"Unter Ver\u00E4nderungsmanagement (englisch change management, CM, von englisch management) lassen sich alle Aufgaben, Ma\u00DFnahmen und T\u00E4tigkeiten zusammenfassen, die eine umfassende, bereichs\u00FCbergreifende und inhaltlich weitreichende Ver\u00E4nderung \u2013 zur Umsetzung neuer Strategien, Strukturen, Systeme, Prozesse oder Verhaltensweisen \u2013 in einer Organisation bewirken sollen. Mit der Verfolgung von \u00C4nderungen an Produkten befasst sich das \u00C4nderungswesen."@de . "La gesti\u00F3 del canvi \u00E9s un enfocament pel canvi / transici\u00F3 dels individus, equips i organitzacions d'un estat actual a un estat futur o desitjat. En el context de la gesti\u00F3 de projectes, gesti\u00F3 del canvi es refereix al proc\u00E9s pel qual els canvis s\u00F3n formalment presentat i aprovat. La gesti\u00F3 del canvi utilitza les estructures i eines b\u00E0siques de control de qualsevol esfor\u00E7 de canvi organitzacional. L'objectiu \u00E9s maximitzar els beneficis i minimitzar els efectes del canvi en els treballadors i evitar distraccions."@ca . . "Change management (sometimes abbreviated as CM) is a collective term for all approaches to prepare, support, and help individuals, teams, and organizations in making organizational change. It includes methods that redirect or redefine the use of resources, business process, budget allocations, or other modes of operation that significantly change a company or organization. In a project-management context, the term \"change management\" may be used as an alternative to change control processes wherein changes to the scope of a project are formally introduced and approved."@en . . . "Pris absolument, le changement d\u00E9signe le passage[r\u00E9f. souhait\u00E9e] d'un \u00E9tat \u00E0 un autre qui peut s'exercer dans des domaines tr\u00E8s divers et \u00E0 des niveaux tr\u00E8s divers. Selon la nature, la dur\u00E9e et l'intensit\u00E9 de ce passage, on parlera d'\u00E9volution, de r\u00E9volution, de transformation, de m\u00E9tamorphose, de modification, de mutation de (ie de transformation profonde et durable)\u2026 On distingue le changement \u00AB endog\u00E8ne \u00BB, d\u00FB \u00E0 des causes internes (par ex : les r\u00E9volutions politiques), du changement \u00AB exog\u00E8ne \u00BB, provoqu\u00E9 par des causes externes (par ex : la r\u00E9volution du t\u00E9l\u00E9phone mobile). Chez les humains, le changement suscite des r\u00E9actions diverses, allant de l'espoir le plus fou (th\u00E8me de l'Apocalypse) \u00E0 la phobie[r\u00E9f. souhait\u00E9e], en passant par le rejet (n\u00E9ophobie, mison\u00E9isme). \u00C0 moins qu'il n'engendre qu'une r\u00E9action d\u00E9sabus\u00E9e comme le montre le roman Le Gu\u00E9pard de Giuseppe Tomasi di Lampedusa : \u00AB Il faut que tout change pour que rien ne change\u2026 \u00BB"@fr . . . "\u0423\u043F\u0440\u0430\u0432\u043B\u0456\u0301\u0301\u043D\u043D\u044F \u0437\u043C\u0456\u0301\u043D\u0430\u043C\u0438 (Change Management) \u2014 \u0446\u0435 \u0437\u0431\u0430\u043B\u0430\u043D\u0441\u043E\u0432\u0430\u043D\u0430 \u0441\u0438\u0441\u0442\u0435\u043C\u0430 \u0443\u043F\u0440\u0430\u0432\u043B\u0456\u043D\u043D\u044F \u0440\u0435\u0441\u0443\u0440\u0441\u0430\u043C\u0438 (\u043B\u044E\u0434\u0441\u044C\u043A\u0438\u043C\u0438 \u0456 \u0442\u0435\u0445\u043D\u0456\u0447\u043D\u0438\u043C\u0438), \u043F\u043E\u0432'\u044F\u0437\u0430\u043D\u0430 \u0437\u0456 \u0437\u043C\u0456\u043D\u0430\u043C\u0438. \u0423\u043F\u0440\u0430\u0432\u043B\u0456\u043D\u043D\u044F \u0437\u043C\u0456\u043D\u0430\u043C\u0438 \u2014 \u0446\u0435 \u0441\u0443\u043A\u0443\u043F\u043D\u0456\u0441\u0442\u044C \u0440\u043E\u0431\u0456\u0442, \u044F\u043A\u0456 \u043F\u043E\u043B\u044F\u0433\u0430\u044E\u0442\u044C \u0443 \n* \u0432\u0438\u0437\u043D\u0430\u0447\u0435\u043D\u043D\u0456 \u0456 \u0432\u043F\u0440\u043E\u0432\u0430\u0434\u0436\u0435\u043D\u043D\u0456 \u043D\u043E\u0432\u0438\u0445 \u0446\u0456\u043D\u043D\u043E\u0441\u0442\u0435\u0439, \u0441\u0442\u043E\u0441\u0443\u043D\u043A\u0456\u0432, \u043D\u043E\u0440\u043C, \u0441\u0442\u0438\u043B\u044E \u043F\u043E\u0432\u0435\u0434\u0456\u043D\u043A\u0438 \u0432 \u043C\u0435\u0436\u0430\u0445 \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0457, \u044F\u043A\u0456 \u043F\u0456\u0434\u0442\u0440\u0438\u043C\u0443\u044E\u0442\u044C \u043D\u043E\u0432\u0456 \u0441\u043F\u043E\u0441\u043E\u0431\u0438 \u0432\u0438\u043A\u043E\u043D\u0430\u043D\u043D\u044F \u0440\u043E\u0431\u043E\u0442\u0438 \u0456 \u043F\u0435\u0440\u0435\u0431\u043E\u0440\u044E\u044E\u0442\u044C \u043F\u0440\u043E\u0442\u0438\u0441\u0442\u043E\u044F\u043D\u043D\u044F \u0437\u043C\u0456\u043D\u0430\u043C; \n* \u0434\u043E\u0441\u044F\u0433\u043D\u0435\u043D\u043D\u044F \u043A\u043E\u043D\u0441\u0435\u043D\u0441\u0443\u0441\u0443 \u043C\u0456\u0436 \u0441\u043F\u043E\u0436\u0438\u0432\u0430\u0447\u0430\u043C\u0438 \u0456 \u0437\u0430\u0446\u0456\u043A\u0430\u0432\u043B\u0435\u043D\u0438\u043C\u0438 \u0441\u0442\u043E\u0440\u043E\u043D\u0430\u043C\u0438 \u0449\u043E\u0434\u043E \u043F\u0435\u0432\u043D\u0438\u0445 \u0437\u043C\u0456\u043D, \u0440\u0435\u0430\u043B\u0456\u0437\u043E\u0432\u0430\u043D\u0438\u0445 \u0434\u043B\u044F \u0431\u0456\u043B\u044C\u0448\u043E\u0433\u043E \u0437\u0430\u0434\u043E\u0432\u043E\u043B\u0435\u043D\u043D\u044F \u0457\u0445 \u043F\u043E\u0442\u0440\u0435\u0431; \n* \u043F\u043B\u0430\u043D\u0443\u0432\u0430\u043D\u043D\u044F, \u0442\u0435\u0441\u0442\u0443\u0432\u0430\u043D\u043D\u044F \u0456 \u0432\u043F\u0440\u043E\u0432\u0430\u0434\u0436\u0435\u043D\u043D\u044F \u0443\u0441\u0456\u0445 \u0430\u0441\u043F\u0435\u043A\u0442\u0456\u0432 \u043F\u0435\u0440\u0435\u0445\u043E\u0434\u0443 \u0432\u0456\u0434 \u043E\u0434\u043D\u0456\u0454\u0457 \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0439\u043D\u043E\u0457 \u0441\u0442\u0440\u0443\u043A\u0442\u0443\u0440\u0438 \u0447\u0438 \u0431\u0456\u0437\u043D\u0435\u0441-\u043F\u0440\u043E\u0446\u0435\u0441\u0443 \u0434\u043E \u0456\u043D\u0448\u043E\u0433\u043E."@uk . . 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\uB354 \uD6A8\uACFC\uC801\uC73C\uB85C \uACBD\uC601\uD658\uACBD\uC758 \uBCC0\uD654\uC5D0 \uB300\uC751\uD574 \uC870\uC9C1\uC744 \uBCC0\uD654\uC2DC\uD0A4\uB294 \uAC83\uC740 \uB9E4\uC6B0 \uC911\uC694\uD558\uB2E4. \uC131\uACF5\uC744 \uC6D0\uD558\uB294 \uAE30\uC5C5\uC740 \uCCB4\uACC4\uC801\uC778 \uBC18\uB4DC\uC2DC \uBCC0\uD654\uAD00\uB9AC \uD504\uB85C\uC138\uC2A4\uB97C \uAC00\uC9C0\uACE0 \uC788\uC5B4\uC57C \uD55C\uB2E4. \uB354\uAD70\uB2E4\uB098 \uCD5C\uADFC \uAE30\uC5C5\uC774 \uC9C1\uBA74\uD558\uB294 \uBCC0\uD654\uB294 \uAE30\uC874\uC758 \uC2DC\uC2A4\uD15C \uB0B4\uC5D0\uC11C \uBD80\uBD84\uC801\uC73C\uB85C \uBCC0\uD654\uD558\uB294 \uC810\uC9C4\uC801 \uBCC0\uD654\uAC00 \uC544\uB2C8\uB77C, \uAE30\uC874\uC758 \uC2DC\uC2A4\uD15C \uC790\uCCB4\uC5D0 \uB300\uD55C \uBCC0\uD654\uB97C \uD3EC\uD568\uD558\uB294 \uBCC0\uD601\uC801 \uBCC0\uD654\uC774\uBA70 \uADF8 \uBE48\uB3C4\uB098 \uAC15\uB3C4\uC5D0 \uC788\uC5B4\uC11C\uB3C4 \uD6E8\uC52C \uB354 \uB192\uC740 \uC218\uC900\uC73C\uB85C \uC77C\uC5B4\uB098\uACE0 \uC788\uB2E4. \uC131\uACF5\uC801\uC778 \uC870\uC9C1\uBCC0\uD654\uB97C \uC704\uD574\uC11C\uB294 \uAE30\uBCF8\uC801\uC73C\uB85C 3\uAC00\uC9C0 \uC694\uC18C\uAC00 \uD544\uC218\uC801\uC774\uB2E4. \uCCAB \uBC88\uC9F8\uB294 \uD604 \uC0C1\uD669\uC5D0 \uB300\uD55C \uBD88\uB9CC\uC774\uB098 \uBCC0\uD654\uC758 \uD544\uC694\uC131\uC5D0 \uB300\uD55C \uC778\uC2DD\uC73C\uB85C, \uC774\uB294 \uC870\uC9C1\uBCC0\uD654\uB97C \uC704\uD55C \uC790\uADF9 \uB610\uB294 \uB3D9\uAE30\uC720\uBC1C\uC758 \uC694\uC778\uC774 \uB41C\uB2E4. \uB450 \uBC88\uC9F8\uB294 \uC0C8\uB85C\uC6B4 \uC0C1\uD669\uC5D0 \uC801\uD569\uD55C \uB2EC\uC131 \uAC00\uB2A5\uD55C \uBE44\uC804 \uC124\uC815\uC73C\uB85C, \uC774\uB294 \uC870\uC9C1\uBCC0\uD654\uC758 \uBC29\uD5A5 \uBC0F \uAC00\uB2A5\uC131\uC744 \uBA85\uD655\uD788 \uD574\uC900\uB2E4. \uC138 \uBC88\uC9F8\uB294 \uC131\uACF5\uC5D0 \uB300\uD55C \uC2E0\uB150\uACFC \uD568\uAED8 \uC2E4\uCC9C\uC744 \uC704\uD55C \uBA85\uD655\uD55C \uC544\uC774\uB514\uC5B4 \uB3C4\uCD9C\uB85C, \uC774\uB294 \uC2E4\uCC9C\uACC4\uD68D\uACFC \uD568\uAED8 \uC870\uC9C1\uBCC0\uD654\uC758 \uC9C0\uC6D0\uC138\uB825\uC73C\uB85C \uC791\uC6A9\uD558\uAC8C \uB41C\uB2E4. \uC774\uB4E4 \uC138 \uAC00\uC9C0 \uC694\uC18C\uAC00 \uBAA8\uB450 \uAC16\uCDB0\uC838\uC57C\uB9CC \uC131\uACF5\uC801\uC778 \uC870\uC9C1\uBCC0\uD654\uAC00 \uAC00\uB2A5\uD558\uBA70 \uC774 \uC911 \uC5B4\uB5A4 \uD55C \uAC00\uC9C0 \uC694\uC18C\uB77C\uB3C4 \uACB0\uD54D\uB418\uB294 \uACBD\uC6B0 \uC870\uC9C1\uBCC0\uD654\uB294 \uC131\uACF5\uD560 \uC218 \uC5C6\uB2E4. \uAD6C\uC131\uC6D0 \uBAA8\uB450\uAC00 \uBCC0\uD654\uC758 \uD544\uC694\uC131\uC5D0 \uB300\uD574 \uACF5\uAC10\uD558\uACE0 \uAE30\uC5C5\uC758 \uC0C8\uB85C\uC6B4 \uBE44\uC804\uC744 \uBC1B\uC544\uB4E4\uC774\uBA70 \uC774\uC5D0 \uB9DE\uCDB0 \uC790\uC2E0\uC758 \uD0DC\uB3C4\uC640 \uAC00\uCE58\uAD00\uC744 \uBCC0\uD654\uC2DC\uD0B4\uC73C\uB85C\uC368 \uBE44\uB85C\uC18C \uBCC0\uD654\uAC00 \uC2DC\uC791\uB418\uB294 \uAC83\uC774\uB2E4. \uC2A4\uC2A4\uB85C \uC0DD\uAC01\uD558\uACE0 \uD589\uB3D9\uD558\uB294 \uBC29\uC2DD\uC744 \uBC14\uAFC8\uC5D0 \uB530\uB77C \uAE30\uC5C5\uC758 \uBCC0\uD654\uD504\uB85C\uADF8\uB7A8\uC5D0 \uBAB0\uC785\uD558\uAC8C \uB418\uACE0 \uC131\uACF5\uC801\uC778 \uBCC0\uD654\uAC00 \uC774\uB904\uC9C4\uB2E4. \uC774\uB7EC\uD55C \uAD6C\uC131\uC6D0 \uAC1C\uAC1C\uC778\uB4E4\uC758 \uC0AC\uACE0\uBC29\uC2DD\uACFC \uD589\uB3D9\uC591\uC2DD\uC758 \uBCC0\uD654\uB294 \uC870\uC9C1\uC758 \uC804\uB7B5, \uAD6C\uC870, \uC2DC\uC2A4\uD15C, \uADF8\uB9AC\uACE0 \uBB38\uD654\uAC00 \uD55C \uBC29\uD5A5\uC73C\uB85C \uC815\uB82C\uB420 \uB54C, \uB2E4\uC2DC \uB9D0\uD574 \uC0C1\uD638 \uC720\uAE30\uC801\uC73C\uB85C \uC5F0\uACB0\uB41C \uAD00\uACC4\uB85C \uBCF4\uACE0 \uC804\uCCB4\uC801\uC778 \uADE0\uD615\uC744 \uC774\uB8E8\uB3C4\uB85D \uD560 \uB54C \uAC00\uB2A5\uD558\uB2E4. \uBCC0\uD654\uAD00\uB9AC\uB294 \uD658\uACBD\uACFC \uC870\uC9C1, \uADF8\uB9AC\uACE0 \uC870\uC9C1\uC758 \uAD6C\uC131 \uC694\uC18C\uB4E4 \uAC04\uC5D0 \uC815\uB82C\uC744 \uC2DC\uD0A4\uB294 \uC9C0\uC18D\uC801\uC778 \uACFC\uC815\uC774\uBA70 \uAD81\uADF9\uC801\uC778 \uBCC0\uD654\uC758 \uB300\uC0C1\uC740 \uAD6C\uC131\uC6D0 \uAC1C\uAC1C\uC778\uC774\uB2E4. \uC131\uACF5\uC801\uC778 \uBCC0\uD654\uAD00\uB9AC\uB97C \uC704\uD574\uC11C\uB294 \uBAA8\uB4E0 \uBD80\uBD84\uB4E4\uC774 \uC11C\uB85C \uC758\uC0AC\uC18C\uD1B5\uD574 \uC870\uC9C1\uC758 \uB2E4\uC591\uD55C \uBD80\uBD84\uB4E4\uC774 \uC5B4\uB5BB\uAC8C \uC0C1\uD638 \uC791\uC6A9\uD558\uB294\uC9C0\uC5D0 \uB300\uD55C \uC778\uC2DD\uC744 \uACF5\uC720\uD558\uAC8C \uD558\uACE0, \uC0C8\uB85C\uC6B4 \uADE0\uD615\uC774 \uBAA8\uB4E0 \uBD80\uBD84\uC5D0 \uACF5\uD1B5\uC801\uC73C\uB85C \uC801\uC6A9\uB420 \uAC83\uC774\uB77C\uB294 \uBBFF\uC74C\uACFC \uD568\uAED8 \uBCC0\uD654\uC5D0 \uB300\uD55C \uC8FC\uB3C4\uC801 \uC5ED\uD560\uC744 \uBD80\uC5EC\uD558\uB294 \uAC83\uC774 \uC911\uC694\uD558\uB2E4. \uBCC0\uD654\uAD00\uB9AC\uB294 \uB2E8\uAE30\uC801\uC778 \uCE58\uC720\uCC45\uC774 \uC544\uB2C8\uB77C \uC7A5\uAE30\uC801\uC73C\uB85C \uAD6C\uC131\uC6D0\uB4E4\uC758 \uBCC0\uD654\uB97C \uC720\uB3C4\uD574\uB0B4\uC57C \uD558\uB294 \uC9C0\uC18D\uC801\uC778 \uACFC\uC815\uC774\uB2E4."@ko . . . . "Pris absolument, le changement d\u00E9signe le passage[r\u00E9f. souhait\u00E9e] d'un \u00E9tat \u00E0 un autre qui peut s'exercer dans des domaines tr\u00E8s divers et \u00E0 des niveaux tr\u00E8s divers. Selon la nature, la dur\u00E9e et l'intensit\u00E9 de ce passage, on parlera d'\u00E9volution, de r\u00E9volution, de transformation, de m\u00E9tamorphose, de modification, de mutation de (ie de transformation profonde et durable)\u2026 On distingue le changement \u00AB endog\u00E8ne \u00BB, d\u00FB \u00E0 des causes internes (par ex : les r\u00E9volutions politiques), du changement \u00AB exog\u00E8ne \u00BB, provoqu\u00E9 par des causes externes (par ex : la r\u00E9volution du t\u00E9l\u00E9phone mobile)."@fr . "Zarz\u0105dzanie zmian\u0105"@pl . "\uBCC0\uD654 \uAD00\uB9AC(\u8B8A\u5316\u7BA1\u7406, Change management)\uB780 \uAE30\uC5C5\uC5D0 \uC77C\uC5B4\uB098\uB294 \uC911\uB300\uD55C \uBCC0\uD654\uB97C \uAE30\uC5C5 \uC131\uACFC\uAC00 \uD5A5\uC0C1\uB418\uB294 \uBC29\uD5A5\uC73C\uB85C \uAD00\uB9AC\uD558\uB294 \uAC83\uC744 \uB9D0\uD55C\uB2E4.\uC2E4\uBB34\uC801\uC73C\uB85C\uB294 \uC870\uC9C1\uC774 \uC5B4\uB5A4 \uBAA9\uC801\uC744 \uB2EC\uC131\uD558\uAE30 \uC704\uD574 \uCDE8\uD55C \uBCC0\uD654\uC5D0 \uC758\uD574 \uC870\uC9C1\uC758 \uAD6C\uC131\uC6D0\uC774 \uC601\uD5A5\uC744 \uBC1B\uC544 \uC870\uC9C1\uC758 \uC131\uACFC \uC800\uD558\uAC00 \uC608\uC0C1\uB420 \uB54C \uCDE8\uD558\uB294 \uC870\uC9C1 \uB300\uC0C1 \uAD00\uB9AC \uD504\uB85C\uADF8\uB7A8\uB4E4\uC744 \uB9D0\uD55C\uB2E4. \uB530\uB77C\uC11C \uBCC0\uD654 \uAD00\uB9AC\uB294 \uD601\uC2E0\uC744 \uCD94\uAD6C\uD558\uBA74\uC11C \uBCD1\uD589\uC801\uC73C\uB85C \uC218\uD589\uD574\uC57C \uD558\uB294 \uAD00\uB9AC \uC5C5\uBB34\uB77C \uD560 \uC218 \uC788\uB2E4. \uBCC0\uD654 \uAD00\uB9AC\uB294 \uC774\uB7EC\uD55C \uC131\uACFC \uD558\uB77D\uC758 \uD3ED\uACFC \uAE4A\uC774\uB97C \uC904\uC774\uACE0 \uC9C0\uC18D\uC801\uC778 \uC131\uACFC \uD5A5\uC0C1\uC73C\uB85C \uC774\uC5B4\uC9C0\uAC8C \uD558\uB294 \uD601\uC2E0 \uAD00\uB9AC \uD65C\uB3D9\uC774\uBA70, \uC774\uB7EC\uD55C \uD601\uC2E0 \uCD94\uC9C4 \uACFC\uC815\uC0C1\uC758 \uBB38\uC81C\uB294 \uB300\uBD80\uBD84\uC758 \uC870\uC9C1\uC774 \uACAA\uB294 \uBB38\uC81C\uC774\uBBC0\uB85C \uC870\uC9C1\uC744 \uBCC0\uD654 \uAD00\uB9AC\uC758 \uB300\uC0C1\uC73C\uB85C \uC815\uD558\uAC8C \uB41C\uB2E4."