WorldWideScience

Sample records for significant organizational change

  1. Organizational Change

    OpenAIRE

    Davis, MC; Coan, P

    2015-01-01

    This chapter examines how organizational change principles may be applied to promote organizational greening and employee pro-environmental behaviour. Four key areas of change management are focused upon: organizational culture; leadership and change agents; employee engagement; and the differing forms that change may take. The role of each factor in supporting environmental change is discussed, together with relevant research evidence drawn from the corporate sustainability; WPEB; management...

  2. Managing Organizational Change.

    Science.gov (United States)

    Watwood, Britt; And Others

    Based on studies comparing leadership in two rural community colleges undergoing change and examining the management of change at Maryland's Allegany College, this paper presents a conceptual framework and model for managing organizational change. First, a framework for understanding the community college chair's role in organizational change is…

  3. DRIVERS OF ORGANIZATIONAL CHANGES

    Directory of Open Access Journals (Sweden)

    Mariana SENDREA

    2017-10-01

    Full Text Available Organizational changes do not appear from nothing or by themselves. For any process of performing something, there are certain causes, and the process is the result of those factors. If there are no reasons to carry out a certain process or action, then logically there will not be need for that action. Because of the continuity of the organizational changes in the business life cycle, there will always be reasons for organizational changes. These forces are called sources of organizational change

  4. Translating organizational change

    DEFF Research Database (Denmark)

    Scheuer, John Damm

    2016-01-01

    in organizational studies for making descriptions of studied empirical phenomena rather than developing theories and giving normative advice about how organizations or organizational change processes may be theorized, analyzed, managed and/or organized better. A new ANT-inspired theory about the characteristics...

  5. Managing Organizational Change

    OpenAIRE

    Kraft, Anna

    2017-01-01

    Sensegiving is a key leadership activity in times of organizational change. Leaders share their understanding of the change in an attempt to exert influence on employees’ sensemaking towards a preferred redefinition of the organizational reality. This dissertation investigates the context and process of leader sensegiving by outlining the moderators that affect the sensegiving process and the forms sensegiving takes in the different phases of a change process. Sensegiving ist eine wesentli...

  6. The search for legitimacy and organizational change

    DEFF Research Database (Denmark)

    Rocha, Robson Sø; Granerud, Lise

    2011-01-01

    This article investigates the organizational changes triggered by the implementation of certified management systems (CMS) in Denmark and explores how institutionalized organizational practices change over time. The study shows that improvements in performance were not significant...... in the implementation of CMS, though in most cases its adoption implied organizational changes. The study also shows that the search for external legitimacy was appropriated by various internal organizational actors, other than management. When internal actors share the institutionalized beliefs and norms of the wider...

  7. Anticipating Organizational Change

    DEFF Research Database (Denmark)

    Krogh, Simon

    This study reports on the extended time period prior to the introduction of the largest ever Health IT implementation in Denmark – Sundhedsplatformen. The focus of the dissertation is on organizational implications of introducing new technology and more specifically the anticipation...... of organizational members waiting for changes to take effect. The 3-year period leading up to the ‘go-live’ of Sundhedsplatformen has been a unique opportunity to study the anticipatory phase in connection with large scale IT project and has resulted in the development of a theoretical / conceptual framework...

  8. Routines and Organizational Change

    DEFF Research Database (Denmark)

    Yi, Sangyoon; Becker, Markus; Knudsen, Thorbjørn

    2014-01-01

    Routines have been perceived as a source of inertia in the process of organizational change. In this study, we suggest an overlooked, but prevalent, mechanism by which the inertial nature of routines helps, rather than hinders, organizational adaptation. Routine-level inertia plays a hidden role...... to cope with its task environment. In our nuanced perspective, inertia is not only a consequence of adaptation but also a source of adaptation. This logic is helpful to understand why reliable but apparently inertial organizations keep surviving and often exhibit outstanding performance. We conclude...

  9. Institutionalization of Planned Organizational Change,

    Science.gov (United States)

    1978-09-01

    organizational change in the context of labor- management relations. One of their basic arguments is that the company and management have conflicting...planned organizational interventions. From the modest number of empirical studies on planned organizational change in a union- management context...new forms of work organization have emphasized the need to increase our understanding of oraganizational change processes. This paper has elaborated

  10. Organizational Change and Vested Interest

    NARCIS (Netherlands)

    Hendrikse, G.W.J.

    1996-01-01

    The nature of organizational change and the value of headquarters is derived from a model with costs of delay, vested interests and costs of organizational change.The value of headquarters is derived from imposed organizational change. It is viewed as an institution which is able to prevent surplus

  11. Organizational change in family firms

    OpenAIRE

    HENDRIKX, Karolien; VOORDECKERS, Wim; LAMBRECHTS, Frank

    2009-01-01

    Many organizational change efforts don’t live up to their expectations, with inefficiencies in the interaction process between organizational actors as one of the main potential reasons for this failure. Therefore, this paper will focus on the impact of interaction processes on change within the specific organizational context of family firms. Family firms are particularly interesting for organizational change research since they have several unique characteristics that may facilitate or hind...

  12. Leadership, Culture and Organizational Change

    Directory of Open Access Journals (Sweden)

    Vladimir-Codrin Ionescu

    2014-12-01

    Full Text Available An effective leadership, an evolutionary organizational culture and permanent connection to change may ensure a company’s success within an ever more dynamic competitive environment. The scientific approach of this paper is in line with theoretical and applied research in the field by the presentation of the connections existing among leadership, organizational culture and organizational change. The paper highlights the triad “vision – motivation – momentum”, the mission and the defining coordinates of leadership, the complementarity “new – tradition” in organizational culture, the stages of the change management process and the role of managers and leaders in the preparation and implementation of change projects. Leadership is essential in building and developing an appropriate cultural model, which, in its turn, is an important vector of organizational change processes in modern companies.

  13. Management of Organizational Change Processes

    Directory of Open Access Journals (Sweden)

    Vladimir-Codrin Ionescu

    2015-12-01

    Full Text Available Contemporary organizations need to understand the meaning of change and to tackle it as a source for improving processes and activities, aiming at increasing the performance and competitiveness. From this perspective, the paper presents approaches to organizational change and highlights the fundamental objectives which the organizations set for themselves by designing and implementing organizational change programs. The conceptual framework of the change management is defined and the stages of the change management process are presented. In the final part of the paper the problem of resistance to change is highlighted by explaining the content of the stages that employees go through in the process of adapting to change within organizations

  14. Sustainability and Organizational Change

    OpenAIRE

    Sitnikov, Catălina

    2012-01-01

    The relevant and, above all, remarkable feature of sustainability is due to its "duality": on the one hand, it is an indispensable element within the companies even if, on the other hand, it increases the costs of many activities and processes. Facing the challenge of sustainability will determine and create, in the coming years, emerging organizational forms. If ten years ago, many managers clearly expressed their doubts regarding the financial feasibility of sustainability, today, they admi...

  15. Organizational change: Incentives and resistance

    Science.gov (United States)

    Bishop, Peter C.

    1992-01-01

    Topics concerning Space Exploration Initiative technical interchange are presented in viewgraph form and include the following: models of change, elements of the current period, the signs of change, leaders' contribution, paradigms - our worldview, paradigm change, the effects of revealing paradigms, a checklist for change, and organizational control.

  16. Sustainability and Organizational Change

    Directory of Open Access Journals (Sweden)

    Catălina Sitnikov

    2012-06-01

    Full Text Available The relevant and, above all, remarkable feature of sustainability is due to its "duality": on the one hand, it is an indispensable element within the companies even if, on the other hand, it increases the costs of many activities and processes. Facing the challenge of sustainability will determine and create, in the coming years, emerging organizational forms. If ten years ago, many managers clearly expressed their doubts regarding the financial feasibility of sustainability, today, they admit the importance of sustainability for the competitive advantage of the companies they manage. Currently, companies have great opportunities to support build a sustainable global economy, becoming one of the solutions to the most pressing societal challenges. Whether it is about reducing pollution, global warming, reducing use of water resources and other limited resources or ensuring a better work environment for employees throughout the supply chain, there are many things that companies can and should do.

  17. Exploring Effective Communication for Organizational Change

    Science.gov (United States)

    Nordin, Eric John

    2013-01-01

    The purpose of this case study was to explore experiences and perceptions of organizational leaders regarding organizational change communication to improve change results in an organizational setting. Building on a conceptual framework of organizational theory, 25 full-time online faculty at an institution of higher learning in the southwestern…

  18. Organizational Transition and Change Resistance

    Directory of Open Access Journals (Sweden)

    Ciprian Nicolescu

    2006-09-01

    Full Text Available The paper focuses on the very important atopic of organizational transition and change resistance. It is divided in four parts. The first part deals with transition inevitability and its content in the change process. The second part of the paper refers to the change resistance. After a short presentation of a recent approach of this topic, elaborated by Rick Maurer, the authors present their point of view, identifying 14 main causes refering to the main factors involved in the organizational transition. In the third part, authors have formulated a set of key elements which should be taken into consideration in order to achieve a rapid and succesful organizational changes. These key elements are valable for any type of organization – entreprise, institution, locality, region, country a.s.a. The last part of the study deals with conflicts approach, which appear almost always during organizational transition. The conflicts are separated in three categories and for whom are presented the methodes recommended in order to solve them with good results.

  19. Organizational Transition and Change Resistance

    Directory of Open Access Journals (Sweden)

    Ovidiu Nicolescu

    2006-07-01

    Full Text Available The paper focuses on the very important atopic of organizational transition and change resistance. It is divided in four parts. The first part deals with transition inevitability and its content in the change process. The second part of the paper refers to the change resistance. After a short presentation of a recent approach of this topic, elaborated by Rick Maurer, the authors present their point of view, identifying 14 main causes refering to the main factors involved in the organizational transition. In the third part, authors have formulated a set of key elements which should be taken into consideration in order to achieve a rapid and succesful organizational changes. These key elements are valable for any type of organization – entreprise, institution, locality, region, country a.s.a. The last part of the study deals with conflicts approach, which appear almost always during organizational transition. The conflicts are separated in three categories and for whom are presented the methodes recommended in order to solve them with good results.

  20. Cultural Synergy and Organizational Change

    DEFF Research Database (Denmark)

    Strøbæk, Pernille Solveig; Vogt, Joachim

    2013-01-01

    This paper explores informal codes and rhythms of social behavior at work and their relation to organizational change and wellbeing. After a merger within a public service organization we organized 8 focus groups of 2-3 clerical or academic employees within a head office and a division office (N...... = 21). Word counts of ‘I’ and ‘we’ revealed that people sharing pre-merger organizational background (homogeneous groups) used ‘we’ more often than heterogeneous groups. Head office employees were concerned with workload and social code, whereas division office employees mainly discussed meetings......, commitment, and office space. Organizational background rather than office cultures guided these differences. We found that in a merged organization cultural synergies are possible to create if practical and social values for employees are offered. Thus, interesting new ways to transform problems...

  1. Resisting Organizational Change

    OpenAIRE

    Andersson, Gunnar

    2015-01-01

    We are continuously reminded of how change induces controversy and resistance, regardless of support. We repeatedly experience resistance in difficulties of implementation, little progress, and poor results, rather than increased productivity as anticipated. In a detailed account of how change plays out, a mosaic of what resistance looks like emerges. The picture is both familiar and absolutely concrete, and challenges the structural assumptions and dichotomies on support and resistance in an...

  2. Dimensions of organizational change

    Directory of Open Access Journals (Sweden)

    Jure Kovač

    2000-01-01

    Full Text Available A basic characteristic of business operations in developed economic environments is their continuous search for responses to very rapid changes in their broader and closer environment. Adjustment to the changing situation of market and technology is an inevitable challenge to every company. This means a never-ending search for and verification on the market, as well as preservation of the acquired position. The tasks connected with the company's adjustment to the requirements of the market are very complex. Due to the increasingly turbulent business environment, the management responsible for the implementation of the change process is taking on new obligations. Change management is moving away from the traditional understanding of that notion as being just a set of functions, comprising the tasks of both designing and implementing a process of changing the organization. The request to establish such an organization, which will be able to follow the extremely rapid and perpetual urge for adaptation to the requirements of the environment, is coming to the forefront.

  3. NSB organizational changes

    Science.gov (United States)

    To increase its involvement in National Science Foundation (NSF) policy and program oversight, the National Science Board (NSB), which is the NSF governing body, has instituted a number of changes in its committee structure and operations.One reason for the changes, according to Roland Schmitt, senior vice president for corporate research and development at the General Electric Company and chairman of NSB, is to move away from approval of NSF awards as the primary mechanism for NSB oversight of NSF programs. By law, NSB must approve awards that are above a certain dollar value. Most awards above that limit come from only a few NSF programs. The new changes will allow NSB to review programs and projects throughout NSF earlier in the review process and to affect major program decisions when they are being made.

  4. Processes in Organizational Change

    Science.gov (United States)

    1987-06-01

    performance changes for some and increases for * d i -t* * * C C . ~ . - 6 others. Schein et al. noted that flexible working hours seldom have an adverse...shortened/compressed work week and flexible working hours were largely a function of an individual’s "leisure time orienta- tion." Summarizing the...strongl) favored the compressed schedule. Attitudes toward flexible working hours . Favorable travel effects (ti and from work) have been identified for

  5. Anticipating Organizational Change

    DEFF Research Database (Denmark)

    Krogh, Simon

    This study is reporting on the extended period prior to implementation of the largest ever Health IT implementation in Denmark – Sundhedsplatformen. Preliminary analysis of data points to the need to take into consideration what I call the anticipatory phase. The study argues that the anticipatory...... pre-adoption phase is where individuals prepare for pending changes through positioning. It is as such an early stage where sensemaking is based e.g. on vague strategic messages from management, hear-say-information and experiences from the past IT implementations, rather than on factual and up...

  6. Performance pressure and organizational change

    DEFF Research Database (Denmark)

    Nielsen, Peter

    2016-01-01

    During the last ten years, employees in both the Danish health and the education sector have experienced political reforms, which have increased performance pressure and organizational change. Both sectors are characterized by professional organizations in which knowledge is important. This article...... sets focus on the dynamics of professional work relations approached as knowledge organization and investigate how the employees experience the organizational change and whether they are involved directly or indirectly in the change processes. It further investigates the influence of autonomy...... private and public workplaces at the employer and employee level. Data was collected in spring 2012 and resulted in a research sample of 617 private and public workplaces and 3362 employees. 543 are employed in 94 public education workplaces and 700 in 128 public health workplaces. The results...

  7. Organizational change through Lean Thinking.

    Science.gov (United States)

    Tsasis, Peter; Bruce-Barrett, Cindy

    2008-08-01

    In production and manufacturing plants, Lean Thinking has been used to improve processes by eliminating waste and thus enhancing efficiency. In health care, Lean Thinking has emerged as a comprehensive approach towards improving processes embedded in the diagnostic, treatment and care activities of health-care organizations with cost containment results. This paper provides a case study example where Lean Thinking is not only used to improve efficiency and cost containment, but also as an approach to effective organizational change.

  8. Organizational resilience: Nonprofit organizations' response to change.

    Science.gov (United States)

    Witmer, Hope; Mellinger, Marcela Sarmiento

    2016-05-24

    Organizational resilience refers to the ability to respond productively to significant disruptive change and transform challenges into opportunities. There is a gap in the literature about resilient nonprofit organizations and its application for identifying organizational conditions for successful adaption to external variables that threaten their existence. The aim of this study was to identify organizational characteristics that point to the resilience of nonprofit behavioral healthcare organizations as they successfully adapt to funding changes. A multiple case study of two behavioral health nonprofit organizations was conducted. Data was collected through interviews and focus groups, and analyzed through a qualitative content analysis. Using the framework of resilience, six themes that equipped these organizations to successfully adapt to funding changes were identified. They included: commitment to the mission, improvisation, community reciprocity, servant and transformational leadership, hope and optimism, and fiscal transparency. The findings suggest that incorporating these qualities into an organizational system equips it to systematically adapt to funding changes and other disruptive challenges. Using resilience as a process and not simply an outcome after recovery, nonprofit organizations can have the capacity to continuously respond to challenges and provide uninterrupted and valuable services to society.

  9. The effects of psychological contract violation on employees' commitment to organizational change

    OpenAIRE

    Ran, Yuhong

    2007-01-01

    This research examines the relationship between the perceived psychological contract violation and employee’s commitment to organizational change in business merger situation. Through the research, it shows that perceived psychological contract violation will significantly reduce the employees’ affective commitment to organizational change; increase continuance commitment to organizational change, but will not significantly affect the normative commitment to organizational change. Also, the e...

  10. A theory of organizational readiness for change

    Directory of Open Access Journals (Sweden)

    Weiner Bryan J

    2009-10-01

    Full Text Available Abstract Background Change management experts have emphasized the importance of establishing organizational readiness for change and recommended various strategies for creating it. Although the advice seems reasonable, the scientific basis for it is limited. Unlike individual readiness for change, organizational readiness for change has not been subject to extensive theoretical development or empirical study. In this article, I conceptually define organizational readiness for change and develop a theory of its determinants and outcomes. I focus on the organizational level of analysis because many promising approaches to improving healthcare delivery entail collective behavior change in the form of systems redesign--that is, multiple, simultaneous changes in staffing, work flow, decision making, communication, and reward systems. Discussion Organizational readiness for change is a multi-level, multi-faceted construct. As an organization-level construct, readiness for change refers to organizational members' shared resolve to implement a change (change commitment and shared belief in their collective capability to do so (change efficacy. Organizational readiness for change varies as a function of how much organizational members value the change and how favorably they appraise three key determinants of implementation capability: task demands, resource availability, and situational factors. When organizational readiness for change is high, organizational members are more likely to initiate change, exert greater effort, exhibit greater persistence, and display more cooperative behavior. The result is more effective implementation. Summary The theory described in this article treats organizational readiness as a shared psychological state in which organizational members feel committed to implementing an organizational change and confident in their collective abilities to do so. This way of thinking about organizational readiness is best suited for

  11. Psychodynamic Perspective of Organizational Change

    Directory of Open Access Journals (Sweden)

    Barabasz Adela

    2016-05-01

    Full Text Available The complex processes and phenomena that are taking place in the contemporary world require new and adequate methods of acting also in the area of management. This means the need for a fresh approach to the process of organization development and change. This paper presents the key concepts stemming from the psychoanalytic approach to organization and management. Its main aim is to discuss the major categories (concepts derived from psychoanalytic theories, which pertain to the issues related to organizational change. Theoretical considerations are complemented by presentation of the data collected during interviews with managers from the examined organization and identification of the defence mechanisms of representatives of the organization’s management.

  12. A theoretical framework of organizational change

    NARCIS (Netherlands)

    Jacobs, G.; Polos, L.; van Witteloostuijn, A.; Christe-Zyse, J.

    2013-01-01

    Purpose – Organizational change is a risky endeavour. Most change initiatives fall short on their goals and produce high opportunity and process costs, which at times outweigh the content benefits of organizational change. This paper seeks to develop a framework, offering a theoretical toolbox to

  13. The complexity of organizational change: describing communication during organizational turbulence.

    Science.gov (United States)

    Salem, Philip

    2013-01-01

    Organizational researchers and practitioners have been interested in organizational change for some time. Historically, they have directed most of their efforts at improving the efficiency of planned top-down change. These efforts were strategic attempts at altering parameters leading to transformational change. Most efforts failed to meet their intended purposes. Transformational organizational change has not been likely. The legitimate systems have been robust. There has been little systematic investigation of the communication occurring during these efforts. The purpose of this essay is to describe results of a mixed methods research project answering two research questions. (a) How do organizational members communicate during a time of turbulence? (b) What features of this communication suggest the potential for or resistance to transformative change? Comparing the results at the beginning of the period to other periods, gives insight into how social actors communicate and enact the organization during a threshold period where transformational change was possible. Results reveal identifiable patterns of communication as communication strategies, parameters, or basins of attraction. The overall pattern explains how micro communication patterns intersect and how the accumulation of these patterns may resist or accomplish change at a macro level.

