一個(gè)關(guān)于組織的簡(jiǎn)單介紹將會(huì)有助于了解本篇報(bào)告中關(guān)于變化、官僚組織和組織發(fā)展中的形式。報(bào)告中涵蓋了目前經(jīng)濟(jì)中的長(zhǎng)處和短處以及何種程度的變化是有必要的內(nèi)容。
 

1951年，公司承認(rèn)國(guó)際移民組織在移民領(lǐng)域是最重要的國(guó)際間政府社會(huì)，并且在與政府、政府間和非政府伙伴的工作上很認(rèn)真。由于127個(gè)關(guān)聯(lián)條件，公司辦公室的額外的17個(gè)條件屬性的旁觀者的位置和100個(gè)國(guó)家，國(guó)際移民組織致力于保護(hù)人道主義。

公司的工作體現(xiàn)了搬遷和經(jīng)濟(jì)之間的聯(lián)系，社區(qū)和社會(huì)的成才以及自由驅(qū)動(dòng)的正確性。國(guó)際移民組織的工作包括了四個(gè)方面的拆遷管理：

搬遷和發(fā)展

順利的移民

適應(yīng)的移民

強(qiáng)制的移民

公司的事件橫向切斷了這些部分，包括國(guó)際遷移規(guī)律的提高，戰(zhàn)略的討論和領(lǐng)導(dǎo)才能，難民權(quán)利的保護(hù)和移民的健康性。（圣吉，2004年3月）

國(guó)際移民組織的戰(zhàn)略重點(diǎn)

為那些世界各地需要支持的移民人士提供保護(hù)的、連續(xù)的、柔和的和合算的設(shè)施。提高移民的分類和設(shè)置管理，以及世界人民對(duì)移民的人權(quán)的尊重。

 

A brief introduction about the organization considered helps to understand the issues discussed in this report such as change, bureaucratic organizations and forms of organizational development. The report covers the strengths and weakness to what extent the change is necessary in the present economic content.

1951, company Recognized, IOM is the foremost inter-governmental society in the arena of immigration and works carefully with governmental, intergovernmental and non-governmental associates. By 127 associate conditions, an additional 17 conditions property spectator position and 100 countries in company office, IOM is committed to indorsing humanitarian.

The company Work knows the connection among relocation and economic, community and social growth, as well as to the correct of liberty of drive. IOM works in the four wide parts of
relocation management:

Relocation and development

Smoothing immigration

Adaptable immigration

Compulsory immigration.

The company events that cut transversely these parts include the raise of international relocation rule, strategy argument and leadership, guard of refugees' rights, immigration fitness. (Senge, March 2004)

IOM’s Strategic Focus

To offer protected, consistent, supple and lucrative facilities for people who need worldwide immigration support. And to improve the kind and arranged management of immigration and the actual respect for the human rights of immigrants in agreement with worldwide. Specially provision Conditions, immigrants and groups in speaking the tests of unequal immigration, including through investigation and examination into causes, distribution material and dispersion best performs, as well as easing development-focused explanations. And contribution Positions to enable the addition of migrants in their original situation and to engross Movements, counting as development associates. After that accept packages which enable the charitable reappearance and rehabilitation of immigrants, banished persons, immigrants and other persons in necessity of global immigration services, in collaboration with extra applicable international governments as suitable, and captivating into version the wants and worries of native groups. For support Statuses in the development and distribution of packages, trainings and practical skill on battling traveling running and transferring in people, in specific women and children, in a way reliable with international rule. (Autumn, 1982)

變化的原因——Reason of Change

"Environmental migrants are persons or groups of persons who, for reasons of unexpected or advanced changes in the environment that adversely affect their lives or living conditions, are grateful to have to leave their habitual homes, or select to do so, either momentarily or forever, and who transfer either within their territory or abroad."

This working explanation knows that

Environmental migrants are not only those displaced by extreme ecological actions but also those whose migration is activated by deteriorating environmental conditions;

environmentally-induced movement can take place within as well as across international boundaries;

it can be together short and long term; and

Population movements activated by environmental issues can be forced as well as a matter of choice.

People migrating for environmental reasons do not fall directly within any one specific class provided by the current international legal agenda. Terms such as "environmental refugee" or "climate change refugee" have no legal base in international refugee rule. There is a rising consensus among worried agencies, including UNHCR, that their use is to be avoided. These terms are deceptive and could possibly undermine the international legal regime for the defense of refugees.

