澳洲论文代写：评估变化类型
无论是企业、过程、组织还是个人项目，其成功的关键在于改变对工作和工作流程的态度。如果一个组织没有积极的变化，它将无法保持其在市场上的竞争年龄，最终将无法满足作为任何业务基础的忠实顾客的要求。Sergio Marchionne，首席执行官的菲亚特，在各种类型的菲亚特和克莱斯勒的进步必要的改变了。追求Sergio Marchionne在菲亚特改变最重要的类型是设置有效的经理和主管。他考察了工厂、客户、客户和附属实体，从各个角度全面了解现状。从各个角度分析形势后，他感到了企业领导层的变革冲动。他放手在高级职位，许多职工和退休之前的许多时间。他这样做，因为这些经理对工作有一个举棋不定的态度。那些没有高级职位但在市场营销等随机部门分配的有才能的潜在人才被纳入高级管理层。Marchionne任命20名员工把重点人才。
改变追求第二类型是员工相关责任。以前的决定是不是在经理或主管的手。所有的关键任务是直接转发到首席执行官。Marchionne改变了这种态度的管理者。他赋予他们更多的责任，反过来又使他们对自己的行动和决定承担更多的责任。另一种变化是在公司内部的沟通。他旨在提高通过形成一个24人的团队跨部门沟通。这个团队被指派把公司的所有部分都交给对方来讨论事情和想法。他曾将高管从一个部门转移到另一个部门，以便在高层管理人员中分享想法，促进多任务。另一个基本的改变是在规定的劳动。Marchionne也采取了有效的措施鼓励员工更高的工作流程。他们在工厂附近提供了更多的设施，以便他们能够在工作中应付国内责任。他们在工厂里提供了更舒适的环境，比如更好的休息室和洗漱室。这样做的目的是提供一个舒适、轻松的工作环境。
澳洲论文代写：评估变化类型
Whether it is a business, process, organization, or individual project, the key to its success lies in changing the attitude towards work and workflow. Without positive changes in an organization it will fail to maintain its competitive age in the market and will ultimately fail to meet the requirements of loyal customers who are the base of any business. Sergio Marchionne, CEO of Fiat, worked out on various types of changes necessary for the progress of Fiat and Chrysler. The foremost type of change pursued by Sergio Marchionne in Fiat was placement of effective managers and supervisors. He surveyed the factories, clients, customers and affiliated entities to acquire complete knowledge of present situation from every perspective. After analyzing the situation from every angle he felt the urge of change in the leadership of the business. He let go many employees at senior positions and retired many before time. He did this because these managers or executives have an indecisive attitude towards work. The talented and potential people which were not on senior positions earlier but allocated in random departments like marketing were brought into senior management layer. Marchionne appointed 20 employees keeping his emphases on talent.
The second type of change pursued was related to responsibilities of employees. Previously decisions were not in the hands of managers or executive. All the decisive assignments were forwarded directly to CEO. Marchionne changed this attitude of the mangers. He gave them more responsibilities and in turn made them more accountable for their actions and decisions. Another type of change was in intercompany communication. He aimed at improving inter department communication by forming a 24 person team. This team was assigned the task of bringing all parts of company to talk to each other about matters and ideas. He used to move executives from one part to another for the purpose of sharing ideas and promoting multitasking among senior managers. Another basic change was made in provision to labour. Marchionne also took effective steps to encourage workforce for higher workflow. They were provided more facilities near factory site so that they can cope up with their domestic responsibilities along with work. They were provided more comfortable environment within the factory, like better rest rooms and wash rooms. This was done to provide a comfortable and relaxed environment at work.