawla and Kellaway (2004) indicates that employees were more open to change and change management when there was an efficient communication system and job security. A study conducted with 164 employees indicates that employee participation in change management would depend on the trust levels they have with their organization. Trust levels were indirectly correlated to communication and job security (Chawla and Kellaway, 2004).