  14. Managing organizational change in nuclear organizations

    International Nuclear Information System (INIS)

    2014-01-01

    It is widely recognized that engineering changes, if not properly considered and controlled, can have potentially major safety implications; however, organizational changes can also have potentially major safety implications. This publication is intended to assist the management of nuclear organizations in identifying, planning and implementing organizational change. The driving force for the change may be internal or external. Based on the assumption that any change made within a facility applying nuclear technology has the potential to impact safety and effectiveness, the publication provides a description of the basic principles for managing and implementing the organizational change effectively while remaining focused on safe and reliable operation. The guidance contained in the publication is relevant to all organizational changes within nuclear organizations

  15. Organizational change. Success factors and risks

    International Nuclear Information System (INIS)

    Lundqvist, K.

    2002-01-01

    The electricity sector is undergoing a restructuring due to deregulation. This might present a challenge to safety. Safety issues cannot be separated from organizational issues. They must be an integral part of the change process from the very beginning. This overview is based on a study of recent literature about organizational development and change management in general. The 'multi standard' organizations of today are no consistent creations, but conglomerates of loosely coupled units. This form of organization has developed during the latest 30-40 years and is also called a 'network organization'. Relatively autonomous groups of actors are identifying themselves with the same type of groups in other organizations and they meet on external scenes of development. They are for instance human resource experts, managers on different levels, safety delegates, quality experts, engineers and economists. The expansion of the network enterprise also means a closer interaction with suppliers and customers. Impulses of change are reaching the organization from many angles and this creates plenty of imbalances and tensions. The traditional view that changes are initiated and steered top - down is challenged. The organizations of today are difficult to change in a planned way due to the influence of those powerful forces. The organizational behavior is not so 'rational' as could be expected. A strong, but often neglected force, is the social or symbolic environment of an organization. The organizational identity is formed in relation to other significant organizations and actors. The search for identity is a powerful driving force. Norms and conventions are influencing how a company shall be organized at a certain period of time. Several organizational models and concepts, often of American origin, have been replacing each other's during recent years. Marketing, fashion and actions of significant others are also influencing the behavior of organizations. Inherent of the

  16. Understanding and managing organizational change: implications for public health management.

    Science.gov (United States)

    Thompson, Jon M

    2010-01-01

    Managing organizational change has become a significant responsibility of managers. Managing the change process within public health organizations is important because appropriately and systematically managing change is linked to improved organizational performance. However, change is difficult and the change process poses formidable challenges for managers. Managers themselves face increased pressure to respond to environmental influences and provide the necessary leadership to their organizations in the change process. In fact, managing organizational change has become a key competency for healthcare managers. This article addresses the important topic of organizational change in public health organizations. It provides a conceptual foundation for understanding organizational change and its relationship to healthcare organizational performance, and then discusses the types and nature of change, using some examples and evidence from those organizations that have successfully managed change. A framework for guiding public health managers in the change management process is provided. The article concludes with suggested management competencies to establish a change-oriented organization with the culture and capacity for change.

  17. Leading and managing organizational change initiatives

    OpenAIRE

    Peus, Claudia; Frey, Dieter; Gerkhardt, Marit; Fischer, Peter; Traut-Mattausch, Eva

    2009-01-01

    Although indispensable for long-term economic growth, organizational changes are usually met with resistance. This article draws on psychological theories and empirical evidence to highlight why and under what conditions changes lead to resistance and what likely consequences of resistance are. Furthermore, the article discusses the variables that have been identified as success factors for organizational change initiatives. These include individual difference variables and objective characte...

  18. COMMUNICATIONAL APPROACH IN THE ORGANIZATIONAL CHANGE

    Directory of Open Access Journals (Sweden)

    Vasile Dragos Constantin

    2009-05-01

    Full Text Available The need for information and communication increases when organizations experience organizational changes. The paper examines the need of communication in terms of the professor Tichy`s theory of the technical, political and cultural systems of organizati

  19. Organizational change and resistance: An identity perspective

    NARCIS (Netherlands)

    Ybema, S.B.; Thomas, R; Hardy, C.; Courpasson, D.; Vallas, S.

    2016-01-01

    A classic term in popular and scholarly literature on change management is ‘resistance to change’. It understands resistance in terms of opposition to managerial strategies for organizational change. Since change is generally viewed as reasonable and desirable within this literature, resistance to

  20. Organizational Change and Impact of IT

    DEFF Research Database (Denmark)

    Carugati, Andrea; Mola, Lapo

    2008-01-01

    improvements and therefore they need to stop thinking in terms of projects - with a defined goal and timeframe - and start thinking in terms of change processes. However, while much research has been conducted on IT related change, social, organizational, and behavioral consequences associated with information......This section of the book covers topics related to the impact of IT on organizational change. After the recovery from the internet bubble, today's business players are beginning again to invest massively in technological innovation to increase their competitiveness. The world in which these new...

  1. Organizational Experiments and the Change of Meaning

    DEFF Research Database (Denmark)

    Christiansen, John K.; Gasparin, Marta

    2017-01-01

    The present paper advocates for a bolder use of real life experiments in and with organizations. We illustrate how real life - in-vivo experiments - can lead to wide organizational changes by creating new meanings and change sensemaking, which makes it possible for a company to address its...

  2. Tennessee Promise: A Response to Organizational Change

    Science.gov (United States)

    Littlepage, Ben; Clark, Teresa; Wilson, Randal; Stout, Logan

    2018-01-01

    Community colleges in Tennessee, either directly or indirectly, experienced unprecedented change as a result of Tennessee Promise. The present study explored how student support service administrators at three community colleges responded to organizational change as a result of the Tennessee Promise legislation. Investigators selected community…

  3. ORGANIZATIONAL CHANGE READINNES PADA UNIVERSITAS X

    Directory of Open Access Journals (Sweden)

    Azhar El Hami

    2016-02-01

    Full Text Available This study was aimed to capture the readiness to change of the “X” University as an organization regarding to the vision is becoming a world class university. Using the organizational change readiness concept by Sutanto (2008 that covering 7 aspects namely perception toward change, vision of change, mutual trust and respect, change initiative, management support, acceptance, and organization manages the change process. Respondent was 121 employees of the University „X‟ from two faculties who met the criterion. This was a quantitative research that using survey method. The result has shown that two aspects namely vision of change and acceptance were important ones that have effect on organizational change readiness of the “X” university.

  4. CONDITIONS FOR IMPLEMENTING ORGANIZATIONAL CHANGES

    Directory of Open Access Journals (Sweden)

    Renata Winkler

    2015-12-01

    Full Text Available Changes are one of the most typical phenomena experienced by contemporary organizations and are an inherent element of their functioning. The change introduction process is complex and it is often accompanied by a phenomenon of resistance to change on the part of the employees in an organization, which is considered as the main cause of failure in the change implementation process. The purpose of the article is to discuss the basic conditions for implementing changes related both to their adequate defining and overcoming resistance to change.

  5. Leading organizational change; The role of top management and supervisors in communicating organizational change

    NARCIS (Netherlands)

    Hansma, L.; Elving, W.J.L.; Podnar, K.; Jancic, Z.

    2008-01-01

    In this paper two studies on the role of top management and direct supervisors on communicating organizational change are presented. The importance of leadership at all organizational levels is demonstrated and published in numerous studies, but empirically hardly tested. In this paper we will

  6. Multiple legitimacy narratives and planned organizational change

    NARCIS (Netherlands)

    Landau, Dana; Drori, Israel; Terjesen, Siri

    2014-01-01

    This article explores the cultural narratives through which members of organizations define legitimacy during prolonged periods of change. We view legitimacy work as a cultural practice and interpretive process that takes the form of organizational narratives. We show how the shifting configurations

  7. Strategy Implementation and Organizational Change

    DEFF Research Database (Denmark)

    Lynch, Susan E.; Mors, Louise

    2018-01-01

    . This paper considers how formal structural change affects senior managers’ ability to maintain their intraorganizational networks. The hypotheses are tested on sample of 884 work-related relationships of 96 partners in a global professional services firm. This firm had recently implemented a new strategy...

  8. Management struggles with organizational changes

    DEFF Research Database (Denmark)

    Jørgensen, Kenneth Mølbjerg

    to and organized by specific power relations, which are embedded in and communicated via language, actions and physical symbols. The starting point is Foucault's concept power/knowledge, which is combined with the symbolic perspective in culture theory. Because of its emphasis on processes, the local...... and the contextual, it is argued that power/knowledge can handle change processes better than conventional approaches in culture theory....

  9. Use of a business case model for organizational change.

    Science.gov (United States)

    Shirey, Maria R

    2011-01-01

    This department highlights change management strategies that may be successful in strategically planning and executing organizational change initiatives. With the goal of presenting practical approaches helpful to nurse leaders advancing organizational change, content includes evidence-based projects, tools, and resources that mobilize and sustain organizational change initiatives. In this article, the author discusses the concept of a business case and introduces a 3-phase business case model for organizational change.

  10. Resistance as Organizational Change Dynamic:

    DEFF Research Database (Denmark)

    Plotnikof, Mie

    2017-01-01

    A current political concern in many OECD countries is the co-creation of new welfare policy and practice through collaboration between multiple stakeholders in order to innovate public services with fewer resources (Ansell & Torfing, 2014; Christensen & Lægreid, 2011). Research on such changing...... collaborative governance processes explores both potentials and problems, when different stakeholders such as politicians, administrators, frontline staff and citizens are engaged in welfare innovation (Osborne, 2009; Ansell & Gash, 2008; Griggs & Sullivan, 2014). Whereas the potential of public innovation...... and value-creation are intriguing to democratic ideals, the challenges include cultural diversity, conflicts, misunderstandings and inefficiency. Nonetheless, the literature stresses that despite the challenges, the demand for collaborative governance in welfare policy is needed now more than ever (Bryson...

  11. Stakeholder approach for evaluating organizational change projects.

    Science.gov (United States)

    Peltokorpi, Antti; Alho, Antti; Kujala, Jaakko; Aitamurto, Johanna; Parvinen, Petri

    2008-01-01

    This paper aims to create a model for evaluating organizational change initiatives from a stakeholder resistance viewpoint. The paper presents a model to evaluate change projects and their expected benefits. Factors affecting the challenge to implement change were defined based on stakeholder theory literature. The authors test the model's practical validity for screening change initiatives to improve operating room productivity. Change initiatives can be evaluated using six factors: the effect of the planned intervention on stakeholders' actions and position; stakeholders' capability to influence the project's implementation; motivation to participate; capability to change; change complexity; and management capability. The presented model's generalizability should be explored by filtering presented factors through a larger number of historical cases operating in different healthcare contexts. The link between stakeholders, the change challenge and the outcomes of change projects needs to be empirically tested. The proposed model can be used to prioritize change projects, manage stakeholder resistance and establish a better organizational and professional competence for managing healthcare organization change projects. New insights into existing stakeholder-related understanding of change project successes are provided.

  12. A case study: Integrated work environment and organizational change

    Energy Technology Data Exchange (ETDEWEB)

    Heubach, J.G.; Montgomery, J.C.; Weimer, W.C. [Pacific Northwest Lab., Richland, WA (United States); Heerwagen, J.H. [Battelle Seattle Research Center, WA (United States)

    1995-02-01

    The failure to integrate environmental and organizational interventions may help explain the lack of success of many change efforts. The high rate of failure for change efforts (50% to 90% failure rates) has been noted by many writers. While specific causes of failure are diverse, a common theme has been failure to consider the organization as a system. That is, either significant aspects of the organization were ignored during the intervention or potential impacts of changes on the elements were overlooked or underestimated. Our own training, technical literature, and professional culture lead us to limited understandings of complex organizations. Change agents must consider all relevant components of organizational performance if interventions are to be meaningful and successful. This study demonstrated the value of an integrated organizational intervention involving redesign of the physical environment, introduction of a new information system, work process improvement, and extended organizational development intervention. The outcomes were extremely positive. The cost of improvement efforts was found to be recaptured within a short time, easily justifying the expenditures. One conclusion from the study is that integrated interventions are very powerful. Integrating improvement of the physical environment with organizational development and technological innovation greatly enhances the likelihood of achieving a successful intervention.

  13. Employees' responses to an organizational merger: Intraindividual change in organizational identification, attachment, and turnover.

    Science.gov (United States)

    Sung, Wookje; Woehler, Meredith L; Fagan, Jesse M; Grosser, Travis J; Floyd, Theresa M; Labianca, Giuseppe Joe

    2017-06-01

    The authors used pre-post merger data from 599 employees experiencing a major corporate merger to compare 3 conceptual models based on the logic of social identity theory (SIT) and exchange theory to explain employees' merger responses. At issue is how perceived change in employees' own jobs and roles (i.e., personal valence) and perceived change in their organization's status and merger appropriateness (i.e., organizational valence) affect their changing organizational identification, attachment attitudes, and voluntary turnover. The first model suggests that organizational identification and organizational attachment develop independently and have distinct antecedents. The second model posits that organizational identification mediates the relationships between change in organizational and personal valence and change in attachment and turnover. The third model posits that change in personal valence moderates the relationship between changes in organizational valence and in organizational identification and attachment. Using latent difference score (LDS) modeling in an SEM framework and survival analysis, the results suggest an emergent fourth model that integrates the first and second models: Although change in organizational identification during the merger mediates the relationship between change in personal status and organizational valence and change in attachment, there is a direct and unmediated relationship between change in personal valence and attachment. This integrated model has implications for M&A theory and practice. (PsycINFO Database Record (c) 2017 APA, all rights reserved).

  14. Understanding the Influence of Organizational Culture and Group Dynamics on Organizational Change and Learning

    Science.gov (United States)

    Lucas, Colleen; Kline, Theresa

    2008-01-01

    Purpose: The purpose of this study is to investigate the relationship between organizational culture, group dynamics, and organizational learning in the context of organizational change. Design/methodology/approach: A case study was used to examine cultural and group level factors that potentially influence groups' learning in the context of…

  15. Ethical Competencies and the Organizational Competency ‘Responsible University Social Innovation’: looking at new ways of understanding universities and the competency-based education model in the context of significant social changes in Latin America

    Directory of Open Access Journals (Sweden)

    Javier Villar Olaeta

    2017-05-01

    Full Text Available Ethical competencies are included in all competency-based education models and are considered essential for the professional preparation of students, especially in terms of their professional conduct and workplace preparedness. As such, the Tuning Academy, along with incorporating ethical competencies in its group of generic competencies, also considers the organizational competency Responsible University Social Innovation (RUSI as part of its Tuning ALFA II Latin América project. This competency, in the area of organizational character, addresses innovation in the context of social responsibility, which it assumes each university should have, in terms of ethical responsibility toward the members of a community. This concept incorporates the equal relationship between the university’s internal community and civil society. By means of interviews with experts in the areas of service-learning, social responsibility, and ethical civil and professional education from the University of Deusto and the Zerbikas Foundation, this article discusses the connection and implementation of both generic ethical competencies and the RUSI organizational competency in higher education in order to respond to the new challenges to professional training in today’s world, all of which ultimately assumes a change in universities’ understandings of themselves as institutions and the role of higher education in general.

  16. Organizational Change Perspectives on Software Process Improvement

    DEFF Research Database (Denmark)

    Müller, Sune Dueholm; Mathiassen, Lars; Balshøj, Hans Henrik

    Many software organizations have engaged in Software Process Improvement (SPI) and experienced the challenges related to managing such complex organizational change efforts. As a result, there is an increasing body of research investigating change management in SPI. To provide an overview of what......, and brain perspectives. Practitioners may use these articles as a guide to SPI insights relevant to their improvement initiatives. In contrast, the impact of culture, dominance, psychic prison, flux and transformation, and politics in SPI have only received scant attention. We argue that these perspectives...

  17. Shared identity in organizational stress and change.

    Science.gov (United States)

    van Dick, Rolf; Ciampa, Valeria; Liang, Shuang

    2017-11-17

    The social identity approach has been found very useful for the understanding of a range of phenomena within and across organizations. It has been applied in particular to analyze employees' stress and well-being at work and their reactions to organizational change. In this paper, we argue that there is a mismatch between the theoretical notion of shared identities in teams and organizations and empirical research, which largely focuses on the individual employee's identification with his or her social categories at work. We briefly review the literature in the two areas of stress and change and conclude with an agenda for future research. Copyright © 2017 Elsevier Ltd. All rights reserved.

  18. 28 CFR 0.190 - Changes within organizational units.

    Science.gov (United States)

    2010-07-01

    ... 28 Judicial Administration 1 2010-07-01 2010-07-01 false Changes within organizational units. 0... JUSTICE Sections and Subunits § 0.190 Changes within organizational units. (a) The head of each Office... termination of major functions within his organizational unit as he may deem necessary or appropriate. In each...

  19. Consulting to Facilitate Planned Organizational Change in Schools

    Science.gov (United States)

    Zins, Joseph E.; Illback, Robert J.

    2007-01-01

    We present an update of our 1984 chapter on organizational interventions in educational settings. Our view of the organizational change process is described, followed by a discussion of the gap between current theory and practice. We describe several examples of promising organizational change initiatives, followed by our observations of future…

  20. ORGANIZATIONAL CHANGE IN A COMPANY : Managing and Leading Successful Change

    OpenAIRE

    Manninen, Otto

    2014-01-01

    The aim of this thesis is to examine how a company executes organizational change. While the pace of changes in companies is constantly growing often companies start the change without prepara-tion and knowledge. The objective is to find out how a company manages and executes change. The author uses secondary and primary data in this thesis. Secondary data was gathered from books, scholarly journals and various internet sources. As primary data, the author uses information gath-ered from i...

  1. Environmental management systems and organizational change

    DEFF Research Database (Denmark)

    Jørgensen, Tine Herreborg

    2000-01-01

    and environmental management systems. The structure of the organizations has changed, the relationships with external partners have strengthened and the implementation of quality and environmental management systems has trimmed the organizations to manage and develop these areas. The organization analysis is based......The establishment of an environmental management system and its continuous improvements is a process towards a reduction of the companies' and the products' environmental impact. The organizations' ability to change is crucial in order to establish a dynamic environmental management system...... and to achieve continuous environmental improvements. The study of changes gives an insight into how organizations function, as well as their forces and barriers. This article focuses on the organizational changes that two companies have undergone from 1992 up until today in connection with their quality...

  2. Designing Work, Family & Health Organizational Change Initiatives.

    Science.gov (United States)

    Kossek, Ellen Ernst; Hammer, Leslie B; Kelly, Erin L; Moen, Phyllis

    2014-01-01

    For decades, leaders and scholars have been advocating change efforts to improve work-life relationships. Yet most initiatives have lacked rigor and not been developed using scientific principles. This has created an evidence gap for employer support of work and personal life as a win-win for productivity and employees' well-being. This paper examines the approach used by the U.S. Work Family Health Network (WFRN) to develop an innovative workplace intervention to improve employee and family health. The change initiative was designed to reduce organizationally based work-family conflict in two contrasting contexts representative of major segments of today's U.S. workforce: health care employees and informational technology professionals. The WFRN Intervention (called STAR) had three theoretically based change elements. They were: 1) increase job control over work time and schedule; 2) increase supervisor social support for family and job effectiveness; and 3) improve organizational culture and job design processes to foster results orientation. Seven practical lessons for developing work-life interventions emerged from this groundbreaking endeavor.