All people moving for environmental reasons are secure by international human rights rule. In addition, persons displaced within their country outstanding to natural or human made disasters are covered by supplies laid out in the Guiding Principles on Internal Displacement.

The pure size of the test in Haiti has open needed alterations and developments wanted to the group in knowledge to premium answer to the extra and rescue supplies. In specific, the essential to improved join multi-dimensional and cross-cutting subjects into the altruistic reply, such as subjects connected to sex, property possession, debris exclusion or city development, looked as a risky and essential development of the scheme. Inter-cluster organization and sturdy benevolent leadership are main parts where developments are essential in instruction for the group scheme to accomplish its filled possible.

Additional test recognized in the Administrator General's crash and mainly applicable in the setting of the backup answer in Haiti relays to the rush answer volume for the management of public-spirited support.? Though all actions, if remaining flow funding in answer to the shaking, the greatness of the tragedy did place bounds on the flow. Normal events for the fast staffing of operate for spare answer and logistical funding can be additional better to growth the efficiency and appropriateness of charitable answer. Likewise vital, outside the backup answer, all administrations want to deliver long-standing huge appointment with the good, knowledgeable function with the passable provision to assistance housing such prices. In doing so, it will be significant to speech all scopes of conservational immigration. Company suggests a 3-pronged immigration organization method. Main of all, we essential to capitalize in diminishing compulsory immigration – by secondary edition actions in the greatest susceptible nations, the flexibility of defenseless societies can be bigger, thus plummeting immigration. Then, where involuntary immigration does happen, it is significant to guarantee support to and defense of the persons pretentious. This may need strengthening charitable act with the satisfactory incomes to encounter the rising task of infection change. Lastly, we essential to simplify the role of immigration as an edition strategy to climate change in specific by merging the developmental effects of immigration on parts of source. (Hiatt, 2003)

變化的過程——Process of change

At the beginning of his term, the Director General set himself three clear priorities for action;

(a) the enhancement of member state ownership in the organization

(b) the reinforcement of collaborative partnerships and

(c) the strengthening of staff development.

Under the third point, the Director General has introduced several initiatives to help him assess and understand the needs and expectations of IOM staff, including regional meetings/consultations, a global staff satisfaction survey and an independent review by an external consultant.

In April 2009, after a series of implemented initiatives aimed at collecting feedback from all levels of IOM staff as well as IOM Member States, the Director General reached a solid and reliable basis to move forward with conducting a review with a view to making necessary changes to the structure of the organization. In light of this, the Structure Review Team was formed with the mandate to provide the Director General with recommendations on the future IOM organizational structure keeping the following two key aspects in mind:

(a) Consolidation of structures and resources in the Field, and

(b) Coherence of structures in Headquarters.

This framework illustrates the relationship between the vision, mission and strategy of the organization and the organizational structure, skills, processes and resources required to deliver on that vision, mission and strategy. Now the global economy has started recover again and emerging with profitable results of the businesses. As far as IOM is concerned regardless of the global trend in economy the organization has a necessity of utilizing the resources economically, efficiently and effectively in order to ensure value for money of the donor funding and even to secure potential donations. The consolidation of structures and resources in field and coherence of structures in head quarters leads to avoid duplication of resource utilization and addresses the following issues too.

(a) More effective strategy formulation, policy planning and implementation,

(b) More clearly defined roles and responsibilities of administrative units,

(c) increased accountability at both corporate and individual levels, and

(d) Enhanced capacity to cooperate with and build partnerships with relevant

International institutions including for resource mobilization.

In order to achieve the cooperates strategic objectives more efficiently and effectively with value for money the organization is planning to have a continuously improved change of its management style and organizational structure. The management believes that this will provide better value for the donor’s funding and provide best possible service for its beneficiaries. On the other hand this will improve transparency, openness, accountability etc.

(Clampitt, 2007) (Williams, 2007)

變更的管理——Change management

Instead, change wants to be silent and managed in a method that people can succeed successfully with it. Change can be worrying, so the manager rationally wants to be a settling effect. Check that persons affected by the change decide with, or at least comprehend, the want for change, and have a chance to agree how the change will be achieved, and to be intricate in the preparation and implementation of the change. Use direct communications to handle delicate facets of administrative change organization. Inspire managers to connect direct with their people too if they are serving manage an organizational change. Email and inscribed notices are really weak at carrying and developing understanding. IOM think that organization need to make a change fast, probe the motives - is the resolve real? Will the effects of approving a more practical time-frame really be more tragic than ruling over a disastrous change? Quick change foils proper discussion and participation, which leads to problems that take time to resolution. For complex changes, mention to the process of project management, and guarantee that organization expands this with advice-giving communications to agree and improvement care for the reasons for the variation. Including and notifying people also creates chances for others to contribute in planning and applying the changes, which lightens load, spreads the organizational load, and makes a sense of proprietorship and knowledge between the people pretentious. See also the excellent free executive template, considered by Sharon Drew Morgan, with facilitative questions for individual and organizational revolution and variation.