@ko . "\u0625\u062F\u0627\u0631\u0629 \u0627\u0644\u062A\u063A\u064A\u064A\u0631 \u0647\u0648 \u0645\u0635\u0637\u0644\u062D \u064A\u0633\u062A\u0639\u0645\u0644 \u0641\u064A \u0645\u062C\u0627\u0644\u064A\u0646 \u0647\u0645\u0627 \u0625\u062F\u0627\u0631\u0629 \u0627\u0644\u062A\u063A\u064A\u064A\u0631 \u0641\u064A \u0627\u0644\u0639\u0645\u0644 \u0623\u0648 \u0625\u062F\u0627\u0631\u0629 \u0627\u0644\u062A\u063A\u064A\u064A\u0631 \u0641\u064A \u0627\u0644\u0645\u0634\u0627\u0631\u064A\u0639. \u0641\u064A \u0645\u062C\u0627\u0644 \u0625\u062F\u0627\u0631\u0629 \u0627\u0644\u062A\u063A\u064A\u064A\u0631 \u0641\u064A \u0627\u0644\u0639\u0645\u0644 \u0641\u0647\u0648 \u0646\u0647\u062C \u064A\u062A\u0628\u0639 \u0644\u062A\u062D\u0648\u064A\u0644 \u0623\u0648 \u0627\u0646\u062A\u0642\u0627\u0644 \u0627\u0644\u0641\u0631\u062F\u060C \u0641\u0631\u064A\u0642 \u0639\u0645\u0644\u060C \u0623\u0648 \u0645\u0646\u0638\u0645\u0629 \u0645\u0646 \u062D\u0627\u0644\u0629 \u0631\u0627\u0647\u0646\u0629 \u0625\u0644\u0649 \u062D\u0627\u0644\u0629 \u0645\u0633\u062A\u0642\u0628\u0644\u064A\u0629 \u0645\u0646\u0634\u0648\u062F\u0629. \u0625\u0646\u0647\u0627 \u0639\u0645\u0644\u064A\u0629 \u062A\u0646\u0638\u064A\u0645\u064A\u0629 \u062A\u0647\u062F\u0641 \u0625\u0644\u0649 \u0645\u0633\u0627\u0639\u062F\u0629 \u0623\u0635\u062D\u0627\u0628 \u0627\u0644\u0645\u0635\u0644\u062D\u0629 \u0644\u0642\u0628\u0648\u0644 \u0648\u0628\u0627\u0644\u062A\u0627\u0644\u064A \u062A\u0628\u0646\u064A \u0627\u0644\u062A\u063A\u064A\u064A\u0631\u0627\u062A \u0641\u064A \u0628\u064A\u0626\u0629 \u0627\u0644\u0623\u0639\u0645\u0627\u0644 \u0627\u0644\u062E\u0627\u0635\u0629 \u0628\u0647\u0645 . \u0623\u0645\u0627 \u0641\u064A \u0628\u0639\u0636 \u0645\u062C\u0627\u0644 \u0625\u062F\u0627\u0631\u0629 \u0627\u0644\u0645\u0634\u0627\u0631\u064A\u0639\u060C \u0641\u062A\u0631\u0645\u0632 \u0625\u062F\u0627\u0631\u0629 \u0627\u0644\u062A\u063A\u064A\u064A\u0631 \u0625\u0644\u0649 \u0639\u0645\u0644\u064A\u0629 \u0645\u0639\u0627\u0644\u062C\u0629 \u0627\u0644\u062A\u063A\u064A\u064A\u0631\u0627\u062A \u0627\u0644\u062A\u064A \u0642\u062F \u062A\u062D\u062F\u062B \u062E\u0644\u0627\u0644 \u0639\u0645\u0644\u064A\u0629 \u0627\u0644\u0645\u0634\u0631\u0648\u0639 \u0648\u0643\u064A\u0641\u064A\u0629 \u0645\u0648\u0627\u0641\u0642\u0629 \u0627\u0644\u0623\u0637\u0631\u0627\u0641 \u0627\u0644\u0645\u0639\u0646\u064A\u0629 \u0639\u0644\u0649 \u0647\u0630\u0647 \u0627\u0644\u062A\u063A\u064A\u064A\u0631\u0627\u062A."@ar . . "Veranderingsmanagement of verandermanagement is een vorm van management die zich in het bijzonder bezighoudt met het veranderen van de structuur en/of de werkwijze van een organisatie. De term is in de jaren 1980 ontstaan. Het Engelse equivalent change management wordt vaak gebruikt voor wijzigingen in de organisatie als er een nieuw of ander computersysteem wordt ingevoerd."@nl . . "\u0423\u043F\u0440\u0430\u0432\u043B\u0456\u043D\u043D\u044F \u0437\u043C\u0456\u043D\u0430\u043C\u0438"@uk . "\u61C9\u8B8A\u7BA1\u7406"@zh . . . "1123231216"^^ . "43184"^^ . . . . . "Con il termine inglese change management (traducibile approssimativamente in gestione del cambiamento) si intende un approccio strutturato al cambiamento negli individui, nei gruppi, nelle organizzazioni e nelle societ\u00E0 che rende possibile (e/o pilota) la transizione da un assetto corrente ad un futuro assetto desiderato. Il change management, cos\u00EC come viene comunemente inteso, fornisce strumenti e processi per riconoscere e comprendere il cambiamento e gestire l'impatto umano di una transizione, ad esempio dovuto ad innovazione o un cambiamento nella gestione operativa."@it . "Zarz\u0105dzanie zmian\u0105 (ang. change management) \u2013 kontrolowanie zmian w organizacjach."@pl . . . . . . . . "Zarz\u0105dzanie zmian\u0105 (ang. change management) \u2013 kontrolowanie zmian w organizacjach."@pl . . "\uBCC0\uD654\uAD00\uB9AC"@ko . "Gest\u00E3o da mudan\u00E7a"@pt . . "Unter Ver\u00E4nderungsmanagement (englisch change management, CM, von englisch management) lassen sich alle Aufgaben, Ma\u00DFnahmen und T\u00E4tigkeiten zusammenfassen, die eine umfassende, bereichs\u00FCbergreifende und inhaltlich weitreichende Ver\u00E4nderung \u2013 zur Umsetzung neuer Strategien, Strukturen, Systeme, Prozesse oder Verhaltensweisen \u2013 in einer Organisation bewirken sollen. Mit der Verfolgung von \u00C4nderungen an Produkten befasst sich das \u00C4nderungswesen."