论文代写：变更管理
首先，采取内部激励措施，以准备员工的变更(Mento, et al.， 2002;院长和鲍登,1994)。法伦是一个积极主动的领导者和变革推动者。法伦利用公司内部网，帮助员工了解他们的期望，并确保员工做好了准备。为了帮助公司达到目的，培生公司对技术进行了改进。培生集团的变更管理是由公司外部观察推动的，当时新任CEO法伦刚刚加入公司。他需要内部的观察和员工的反馈来领导变革，公司的新博客文章是CEO实现这一目标(Wang, 2015)。
论文代写：变更管理
在更改和实时消息会话期间，还存在协作式通信风格。公司领导层可以通过自下而上的方式收集反馈意见，并在合作领导机构中进行自上而下的内容(Kettinger & Grover, 1995;Chrislip,2002;布什,2001)。沟通的透明形式帮助员工更好地与他们的新领导沟通，他们也开始接受改变，以更好地创造更大的空间。当员工在变更管理中咨询和通知时，他们发现自己更容易适应变化。
论文代写：变更管理
Firstly, internally motivation action was taken in order to prepare the employees for change (Mento, et al., 2002; Dean & Bowden, 1994). Fallon was proactive as a leader and as a change agent. Fallon made use of the company intranet to assist employees in what they can expect and ensured the employees were prepared. Technology was revamped in Pearson to help the company meet their ends. The change management at Pearson was driven by external observations of the company as the new CEO Fallon had just joined the company. He needed internal observations and feedback from employees to lead change and the Neo blog posts of the company was one that was for the CEO to achieve this (Wang, 2015).
论文代写：变更管理
A collaborative communication style persisted during the change and real time messaging sessions were also present. Company leadership could gather feedback in the form of bottom up and top down content in collaborative leaderships (Kettinger & Grover, 1995; Chrislip, 2002; Bush, 2001). The form of transparency in communication helped the employees connect better to their new leader and they came around to accepting change options for creating the GES space better. Employees when consulted and informed in change management find it easier to adapt to change.