To appreciate more about people's personalities, and how altered people reply otherwise to change, see the behavior styles unit. For organizational modification that involves new actions, objectives and developments for a group or crew of people use work s hops to succeed understanding, association, plans, quantifiable aims, actions and promise. Encourage management team to use plants with their people too if they are serving organization to manage the change. Organization should even apply these values to very rough change like making people terminated, conclusions and incorporating combined or learned organizations. Depraved bulletin wants even more watchful management than routine change. Whack behind memorandums and central managers will make matters inferior. Consulting with persons and serving them to appreciate does not weaken position it strengthen it. Leaders who flop to consult and include their people in handling bad news are outward as weak and deficient in integrity. Treat people with civilization and respect and they will respond. Be watchful that the chief anxieties of most employees are change themselves. Understand the method of personal change concept to see how people reply to change. Directors and senior managers responsible for managing organizational change do not, as a rule, anxiety change - they usually thrive on it. So remember that people do not enjoyment change, they find it intensely worrying and threatening. People’s fear of change is as great as own fear of disappointment. (Senge, March 2004)

Responsibility for organization change

The worker does not have a concern to succeed change – the employee's concern is no other than to do their greatest, which is dissimilar for all person and depends on a wide choice of issues like maturity, stability, experience, personality, motivation. Accountability for managing change is with organization and managers of the organization. They must accomplish the change in a method that staffs can handle with it. The manager has a concern to simplify and enable change, and all that is indirect within that declaration, particularly to understand the condition from an objective position (to 'step back', and be non-judgmental), and then to help people recognize reasons, goals, and ways of answering positively giving to employees' own capabilities and situations. Progressively the manager's role is to understand, communicate and enable - not to teach and execute, which nobody actually answers to well. (Greenfield, 2008)

Models and Implementation in IOM

An implementation strategy is required in order to adopt?IOM in a pragmatic way.?In order to be effective, the IOM implementation?strategy must be tailored to the requirements of the specific organization which is adopting it.??IOM addresses people, processes and systems which must interoperate with each other in order to?achieve the?levels?of O&M integration that are required?to simultaneously improve productivity and risk management (Greenfield, 2008).

Implementing process of structural review in IOM

The process such as BPR and Kotter’s eight step change ideal can be adopted by IOM in order to succeed change with trifling resistance provided that each stakeholder group gets addressed accordingly. By addressing the key management issues in change management and to compete in third wave IOM can ensure the delivery of its services according to the specifications of the donor preferences, Value for money, budgetary control, and benefit to the society and the host communities along with satisfying the Governments.

Kotter's eight step change model can be summarized as:

Step 1 Making people to move-which has been already addressed and started by the headquarters by the Director general via collecting feedback and suggestions from All IOM managers and staff.

Step 2 Build a guiding team- the formation of Structure review team of IOM consist of officials from various levels and capacities and from various parts of the world.

Step 3 Formation vision and objectives- Consolidation of structures and resources in the field and increased coherence and integration among the structures in HQ.

Step 4 Communicate and involve people- implement as buy in rather than selling off the strategy.

Step 5 Empower actions- obstacles removed and constructive feed backs encouraged by rewarding and recognition.

Step 6 Set short term targets comprises of parts of strategic plan of this review.

Step 7 Encourage ongoing change and progress writing and highlight achieved milestones.

Step 8 Embed change in to culture of IOM. (Kotter)

CONCLUSION

The change needs addressed in the section 1 and discussed the assets and faults of the bureaucratic organizations. The many alternative forms of Organizational development has been analyses and I recommend that IOM should adopt the planned strategic change with its structural change along with addressing the interests and implications of and to its stakeholders and involving them in to the process of change and development and make it participatory and make it successful. The process models discussed such as BPR, Kotler’s 8 step change model IOM could implement the structural review change and enjoy the benefits of it.