@de . . . . "Manajemen perubahan (change management) adalah suatu untuk mengubah individu, tim, dan organisasi kepada kondisi masa depan yang diinginkan."@in . "F\u00F6r\u00E4ndringsledning"@sv . . "Veranderingsmanagement"@nl . . . . . . "Gesti\u00F3 del canvi"@ca . . . . . . . . . . . "\u5909\u9769\u7BA1\u7406\uFF08\u3078\u3093\u304B\u304F\u304B\u3093\u308A\u3001\u82F1: Change management\uFF09\u306F\u3001\u500B\u4EBA\u3001\u30C1\u30FC\u30E0\u3001\u7D44\u7E54\u3001\u793E\u4F1A\u3092\u73FE\u5728\u306E\u72B6\u614B\u304B\u3089\u671B\u307E\u3057\u3044\u5C06\u6765\u306E\u72B6\u614B\u3078\u3068\u5909\u63DB\u3055\u305B\u308B\u4F53\u7CFB\u7684\u306A\u624B\u6CD5\u3067\u3042\u308B\u3002\u5909\u66F4\u7BA1\u7406\u3068\u3082\u547C\u3070\u308C\u308B\u3002"@ja . "F\u00F6r\u00E4ndringsledning eller F\u00F6r\u00E4ndringsstyrning \u00E4r ett strukturerat tillv\u00E4gag\u00E5ngss\u00E4tt f\u00F6r att ledsaga individer, grupper och organisationer fr\u00E5n nul\u00E4get till ett \u00F6nskv\u00E4rt framtida l\u00E4ge. F\u00F6r\u00E4ndringsledning fokuserar p\u00E5 att \u00E5stadkomma positiva beteendef\u00F6r\u00E4ndringar hos m\u00E4nniskor genom att f\u00E5 dem att sj\u00E4lv vilja f\u00F6r\u00E4ndra sitt beteende. F\u00F6respr\u00E5kare f\u00F6r anv\u00E4ndning av f\u00F6r\u00E4ndringsledning menar att eftersom beteendef\u00F6r\u00E4ndringar som sker genom tv\u00E5ng l\u00F6per stor risk att inte bli best\u00E4ndiga s\u00E5 medf\u00F6r anv\u00E4ndning av f\u00F6r\u00E4ndringsledning ett mer l\u00E5ngsiktigt f\u00F6r\u00E4ndringsperspektiv. Ju st\u00F6rre krav p\u00E5 beteendef\u00F6r\u00E4ndring hos m\u00E4nniskor i samband med en f\u00F6r\u00E4ndring, desto st\u00F6rre vikt att anv\u00E4nda sig av f\u00F6r\u00E4ndringsledning f\u00F6r att \u00F6ka chansen att \u00E5stadkomma best\u00E5ende f\u00F6r\u00E4ndringar."@sv . . . . "Gest\u00E3o da mudan\u00E7a \u00E9 uma \u00E1rea de estudo em administra\u00E7\u00E3o que possui o enfoque na necessidade de constante adapta\u00E7\u00E3o das organiza\u00E7\u00F5es contempor\u00E2neas. Pois, s\u00E3o dotadas de paradigmas que fazem parte de sua cultura organizacional, esses paradigmas s\u00E3o comuns e regem o comportamento das pessoas, resultando muitas vezes no estabelecimento de culturas burocr\u00E1ticas e funcionais, as quais exigem uma atitude inovadora e eficiente. A intensidade e a volatilidade das press\u00F5es internas e externas imp\u00F5em esses desafios para as empresas, fomentando a necessidade real da mudan\u00E7a e assim, a quebra de paradigmas."@pt . "Change management"@en . 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"\u0158\u00EDzen\u00ED zm\u011Bn je \u010Dinnost (metodika, proces) jej\u00ED\u017E c\u00EDlem je usnadnit a urychlit pr\u016Fb\u011Bh zm\u011Bny tak, aby bylo mo\u017En\u00E9 efektivn\u011B realizovat zvolenou strategii a urychlit z\u00EDsk\u00E1n\u00ED v\u00FDnos\u016F z vlo\u017Een\u00FDch investic. \u0158\u00EDzen\u00ED zm\u011Bn se jako samostatn\u00E1 mana\u017Eersk\u00E1 discipl\u00EDna objevila v pr\u016Fb\u011Bhu 70. let 20. stolet\u00ED. \u00DA\u010Dinn\u00E9 dosa\u017Een\u00ED zm\u011Bny p\u0159edpokl\u00E1d\u00E1 spln\u011Bn\u00ED v\u00EDce p\u0159edpoklad\u016F a podm\u00EDnek. K nejd\u016Fle\u017Eit\u011Bj\u0161\u00EDm pat\u0159\u00ED znalost metodiky prov\u00E1d\u011Bn\u00ED zm\u011Bn a mana\u017Eersk\u00E9 schopnosti k \u00FA\u010Dinn\u00E9mu \u0159\u00EDzen\u00ED zam\u00FD\u0161len\u00E9 zm\u011Bny."@cs . . 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"Manajemen perubahan"@in . "\u53D8\u9769\u7BA1\u7406 \u662F\u4E2A\u4EBA\u3001 \u56E2\u961F\u3001\u7EC4\u7EC7\u4ECE\u73B0\u5728\u72B6\u51B5\u8F6C\u53D8\u4E3A\u53E6\u4E00\u79CD\u7406\u60F3\u7684\u672A\u6765\u72B6\u6001\u7684\u7BA1\u7406\u3002\u662F\u4E00\u79CD\u5E2E\u52A9\u53D8\u9769\u76F8\u5173\u8005\u5728\u5176\u5546\u4E1A\u73AF\u5883\u4E2D\uFF0C\u63A5\u53D7\u3001\u62E5\u62B1\u53D8\u5316\u7684\u7EC4\u7EC7\u6D41\u7A0B\u3002\u5728\u4E00\u4E9B\u9879\u76EE\u7BA1\u7406\u4E2D\uFF0C\u53D8\u9769\u7BA1\u7406\u662F\u63A5\u53D7\u3001\u901A\u8FC7\u9879\u76EE\u56E0\u7D20\u53D8\u5316\u7684\u7BA1\u7406\u6D41\u7A0B\u3002 Kotter\u628A\u53D8\u9769\u7BA1\u7406\u5B9A\u4E49\u4E3A\u5229\u7528\u57FA\u672C\u7ED3\u6784\u548C\u5DE5\u5177\uFF0C\u63A7\u5236\u4F01\u4E1A\u53D8\u9769\u52AA\u529B\u7684\u7BA1\u7406\u3002\u53D8\u9769\u7BA1\u7406\u7684\u76EE\u6807\u662F\u51CF\u5C11\u53D8\u5316\u5BF9\u5458\u5DE5\u7684\u5F71\u54CD\uFF0C\u907F\u514D\u5458\u5DE5\u58EB\u6C14\u964D\u4F4E\u3002"@zh . . . . . . . . . . . . . "La gesti\u00F3 del canvi \u00E9s un enfocament pel canvi / transici\u00F3 dels individus, equips i organitzacions d'un estat actual a un estat futur o desitjat. En el context de la gesti\u00F3 de projectes, gesti\u00F3 del canvi es refereix al proc\u00E9s pel qual els canvis s\u00F3n formalment presentat i aprovat. La gesti\u00F3 del canvi utilitza les estructures i eines b\u00E0siques de control de qualsevol esfor\u00E7 de canvi organitzacional. L'objectiu \u00E9s maximitzar els beneficis i minimitzar els efectes del canvi en els treballadors i evitar distraccions."