  3. Sustaining organizational culture change in health systems.

    Science.gov (United States)

    Willis, Cameron David; Saul, Jessie; Bevan, Helen; Scheirer, Mary Ann; Best, Allan; Greenhalgh, Trisha; Mannion, Russell; Cornelissen, Evelyn; Howland, David; Jenkins, Emily; Bitz, Jennifer

    2016-01-01

    The questions addressed by this review are: first, what are the guiding principles underlying efforts to stimulate sustained cultural change; second, what are the mechanisms by which these principles operate; and, finally, what are the contextual factors that influence the likelihood of these principles being effective? The paper aims to discuss these issues. The authors conducted a literature review informed by rapid realist review methodology that examined how interventions interact with contexts and mechanisms to influence the sustainability of cultural change. Reference and expert panelists assisted in refining the research questions, systematically searching published and grey literature, and helping to identify interactions between interventions, mechanisms and contexts. Six guiding principles were identified: align vision and action; make incremental changes within a comprehensive transformation strategy; foster distributed leadership; promote staff engagement; create collaborative relationships; and continuously assess and learn from change. These principles interact with contextual elements such as local power distributions, pre-existing values and beliefs and readiness to engage. Mechanisms influencing how these principles sustain cultural change include activation of a shared sense of urgency and fostering flexible levels of engagement. The principles identified in this review, along with the contexts and mechanisms that influence their effectiveness, are useful domains for policy and practice leaders to explore when grappling with cultural change. These principles are sufficiently broad to allow local flexibilities in adoption and application. This is the first study to adopt a realist approach for understanding how changes in organizational culture may be sustained. Through doing so, this review highlights the broad principles by which organizational action may be organized within enabling contextual settings.

  4. Organizational Change Around an Older Workforce.

    Science.gov (United States)

    Moen, Phyllis; Kojola, Erik; Schaefers, Kate

    2017-10-01

    Demographic, economic, political, and technological transformations-including an unprecedented older workforce-are challenging outdated human resource logics and practices. Rising numbers of retirement-eligible Boomers portend a loss of talent, skills, and local knowledge. We investigate organizational responses to this challenge-institutional work disrupting age-graded mindsets and policies. We focus on innovative U.S. organizations in the Minneapolis-St. Paul region in the state of Minnesota, a hub for businesses and nonprofits, conducting in-depth interviews with informants from a purposive sample of 23 for-profit, nonprofit, and government organizations. Drawing on an organizational change theoretical approach, we find organizations are leading change by developing universal policies and practices, not ones intentionally geared to older workers. Both their narratives and strategies-opportunities for greater employee flexibility, training, and scaling back time commitments-suggest deliberate disrupting of established age-graded logics, replacing them with new logics valuing older workers and age-neutral approaches. Organizations in the different sectors studied are fashioning uniform policies regardless of age, exhibiting a parallel reluctance to delineate special policies for older workers. Developing new organizational logics and practices valuing, investing in, and retaining older workers is key 21st century business challenges. The flexibility, training, and alternative pathways offered by the innovative organizations we studied point to fruitful possibilities for large-scale replacement of outdated age-biased templates of work, careers, and retirement. © The Author 2016. Published by Oxford University Press on behalf of The Gerontological Society of America. All rights reserved. For permissions, please e-mail: journals.permissions@oup.com.

  5. How institutional theory speaks to changes in organizational populations.

    Science.gov (United States)

    Wells, R

    2001-01-01

    In this issue, Begun and Luke note striking variation in organizational arrangements across local health care markets and probe how characteristics of those markets affect shifts in organizational populations over time. This article contributes to this FORUM by focusing on how institutional theory's emphasis on the culturally mediated nature of organizational change speaks to the evolution of local market structures over time.

  6. Analysis of human error and organizational deficiency in events considering risk significance

    International Nuclear Information System (INIS)

    Lee, Yong Suk; Kim, Yoonik; Kim, Say Hyung; Kim, Chansoo; Chung, Chang Hyun; Jung, Won Dea

    2004-01-01

    In this study, we analyzed human and organizational deficiencies in the trip events of Korean nuclear power plants. K-HPES items were used in human error analysis, and the organizational factors by Jacobs and Haber were used for organizational deficiency analysis. We proposed the use of CCDP as a risk measure to consider risk information in prioritizing K-HPES items and organizational factors. Until now, the risk significance of events has not been considered in human error and organizational deficiency analysis. Considering the risk significance of events in the process of analysis is necessary for effective enhancement of nuclear power plant safety by focusing on causes of human error and organizational deficiencies that are associated with significant risk

  7. Dimensions of community and organizational readiness for change.

    Science.gov (United States)

    Castañeda, Sheila F; Holscher, Jessica; Mumman, Manpreet K; Salgado, Hugo; Keir, Katherine B; Foster-Fishman, Pennie G; Talavera, Gregory A

    2012-01-01

    Readiness can influence whether health interventions are implemented in, and ultimately integrated into, communities. Although there is significant research interest in readiness and capacity for change, the measurement of these constructs is still in its infancy. The purpose of this review was to integrate existing assessment models of community and organizational readiness. The database PubMed was searched for articles; articles, book chapters, and practitioner guides identified as references cited in the list of core articles. Studies were included if they met the following criteria: (1) Empirical research, (2) identified community or organizational readiness for innovative health programming in the study's title, purpose, research questions, or hypotheses, and (3) identified methods to measure these constructs. Duplicate articles were deleted and measures published before 1995 were excluded. The search yielded 150 studies; 13 met all criteria. This article presents the results of a critical review of 13 community and organizational readiness assessment models, stemming from articles, chapters, and practitioner's guides focusing on assessing, developing, and sustaining community and organizational readiness for innovative public health programs. Readiness is multidimensional and different models place emphasis on different components of readiness, such as (1) community and organizational climate that facilitates change, (2) attitudes and current efforts toward prevention, (3) commitment to change, and (4) capacity to implement change. When initiating the program planning process, it is essential to assess these four domains of readiness to determine how they apply to the nuances across different communities. Thus, community-based participatory research (CBPR) partnerships, in efforts to focus on public health problems, may consider using readiness assessments as a tool for tailoring intervention efforts to the needs of the community.

  8. Organizational change tactics: the evidence base in the literature.

    Science.gov (United States)

    Packard, Thomas; Shih, Amber

    2014-01-01

    Planned organizational change processes can be used to address the many challenges facing human service organizations (HSOs) and improve organizational outcomes. There is massive literature on organizational change, ranging from popular management books to academic research on specific aspects of change. Regarding HSOs, there is a growing literature, including increasing attention to implementation science and evidence-based practices. However, research which offers generalizable, evidence-based guidelines for implementing change is not common. The purpose of the authors was to assess the evidence base in this organizational change literature to lay the groundwork for more systematic knowledge development in this important field.

  9. Globalization and Organizational Change: Engineers' Experiences and Their Implications for Engineering Education

    Science.gov (United States)

    Lucena, Juan C.

    2006-01-01

    The demand for flexible engineers presents significant challenges to engineering education. Among these is the need for engineers to be prepared to understand and deal with organizational change. Yet engineering education and research on engineers have overlooked the impact of organizational change on engineering work. After outlining the impact…

  10. Organizational change theory: implications for health promotion practice.

    Science.gov (United States)

    Batras, Dimitri; Duff, Cameron; Smith, Ben J

    2016-03-01

    Sophisticated understandings of organizational dynamics and processes of organizational change are crucial for the development and success of health promotion initiatives. Theory has a valuable contribution to make in understanding organizational change, for identifying influential factors that should be the focus of change efforts and for selecting the strategies that can be applied to promote change. This article reviews select organizational change models to identify the most pertinent insights for health promotion practitioners. Theoretically derived considerations for practitioners who seek to foster organizational change include the extent to which the initiative is modifiable to fit with the internal context; the amount of time that is allocated to truly institutionalize change; the ability of the agents of change to build short-term success deliberately into their implementation plan; whether or not the shared group experience of action for change is positive or negative and the degree to which agencies that are the intended recipients of change are resourced to focus on internal factors. In reviewing theories of organizational change, the article also addresses strategies for facilitating the adoption of key theoretical insights into the design and implementation of health promotion initiatives in diverse organizational settings. If nothing else, aligning health promotion with organizational change theory promises insights into what it is that health promoters do and the time that it can take to do it effectively. © The Author 2014. Published by Oxford University Press. All rights reserved. For Permissions, please email: journals.permissions@oup.com.

  11. CHANGING ORGANIZATIONAL CULTURE IN A ROMANIAN COMPANY

    Directory of Open Access Journals (Sweden)

    CRIVEANU Maria Magdalena

    2016-08-01

    Full Text Available The focus on studying the issue of change, migrated from the attention towards western countries, struggling with the growing spread of globalization, which affects all the changes in the environment, to the former socialist countries of Central and Eastern Europe, which have undergone dramatic changes since 1989. The most disturbing event was the transition from the centralized economy system to the market economy system, which led to a series of mutations at both psychological and organizational level. In this context, this article aims to identify both the dominant type of culture in the largest retail company in Romania and the dominant type of culture in other similar companies. This research project aims at studying the culture and its specificity within the company, but also its impact on society and on the organization. The issue at stake is a retail company in Romania, in which we tried to identify the dominant culture within the company and culture desired by its employees. We also conducted a parallel between the culture type identified in the Romanian company and the type of culture identified in other companies. The research results can be a starting point for the manager charged with change, as he can easily identify discrepancies between the dominant culture and culture desired by employees

  12. Managerial Communication in the Context of Organizational Change

    Directory of Open Access Journals (Sweden)

    Mirela Arsith

    2014-05-01

    Full Text Available The hypothesis from which we start in initiating our approach is that according to which managerial communication is an important tool to change an organization's strategy. Our purpose is to argue in favor of the fact that this type of communication contributes significantly to adjusting the attitudes and changing behaviors of the organization members. In the context of change, managerial communication should be transformative, in order to ensure the adaptation of the organization to a new extra-organizational environment, which is, in turn, towards a significant change. What we intend to highlight is the fact that communicative interaction must occur at all levels and to be forceful, visionary and empathetic, to maintain wellness in the organization, as the essential element of the organizational change is the human change. Whatever the type of change - unplanned, planned, imposed, negotiated or participatory – it is very important to harmonize the measures of change between each other and with the processes that normally take place in the organization. Finally, we propose a case study that reveals the role of the transformative leadership and communication in the successful implementation of the new strategy.

  13. A cognitive organization theory (COT) of organizational change : Measuring organizational texture, audience appeal, and leadership engagement

    NARCIS (Netherlands)

    van den Oord, Ad; Elliott, Karen; Witteloostuijn, Arjen van; Barlage, Melody; Polos, Laszlo; Rogiest, Sofie

    2017-01-01

    Purpose: In this paper, the authors develop a cognitive organization theory (COT) of organizational change. COT was developed in the 2000s, by taking insights from cognitive psychology and anthropology to rebuild the foundation of organizational ecology (OE), grounding macro processes of

  14. Change the System! School Psychologist as Organizational Consultant.

    Science.gov (United States)

    Johnston, Janis Clark; Bernstein, Rhoda

    Organizational development (OD) within school systems is productive work for the school psychologist. Basic to all OD is the principle of maximizing a system's resources. Following organizational change in the business world, schools can profit greatly from system changes which address today's "people problems." Outside consultants often provide…

  15. From Here to There: Effectively Managing Organizational Change

    Science.gov (United States)

    Wick, Casey J.

    2008-01-01

    Throughout organizational history it has been witnessed and written of time and again just how difficult initiating and leading change, as it relates to human behavior, can be. Initiating and implementing organizational change can be, and very often is, a journey characterized by periods of temporary progress followed by slow regression back to…

  16. Organizational Change, Leadership and Learning: Culture as Cognitive Process.

    Science.gov (United States)

    Lakomski, Gabriele

    2001-01-01

    Examines the claim that it is necessary to change an organization's culture in order to bring about organizational change. Considers the purported causal relationship between the role of the leader and organizational learning and develops the notion of culture as cognitive process based on research in cultural anthropology and cognitive science.…

  17. Corporate Sustainability and Organizational Change. Case of OMV Petrom

    Directory of Open Access Journals (Sweden)

    Catalina Soriana Sitnikov

    2012-06-01

    Full Text Available Many corporations have recognized the importance of being perceived as socially responsible to the environment, employees or local community. They have worked hard to be labeled as sustainable organizations. Corporate behavior, however, implies a gap between theory and practice. Therefore, we consider it necessary to study how to transform corporations into sustainable organizations based on organizational change models. The paper brings an original contribution to the study of organizational sustainability by introducing a framework for sustainable organizational change using organizational culture components and Deming's Plan-Do-Check-Act (PDCA cycle of continuous quality improvement.

  18. Organizational transformation: a model for joint optimization of culture change and evidence-based design.

    Science.gov (United States)

    Hamilton, D Kirk; Orr, Robin Diane; Raboin, W Ellen

    2008-01-01

    Healthcare organizations face continuous and accelerating external change and thus must be prepared to manage their own change initiatives proactively. Given that many believe that the U.S. healthcare system is broken and most healthcare organizations are dealing with pervasive problems, some organizations may choose to seek transformational change to achieve the six aims identified by the Institute of Medicine: healthcare that is safe, effective, patient-centered, timely, efficient, and equitable. Transformational change will almost certainly involve organizational culture. Culture change may be most effective when linked to other organizational change initiatives such as organizational strategy, structure, policies, procedures, and recruiting. Significant organizational change often requires accompanying facility change. There is an interdependent relationship between facility design and organizational culture. They affect each other and both impact organizational performance. Sociotechnical theory promotes joint optimization of the social (culture) and technical (facilities) aspects of an organization to achieve sustained positive change. To achieve organizational transformation and to sustain positive change, organizations must be prepared to adopt collaborative efforts in culture change and facility design. The authors propose a model for accomplishing joint optimization of culture change and evidence-based facility design.

  19. The socio-materiality of designing organizational change

    DEFF Research Database (Denmark)

    Stang Våland, Marianne; Georg, Susse

    2014-01-01

    Purpose – The purpose of this paper is to examine the managerial implications of adopting a design attitude to organizational change. Design/methodology/approach – Based on an ethnographic study of a merger, the paper investigates the intricate interplay between architectural design...... and organizational change in the context of physically relocating an organization to a new office building. Emphasis is given to the socio-materiality of this double design process. Findings – The data suggests that taking a design attitude toward managing organizational change can allow different actors...... to participate in organizational design processes, releasing management from its traditional role as the keeper of the design solution. Research limitations/implications – Although based on a single case, the paper provides insights into the socio-materiality of organizational change that is relevant in other...

  20. Exploring employees' perceptions, job-related attitudes and characteristics during a planned organizational change

    Directory of Open Access Journals (Sweden)

    Katsaros, K.K.

    2014-07-01

    Full Text Available The current study explores employee perceptions regarding organizational readiness to change, supervisory support, trust in management and appropriateness of change during a planned organizational change in a public hospital. Survey data were collected at two time periods, before and five months after the initiation of the planned change. Research findings show a significant increase in perceptive organizational readiness to change, supervisory support, trust in management and appropriateness of change after the planned change implementation. Findings also suggest that differences in the aforementioned perceptions are moderated by certain job-related attitudes, namely, job satisfaction, organizational commitment and job involvement; and job-related characteristics, namely, skill variety, task identity, task significance feedback, autonomy and goal clarity. Theoretical and practical implications of these findings are discussed.

  1. Assessing organizational change in multisector community health alliances.

    Science.gov (United States)

    Alexander, Jeffrey A; Hearld, Larry R; Shi, Yunfeng

    2015-02-01

    The purpose of this article was to identify some common organizational features of multisector health care alliances (MHCAs) and the analytic challenges presented by those characteristics in assessing organizational change. Two rounds of an Internet-based survey of participants in 14 MHCAs. We highlight three analytic challenges that can arise when quantitatively studying the organizational characteristics of MHCAs-assessing change in MHCA organization, assessment of construct reliability, and aggregation of individual responses to reflect organizational characteristics. We illustrate these issues using a leadership effectiveness scale (12 items) validated in previous research and data from 14 MHCAs participating in the Robert Wood Johnson Foundation's Aligning Forces for Quality (AF4Q) program. High levels of instability and turnover in MHCA membership create challenges in using survey data to study changes in key organizational characteristics of MHCAs. We offer several recommendations to diagnose the source and extent of these problems. © Health Research and Educational Trust.

  2. Transforming Cultures of Care: A Case Study in Organizational Change

    Science.gov (United States)

    Purvis, Karyn; Cross, David; Jones, Daren; Buff, Gary

    2012-01-01

    The authors report on a small organizational case study highlighting the dimensions of trauma-informed care, the processes of organizational change, and the growth of caregiver expertise. The article is framed by the notion of caregiving cultures, which refers to the beliefs, languages, and practices of caregivers and caregiving organizations.…

  3. Knowledge Sharing and Organizational Change in Higher Education

    Science.gov (United States)

    Dee, Jay; Leisyte, Liudvika

    2017-01-01

    Purpose: Organizational learning in higher education institutions depends upon the ability of managers and academics to maintain a flow of knowledge across the structural boundaries of the university. This paper aims to understand the boundary conditions that foster or impede the flow of knowledge during organizational change at a large public…

  4. Management system of organizational and economic changes in health services

    Directory of Open Access Journals (Sweden)

    Natalya Vasilyevna Krivenko

    2013-03-01

    Full Text Available In the article, the definitions of the concept organizational and economic changes in institution problems of changes in public health service, the purpose and issues of the management system of organizational and economic changes in the field are considered. The combined strategy of development and innovative changes in management is offered. The need of resource-saving technologies implementation is shown. Expediency of use of marketing tools in a management system of organizational and economic changes is considered the mechanism of improvement of planning and pricing in public health service is offered. The author’s model of management of organizational and economic changes in health services supporting achievement of medical, social, economic efficiency in Yekaterinburg's trauma care is presented. Strategy of traumatism prevention is determined on the basis of interdepartmental approach and territorial segmentation of health care market

  5. MANAGING ORGANIZATIONAL CHANGE AND INNOVATION ON ROMANIAN SMES

    OpenAIRE

    Eduard Gabriel CEPTUREANU; Sebastian Ion CEPTUREANU

    2014-01-01

    The process of change occurs throughout the universe, including our private life or in the life of organizations. Knowledge of the change process in order to rule it possible, is a characteristic of an effective management that can generate organization competitiveness. Change of organizational and managerial paradigms involves crossing: 1. from the "rigid hierarchy" to "flexibility"; 2. use of new organizational models in flexible networks, clusters, technologies, in which an important role ...

  6. Narrating Corporate Values and Co-Creating Organizational Change

    DEFF Research Database (Denmark)

    Ravazzani, Silvia; Mormino, Sara

    identity and shared by employees by facilitating dialogical and sensemaking processes. After a review of relevant literature on corporate identity, organizational identity and internal social media, this paper presents main findings from a large Italian company that has used internal social media to engage......When management introduces a change in corporate identity and values, companies risk experiencing a disconnection from the actual organizational identity and narratives felt and shared among employees. The main challenge therefore is making sure that corporate identity is rooted in organizational...... employees in making sense of the new corporate values in an open and dialogical manner. Activities encompassed digital storytelling on corporate values and organizational change projects aimed at translating these values into concrete behaviours and organizational processes. Critical areas in the use...