@ca . . "Change management (sometimes abbreviated as CM) is a collective term for all approaches to prepare, support, and help individuals, teams, and organizations in making organizational change. It includes methods that redirect or redefine the use of resources, business process, budget allocations, or other modes of operation that significantly change a company or organization. Organizational change management (OCM) considers the full organization and what needs to change, while change management may be used solely to refer to how people and teams are affected by such organizational transition. It deals with many different disciplines, from behavioral and social sciences to information technology and business solutions. As change management becomes more necessary in the business cycle of organizations, it is beginning to be taught as its own academic discipline at universities. There are a growing number of universities with research units dedicated to the study of organizational change. One common type of organizational change may be aimed at reducing outgoing costs while maintaining financial performance, in an attempt to secure future profit margins. In a project-management context, the term \"change management\" may be used as an alternative to change control processes wherein changes to the scope of a project are formally introduced and approved. Drivers of change may include the ongoing evolution of technology, internal reviews of processes, crisis response, customer demand changes, competitive pressure, acquisitions and mergers, and organizational restructuring."@en . . . "El cambio organizacional es la estrategia para satisfacer la necesidad de un cambio. Esta necesidad se basa en la visi\u00F3n de la organizaci\u00F3n para que haya un mejor desempe\u00F1o administrativo, social, t\u00E9cnico y una evaluaci\u00F3n de mejoras. Para poder tener el conocimiento de cu\u00E1ndo hacer cambios en la organizaci\u00F3n se necesita tener una buena planeaci\u00F3n, tener bien identificado cu\u00E1les son sus defectos, identificar problemas y errores que la organizaci\u00F3n sufre, y tener reflejado un enfoque de las consecuencias del cambio a producir. Para efectuarlos se requiere responder a las preguntas"@es . "14599027"^^ . . "Cambio organizacional"@es . . . "Ver\u00E4nderungsmanagement"@de . . . . . . . . "F\u00F6r\u00E4ndringsledning eller F\u00F6r\u00E4ndringsstyrning \u00E4r ett strukturerat tillv\u00E4gag\u00E5ngss\u00E4tt f\u00F6r att ledsaga individer, grupper och organisationer fr\u00E5n nul\u00E4get till ett \u00F6nskv\u00E4rt framtida l\u00E4ge. F\u00F6r\u00E4ndringsledning fokuserar p\u00E5 att \u00E5stadkomma positiva beteendef\u00F6r\u00E4ndringar hos m\u00E4nniskor genom att f\u00E5 dem att sj\u00E4lv vilja f\u00F6r\u00E4ndra sitt beteende. F\u00F6respr\u00E5kare f\u00F6r anv\u00E4ndning av f\u00F6r\u00E4ndringsledning menar att eftersom beteendef\u00F6r\u00E4ndringar som sker genom tv\u00E5ng l\u00F6per stor risk att inte bli best\u00E4ndiga s\u00E5 medf\u00F6r anv\u00E4ndning av f\u00F6r\u00E4ndringsledning ett mer l\u00E5ngsiktigt f\u00F6r\u00E4ndringsperspektiv. Ju st\u00F6rre krav p\u00E5 beteendef\u00F6r\u00E4ndring hos m\u00E4nniskor i samband med en f\u00F6r\u00E4ndring, desto st\u00F6rre vikt att anv\u00E4nda sig av f\u00F6r\u00E4ndringsledning f\u00F6r att \u00F6ka chansen att \u00E5stadkomma best\u00E5ende f\u00F6r\u00E4ndringar."@sv . . "\u5909\u9769\u7BA1\u7406"@ja . . . . "Con il termine inglese change management (traducibile approssimativamente in gestione del cambiamento) si intende un approccio strutturato al cambiamento negli individui, nei gruppi, nelle organizzazioni e nelle societ\u00E0 che rende possibile (e/o pilota) la transizione da un assetto corrente ad un futuro assetto desiderato. Il change management, cos\u00EC come viene comunemente inteso, fornisce strumenti e processi per riconoscere e comprendere il cambiamento e gestire l'impatto umano di una transizione, ad esempio dovuto ad innovazione o un cambiamento nella gestione operativa."