  7. Organizational change. Success factors and risks; Foeraendringsarbete. Framgaangsfaktorer och risker

    Energy Technology Data Exchange (ETDEWEB)

    Lundqvist, K. [Castor Analys AB, Stockholm (Sweden)

    2002-01-01

    The electricity sector is undergoing a restructuring due to deregulation. This might present a challenge to safety. Safety issues cannot be separated from organizational issues. They must be an integral part of the change process from the very beginning. This overview is based on a study of recent literature about organizational development and change management in general. The 'multi standard' organizations of today are no consistent creations, but conglomerates of loosely coupled units. This form of organization has developed during the latest 30-40 years and is also called a 'network organization'. Relatively autonomous groups of actors are identifying themselves with the same type of groups in other organizations and they meet on external scenes of development. They are for instance human resource experts, managers on different levels, safety delegates, quality experts, engineers and economists. The expansion of the network enterprise also means a closer interaction with suppliers and customers. Impulses of change are reaching the organization from many angles and this creates plenty of imbalances and tensions. The traditional view that changes are initiated and steered top - down is challenged. The organizations of today are difficult to change in a planned way due to the influence of those powerful forces. The organizational behavior is not so 'rational' as could be expected. A strong, but often neglected force, is the social or symbolic environment of an organization. The organizational identity is formed in relation to other significant organizations and actors. The search for identity is a powerful driving force. Norms and conventions are influencing how a company shall be organized at a certain period of time. Several organizational models and concepts, often of American origin, have been replacing each other's during recent years. Marketing, fashion and actions of significant others are also influencing the behavior of

  8. Design Thinking and Organizational Development: twin concepts enabling a reintroduction of democratic values in organizational change

    OpenAIRE

    Eneberg, Magnus; Svengren Holm, Lisbeth

    2013-01-01

    Design Thinking is a rather new concept for increasing innovation capabilities in organizations. Organizational Development is a concept from the 1950s aiming at modernizing organizations through participatory methods. As organizations struggle with constant change and to become more innovative we will compare and discuss design thinking and organizational development and explore what we can learn from these concepts that have many similar aspects. Design is argued to be moving into new te...

  9. Supporting Organizational Change in Command and Control: Approaches and Metrics

    National Research Council Canada - National Science Library

    Weil, Shawn A; Levchuk, Georgiy; Downes-Martin, Stephen; Diedrich, Frederick J; Entin, Elliot E; See, Katrina E; Serfaty, Daniel

    2005-01-01

    .... However, for these technologies to be maximally effective, C2 organizations need to have the flexibility to tailor their organizational structures in response to changing mission In the experiment...

  10. ICT, skills, and organizational change: evidence from Italian manufacturing firms

    OpenAIRE

    Paola Giuri; Salvatore Torrisi; Natalia Zinovyeva

    2008-01-01

    This article examines the complementarity among information and communication technologies (ICT), skills, and organizational change from a panel of 680 Italian manufacturing firms during 1995-2003. By drawing on different statistical methods, we found evidence of complementarity between skills and organizational change, but did not find evidence of complementarity between ICT and skills. Moreover, our results show that the hypothesis of full complementarity among ICT, human capital, and organ...

  11. Organizational change: a study of the integrated customer support system at United States Transportation Command

    OpenAIRE

    Williams, Kim C.

    2001-01-01

    Open communication and organizational trust are important factors in the context of organizational technology change. Although previous research has addressed the relationship between technology change and open communication, and issues concerning organizational trust and open communication, few investigations adequately address the interplay between all factors simultaneously. The relationship between perceptions of organizational trust and communication, as well as other organizational vari...

  12. Managing Organizational Change in the Community College. ERIC Digest.

    Science.gov (United States)

    Kozeracki, Carol

    This digest discusses two recurrent themes presented in the New Directions for Community Colleges volume titled "Organizational Change in the Community College: Ripple or Sea Change?" First, change in the external environment is accelerating, and colleges must respond to these changes to thrive. External environmental influences include…

  13. Leading Organizational Change Is Like Climbing a Mountain

    Science.gov (United States)

    Zimmerman, Judith

    2004-01-01

    Leading organizational change is like climbing a mountain. Transformational leaders must prepare to lead change, understand the process and nature of change, and provide the essential gear so that those involved can be successful. The author draws on the literature and personal experiences as a hiker and change leader to provide a guide for…

  14. Wisconsin Technical College Presidential Perspectives on Leading Organizational Change

    Science.gov (United States)

    Borowicz, Laurie S.

    2012-01-01

    This qualitative study examines leadership perceptions of attributes needed for effectively leading organizations within and through change. Current change forces substantiate the need for higher educational institutions to change in order to fulfill their missions. Creating a culture of organizational change presents a leadership challenge. The…

  15. Effecting Organizational Change at the Macro Level of Professions

    Science.gov (United States)

    Green, Robert Anthony

    2017-01-01

    Much has been written in academic and popular publications about organizational change. Topics have ranged from case studies to anecdotal stories of how leaders can change an organization. There is little written on changing the culture and vision of a profession at the macro level. This dissertation shows that one key to effecting change within a…

  16. Design Thinking in Managing (and Designing) for Organizational Change

    OpenAIRE

    Naar, Liisa; Våland, Marianne Stang

    2014-01-01

    Increasing interest in ‘design thinking’ in the fields of management and organization has resulted in a concern with using design-oriented approaches as means to support organizational change and innovation. To this end, conceptual ideas such as Boland and Collopy’s ‘managing as designing’ have aimed at exploring how ‘design thinking’ can inform managers and the work done in organizational contexts. However, these concepts tend to be discussed theoretically with little groun...

  17. Patient surveys-A key to organizational change?

    DEFF Research Database (Denmark)

    Riiskjær, Erik; Ammentorp, Jette; Nielsen, Jørn Flohr

    2009-01-01

    OBJECTIVE: The objective was to investigate whether semi-customized patient satisfaction surveys are seen as useful by hospital management, and to explore their possible effects on quality improvement over time at a low organizational level. METHODS: Data were collected from three sources: (1......; (2) feedback is detailed on an organizational level and the units have significantly lower scores than comparable units; and (3) there are obvious actions to address the problems. PRACTICAL IMPLICATIONS: Both qualitative and quantitative results should be analyzed for small organizational units...

  18. Fostering Learning Opportunities through Employee Participation amid Organizational Change

    Science.gov (United States)

    Valleala, Ulla Maija; Herranen, Sanna; Collin, Kaija; Paloniemi, Susanna

    2015-01-01

    Health care organizations are facing rapid changes, frequently involving modification of existing procedures. The case study reported here examined change processes and learning in a health care organization. The organizational change in question occurred in the emergency clinic of a Finnish central hospital where a new action model for…

  19. Predicting implementation from organizational readiness for change: a study protocol

    Directory of Open Access Journals (Sweden)

    Kelly P Adam

    2011-07-01

    Full Text Available Abstract Background There is widespread interest in measuring organizational readiness to implement evidence-based practices in clinical care. However, there are a number of challenges to validating organizational measures, including inferential bias arising from the halo effect and method bias - two threats to validity that, while well-documented by organizational scholars, are often ignored in health services research. We describe a protocol to comprehensively assess the psychometric properties of a previously developed survey, the Organizational Readiness to Change Assessment. Objectives Our objective is to conduct a comprehensive assessment of the psychometric properties of the Organizational Readiness to Change Assessment incorporating methods specifically to address threats from halo effect and method bias. Methods and Design We will conduct three sets of analyses using longitudinal, secondary data from four partner projects, each testing interventions to improve the implementation of an evidence-based clinical practice. Partner projects field the Organizational Readiness to Change Assessment at baseline (n = 208 respondents; 53 facilities, and prospectively assesses the degree to which the evidence-based practice is implemented. We will conduct predictive and concurrent validities using hierarchical linear modeling and multivariate regression, respectively. For predictive validity, the outcome is the change from baseline to follow-up in the use of the evidence-based practice. We will use intra-class correlations derived from hierarchical linear models to assess inter-rater reliability. Two partner projects will also field measures of job satisfaction for convergent and discriminant validity analyses, and will field Organizational Readiness to Change Assessment measures at follow-up for concurrent validity (n = 158 respondents; 33 facilities. Convergent and discriminant validities will test associations between organizational readiness and

  20. Organizational Identity and Culture in the Context of Managed Change

    DEFF Research Database (Denmark)

    Hatch, Mary Jo; Schultz, Majken; Skov, Anne-Marie

    2015-01-01

    their organization’s identity led middle managers and employees both to support and resist new organizational identity claims made by top management. Within these identity activation processes we found frequent references relating new identity claims to organizational culture. Further analysis of the data revealed......This article presents top and middle managers’ experiences and understandings of how organizational identity and culture were entangled with transformational change as it unfolded over a 5-year period in Carlsberg Group. Combining ethnography and grounded theory methods with engaged scholarship......, our work sits between research and practice, speaking directly to the experience of managers at the same time that it researches both the content and processes of organizational identity and culture. The study shows that engaging in processes of reflecting, questioning, and debating about...

  1. Exploiting Instability: A Model for Managing Organizational Change.

    Science.gov (United States)

    Frank, Debra; Rocks, William

    In response to decreased levels of funding and declining enrollments, increased competition, and major technological advances, Allegany Community College, in Maryland, has developed a model for managing organizational change. The model incorporates the following four components for effective transition and change: conceptualization; communication;…

  2. The Emerging Roles Of HR Professionals In Driving Organizational Change

    OpenAIRE

    Md. Mamin Ullah

    2012-01-01

    To remain competitive in this global business world, organizations often find it necessary to undertake major changes that affect their processes and people. Therefore, change management is seen as a permanent business function to improve efficiency and keep organizations adaptable to the competitive marketplace. Many organizations strategically use change to improve organizational effectiveness. But bringing about successful change in today’s competitive environment requires thoughtful plann...

  3. Design Thinking in Managing (and Designing) for Organizational Change

    DEFF Research Database (Denmark)

    Naar, Liisa; Stang Våland, Marianne

    2014-01-01

    Increasing interest in ‘design thinking’ in the fields of management and organization has resulted in a concern with using design-oriented approaches as means to support organizational change and innovation. To this end, conceptual ideas such as Boland and Collopy’s ‘managing as designing’ have...... aimed at exploring how ‘design thinking’ can inform managers and the work done in organizational contexts. However, these concepts tend to be discussed theoretically with little grounding in empirical studies of practice that might inform managing according to a ‘design thinking’ approach. In this paper...... we look at one attempt at facilitating organizational change through ‘design thinking’. The context is the design of a new building for the UTS Business School, Sydney by architect Frank Gehry. User participation was applied to engage stakeholders in ways that would produce valuable input...

  4. Managing dualities in organizational change projects

    OpenAIRE

    Shaw, David

    2016-01-01

    When managers want to change their organisation they often set up a project to do it, in the belief that doing so simplifies and focuses the change initiative and brings greater assurance of success. Case studies of three organisational change projects undertaken by Arts Council England during 2006-2007 are used to examine the notion of project management and change management as a duality. It is argued that the structured, systematic approach associated with project management needs to be ba...

  5. Ten steps for managing organizational change.

    Science.gov (United States)

    Bolton, L B; Aydin, C; Popolow, G; Ramseyer, J

    1992-06-01

    Managing interdepartmental relations in healthcare organizations is a major challenge for nursing administrators. The authors describe the implementation process of an organization-wide change effort involving individuals from departments throughout the medical center. These strategies can serve as a model to guide effective planning in other institutions embarking on change projects, resulting in smoother and more effective implementation of interdepartmental change.

  6. Effects of habitual anger on employees' behavior during organizational change.

    Science.gov (United States)

    Bönigk, Mareike; Steffgen, Georges

    2013-11-25

    Organizational change is a particularly emotional event for those being confronted with it. Anger is a frequently experienced emotion under these conditions. This study analyses the influence of employees' habitual anger reactions on their reported behavior during organizational change. It was explored whether anger reactions conducive to recovering or increasing individual well-being will enhance the likelihood of functional change behavior. Dysfunctional regulation strategies in terms of individual well-being are expected to decrease the likelihood of functional change behavior-mediated by the commitment to change. Four hundred and twelve employees of different organizations in Luxembourg undergoing organizational change participated in the study. Findings indicate that the anger regulation strategy venting, and humor increase the likelihood of deviant resistance to change. Downplaying the incident's negative impact and feedback increase the likelihood of active support for change. The mediating effect of commitment to change has been found for humor and submission. The empirical findings suggest that a differentiated conceptualization of resistance to change is required. Specific implications for practical change management and for future research are discussed.

  7. Nurse leaders' perceptions of an approaching organizational change.

    Science.gov (United States)

    Salmela, Susanne; Eriksson, Katie; Fagerström, Lisbeth

    2013-05-01

    The aim of the study was to achieve more profound understanding of nurse leaders' perceptions of an approaching organizational change. We used a three-dimensional hermeneutical method of interpretation to analyze text from 17 interviews. The results suggest that nurse leaders were positive toward and actively engaged in continual change to their units, even though they perceived themselves as mere spectators of the change process. The nurse leaders believed that change might benefit patients and patient care, yet their adaptation lacked deeper engagement. The approaching merger affected the nurse leaders' identities on a deeply personal level. They experienced uneasiness and anxiety with regard to being nurse leaders, the future of nursing care, and their mandate as patient advocates. Nurse leaders are in a critical position to influence the success of organizational change, but the organizations covered in this study were not incorporating their knowledge and experiences into the change.

  8. Organizational Readiness for Change in Correctional and Community Substance Abuse Programs

    Science.gov (United States)

    Lehman, Wayne E. K.; Greener, Jack M.; Rowan-Szal, Grace A.; Flynn, Patrick M.

    2012-01-01

    Significant needs exist for increased and better substance abuse treatment services in our nation's prisons. The TCU Organizational Readiness for Change (ORC) survey has been widely used in community-based treatment programs and evidence is accumulating for relationships between readiness for change and implementation of new clinical practices.…

  9. Organizational Design and Management Accounting Change

    NARCIS (Netherlands)

    Matejka, M.; De Waegenaere, A.M.B.

    2000-01-01

    Changing management accounting systems requires more than appropriate implementation.It is argued that structural characteristics of an organization, centralization in particular, should also be taken into account when deciding on a change.Centralization implies higher costs of communication because

  10. Learning Is Change: Creating an Environment for Sustainable Organizational Change in Continuing and Higher Education

    Science.gov (United States)

    Schultz, Christie

    2014-01-01

    This article explores the ways in which learning itself is a form of organizational change and, as such, supports organizational readiness for change. The study considers a continuing education unit within a major Canadian university that managed to transform its decentralized and independent student records and administration system (student…

  11. Establishing the Unitary Classroom: Organizational Change and School Culture.

    Science.gov (United States)

    Eddy, Elizabeth M.; True, Joan H.

    1980-01-01

    This paper examines the organizational changes introduced in two elementary schools to create unitary (desegregated) classrooms. The different models adopted by the two schools--departmentalization and team teaching--are considered as expressions of their patterns of interaction, behavior, and values. (Part of a theme issue on educational…

  12. Socialization Turning Points: An Examination of Change in Organizational Identification.

    Science.gov (United States)

    Bullis, Connie; Bach, Betsy Wackernagel

    To examine perspectives of change in individual-organizational socialization, a study used the retrospective interview technique (RIT) to reconstruct the history and process of individuals' socialization experiences over an 8-month period. Using the RIT, researchers asked subjects, 28 entering graduate students enrolled in three communication…

  13. Leading Change: An Organizational Development Role for Educational Developers

    Science.gov (United States)

    Weston, Cynthia; Ferris, Jennie; Finkelstein, Adam

    2017-01-01

    While educational development has long been aligned with organizational development in the literature (Berquist & Phillips, 1975; Gaffe, 1975), in practice this link has faded with time. Schroeder (2011) has recently asserted that given the broad-based changes in teaching and learning that are taking place at universities, it is important that…

  14. National Call for Organizational Change from Sheltered to Integrated Employment

    Science.gov (United States)

    Rogan, Patricia; Rinne, Susan

    2011-01-01

    Our purpose in this article is to contend that organizational change from sheltered to integrated employment is not only possible but necessary, and a federal Employment First agenda must be advanced. Findings are reported from interviews with senior managers from 10 organizations that have shifted their service delivery to community employment,…

  15. Adolescent Substance Abuse Treatment: Organizational Change and Quality of Care

    Science.gov (United States)

    Rieckmann, Traci; Fussell, Holly; Doyle, Kevin; Ford, Jay; Riley, Katherine J.; Henderson, Stuart

    2011-01-01

    Substance abuse treatment agencies serving youth face unique barriers to providing quality care. Interviews with 17 adolescent programs found that family engagement, community involvement, and gender and diversity issues affected treatment delivery. Programs report organizational change efforts with implications for future process improvement…

  16. Strategies for Organizational Change from Group Homes to Individualized Supports

    Science.gov (United States)

    Walker, Pam

    2012-01-01

    Organizations are increasingly looking to convert from facility-based services for adults with developmental disabilities to individualized supports. Such conversion involves not only a change in services but a transformation of organizational culture. This qualitative study involved four organizations that have made sustained efforts to…

  17. Revisiting Knowledge Sharing from the Organizational Change Perspective

    Science.gov (United States)

    Park, Sunyoung; Kim, Eun-Jee

    2015-01-01

    Purpose: The purpose of this study is to identify how knowledge sharing literature has discussed task, structure, technology and people as elements of organizational change and to examine the interactions between the four elements of knowledge sharing. Design/methodology/approach: The research questions guiding the study are: How do organizational…

  18. OSUL2013: Fostering Organizational Change through a Grassroots Planning Process

    Science.gov (United States)

    Schlosser, Melanie

    2011-01-01

    This paper provides background on planning and organizational culture change in libraries and describes a grassroots planning process taking place at the Ohio State University Libraries. Now in its third phase, the process aims to create a long-term plan for the organization while fostering a more collaborative, innovative culture.

  19. Effective Organizational Structures and Processes: Addressing Issues of Change

    Science.gov (United States)

    Andrade, Maureen Snow

    2016-01-01

    This chapter describes organizational structures and processes at the institutional and project levels for the development and support of distance learning initiatives. It addresses environmental and stakeholder issues and explores principles and strategies of effective leadership for change creation and management.

  20. Learning and Organizational Change in SPI Initiatives

    Science.gov (United States)

    Heikkilä, Marikka

    Explaining how organizations chance has been a central and enduring quest of management scholars and many other disciplines. In order to be successful change requires not only a new process or technology but also the engagement and participation of the people involved. In this vein the change process results in new behavior and is routinized in practical daily business life of the company. Change management provides a framework for managing the human side of these changes. In this article we present a literature review on the change management in the context of Software Process Improvement. The traditional view of learning, as a “lessons learned” or post-mortem reporting activity is often apparent in SPI literature. However, learning can also be viewed as a continuous change process where specific learning cycle starts with creative conflict and ends up in formal norms and systems. Since this perspective has almost no visibility in SPI literature of past it could show a new direction to the future development of change management in SPI.

  1. Staging constructions of authenticity in organizational change

    DEFF Research Database (Denmark)

    Dupret, Katia

    2018-01-01

    Authenticity in organizations has gained increased focus in recent years. Authentic management and leadership are ways to motivate and make sustainable changes in the organization. But authenticity is also strategically worked with in order to serve social and political functions...... that are emotionally charged. Through a socio-material perspective this paper seeks to explore how change processes in organizations challenges the idea of authentic leadership as a merely individual ability or personality trait and suggest that the authentic leader is distributed into the practices of change...

  2. A Medical School's Organizational Readiness for Curriculum Change (MORC): Development and Validation of a Questionnaire

    NARCIS (Netherlands)

    Jippes, M.; Driessen, E.W.; Broers, N.J.; Majoor, G.D.; Gijselaers, W.H.; Vleuten, C.P.M. van der

    2013-01-01

    PURPOSE: Because successful change implementation depends on organizational readiness for change, the authors developed and assessed the validity of a questionnaire, based on a theoretical model of organizational readiness for change, designed to measure, specifically, a medical school's

  3. Defeat: A Motivation for Organizational Change?

    National Research Council Canada - National Science Library

    Carlson, Scott M

    2007-01-01

    .... Still structured and resourced for conventional war, the Department of Defense (DoD) must change the course of its current transformation strategy or continue its poor record of dealing with terrorism and counterinsurgency...

  4. Organizational change and current trends in management

    Directory of Open Access Journals (Sweden)

    Lect. Dr. Chirimbu Sebastian

    2011-05-01

    Full Text Available The challenge is to manage the organization's culture so that you can tap the company's strenghts to chieve superior performance and identify it's weaknesses in time to overcome them before they cause serious damage." Successful adaptation to change is as crucial within an organization as it is in the natural world. Just like plants and animals, organizations and the individuals in them inevitably encounter changing conditions that they are powerless to control.

  5. Discourse of transformation in organizational change management

    Directory of Open Access Journals (Sweden)

    Della Christiantine

    2017-01-01

    Full Text Available This study examines the discursive construction of ideological change and identity within the practice of organisational control in organisational change management. The focus of the study was to examine how the organisation through its large-scale reengineering process to implement organisational change initiatives appropriated discourse of transformation to effect change among its organisational members. The organisation’s focus is to change mindsets and persuade members to embrace characteristics, traits, attitudes and behaviour that are deemed to be beneficial to the organisation. Discourse of transformation is used as an object of discursive construction of reality in the construction of an ‘ideal’ member identity and ideological change. The theoretical framework for the study is informed by theories of identity and ideology in discourse, theories of power and language as articulated in the field of critical discourse analysis. The data consist of transcripts of ‘Sharing Sessions’ which were transcribed verbatim. The analytical framework for the textual analysis of identity and ideology is developed on a basis of a combination of concepts and methods namely, [1] analysis, intertextual analysis, Antaki and Widdicombe’s principles for analysing identity in talk and [2] modes of identity regulation.

  6. 7 CFR 3560.405 - Borrower organizational structure or ownership interest changes.

    Science.gov (United States)

    2010-01-01

    ... Servicing § 3560.405 Borrower organizational structure or ownership interest changes. (a) General. The requirements of this section apply to changes in a borrower entity's organizational structure or to a change in... organizational change. The request must document that the proposed changes will not adversely affect the program...

  7. Organizational factors associated with readiness for change in residential aged care settings.

    Science.gov (United States)

    von Treuer, Kathryn; Karantzas, Gery; McCabe, Marita; Mellor, David; Konis, Anastasia; Davison, Tanya E; O'Connor, Daniel

    2018-02-01

    Organizational change is inevitable in any workplace. Previous research has shown that leadership and a number of organizational climate and contextual variables can affect the adoption of change initiatives. The effect of these workplace variables is particularly important in stressful work sectors such as aged care where employees work with challenging older clients who frequently exhibit dementia and depression. This study sought to examine the effect of organizational climate and leadership variables on organizational readiness for change across 21 residential aged care facilities. Staff from each facility (N = 255) completed a self-report measure assessing organizational factors including organizational climate, leadership and readiness for change. A hierarchical regression model revealed that the organizational climate variables of work pressure, innovation, and transformational leadership were predictive of employee perceptions of organizational readiness for change. These findings suggest that within aged care facilities an organization's capacity to change their organizational climate and leadership practices may enhance an organization's readiness for change.

  8. From patient surveys to organizational change

    DEFF Research Database (Denmark)

    Nielsen, Jørn Flohr; Riiskjær, Erik

    2013-01-01

    From a rational perspective, patient surveys should be tools for purposeful planned change. They are feedback on performance and provide input to problem-solving processes. However, in public health care there are well-documented institutional forces, including doctors’ and nurses’ norms, which...

  9. Organizational Adaptation: Managing in Complexly Changing Environments.

    Science.gov (United States)

    Zammuto, Raymond F.

    A model of strategic adaptation that focuses on how organizations adapt to both conditions of growth and decline is presented. The theoretical structure underlying the model is considered, with attention to organizations, niches, and environments, as well as environmental change and evolving niches. The model attempts to reconcile the perspectives…

  10. Organizational Change and the Role and Use of Management Controls

    DEFF Research Database (Denmark)

    Rikhardsson, Pall; Rohde, Carsten; Christensen, Leif

    countries. The paper identifies and explains the roles of different management controls in the organizational change processes initiated after an economic crisis. It shows how management control elements were used to change interpretive schemes and control archetypes to reflect a new operating environment....... The findings show that use of management controls in organizational change is critical. The type and severity of crisis influences what elements of the management control package are used, how they are coupled together and characteristics of the resulting control archetypes. In one context the organizations...... moved from result based management controls archetype to an action based management controls archetype. Other management controls like budgeting remained unchanged to provide stability when going through turbulent change....

  11. Management of organizational changes in the joint stock company

    OpenAIRE

    Vladimír Štípek

    2005-01-01

    The aim of the article is analysis of effects of organizational changes of Jihočeská energetika, joint stock company. This company accomplished the necessary steps to transform into new organization - the E.ON Group in Czech Republic. Liberalization of electricity market in Czech Republic saw the possibility for end - customers. The large boom in the development of organization came with the change of the of the owners. This company uses traditional line and staff organization chart, direct, ...

  12. ORGANIZATIONAL CHANGE: BUSINESS PROCESS REENGINEERING OR OUTSOURCING?

    Directory of Open Access Journals (Sweden)

    Pellicelli Michela

    2012-12-01

    Full Text Available This article will analyze the logic behind the adoption of Business Process Reengineering and outsourcing. The first part analyzes Business Process Reengineering as a technique for analysis and for defining the business processes implemented by organizations in order to make the achievement of corporate objectives more efficient and effective. Nevertheless, this approach has some limits when the reengineering project aims solely at cost reduction. In any event, for several activities management must constantly evaluate the alternative to turning to outsourcing. In the second part we thus observe what should be the evaluations of management in order to pursue the objectives of maximum efficiency, economic efficiency, and productivity. Starting from the methodological assumptions that aid our understanding of the outsourcing of processes and that represent the operational and conceptual framework for the existence of this approach, several models will be analyzed held to be significant for determining those processes that can be outsourced, from a “strategic” point of view, and that are useful for deciding on the shift from BPR to outsourcing.

  13. Organizational change and the psychological contract : How change influences the perceived fulfillment of obligations

    NARCIS (Netherlands)

    van der Smissen, A.I.M.; Schalk, R.; Freese, C.

    2013-01-01

    Purpose This study aims to examine how organizational change and attitude towards change affects the fulfillment of the psychological contract. The influence of type of change, impact of change, former change experiences and frequency of change on fulfillment of the psychological contract is

  14. Organizational Change in Academic Programs: A Case Study of Doctoral Students' Experiences

    Science.gov (United States)

    Frazier, Christina Coffee

    2011-01-01

    This qualitative case study explored the experiences of doctoral students at the University of Minnesota-Twin Cities as they transitioned from a fairly stable academic department experiencing significant changes. To achieve the purpose of the study, I investigated the experiences of doctoral students through an organizational development…

  15. In the Same Boat? On Metaphor Variation as Mediating the Individual Voice in Organizational Change

    Science.gov (United States)

    Argaman, Einav

    2008-01-01

    This paper discusses the notion of metaphor variation, and argues that it may play a significant role as a linguistic tool for positioning the subjects in a given organizational change. More specifically, it is argued that metaphor variation enables the subject to corroborate the organization's centripetal forces on the one hand, and to express…

  16. The Impact of changed organizational structures- on middle managers' perception of strategy and people management

    DEFF Research Database (Denmark)

    Madsen, Mona Toft; Madsen, Henning

    Much research on organizational change and middle management has emphasized the idea of flatter more performance- and customer focused organizations, in which middle managers’ main responsibilities concern elements of organizational change and development such as strategy involvement, and managing...... people. An important condition for this is, however, that middle managers also perceive such responsibilities as important. This paper is based on a survey of Managers in Danish organizations. Findings with different but related angels are highlighted here. First, only a small percentage of participating...... managers reported that the amount of managerial levels had actually been reduced in the last three years. Secondly, middle managers who had experienced such a reduction perceived aspects of strategy and organizational development as more important. Thirdly, such a reduction did not introduce significant...

  17. OPPORTUNITY TO REDUCE RESISTANCE TO CHANGE IN A PROCESS OF ORGANIZATIONAL CHANGE

    Directory of Open Access Journals (Sweden)

    Prediscan Mariana

    2011-12-01

    Full Text Available This paper aims to present the research results conducted on several models of organizational change regarding the identification of the appropriate moment in which the managers interest should turn towards the reduction of the employees resistance to change. More specifically, we intend to identify when is the best moment to reduce the resistance to change, depending on the change we want to achieve. After more research of organizational change models, we have reached the following conclusions: -not all models of organizational change present reducing resistance to change as a necessary stage; -the place of this phase in the models of organizational change is not considered to be the same; -some models of organizational change recommend indirectly reducing employee resistance to change by indicating the use of some methods, techniques, processes that would lead to this result. Here we include mainly: communication, training, positive motivation of employees; -we recommended that the place of this stage should vary depending on the desired change to achieve; -in strategic changes, which are extremely important for an organization and which affect a large number of employees, we recommend that the reduction of the employee resistance to change be achieved before passing to the implementation of the plan developed to implement the change; -in imposed changes, in conditions of crisis when we have no time available to plan the change, immediately after it had been implemented it is necessary to conduct effective actions meant to ensure, even if the change has been made, the reduction of the resistance to change of the affected employees -to achieve time savings in the process of organizational change, we recommend that after having obtained a certain attachment of some employees to change, the implementation of the methods, of the techniques that would increase their commitment to continue to be developed in parallel with the implementation of the

  18. ORGANIZATIONAL CHANGE FOR THE ENVIRONMENTALLY SUSTAINABLE AIRPORT MANAGEMENT

    Directory of Open Access Journals (Sweden)

    Vildan Durmaz

    2011-11-01

    Full Text Available Air transportation industry is a globally growing industry. As an inseparable part of this industry, airport management is also becoming more crucial issue to be dealt with. Airports offer economic and social benefits to the society, but also environmental impacts of airport operations are increasing due to high traffic growth. While airport capacity is increasing, airport operators are being responsible for mitigating environmental constraints. Today to implement airport environmental management system is seen as a critical way of solution. To ensure effective implementation of this system, an organizational change with definite roles, responsibilities and structure are needed. This study illustrates a way of organizational response to market forces and national regulations guiding the achievement of sustainable airports by determining the structure and the roles in an airport organization.

  19. METHODS OF DIAGNOSTIC EFFECTIVENESS ORGANIZATIONAL CHANGES IN CARGO MOTOR TRANSPORTATION ORGANIZATIONS

    Directory of Open Access Journals (Sweden)

    Denis Sergeevich Antipov

    2017-03-01

    Full Text Available The article propose methods of diagnostic effectiveness organizational changes in cargo motor transportation organizations. The article contain the main results approbation of the developed methods of diagnostic effectiveness organizational changes in cargo motor transportation organizations in 37 cargo motor transportation organizations of Saint-Petersburg and the Leningrad Region. Constructed diagrams of conformity specific weights resulting from organizational changes in cargo motor transportation organizations. Presents diagrams effectiveness organizational changes in cargo motor transportation organizations at every stages of the life cycle. The goal of the present paper is to development methods of diagnostic effectiveness organizational changes in cargo motor transportation organizations.

  20. The influence of national culture on organizational change and competitiveness in Serbia

    Directory of Open Access Journals (Sweden)

    Ostojić Đorđe

    2014-01-01

    Full Text Available Globalization of business has created a worldwide market where companies from around the world make interactions. National cultures have a significant influence on the way companies do business, as well as on company's market position. National culture influences the way managers interpret their environment, the types of organizational changes and employee motivation. Companies must perform more rigorous selection of workers, so as to employ a worker whose individual cultural values (that are formed under the influence of national culture correspond to organizational culture of a company, improving the competitiveness of companies in the process.

  1. Six Community College Presidents: Organizational Pressures, Change Processes and Approaches to Leadership

    Science.gov (United States)

    Malm, James R.

    2008-01-01

    A total of six Maryland community college presidents were guided through conversations to identify the organizational challenges and uncertainties that have forced organizational changes in their respective colleges. Another thrust of the research was to discover what organizational change processes these presidents have implemented to overcome…

  2. Sport medicine and sport science practitioners' experiences of organizational change.

    Science.gov (United States)

    Wagstaff, C R D; Gilmore, S; Thelwell, R C

    2015-10-01

    Despite the emergence of and widespread uptake of a growing range of medical and scientific professions in elite sport, such environs present a volatile professional domain characterized by change and unprecedentedly high turnover of personnel. This study explored sport medicine and science practitioners' experiences of organizational change using a longitudinal design over a 2-year period. Specifically, data were collected in three temporally defined phases via 49 semi-structured interviews with 20 sport medics and scientists employed by three organizations competing in the top tiers of English football and cricket. The findings indicated that change occurred over four distinct stages; anticipation and uncertainty, upheaval and realization, integration and experimentation, normalization and learning. Moreover, these data highlight salient emotional, behavioral, and attitudinal experiences of medics and scientists, the existence of poor employment practices, and direct and indirect implications for on-field performance following organizational change. The findings are discussed in line with advances to extant change theory and applied implications for prospective sport medics and scientists, sport organizations, and professional bodies responsible for the training and development of neophyte practitioners. © 2014 John Wiley & Sons A/S. Published by John Wiley & Sons Ltd.

  3. Politics of change: the discourses that inform organizational change and their capacity to silence.

    Science.gov (United States)

    McMillan, Kim

    2016-09-01

    Changes in healthcare organizations are inevitable and occurring at unprecedented rates. Such changes greatly impact nurses and their work, yet these experiences are rarely explored. Organizational change discourses remain grounded in perspectives that explore and explain systems, often not the people within them. Change processes in healthcare organizations informed by such organizational discourses validate only certain perspectives and forms of knowledge. This fosters exclusionary practices, limiting the capacity of certain individuals or groups of individuals to effectively contribute to change discourses and processes. The reliance on mainstream organizational discourses in healthcare organizations has left little room for the exploration of diverse perspectives on the subject of organizational change, particularly those of nurses. Michel Foucault's work challenges dominant discourse and suggest that strong reliance's on specific discourses effectively disqualify certain forms of knowledge. Foucault's writings on disqualified knowledge and parrhesia (truth telling and frank speech) facilitate the critical exploration of discourses that inform change in healthcare organizations and nurses capacities to contribute to organizational discourses. This paper explores the capacity of nurses to speak their truths within rapidly and continuously changing healthcare organizations when such changes are often driven by discourses not derived from nursing knowledge or experience. © 2016 John Wiley & Sons Ltd.

  4. The Directions to Improve the Staff Motivation to Implement Organizational Changes in the Enterprise

    Directory of Open Access Journals (Sweden)

    Matiushenko Yuliua V.

    2017-09-01

    Full Text Available The article is aimed at building a cognitive map using the method of gradually formalizing the decision making tasks – cognitive modeling to forecast the impact of organizational changes on the emergence of staff resistance to these changes and the use of an appropriate set of incentives to overcome the resistance. The theoretical generalization of existing research on cognitive modeling has led to the development of scenarios reflecting the impact of relevant organizational changes on the respective types of staff resistance and the impact of a particular set of incentives to overcome this resistance. The concepts in the system of «organizational changes – incentives – resistance» have been chosen the types of organizational change, the types of resistance that arise depending on the type of change in enterprise and the incentives to implement organizational changes. In general, 17 development scenarios for development of the system of «organizational changes – incentives – resistance» have been developed, of which 2-3 scenarios are envisaged for each of the organizational changes introduced in spheres such as organizational structure, equipment, technology, organizational culture, enterprise strategy, system of qualifying, hierarchy, standards and norms. Prospect for further research in this direction is the determination of staff readiness to implement organizational changes at the individual and organizational levels, and its evaluation.

  5. The effect on organizational change on relational coordination – a multi case study

    DEFF Research Database (Denmark)

    Edwards, Kasper; Lundstrøm, Sanne Lykke

    2014-01-01

    This study presents results from an original empirical study of 11 organizational change projects in different wards at two Danish hospitals. The purpose of the study was to study was to study changes in relation coordination as a consequence of organizational change. We measured relational...... coordination before and after the organizational change using the 7 question relational coordination questionnaire. A group of employees were interviewed after the change project to uncover the nature and extent of the changes. We find that organizations’ relational coordination score change very little – even...... for organizational change that introduces new work relations and new processes....

  6. ANALYSING ORGANIZATIONAL CHANGES - THE CONNECTION BETWEEN THE SCALE OF CHANGE AND EMPLOYEES ATTITUDES

    Directory of Open Access Journals (Sweden)

    Ujhelyi Maria

    2015-07-01

    Full Text Available In the 21st century all organizations have to cope with challenges caused by trigger events in the environment. The key to organizational success is how fast and efficiently they are able to react. In 2014 we conducted a research survey on this topic with the contribution of Hungarian students on Bachelor courses in Business Administration and Management. They visited organizations which had gone through a significant programme of change within the last 5 years. The owners, managers or HR managers responsible for changes were asked to fill in the questionnaires about the features of these organisational changes. Several issues regarding change management were covered, besides general information about the companies. Respondents were asked about the trigger events and the nature of changes, and about the process of change and participation in it. One group of questions asked leaders about employees’ attitude to change, another section sought information about the methods used in the process. In this paper, after a short literature review, we will analyse the adaptation methods used by organizations and the connection between the scope of change and employees’ attitude toward change.

  7. Communication, sensemaking and change as a chord of three strands: Practical implications and a research agenda for communicating organizational change

    NARCIS (Netherlands)

    van Vuuren, M.; Elving, W.J.L.

    2008-01-01

    Purpose - The paper aims to propose practical and theoretical consequences of emerging lines of thinking about communication during organizational change. Design/methodology/approach - This conceptual paper suggests several benefits that a sensemaking approach may have in enhancing organizational

  8. Detecting significant changes in protein abundance

    Directory of Open Access Journals (Sweden)

    Kai Kammers

    2015-06-01

    Full Text Available We review and demonstrate how an empirical Bayes method, shrinking a protein's sample variance towards a pooled estimate, leads to far more powerful and stable inference to detect significant changes in protein abundance compared to ordinary t-tests. Using examples from isobaric mass labelled proteomic experiments we show how to analyze data from multiple experiments simultaneously, and discuss the effects of missing data on the inference. We also present easy to use open source software for normalization of mass spectrometry data and inference based on moderated test statistics.