@it . . . . . . . "\u0625\u062F\u0627\u0631\u0629 \u0627\u0644\u062A\u063A\u064A\u064A\u0631"@ar . . . "Gest\u00E3o da mudan\u00E7a \u00E9 uma \u00E1rea de estudo em administra\u00E7\u00E3o que possui o enfoque na necessidade de constante adapta\u00E7\u00E3o das organiza\u00E7\u00F5es contempor\u00E2neas. Pois, s\u00E3o dotadas de paradigmas que fazem parte de sua cultura organizacional, esses paradigmas s\u00E3o comuns e regem o comportamento das pessoas, resultando muitas vezes no estabelecimento de culturas burocr\u00E1ticas e funcionais, as quais exigem uma atitude inovadora e eficiente. A intensidade e a volatilidade das press\u00F5es internas e externas imp\u00F5em esses desafios para as empresas, fomentando a necessidade real da mudan\u00E7a e assim, a quebra de paradigmas. A mudan\u00E7a organizacional pode significar desde uma altera\u00E7\u00E3o de posi\u00E7\u00E3o no mercado, mudan\u00E7a na sua fun\u00E7\u00E3o social, modifica\u00E7\u00E3o no seu direcionamento estrat\u00E9gico com poss\u00EDvel altera\u00E7\u00E3o na sua miss\u00E3o e vis\u00E3o e reavalia\u00E7\u00E3o das suas pr\u00E1ticas nos diferentes n\u00EDveis de autoridade e responsabilidade. A mudan\u00E7a \u00E9 tida como processo natural ao longo da exist\u00EAncia das organiza\u00E7\u00F5es. Se a incid\u00EAncia de mudan\u00E7as numa organiza\u00E7\u00E3o ou projeto for muito frequente, a tend\u00EAncia em burlar etapas e acelerar a execu\u00E7\u00E3o das mudan\u00E7as poder\u00E1 se tornar um h\u00E1bito, o que pode afetar o controle que se tem sobre essas mudan\u00E7as e sobre seu impacto no escopo do projeto ou na estrutura da organiza\u00E7\u00E3o.Avalia\u00E7\u00F5es de impacto mal feitas, coletas de aprova\u00E7\u00E3o n\u00E3o realizadas, registros incompletos e documenta\u00E7\u00E3o desatualizada s\u00E3o alguns dos efeitos desse afrouxamento dos processos de controle sobre as mudan\u00E7as."@pt . . "\u0423\u043F\u0440\u0430\u0432\u043B\u0456\u0301\u0301\u043D\u043D\u044F \u0437\u043C\u0456\u0301\u043D\u0430\u043C\u0438 (Change Management) \u2014 \u0446\u0435 \u0437\u0431\u0430\u043B\u0430\u043D\u0441\u043E\u0432\u0430\u043D\u0430 \u0441\u0438\u0441\u0442\u0435\u043C\u0430 \u0443\u043F\u0440\u0430\u0432\u043B\u0456\u043D\u043D\u044F \u0440\u0435\u0441\u0443\u0440\u0441\u0430\u043C\u0438 (\u043B\u044E\u0434\u0441\u044C\u043A\u0438\u043C\u0438 \u0456 \u0442\u0435\u0445\u043D\u0456\u0447\u043D\u0438\u043C\u0438), \u043F\u043E\u0432'\u044F\u0437\u0430\u043D\u0430 \u0437\u0456 \u0437\u043C\u0456\u043D\u0430\u043C\u0438. \u0423\u043F\u0440\u0430\u0432\u043B\u0456\u043D\u043D\u044F \u0437\u043C\u0456\u043D\u0430\u043C\u0438 \u2014 \u0446\u0435 \u0441\u0443\u043A\u0443\u043F\u043D\u0456\u0441\u0442\u044C \u0440\u043E\u0431\u0456\u0442, \u044F\u043A\u0456 \u043F\u043E\u043B\u044F\u0433\u0430\u044E\u0442\u044C \u0443 \n* \u0432\u0438\u0437\u043D\u0430\u0447\u0435\u043D\u043D\u0456 \u0456 \u0432\u043F\u0440\u043E\u0432\u0430\u0434\u0436\u0435\u043D\u043D\u0456 \u043D\u043E\u0432\u0438\u0445 \u0446\u0456\u043D\u043D\u043E\u0441\u0442\u0435\u0439, \u0441\u0442\u043E\u0441\u0443\u043D\u043A\u0456\u0432, \u043D\u043E\u0440\u043C, \u0441\u0442\u0438\u043B\u044E \u043F\u043E\u0432\u0435\u0434\u0456\u043D\u043A\u0438 \u0432 \u043C\u0435\u0436\u0430\u0445 \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0457, \u044F\u043A\u0456 \u043F\u0456\u0434\u0442\u0440\u0438\u043C\u0443\u044E\u0442\u044C \u043D\u043E\u0432\u0456 \u0441\u043F\u043E\u0441\u043E\u0431\u0438 \u0432\u0438\u043A\u043E\u043D\u0430\u043D\u043D\u044F \u0440\u043E\u0431\u043E\u0442\u0438 \u0456 \u043F\u0435\u0440\u0435\u0431\u043E\u0440\u044E\u044E\u0442\u044C \u043F\u0440\u043E\u0442\u0438\u0441\u0442\u043E\u044F\u043D\u043D\u044F \u0437\u043C\u0456\u043D\u0430\u043C; \n* \u0434\u043E\u0441\u044F\u0433\u043D\u0435\u043D\u043D\u044F \u043A\u043E\u043D\u0441\u0435\u043D\u0441\u0443\u0441\u0443 \u043C\u0456\u0436 \u0441\u043F\u043E\u0436\u0438\u0432\u0430\u0447\u0430\u043C\u0438 \u0456 \u0437\u0430\u0446\u0456\u043A\u0430\u0432\u043B\u0435\u043D\u0438\u043C\u0438 \u0441\u0442\u043E\u0440\u043E\u043D\u0430\u043C\u0438 \u0449\u043E\u0434\u043E \u043F\u0435\u0432\u043D\u0438\u0445 \u0437\u043C\u0456\u043D, \u0440\u0435\u0430\u043B\u0456\u0437\u043E\u0432\u0430\u043D\u0438\u0445 \u0434\u043B\u044F \u0431\u0456\u043B\u044C\u0448\u043E\u0433\u043E \u0437\u0430\u0434\u043E\u0432\u043E\u043B\u0435\u043D\u043D\u044F \u0457\u0445 \u043F\u043E\u0442\u0440\u0435\u0431; \n* \u043F\u043B\u0430\u043D\u0443\u0432\u0430\u043D\u043D\u044F, \u0442\u0435\u0441\u0442\u0443\u0432\u0430\u043D\u043D\u044F \u0456 \u0432\u043F\u0440\u043E\u0432\u0430\u0434\u0436\u0435\u043D\u043D\u044F \u0443\u0441\u0456\u0445 \u0430\u0441\u043F\u0435\u043A\u0442\u0456\u0432 \u043F\u0435\u0440\u0435\u0445\u043E\u0434\u0443 \u0432\u0456\u0434 \u043E\u0434\u043D\u0456\u0454\u0457 \u043E\u0440\u0433\u0430\u043D\u0456\u0437\u0430\u0446\u0456\u0439\u043D\u043E\u0457 \u0441\u0442\u0440\u0443\u043A\u0442\u0443\u0440\u0438 \u0447\u0438 \u0431\u0456\u0437\u043D\u0435\u0441-\u043F\u0440\u043E\u0446\u0435\u0441\u0443 \u0434\u043E \u0456\u043D\u0448\u043E\u0433\u043E."@uk . . "Change management"@it . . "\u0423\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0438\u0435 \u0438\u0437\u043C\u0435\u043D\u0435\u043D\u0438\u044F\u043C\u0438"@ru . . . "\u5909\u9769\u7BA1\u7406\uFF08\u3078\u3093\u304B\u304F\u304B\u3093\u308A\u3001\u82F1: Change management\uFF09\u306F\u3001\u500B\u4EBA\u3001\u30C1\u30FC\u30E0\u3001\u7D44\u7E54\u3001\u793E\u4F1A\u3092\u73FE\u5728\u306E\u72B6\u614B\u304B\u3089\u671B\u307E\u3057\u3044\u5C06\u6765\u306E\u72B6\u614B\u3078\u3068\u5909\u63DB\u3055\u305B\u308B\u4F53\u7CFB\u7684\u306A\u624B\u6CD5\u3067\u3042\u308B\u3002\u5909\u66F4\u7BA1\u7406\u3068\u3082\u547C\u3070\u308C\u308B\u3002"@ja . . . "\u0158\u00EDzen\u00ED zm\u011Bn je \u010Dinnost (metodika, proces) jej\u00ED\u017E c\u00EDlem je usnadnit a urychlit pr\u016Fb\u011Bh zm\u011Bny tak, aby bylo mo\u017En\u00E9 efektivn\u011B realizovat zvolenou strategii a urychlit z\u00EDsk\u00E1n\u00ED v\u00FDnos\u016F z vlo\u017Een\u00FDch investic. \u0158\u00EDzen\u00ED zm\u011Bn se jako samostatn\u00E1 mana\u017Eersk\u00E1 discipl\u00EDna objevila v pr\u016Fb\u011Bhu 70. let 20. stolet\u00ED. \u00DA\u010Dinn\u00E9 dosa\u017Een\u00ED zm\u011Bny p\u0159edpokl\u00E1d\u00E1 spln\u011Bn\u00ED v\u00EDce p\u0159edpoklad\u016F a podm\u00EDnek. K nejd\u016Fle\u017Eit\u011Bj\u0161\u00EDm pat\u0159\u00ED znalost metodiky prov\u00E1d\u011Bn\u00ED zm\u011Bn a mana\u017Eersk\u00E9 schopnosti k \u00FA\u010Dinn\u00E9mu \u0159\u00EDzen\u00ED zam\u00FD\u0161len\u00E9 zm\u011Bny."@cs . . "Changement"@fr . . . . . . "Veranderingsmanagement of verandermanagement is een vorm van management die zich in het bijzonder bezighoudt met het veranderen van de structuur en/of de werkwijze van een organisatie. De term is in de jaren 1980 ontstaan. Het Engelse equivalent change management wordt vaak gebruikt voor wijzigingen in de organisatie als er een nieuw of ander computersysteem wordt ingevoerd."@nl . . . . . . "\u0158\u00EDzen\u00ED zm\u011Bn"@cs . . "Manajemen perubahan (change management) adalah suatu untuk mengubah individu, tim, dan organisasi kepada kondisi masa depan yang diinginkan."@in . "El cambio organizacional es la estrategia para satisfacer la necesidad de un cambio. Esta necesidad se basa en la visi\u00F3n de la organizaci\u00F3n para que haya un mejor desempe\u00F1o administrativo, social, t\u00E9cnico y una evaluaci\u00F3n de mejoras. Para poder tener el conocimiento de cu\u00E1ndo hacer cambios en la organizaci\u00F3n se necesita tener una buena planeaci\u00F3n, tener bien identificado cu\u00E1les son sus defectos, identificar problemas y errores que la organizaci\u00F3n sufre, y tener reflejado un enfoque de las consecuencias del cambio a producir. Para efectuarlos se requiere responder a las preguntas \n* \u00BFPor qu\u00E9 cambiar? \n* \u00BFPara qu\u00E9 cambiar? \n* \u00BFCu\u00E1l es la direcci\u00F3n del cambi\u00F3?"@es . "\u53D8\u9769\u7BA1\u7406 \u662F\u4E2A\u4EBA\u3001 \u56E2\u961F\u3001\u7EC4\u7EC7\u4ECE\u73B0\u5728\u72B6\u51B5\u8F6C\u53D8\u4E3A\u53E6\u4E00\u79CD\u7406\u60F3\u7684\u672A\u6765\u72B6\u6001\u7684\u7BA1\u7406\u3002\u662F\u4E00\u79CD\u5E2E\u52A9\u53D8\u9769\u76F8\u5173\u8005\u5728\u5176\u5546\u4E1A\u73AF\u5883\u4E2D\uFF0C\u63A5\u53D7\u3001\u62E5\u62B1\u53D8\u5316\u7684\u7EC4\u7EC7\u6D41\u7A0B\u3002\u5728\u4E00\u4E9B\u9879\u76EE\u7BA1\u7406\u4E2D\uFF0C\u53D8\u9769\u7BA1\u7406\u662F\u63A5\u53D7\u3001\u901A\u8FC7\u9879\u76EE\u56E0\u7D20\u53D8\u5316\u7684\u7BA1\u7406\u6D41\u7A0B\u3002 Kotter\u628A\u53D8\u9769\u7BA1\u7406\u5B9A\u4E49\u4E3A\u5229\u7528\u57FA\u672C\u7ED3\u6784\u548C\u5DE5\u5177\uFF0C\u63A7\u5236\u4F01\u4E1A\u53D8\u9769\u52AA\u529B\u7684\u7BA1\u7406\u3002\u53D8\u9769\u7BA1\u7406\u7684\u76EE\u6807\u662F\u51CF\u5C11\u53D8\u5316\u5BF9\u5458\u5DE5\u7684\u5F71\u54CD\uFF0C\u907F\u514D\u5458\u5DE5\u58EB\u6C14\u964D\u4F4E\u3002"@zh . . . .