  9. Energy constraints and organizational change in US production

    Energy Technology Data Exchange (ETDEWEB)

    1980-12-01

    There is still considerable uncertainty about the way in which energy-supply constraints affect industrial thinking and activity. Yet, this is an important issue in determining the effectiveness of conservation programs and in formulating energy policy. The authors expand on a survey of US business attitudes and responses to energy constraints first published in the September 1979 Energy Policy with the results of further analysis of their survey. In particular, they examine correlations between perceived causes and preferred solutions of energy problems, organizational adjustments to energy constraints in energy-intensive industries, and the ways in which production operations have changed in response to supply problems. 5 references, 5 tables.

  10. The use of external change agents to promote quality improvement and organizational change in healthcare organizations: a systematic review.

    Science.gov (United States)

    Alagoz, Esra; Chih, Ming-Yuan; Hitchcock, Mary; Brown, Randall; Quanbeck, Andrew

    2018-01-25

    External change agents can play an essential role in healthcare organizational change efforts. This systematic review examines the role that external change agents have played within the context of multifaceted interventions designed to promote organizational change in healthcare-specifically, in primary care settings. We searched PubMed, CINAHL, Cochrane, Web of Science, and Academic Search Premier Databases in July 2016 for randomized trials published (in English) between January 1, 2005 and June 30, 2016 in which external agents were part of multifaceted organizational change strategies. The review was conducted according to PRISMA guidelines. A total of 477 abstracts were identified and screened by 2 authors. Full text articles of 113 studies were reviewed. Twenty-one of these studies were selected for inclusion. Academic detailing (AD) is the most prevalently used organizational change strategy employed as part of multi-component implementation strategies. Out of 21 studies, nearly all studies integrate some form of audit and feedback into their interventions. Eleven studies that included practice facilitation into their intervention reported significant effects in one or more primary outcomes. Our results demonstrate that practice facilitation with regular, tailored follow up is a powerful component of a successful organizational change strategy. Academic detailing alone or combined with audit and feedback alone is ineffective without intensive follow up. Provision of educational materials and use of audit and feedback are often integral components of multifaceted implementation strategies. However, we didn't find examples where those relatively limited strategies were effective as standalone interventions. System-level support through technology (such as automated reminders or alerts) is potentially helpful, but must be carefully tailored to clinic needs.

  11. Exploring senior nurses' experiences of leading organizational change.

    Science.gov (United States)

    Boyal, Amunpreet; Hewison, Alistair

    2016-01-01

    Purpose - The aim of this paper is to explore Senior nurses' experiences of leading organizational change. There is a substantial literature reporting middle-level nurse managers' experiences of change; however, there is less evidence concerning senior nurses' perspectives. In view of this, interview data collected from senior nurses, as part of a study of major organizational change, were analysed to redress this imbalance. Design/methodology/approach - In-depth semi-structured interviews (n = 14) were conducted with senior nurses (between 2009 and 2012). Findings - Senior nurses' activity centred on leadership and workforce issues, internal influences and external pressures. In periods of change, appropriate leadership was vital, and "weak" leaders were considered to have an adverse effect on teams. Concerns were expressed about financial strictures and their impact on patient care and service provision. The senior nurses were striving to provide the best quality of service delivery with the limited resources available. Concentration on operational matters was necessary to maintain stability in periods of change. However, this prevented senior nurses from influencing strategic decision-making in their organizations. Practical implications - If senior nurses are to realise their potential to operate at a strategic level, they need to be given time and support to lead, rather than just react to change. This research emphasises the importance of a "nursing voice" to inform board-level decisions and maintain a focus on patient care. Originality/value - This research sheds light on the work of a key group of staff in health-care organizations. Understanding senior nurses' experience of and contribution to change is a useful contribution to health services research.

  12. Organizational Change. Symposium 11. [Concurrent Symposium Session at AHRD Annual Conference, 2000.

    Science.gov (United States)

    2000

    This packet contains three papers from a symposium on organizational change. The first paper, "Kaizen Blitz: Rapid Learning to Facilitate Immediate Organizational Improvements" (Robert B. Gudgel, Fred C. Feitler), describes rapid and dramatic improvement in the organizational performance of a manufacturing firm after use of a series of…

  13. VA Health Care: Processes to Evaluate, Implement, and Monitor Organizational Structure Changes Needed

    Science.gov (United States)

    2016-09-01

    their families , such as medallions and markers for headstones that signify veterans’ service. Page 3 GAO-16-803 VHA Organizational ... Research Oversight, and Chief Nursing Page 8 GAO-16-803 VHA Organizational Structure Officer. Also, the Chief Financial Officer and...VA HEALTH CARE Processes to Evaluate, Implement, and Monitor Organizational Structure Changes Needed Report to

  14. Resistance to Organizational Cultural Change in the Military -- A JFO Case Study

    Science.gov (United States)

    2008-04-02

    of organizational climate spawned the publication of numerous books on this subject. However, the connection between leadership and organizational ... climate remained unclear until 1968 when Litwin and Stringer published Motivation and Organizational 5 Climate , defining how climate affects human...Challenges, Persuasive Communication Campaign, Coaches, Climate , JFO, Management, Leadership , CLASSIFICATION: Unclassified Change is hard

  15. The Influence of Leadership Behavior and Organizational Commitment on Organizational Readiness for Change in a Higher Learning Institution

    Science.gov (United States)

    Nordin, Norshidah

    2012-01-01

    Many factors contribute to the effectiveness in implementing organizational change. However, many change effort fail due to several factors such as lack of commitment, style of leadership, and emotional distress of the employees who have to implement the change. This study was intended to determine the influence of leadership behavior and…

  16. Marketers’ expanded role to increase internal customer satisfaction in organizational change

    Directory of Open Access Journals (Sweden)

    Rotileanu Adina

    2017-07-01

    Full Text Available During times of change, when companies are going through major transformations like mergers, acquisitions, organizational re-structuring or culture change, marketing faces the challenge to implement the new strategy as scheduled, with no delays or changes. Internal customer change acceptance plays a significant role in this endeavor and marketers need to expand their role and complement Human Resources strategy to building trust between decision makers and employees, to learn and understand past issues and to find solutions. In this circumstance, marketers’ have to identify the variables that generally influence internal customer satisfaction and develop them in marketing tools aimed to increase it to the level that strategy is accepted and implemented faster than using only Human Resources mechanisms. This paper is a result of marketing practice in medium and large companies that went through organizational change. The goal of this case study is to create, based on time, discipline and cross-functional skills variables, a model of efficient processes and evaluation of marketing actions that will increase employees’ trust in change management decisions and will lead to their support and engagement. The three independent variables allowed researcher to study the complex relationship between internal client satisfaction phenomena, organizational change context and thirty-six cross-functional employees including management, ultimately to answer how these variables can be used by marketers to get the internal customer change buy-in. The research showed that the new developed marketing tools, that is to say a process flow associated with sustainable procedures and Service Level Agreements, increased internal customer satisfaction and contributed to smooth and consistent marketing strategy implementation, as scheduled. This result means the theory that marketers role in times of organizational change, besides regular Key Performance Indicators

  17. Sustainability and Organizational Change by Sustainable Crediting Therapy

    Directory of Open Access Journals (Sweden)

    Dragoş Ilie

    2012-06-01

    Full Text Available The objective of this paper is to demonstrate that one of the therapies to achieve sustainability and organizational change in the context of current challenges in the national economies is sustainable crediting. The research method is based on a survey of 30 commercial companies from various fields of activity that have or have not implemented, at the leadership level, the concept of sustainable crediting. The data collecting and processing approach has resulted in the determination of the main economic-financial indicators for a period of 5 years, indicators used by banks in relation with the credited organizations. The main results show that companies that have implemented the sustainable crediting concept are more able to achieve sustainability in their developed activity, as well as organizational change with positive effects on their business and on the company as a whole. The concept of sustainable crediting implies the capitalization of the commercial companies, the increase of the loan portfolio quality, the achievement of the financial balance and environmental protection

  18. Global Leadership and Organizational Change from Past to Now

    Directory of Open Access Journals (Sweden)

    Alexander STELZER

    2015-10-01

    Full Text Available Organizational theory and organizational research (namely, organizational behavior, have the purpose of organizations – to explain and understand – their origin, their existence and their functioning. Therefore, I try in my work, different approaches to take up. To this end, I chose different books and articles to explain and expand the knowledge on this subject.

  19. The Zone of Inertia: Absorptive Capacity and Organizational Change

    Science.gov (United States)

    Godkin, Lynn

    2010-01-01

    Purpose: The purpose of this paper is to describe how interruptions in organizational learning effect institutional absorptive capacity and contribute to organizational inertia. Design/methodology/approach: An exploratory model is presented as a heuristic to describe how interruptions in organizational learning affect absorptive capacity.…

  20. Emergence of Organizational Change and Organizational Learning through Development of a Communications Plan

    Science.gov (United States)

    Hill, Beverly D.; Ledford, Alice T.

    2016-01-01

    The purpose of this action research study was to create an organizational communications plan to enhance a Department of Defense (DOD) adult education institution's capability to communicate with its course writers and others internal and external to the organization. It sought to answer the question: how will an organizational communications plan…

  1. Individual Readiness for Organizational Change and Its Implications for Human Resource and Organization Development

    Science.gov (United States)

    Choi, Myungweon; Ruona, Wendy E. A.

    2011-01-01

    Individual readiness for organizational change reflects the concept of "unfreezing" proposed by Lewin (1947/1997b) and is critical to successful change implementation. Understanding the conditions conducive to individual readiness for organizational change, instead of the more traditional focus on resistance to change, can be useful for designing…

  2. Attention to change: A multilevel theory on the process of emergent continuous organizational change.

    Science.gov (United States)

    Wee, Elijah X M; Taylor, M Susan

    2018-01-01

    Increasingly, continuous organizational change is viewed as the new reality for organizations and their members. However, this model of organizational change, which is usually characterized by ongoing, cumulative, and substantive change from the bottom up, remains underexplored in the literature. Taking a multilevel approach, the authors develop a theoretical model to explain the mechanisms behind the amplification and accumulation of valuable, ongoing work-unit level changes over time, which then become substantial changes at the organizational level. Drawing on the concept of emergence, they first focus on the cognitive search mechanisms of work-unit members and managers to illustrate how work-unit level routine changes may be amplified to the organization through 2 unique processes: composition and compilation emergence. The authors then discuss the managers' role in creating a sense of coherence and meaning for the accumulation of these emergent changes over time. They conclude this research by discussing the theoretical implications of their model for the existing literature of organizational change. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

  3. Change in organizational justice and job performance in Japanese employees: A prospective cohort study.

    Science.gov (United States)

    Nakagawa, Yuko; Inoue, Akiomi; Kawakami, Norito; Tsuno, Kanami; Tomioka, Kimiko; Nakanishi, Mayuko; Mafune, Kosuke; Hiro, Hisanori

    2015-01-01

    The aim of the present study was to investigate the association of one-year change in organizational justice (i.e., procedural justice and interactional justice) with job performance in Japanese employees. This study surveyed 425 men and 683 women from a manufacturing company in Japan. Self-administered questionnaires, including the Organizational Justice Questionnaire (OJQ), the World Health Organization Health and Work Performance Questionnaire (WHO-HPQ) and the scales on demographic characteristics, were administered at baseline (August 2009). At one-year follow-up (August 2010), the OJQ and WHO-HPQ were used again to assess organizational justice and job performance. The change in organizational justice was measured by dichotomizing each OJQ subscale score by median at baseline and follow-up, and the participants were classified into four groups (i.e., stable low, adverse change, favorable change and stable high). Analysis of covariance (ANCOVA) was employed. After adjusting for demographic and occupational characteristics and job performance at baseline, the groups classified based on the change in procedural justice differed significantly in job performance at follow-up (ANCOVA: F [3, 1097]=4.35, pperformance at follow-up compared with the stable low procedural justice group. The groups classified based on change in interactional justice did not differ significantly in job performance at follow-up (p>0.05). The present findings suggest that keeping the level of procedural justice high predicts higher levels of job performance, whereas the psychosocial factor of interactional justice is not so important for predicting job performance.

  4. Electronic Health Record (EHR) Organizational Change: Explaining Resistance Through Profession, Organizational Experience, and EHR Communication Quality.

    Science.gov (United States)

    Barrett, Ashley K

    2018-04-01

    The American Recovery and Reinvestment Act passed by the U.S. government in 2009 mandates that all healthcare organizations adopt a certified electronic health record (EHR) system by 2015. Failure to comply will result in Medicare reimbursement penalties, which steadily increase with each year of delinquency. There are several repercussions of this seemingly top-down, rule-bound organizational change-one of which is employee resistance. Given the penalties for violating EHR meaningful use standards are ongoing, resistance to this mandate presents a serious issue for healthcare organizations. This study surveyed 345 employees in one healthcare organization that recently implemented an EHR. Analysis of variance results offer theoretical and pragmatic contributions by demonstrating physicians, nurses, and employees with more experience in their organization are the most resistant to EHR change. The job characteristics model is used to explain these findings. Hierarchical regression analyses also demonstrate the quality of communication surrounding EHR implementation-from both formal and informal sources-is negatively associated with EHR resistance and positively associated with perceived EHR implementation success and EHR's perceived relative advantage.

  5. Investigating organizational culture adaptability of broadcasting firm in response to environmental changes

    OpenAIRE

    Seyed Mohammad Reza Salehi; Naser Mirsepasi; Ali Akbar Farhangi

    2015-01-01

    The primary objective of this paper is to study the present status of organizational adaptability in Iranian broadcasting system against environmental changes and present possible suggestions to empower the organization to cope with future changes. The study uses the method developed by Denison (1990) [Denison, D. R. (1990). Corporate culture and organizational effectiveness. John Wiley & Sons.] to study the organizational changes. Using a sample of 354 randomly selected employees who worked ...

  6. Organizational Change and Corporate Sustainability in an Economic Crisis: Evidence from Slovenia

    Directory of Open Access Journals (Sweden)

    Matevž Rasković

    2012-06-01

    Full Text Available The purpose of this paper is to analyze the link between perceived levels of organizational process changes, vis-à-vis selected organization-to-employee relationship dimensions based on the Hackman and Oldham (1975 Job diagnostic survey and marketing performance measures. We follow Pettigrew, Woodman and Cameron (2001 in their call for a deeper understanding of the link between the various elements of the organizational change process itself, and organizational performance outcomes. Our analysis is based on data from over 220 organizations, and over 22,800 of their employees in Slovenia between 2008 and 2010. Our analysis shows that the perceived levels of organizational change (OC are the highest for marketing and HRM processes, relative to other organizational processes. Furthermore, we establish that a higher organization-to-employee relationship quality is in myriad ways linked to higher perceived levels of OC in HRM processes. However, this is true only for the initial phase of the current economic crisis (2008 and 2009, but not also for its subsequent widening (2010. On the other hand, the correlation comparison between selected marketing performance measures and perceived level of OC in marketing processes is also significantly linked also to customer loyalty. Lastly, by analyzing the correlations between perceived levels OC and corporate sustainability (as added value per employee we can see that perceived levels of OC in marketing and production processes display high correlations in the beginning of the economic crisis (2008, but not afterward (2009 or 2010. In addition, perceived levels of OC related to HRM do not correlate with added value per employee in any of the three compared years. This shows a different nature of the relationship between specific areas of perceived OC and corporate sustainability, as measured by added value per employee.

  7. The role of the organizational champion in achieving health system change.

    Science.gov (United States)

    Hendy, Jane; Barlow, James

    2012-02-01

    In healthcare there is a long held wisdom that 'champions' are a key aspect of organizational change. Drawing on organizational management theory, we examine the role of champions in three health and social care organizations in England as they attempt to move services to a remote model of delivery, 'telecare'. The delivery of remote care is a significant policy in the U.K. and elsewhere, but its introduction has been challenging. Over three years ethnographic methods (observations, informed discussions and interviews) were used to analyze the role of organizational champions in implementing remote care. Cases were local authorities and associated primary care trusts. Participants were champions and organizational members involved in implementation. Our study shows that organizational champions are highly effective in the first phase of adoption, when change is contained within distinct sub-sets of practice. Moving beyond local contexts the effectiveness of the champions varied. Identification centered on the remote care work. This identification enabled the champions to motivate others and move beyond their normally prescribed roles, contributing to innovation ideas, processes and practices. When required to shift their work organization-wide, and share ideas outside their professional culture, some champions responded with resistance, resulting in a lack of innovation spread. These results caution against allowing change to become positioned within the remit of a few individuals. Whilst this strategy may be initially beneficial, the role of champion may be less useful, even detrimental to progress, in the later stages of implementation, particularly if identification with the new circumstances is not established. Copyright © 2011 Elsevier Ltd. All rights reserved.

  8. Organizational change and human expertise in nuclear power plants

    International Nuclear Information System (INIS)

    Masson, M.; Malaisc, N.

    1992-01-01

    Reliability and safety are two very important goals, which depend on technical and organizational factors, but also on human expertise. How to ensure a safe functioning of a nuclear power plant in a changing context, and what might be the role and aspects of training and transfer of knowledge? These are the questions we shall deal with in this paper, on the basis of two field studies. The two field studies stress the needs for setting up case based training, which best ensure the acquisition of know-how. Furthermore, as shown by the second one, gaining expertise involves developing large repertoires of highly skilled, semi-routinized activities. Supporting expert operators not only should tackle problem solving activities but should thus also include the prevention of routine errors, which go along with skill acquisition. (author)

  9. From youth worker professional development to organizational change.

    Science.gov (United States)

    Rana, Sheetal; Baumgardner, Briana; Germanic, Ofir; Graff, Randy; Korum, Kathy; Mueller, Megan; Randall, Steve; Simmons, Tim; Stokes, Gina; Xiong, Will; Peterson, Karen Kolb

    2013-01-01

    An ongoing, innovative youth worker professional development is described in this article. This initiative began as youth worker professional development and then transcended to personal and organizational development. It grew from a moral response of Saint Paul Parks and Recreation staff and two faculty members of Youth Studies, University of Minnesota to offer higher-quality services to youth for their healthy development. Its underlying philosophies and ethos included building and sustaining meaningful relationships, cocreating a space for learning and change, becoming a reflecting practitioner, and community organizing. This professional development responded to the participants' interests and needs or to local situations in that moment, that space, and the discussions, and took on different shapes at different times. There were many accomplishments of, challenges and barriers to, and lessons learned from this professional development. Copyright © 2013 Wiley Periodicals, Inc., A Wiley Company.

  10. Relationship between staff-reported culture change and occupancy rate and organizational commitment among nursing homes in South Korea.

    Science.gov (United States)

    Lee, Minhong; Choi, Jae-Sung; Lim, Jinseop; Kim, Young Sun

    2013-04-01

    This study aims to examine culture change in nursing homes in South Korea and to identify the outcomes of culture change implementation. Data were taken from survey responses from 223 top- or mid-level staff among nursing homes in South Korea that were selected through a proportionate random-stratified sampling method from four regions nationwide. Culture change in nursing homes was operationalized by five person-directed care (PDC) constructs and three organizational environment constructs, and outcome quality was indicated by changes to occupancy rate and organizational commitment. After controlling for facility characteristics, the effect of staff-reported culture change on occupancy rate and organizational commitment was analyzed through the multiple-regression method. Consistent with previous research, this study revealed positive effects of culture change for nursing homes in South Korea. The study found that staff-reported culture change correlated with occupancy rate and organizational commitment. Given that culture change variables were significantly related to occupancy rate and organizational commitment, the findings of the study provide a persuasive argument that policies and/or programs to support culture change in nursing homes should be enhanced. Management-level workers in these facilities should have the skills and knowledge to foster more PDC and a more person-directed environment.

  11. The impact of organizational changes on work stress, sleep, recovery and health.

    Science.gov (United States)

    Greubel, Jana; Kecklund, Göran

    2011-01-01

    The study objective was to investigate the impact of different kinds of organizational changes, as well as anticipation of such changes, on work-related stress, sleep, recovery and health. It was hypothesized that impaired sleep and recovery increase the adverse health consequences of organizational changes. The data consisted of cross sectional questionnaire data from a random sample of 1,523 employees in the Swedish police force. It could be shown that extensive organizational changes including downsizing or a change in job tasks were associated with a small increase in work stress, disturbed sleep, incomplete recovery and health complaints. However, less extensive organizational changes like relocation did not affect these outcome variables. Anticipation of extensive organizational changes had almost the same effect as actual changes. Furthermore a moderating effect of sleep and work stress on gastrointestinal complaints and depressive symptoms was found. Thus, like former studies already suggested, extensive organizational changes resulted in increased stress levels, poorer health and impaired sleep and recovery. Furthermore, organizational instability due to anticipation of changes was as negative as actual changes. There was also some evidence that disturbed sleep increased these adverse health effects, in particular with respect to anticipation of organizational changes.

  12. Organizational coherence in health care organizations: conceptual guidance to facilitate quality improvement and organizational change.

    Science.gov (United States)

    McAlearney, Ann Scheck; Terris, Darcey; Hardacre, Jeanne; Spurgeon, Peter; Brown, Claire; Baumgart, Andre; Nyström, Monica E

    2014-01-01

    We sought to improve our understanding of how health care quality improvement (QI) methods and innovations could be efficiently and effectively translated between settings to reduce persistent gaps in health care quality both within and across countries. We aimed to examine whether we could identify a core set of organizational cultural attributes, independent of context and setting, which might be associated with success in implementing and sustaining QI systems in health care organizations. We convened an international group of investigators to explore the issues of organizational culture and QI in different health care contexts and settings. This group met in person 3 times and held a series of conference calls to discuss emerging ideas over 2 years. Investigators also conducted pilot studies in their home countries to examine the applicability of our conceptual model. We suggest that organizational coherence may be a critical element of QI efforts in health care organizations and propose that there are 3 key components of organizational coherence: (1) people, (2) processes, and (3) perspectives. Our work suggests that the concept of organizational coherence embraces both culture and context and can thus help guide both researchers and practitioners in efforts to enhance health care QI efforts, regardless of organizational type, location, or context.

  13. Organizational change in its context. A theoretical and empirical study of the linkages between organizational change projects and their administrative, strategic and institutional environment

    NARCIS (Netherlands)

    Man, Huibert de

    1988-01-01

    This dissertation deals with the multi-level analysis of organizational change projects. Empirical examples are taken from the COB-SER participation experiments which took place in the Netherlands between 1977 and 1983. ... Zie: Summary

  14. Changing of the Guard: How Different School Leaders Change Organizational Routines

    Science.gov (United States)

    Enomoto, Ernestine K.; Conley, Sharon

    2008-01-01

    While providing stability and uniformity, organizational routines can foster continuous change. Using Feldman's (2000) performative model of routinized action theory, coupled with leadership succession research, we examined how three successive administrations in a California high school revised a student attendance (tardy-monitoring) routine over…

  15. Leaders and Change: Leadership Behaviors and Influence on Subordinates' Reaction to Organizational Change

    Science.gov (United States)

    Valencic-Miller, Olivia V.

    2017-01-01

    Within the educational arena today, leaders face many problems ranging from shifts in governmental mandates and regulations, to increased expectations for teachers and administrators in order to improve academic outcomes. Combining facets of leadership behaviors with organizational changes, the educational arena has become more complex compared to…

  16. Fostering change within organizational participants of multisectoral health care alliances.

    Science.gov (United States)

    Hearld, Larry R; Alexander, Jeffrey A; Mittler, Jessica N

    2012-01-01

    A touted advantage of multisectoral health care alliances is their ability to coordinate diverse constituencies and pursue community health goals in ways that allow them to make greater progress than each constituency could independently. However, participating organizations may have goals that do not entirely overlap or necessarily align with the alliance's goals, which can weaken or undermine an alliance's efforts. Fostering changes within participating organizations in ways that are consistent with the alliance's goals (i.e., alliance-oriented change) may be one mechanism by which alliances can coordinate diverse activities and improve care in their local communities. We examined whether alliance-oriented change within participating organizations is associated with alliance decision-making and conflict management style, level of participation, perceptions of alliance participation benefits and costs, and awareness of alliance activities within participating organizations. The study used two rounds of survey data collected from organizational participants of 14 alliances participating in the Robert Wood Johnson Foundation's Aligning Forces for Quality program. Alliance participants generally reported low levels of alliance-oriented change within their organizations as a result of the alliance and its activities. However, participants reporting higher levels of internal change in response to alliance activities had more positive perceptions of alliance decision-making style, higher levels of participation in alliance activities, more positive perceptions of alliance participation benefits relative to costs, and greater awareness of alliance activities across multiple levels of their respective organizations. Despite relatively low levels of alliance-oriented change within participating organizations, alliances may still have the means to align the goal orientations of a diverse membership and foster change that may extend the reach of the alliance in the community.

  17. Mechanisms of Change in the ARC Organizational Strategy: Increasing Mental Health Clinicians' EBP Adoption Through Improved Organizational Culture and Capacity.

    Science.gov (United States)

    Williams, Nathaniel J; Glisson, Charles; Hemmelgarn, Anthony; Green, Philip

    2017-03-01

    The development of efficient and scalable implementation strategies in mental health is restricted by poor understanding of the change mechanisms that increase clinicians' evidence-based practice (EBP) adoption. This study tests the cross-level change mechanisms that link an empirically-supported organizational strategy for supporting implementation (labeled ARC for Availability, Responsiveness, and Continuity) to mental health clinicians' EBP adoption and use. Four hundred seventy-five mental health clinicians in 14 children's mental health agencies were randomly assigned to the ARC intervention or a control condition. Measures of organizational culture, clinicians' intentions to adopt EBPs, and job-related EBP barriers were collected before, during, and upon completion of the three-year ARC intervention. EBP adoption and use were assessed at 12-month follow-up. Multilevel mediation analyses tested changes in organizational culture, clinicians' intentions to adopt EBPs, and job-related EBP barriers as linking mechanisms explaining the effects of ARC on clinicians' EBP adoption and use. ARC increased clinicians' EBP adoption (OR = 3.19, p = .003) and use (81 vs. 56 %, d = .79, p = .003) at 12-month follow-up. These effects were mediated by improvement in organizational proficiency culture leading to increased clinician intentions to adopt EBPs and by reduced job-related EBP barriers. A combined mediation analysis indicated the organizational culture-EBP intentions mechanism was the primary carrier of ARC's effects on clinicians' EBP adoption and use. ARC increases clinicians' EBP adoption and use by creating proficient organizational cultures that increase clinicians' intentions to adopt EBPs.

  18. Mechanisms of change in the ARC organizational strategy: Increasing mental health clinicians’ EBP adoption through improved organizational culture and capacity

    Science.gov (United States)

    Williams, Nathaniel J.; Glisson, Charles; Hemmelgarn, Anthony; Green, Philip

    2016-01-01

    Background The development of efficient and scalable implementation strategies in mental health is restricted by poor understanding of the change mechanisms that increase clinicians’ evidence-based practice (EBP) adoption. This study tests the cross-level change mechanisms that link an empirically-supported organizational strategy for supporting implementation (labeled ARC for Availability, Responsiveness, and Continuity) to mental health clinicians’ EBP adoption and use. Method Four hundred seventy five mental health clinicians in 14 children’s mental health agencies were randomly assigned to the ARC intervention or a control condition. Measures of organizational culture, clinicians’ intentions to adopt EBPs, and job-related EBP barriers were collected before, during, and upon completion of the three-year ARC intervention. EBP adoption and use were assessed at 12-month follow-up. Multilevel mediation analyses tested changes in organizational culture, clinicians’ intentions to adopt EBPs, and job-related EBP barriers as linking mechanisms explaining the effects of ARC on clinicians’ EBP adoption and use. Results ARC increased clinicians’ EBP adoption (OR = 3.19, p = .003) and use (81% vs. 56%, d = .79, p = .003) at 12-month follow-up. These effects were mediated by improvement in organizational proficiency culture leading to increased clinician intentions to adopt EBPs and by reduced job-related EBP barriers. A combined mediation analysis indicated the organizational culture-EBP intentions mechanism was the primary carrier of ARC’s effects on clinicians’ EBP adoption and use. Conclusions ARC increases clinicians’ EBP adoption and use by creating proficient organizational cultures that increase clinicians’ intentions to adopt EBPs. PMID:27236457

  19. ORGANIZATIONAL COMMITMENT AS THE BLACK BOX TO CONNECT THE ISLAMIC WORK ETHICS AND EMPLOYEES BEHAVIOR TOWARD ORGANIZATIONAL CHANGE

    Directory of Open Access Journals (Sweden)

    Sri Wartini

    2014-09-01

    Full Text Available The objective of the study was to examine the direct and indirect influences of Islamic work ethics on employees behavior toward organization change with organizational commitment as mediation. The population of the study was Public Civil Servants of the general inspectors of finance ministry. The samples were taken by Solvin method. It was a purposive sampling with 87 respondents. The results of the study showed that there was a direct influence of Islamic work ethics on organizational commitment, there was not any direct influence of organizational commitment on employees behavior toward organizational change, there was an indirect influence of Islamic work ethics on employees behavior toward organization change with organizational commitment as the mediation. It is concluded that there were a direct and an indirect influences of Islamic work ethics on employees behavior toward organizational commitmen as the mediation. Tujuan penelitian ini untuk menguji pengaruh langsung dan tidak langsung etika kerja Islami pada perilaku karyawan terhadap perubahan organisasi dengan komitmen organisasional sebagai mediasi. Populasi dalam penelitian ini adalah karyawan Pegawai Negeri Sipil di Itjen Kementerian Keuangan RI sebanyak 87 responden, menggunakan metode Slovin dengan teknik Purposive Sampling. Berdasarkan hasil penelitian menunjukkan, bahwa terdapat pengaruh langsung etika kerja Islami pada komitmen organisasional, tidak terdapat pengaruh langsung komitmen organisasional pada perilaku karyawan terhadap perubahan organisasi, terdapat pengaruh langsung etika kerja Islami pada perilaku karyawan terhadap perubahan organisasi dan terdapat pengaruh etika kerja Islami pada perilaku karyawan terhadap perubahan organisasi dengan komitmen organisasional sebagai mediasi. Penelitian ini menyimpulkan, bahwa ada pengaruh langsung dan tidak langsung etika kerja Islami pada perilaku karyawan terhadap perubahan organisasi dengan komitmen organisasional sebagai

  20. ORGANIZATIONAL CHANGE AND EMPLOYEES’ REACTIONS – A THEORETICAL AND PRACTICAL FRAMEWORK

    Directory of Open Access Journals (Sweden)

    Vosloban Raluca Ioana

    2013-04-01

    Full Text Available At present, at global level, most of the organizations and their both internal and external environments, go through massive changes, in order to align to the economic requirements of the country, but not only. This global trend exists due to the economic crisis, which still creates difficulties for most of the business areas, which, for being able to survive on the market and competitors, have to adopt some changes within their strategies. These changes first reflect internally and then externally, being also visible to the external customers and stakeholders. All the organizations want to meet the internal and external needs and this is why the management of change is difficult to be implemented. Employees respond differently to change. This paper aims to underline the most common reactions and impressions that employees have shown in time during periods of change. These aspects need to be taken into consideration when the organization prepares for change, both at low and high level, as they could significantly impact the success of the change implementation strategy in a negative direction, which finally reflects in poor organizational performance. Different employees’ approaches for the perceived organizational change are presented using figures and summaries of studies of various authors.

  1. Changing relationships with significant others: Reflections of ...

    African Journals Online (AJOL)

    Symbolic interactionism provides the framework for analysing the building of relationships between elite athletes and their significant others. In-depth interviews were conducted with elite throwers and decathlon athletes. The sample included current (n=15) and retired (n=5) student-athletes, parents (n=5), coaches (n=2) ...

  2. Changing organizational structures of jihadist networks in the Netherlands

    NARCIS (Netherlands)

    de Bie, Jasper L.; de Poot, Christianne J.; Freilich, Joshua D.; Chermak, Steven M.

    2017-01-01

    This paper uses Social Network Analysis to study and compare the organizational structures and division of roles of three jihadist networks in the Netherlands. It uses unique longitudinal Dutch police data covering the 2000–2013 period. This study demonstrates how the organizational structures

  3. Changing organizational structure and organizational memory in primary care practices: a qualitative interview study.

    Science.gov (United States)

    Alyahya, Mohammad

    2012-02-01

    Organizational structure is built through dynamic processes which blend historical force and management decisions, as a part of a broader process of constructing organizational memory (OM). OM is considered to be one of the main competences leading to the organization's success. This study focuses on the impact of the Quality and Outcome Framework (QOF), which is a Pay-for-Performance scheme, on general practitioner (GP) practices in the UK. The study is based on semistructured interviews with four GP practices in the north of England involving 39 informants. The findings show that the way practices assigned different functions into specialized units, divisions or departments shows the degree of specialization in their organizational structures. More specialized unit arrangements, such as an IT division, particular chronic disease clinics or competence-based job distributions enhanced procedural memory development through enabling regular use of knowledge in specific context, which led to competence building. In turn, such competence at particular functions or jobs made it possible for the practices to achieve their goals more efficiently. This study concludes that organizational structure contributed strongly to the enhancement of OM, which in turn led to better organizational competence.

  4. Teacher Views on School Administrators' Organizational Power Sources and Their Change Management Behaviours

    Science.gov (United States)

    Argon, Türkan; Dilekçi, Ümit

    2016-01-01

    This study aimed to determine school administrators' organizational power sources and change management behaviours based on Bolu central district primary and secondary school teachers' views. The study conducted with relational screening model reached 286 teachers. School Administrators' Organizational Power Sources Scale and Change Management…

  5. The Task of Reviewing and Finding the Right Organizational Change Theory

    Science.gov (United States)

    Alase, Abayomi Oluwatosin

    2017-01-01

    Organizational change is probably the singular most important undertaken that many organizations wish they could do to affect their productivities/profitability performances. This review paper will highlight some of the well-known theories and approaches to organizational change. In the late 1990s and early 2000s, America had one of the best…

  6. Trust, Isolation, and Presence: The Virtual Work Environment and Acceptance of Deep Organizational Change

    Science.gov (United States)

    Rose, Laurence Michael

    2013-01-01

    The primary focus of this research was to explore through the use of a grounded theory methodology if the human perceptions of trust, isolation, and presence affected the virtual workers ability to accept deep organizational change. The study found that the virtual workers in the sample defined their acceptance of deep organizational change by…

  7. Effecting Organizational Change at the Macro Level of Professions

    Science.gov (United States)

    Green, Robert Anthony

    Much has been written in academic and popular publications about organizational change. Topics have ranged from case studies to anecdotal stories of how leaders can change an organization. There is little written on changing the culture and vision of a profession at the macro level. This dissertation shows that one key to effecting change within a profession is to educate those at the entrant level and thereby effect change with the profession. Over time, these new entrants to the profession will rise to senior positions and be able to effect greater change through the hiring, training, and mentoring processes inherent in the professions and the organizations for which they work. One way to effect change in these entrants is through education in college and professional schools. This study is specifically focused on effecting change in the interdisciplinary field of engineering and public policy. Public policy involves countless infrastructure issues at all levels of government. Engineers are well-versed in dealing with the technical issues of infrastructure but their voice is often lacking at the policy level. Similarly, political scientists are well-versed in policy but are often lacking in a thorough understanding of the technical aspects of the policy. Through an introductory course in engineering and public policy, undergraduate students from the seemingly disparate fields of engineering and political science were placed in a common classroom and through lectures, writings, presentations, and guided discussions their attitudes on key areas were changed. Areas studied were professional interest, legitimacy, deference, the public policy process, and education outside of a specific field. Through the process of education, changes in each of these areas was possible. Further, the movement was towards making students in each discipline more open to the input, opinions, and attitudes of others, and specifically in shifting engineers toward a more positive view of

  8. Individualized consideration, innovative organizational climate and proactive personality as antecedents of change-oriented and altruist organizational citizenship behaviors

    Directory of Open Access Journals (Sweden)

    Mercedes López-Domínguez

    2009-11-01

    Full Text Available The concept of organizational citizen behaviour (OCB has grown in popularity in the literature, and has received a great deal of theoretical and empirical study. However, various authors have emphasized the need of gaining a greater understanding of the antecedents of each dimension that makes up this construct, as few authors have focused on these aspects (Podsakoff et al., 2000. Hence, this study aims at analyzing the individualized consideration of leadership, the innovative organizational climate and the proactive personality, as possible antecedents of change-oriented and altruist organizational citizenship behaviors, by means of a revision and extension of the main studies that have dealt with such constructs. In this sense, the present study develops various propositions, derived from a conceptual model, whose aim is to advance the understanding related with OCB antecedents, so that future research can test them from an empirical point of view, using qualitative or quantitative methods.

  9. The work and recovery project: changing organizational culture and practice in New York City outpatient services.

    Science.gov (United States)

    Pascaris, Alysia; Shields, Leslie Reed; Wolf, Jessica

    2008-01-01

    Complex and multiple barriers confront out-patient programs in promoting recovery and addressing mental health recipients' work-related goals. This article describes a focused organizational change project utilizing intensive consultation and technical assistance within five New York City outpatient psychiatric services. The project aimed to increase staff exposure to, understanding and use of work-related and recovery-based concepts to promote consumers' recovery and attainment of employment goals. Tailored assessment, curriculum delivery, and identification and implementation of change objectives were useful strategies in promoting change. This change model can serve to assist programs in their efforts to integrate new approaches and to better understand changes among leadership, staff and consumers, and changes in organizational culture and practice required to support a work and recovery-oriented service paradigm. The project experience suggests that adopting and embracing new practices takes time. Varied and incremental steps toward programmatic and operational changes can be significant and can reap authentic sustainable change occurring in the process of learning, experiencing, internalizing and adjusting to new methods of practice.

  10. The Changing Context and the Organizational Justice Impact on the Employee Well-Being

    Directory of Open Access Journals (Sweden)

    Vanessa de Fátima Nery

    Full Text Available Abstract The context of organizational change may affect the well-being, namely when this change generate unfairness perceptions on employees. The aim of this study was to investigate the influence of the organizational change context on the perception of organizational justice and well-being. We proposed a mediation model of perceived organizational justice between the context of organizational change and well-being. A cross-sectional quantitative study was conducted with 731 public employees in the energy sector. Participants answered three instruments which evaluate organizational change context, justice perception and well-being. Factorial analyses and regression analysis were performed in order to test the psychometric qualities of the scale and the mediation model, respectively. The results indicate that the relationship between context and welfare perception is mediated by justice perceptions. This study contributes to research on reactions to organizational change and its impacts on individuals, highlighting the influence of perceived justice on the affective outcomes of organizational change.

  11. Healthcare organizational performance: why changing the culture really matters. Commentary.

    Science.gov (United States)

    Azzolini, Elena; Ricciardi, Walter; Gray, Muir

    2018-01-01

    An organization may be considered as having three components: a structure, systems and culture. Culture is the most difficult part of the organization to affect. After all, culture has the key role in impacting and improving organizational performance. The leadership of an organization and its key operations are paramount in shaping the culture. Leadership and organizational culture are inextricably intertwined. They are two sides of the same coin. Culture is a medium through which leadership travels and impacts organizational performance. If leaders are to fulfil the challenges of the 21st century, they must first understand the dynamics of culture and their role as sculptors through behavioural and cognitive ways.

  12. Organizational change, restructuring and downsizing: The experience of employees in the electric utility industry

    Science.gov (United States)

    Korns, Michael T.

    This research examines the experience of employees working in the electric utility industry during a time when it was undergoing significant transformation. It was undertaken to examine this phenomenon in the context of how the history and nature of the industry's environment, and specifically regulatory effect of regulation, led to an organizational form characterized by stability, structure and inertial resistance to change. A case study approach was used to examine the effect of deregulation on an organization in the industry, and specifically how their actions impacted employees working there. A phenomenological approach was used to explore employee perceptions of the organizational culture and employment relationship there both prior to and after implementation of a reorganization and downsizing that resulted in the first significant employee layoffs in the history of the organization. Data gathering consisted of conducting semi-structured interviews with current and former employees of the company who experienced the phenomena. Analysis of the data show that employees in this organization perceived an unusually strong psychological contract for stable employment and the expectation that it would continue, despite the prevalence of corporate downsizing and restructuring at the time. This psychological contract and the importance of career employment was found to be particularly significant for women who were hired during a period of time when gender and pregnancy discrimination was prevalent. Findings demonstrate that, given the historical stability and strong inertial resistance in the organization, company leadership did not effectively communicate the need, or prepare employees sufficiently for the significance of the changes or the effect they had on the organization. Findings also revealed that employees perceived the methods used to select individuals for layoff and exit from the company violated principles of organizational justice for distributional

  13. The Partnership between Project Management and Organizational Change: Integrating Change Management with Change Leadership

    Science.gov (United States)

    Griffith-Cooper, Barber; King, Karyl

    2007-01-01

    The nature of project management is change. Even though all knowledge areas in the Project Management Body of Knowledge (PMBOK) are rooted in controlling change, none of these areas specifically addresses the human elements of change. There is a significant distinction between directly controlling change relative to the nonhuman aspects of a…

  14. Organizational change, patient-focused care: an Australian perspective.

    Science.gov (United States)

    Braithwaite, J

    1995-08-01

    Hospitals throughout the world are attempting to improve organizational performance through a variety of means. The focus in this paper is on a leading teaching hospital in Australia for a review of current management strategy. In a time of shrinking resources, management adopted a multi-faceted change management program including restructuring the organization, becoming more patient-focused via a product-line management approach and emphasising efficiency and cost-reduction measures. The next stage in management thinking is to place greater emphasis on patient-focused care. It is concluded this has the propensity to yield substantial further benefits, including improved financial and quality of care outcomes, in the Australian as well as the British and wider Organization for Economic Co-operation and Development (OECD) context. 'Professionally, we have committed ourselves to creating caring environments that promote healing. We cannot meet this goal until we make a commitment to be patient-focused and give up being nurse-focused or facility-focused' (Kerfort and LeClair, 1991). 'In a customer-driven [organization], the distribution of roles is different. The organization is decentralized, with responsibility delegated to those who until now have comprised the order-obeying bottom level of the pyramid. The traditional, hierarchical corporate structure, in other words, is beginning to give way to a flattened, more horizontal structure' (Carlzon, 1987).

  15. Evaluating organizational change in health care: the patient-centered hospital model.

    Science.gov (United States)

    Fiorio, Carlo V; Gorli, Mara; Verzillo, Stefano

    2018-02-08

    An increasing number of hospitals react to recent demographic, epidemiological and managerial challenges moving from a traditional organizational model to a Patient-Centered (PC) hospital model. Although the theoretical managerial literature on the PC hospital model is vast, quantitative evaluations of the performance of hospitals that moved from the traditional to the PC organizational structure is scarce. However, quantitative analysis of effects of managerial changes is important and can provide additional argument in support of innovation. We take advantage of a quasi-experimental setting and of a unique administrative data set on the population of hospital discharge charts (HDCs) over a period of 9 years of Lombardy, the richest and one of the most populated region of Italy. During this period three important hospitals switched to the PC model in 2010, whereas all the others remained with the functional organizational model. This allowed us to develop a difference-in-difference analysis of some selected measures of efficiency and effectiveness for PC hospitals focusing on the "between-variability" of the 25 major diagnostic categories (MDCs) in each hospital and estimating a difference-in-difference model. We contribute to the literature that addresses the evaluation of healthcare and hospital change by providing a quantitative estimation of efficiency and effectiveness changes following to the implementation of the PC hospital model. Results show that both efficiency and effectiveness have significantly increased in the average MDC of PC hospitals, thus confirming the need for policy makers to invest in new organizational models close to the principles of PC hospital structures. Although an organizational change towards the PC model can be a costly process, implying a rebalancing of responsibilities and power among hospital personnel (e.g. medical and nursing staff), our results suggest that changing towards a PC model can be worthwhile in terms of both

  16. Transformational change in health care systems: an organizational model.

    Science.gov (United States)

    Lukas, Carol VanDeusen; Holmes, Sally K; Cohen, Alan B; Restuccia, Joseph; Cramer, Irene E; Shwartz, Michael; Charns, Martin P

    2007-01-01

    The Institute of Medicine's 2001 report Crossing the Quality Chasm argued for fundamental redesign of the U.S. health care system. Six years later, many health care organizations have embraced the report's goals, but few have succeeded in making the substantial transformations needed to achieve those aims. This article offers a model for moving organizations from short-term, isolated performance improvements to sustained, reliable, organization-wide, and evidence-based improvements in patient care. Longitudinal comparative case studies were conducted in 12 health care systems using a mixed-methods evaluation design based on semistructured interviews and document review. Participating health care systems included seven systems funded through the Robert Wood Johnson Foundation's Pursuing Perfection Program and five systems with long-standing commitments to improvement and high-quality care. Five interactive elements appear critical to successful transformation of patient care: (1) Impetus to transform; (2) Leadership commitment to quality; (3) Improvement initiatives that actively engage staff in meaningful problem solving; (4) Alignment to achieve consistency of organization goals with resource allocation and actions at all levels of the organization; and (5) Integration to bridge traditional intra-organizational boundaries among individual components. These elements drive change by affecting the components of the complex health care organization in which they operate: (1) Mission, vision, and strategies that set its direction and priorities; (2) Culture that reflects its informal values and norms; (3) Operational functions and processes that embody the work done in patient care; and (4) Infrastructure such as information technology and human resources that support the delivery of patient care. Transformation occurs over time with iterative changes being sustained and spread across the organization. The conceptual model holds promise for guiding health care

  17. An Investigation of Organizational Culture Changes and Effectiveness at Jefferson College: 1963-Present

    Science.gov (United States)

    McCaffrey, Dena M.

    2012-01-01

    A fundamental factor in the internal dynamics of a college is its culture. Central to understanding organizational culture is to minimize the occurrence and consequences of cultural conflict and help foster the development of shared goals. Modifying organizational culture is important. Without culture change, there is little hope of enduring…

  18. Managing Postsocialist Transitions: Politicized Sense Making as a Facilitator of Organizational Change

    Science.gov (United States)

    Tiplic, Dijana

    2011-01-01

    This study explores what organizational strategies are employed to initiate and facilitate organizational change in higher education institutions in the increasingly complex and competitive postsocialist environment of Bosnia-Herzegovina. By studying organizations trapped between their inert socialist-era legacies and desired organizational…

  19. A Co-Construction Perspective on Organizational Change and Educational Reform

    Science.gov (United States)

    Mehan, Hugh; Hubbard, Lea; Datnow, Amanda

    2010-01-01

    In their earlier work, the authors explained how the co-construction perspective has been heuristic in the study of organizational change and educational reform, often providing more nuanced analyses and findings than "technical-rational" models that dominated the field previously (Datnow, Hubbard, & Mehan, 2002). In framing organizational change…

  20. Person-Organization (Culture) Fit and Employee Commitment under Conditions of Organizational Change: A Longitudinal Study

    Science.gov (United States)

    Meyer, John P.; Hecht, Tracy D.; Gill, Harjinder; Toplonytsky, Laryssa

    2010-01-01

    This longitudinal study examines how person-organization fit, operationalized as congruence between perceived and preferred organizational culture, relates to employees' affective commitment and intention to stay with an organization during the early stages of a strategic organizational change. Employees in a large energy company completed surveys…

  1. Planned Organizational Change in Higher Education: Dashboard Indicators and Stakeholder Sensemaking--A Case Study

    Science.gov (United States)

    Smulowitz, Stacy

    2014-01-01

    This dissertation examined the introduction and implementation of an organizational Dashboard as a planned organizational change within four educational support service departments and the senior leadership group within a large, Northeastern university. General systems theory provides a theoretical framework for conceptualizing planned…

  2. Taking Action toward Inclusion: Organizational Change and the Inclusion of People with Disabilities in Museum Learning

    Science.gov (United States)

    Reich, Christine A.

    2014-01-01

    This study examined organizational change in science museums toward practices that are inclusive of people with disabilities. Guided by two overarching frameworks, organizational learning and the social model of disability, this study sought to answer the following: What are the contexts and processes that facilitate, sustain, or impede a science…

  3. Steering the Ship: Principles of Student Success for Organizational for Change

    Science.gov (United States)

    Mitchler, Jenna

    2017-01-01

    Researchers often use focus groups to collect data for qualitative research, but focus groups can also be used by organizational leaders to articulate participants' values or principles--principles that can be used to guide organizational change. This paper examines one staff's mobilization of a focus group to collect data for a research study…

  4. Why Do Firms Train? Empirical Evidence on the Relationship between Training and Technological and Organizational Change

    Science.gov (United States)

    Neirotti, Paolo; Paolucci, Emilio

    2013-01-01

    We explore the relationship between training and innovation using key insights from the resource-based approach, organizational learning and labour studies. By using data from 304 large enterprises in Italy, the study highlights a twofold role of training in favouring technological and organizational changes. First, training plays a role in…

  5. Influencing Change : Organizational Change and the Implementation of Self-Managing Teams

    OpenAIRE

    Bergman, Amanda; Mashouri, Mastaneh

    2017-01-01

    Organizational changes are inevitable, yet up to 70% fail. Technological development and competition in a volatile environment require more flexible organizations. As such, implementing self-managed teams (SMTs) has become a more common approach. The fact that SMTs ought to be self-managed has further raised a debate, since it is argued that some form of manager still is required. Therefore, the following research question was proposed; How does the interplay of influences unfold between the ...

  6. Leveraging organizational dynamics in buildings to change behavior

    Science.gov (United States)

    Hewitt, Elizabeth L.

    Buildings may be stationary, but they are not static; they are dynamic and active collectives of agents and actors, and play an important cultural and social role in shaping norms and influencing outcomes in the built environment. This research develops and applies a unique framework that conceptualizes the urban multifamily residential building as an organization, and seeks to use this lens to better understand the role of organizational characteristics in influencing energy efficiency in buildings. This work finds that an organizational analogy is a fruitful approach for understanding buildings, and that buildings in many ways can and do function successfully as organizations. In particular, eight organizational characteristics are explored here that extend well to buildings. These eight organizational characteristics are also explored more deeply to support an argument that some buildings have an organizational advantage that well positions them to undertake energy efficiency initiatives. One organizational characteristic -- the ownership type of the building -- is determined to be particularly important in driving energy outcomes in multifamily buildings in New York City. In particular, it was found that cooperative buildings in the New York City housing market consume less energy citywide than other types of multifamily properties, holding all else equal. Conversely, it was also found that rental buildings tend to consume more energy citywide. Subsequent qualitative case study work in a small Brooklyn cooperative building offers a deeper understanding of organizational decentralization and its role in driving decision-making and outcomes in the building. Additional comparative work in two rental properties -- one high-income and one low-income -- adds additional context and understanding to economic considerations such as the influence of income in overriding centralized efforts to operate the building efficiently. Ultimately, this research develops an analogy

  7. Organizational capacity for change in health care: Development and validation of a scale.

    Science.gov (United States)

    Spaulding, Aaron; Kash, Bita A; Johnson, Christopher E; Gamm, Larry

    We do not have a strong understanding of a health care organization's capacity for attempting and completing multiple and sometimes competing change initiatives. Capacity for change implementation is a critical success factor as the health care industry is faced with ongoing demands for change and transformation because of technological advances, market forces, and regulatory environment. The aim of this study was to develop and validate a tool to measure health care organizations' capacity to change by building upon previous conceptualizations of absorptive capacity and organizational readiness for change. A multistep process was used to develop the organizational capacity for change survey. The survey was sent to two populations requesting answers to questions about the organization's leadership, culture, and technologies in use throughout the organization. Exploratory and confirmatory factor analyses were conducted to validate the survey as a measurement tool for organizational capacity for change in the health care setting. The resulting organizational capacity for change measurement tool proves to be a valid and reliable method of evaluating a hospital's capacity for change through the measurement of the population's perceptions related to leadership, culture, and organizational technologies. The organizational capacity for change measurement tool can help health care managers and leaders evaluate the capacity of employees, departments, and teams for change before large-scale implementation.

  8. Organizational change for services integration in public human service organizations: experiences in seven counties.

    Science.gov (United States)

    Packard, Thomas; Patti, Rino; Daly, Donna; Tucker-Tatlow, Jennifer

    2012-01-01

    This is a study of organizational change strategies employed in seven county human service agencies to improve the coordination of services through the structural integration of previously free standing organizations or the development of voluntary interagency collaborative service delivery systems. The central question involves the identification of organizational change tactics which contributed to the success of the organizational change initiatives. The literature on organizational change is reviewed, with particular attention to a framework developed by Fernandez and Rainey based on their extensive review and synthesis of the research on successful change strategies in the public and business sectors. Qualitative and quantitative data were gathered from over 250 individuals and from agency documents. Findings are compared with the success factors identified by Fernandez and Rainey, and refinements to their propositions are suggested. More precise methods for measuring successful and unsuccessful change initiatives are suggested. Implications for practice and research are presented.

  9. Organizational change, psychosocial work environment, and non-disability early retirement

    DEFF Research Database (Denmark)

    Breinegaard, Nina; Jensen, Johan Høy; Bonde, Jens Peter

    2017-01-01

    Objective: This study examines the impact of organizational change and psychosocial work environment on non-disability early retirement among senior public service employees. Methods: In January and February 2011, Danish senior public service employees aged 58–64 years (N=3254) from the Capital...... psychosocial work environment contribute to non-disability early retirement among senior public service employees, measured at work-unit level....... Region of Denmark responded to a survey assessing psychosocial work environment (ie, social capital, organizational justice, and quality of management). Work-unit organizational changes (ie, change of management, merging, demerging, and relocation) were recorded from January 2009 to March 2011. Weekly...

  10. Two decades of organizational change in health care: what have we learned?

    Science.gov (United States)

    Bazzoli, Gloria J; Dynan, Linda; Burns, Lawton R; Yap, Clarence

    2004-09-01

    The 1980s and 1990s witnessed a substantial wave of organizational restructuring among hospitals and physicians, as health providers rethought their organizational roles given perceived market imperatives. Mergers, acquisitions, internal restructuring, and new interorganizational relationships occurred at a record pace. Matching this was a large wave of study and discourse among health services researchers, industry experts, and consultants to understand the causes and consequences of organizational change. In many cases, this literature provides mixed signals about what was accomplished through these organizational efforts. The purpose of this review is to synthesize this diverse literature. This review examines studies of horizontal consolidation and integration of hospitals, horizontal consolidation and integration of physician organizations, and integration and relationship development between physicians and hospitals. In all, around 100 studies were examined to assess what was learned through two decades of research on organizational change in health care.

  11. Striving for Sustainable Organizational Changes in Hypercomplex Settings

    DEFF Research Database (Denmark)

    Neisig, Margit

    2017-01-01

    , and to enable organizational development (OD) to address the big question of the day. Originality/Value: The article adds to organizational development, HRM, NPM and performance management by providing a conception on, what it takes to become reflective of a higher order as to strive towards sustainability....../methodology/approach 1. Clarifying this articles understanding of the interrelated emergence of human resource management, new public management and performance management systems as producing a shared reservoir of semantics shaping other social systems through translation processes, structural coupling and coevolution...... conceptualization of different types of PMS to the levels of re-entry conceptualized in step 2 Findings This allows revealing the interplay of different types of PMS systems and whether they hinder or stabilize this long and vulnerable chain of re-entries needed in the striving for sustainable organizational...

  12. Listen to ISO 9001:2015 for organizational competitiveness: Correlation between change management and improvement

    Directory of Open Access Journals (Sweden)

    Fonseca Luis Miguel

    2017-07-01

    Full Text Available In their quest to achieve superior performance and business results, organizations have extensively adopted models such as ISO 9001 Quality Managements Standards. Research supports that Quality Management System brings significant benefits for organizations competitiveness and success and more than 1 million organizations of all activity sectors worldwide have implemented ISO 9001. In a world of increasingly complexity and interconnection, the revised ISO 9001:2015 International Standard aims to ensure that Quality Management Systems are flexible while remaining reliable. The concept of Change Management was introduced in the standard and Improvement can be achieved both in a continual/incremental mode (already present in the ISO 9001:2008 edition and in a breakthrough change/disruptive mode (new in ISO 9001:2015. ISO 9001:2015 is now closer to Business Excellence Models, such as the EFQM, that highlight the need for agility and flexibility for enduring success. To access if organizations that have already implemented ISO 9001:2015 are indeed managing change and achieving improvement, and if there is a relationship between these two variables, a survey was held with IRCA ISO 9001 Registered Auditors on a worldwide basis. Sample normality was confirmed trough Kolmogorov-Smirnov Test and the hypothesis was tested by using Pearson Correlation coefficient. The findings show that the auditee organizations have positively implemented ISO 9001:2015 requirements on change management and improvement. There is also a strong positive correlation between change management and improvement, suggesting that the organizations that properly manage change by planning, designing, implementing, and controlling change in an effective and efficient way, demonstrate a higher level of performance and results improvement. These conclusions have significant implications for the Quality/Organizational Excellence Management Body of Knowledge, requiring a new way of

  13. Contrasting Perspectives on Organizational Culture Change in Schools

    Science.gov (United States)

    Connolly, Michael; James, Chris; Beales, Bill

    2011-01-01

    The concept of organizational culture continues to be widely used for descriptive and explanatory purposes in academic, policy, and managerial debates in education and other contexts. The range of perspectives on its meaning, which are readily apparent in both educational and non-educational literature, is directly relevant to the analysis of…

  14. Organizational Commitment in Times of Change: An Alternative Research Approach.

    Science.gov (United States)

    Larkey, Linda Kathryn

    A study illustrated an interpretive approach to investigating personal commitment during radical organizational transition by examining how people talk metaphorically about commitment and identification as a process. A questionnaire was constructed to be used in phone interviews with six employee assistance program (EAP) counselors who contract…

  15. Creating a climate and culture for sustainable organizational change

    Directory of Open Access Journals (Sweden)

    Mahsa Zolghadr

    2016-11-01

    Full Text Available The objective of this research is to investigate the balance between employees’ organizational behavior and the method of managers’ decision making in creating a good organizational climate in Gas Company of Zanjan province, Iran. The statistical population of this research includes 180 professions, staffs, and managers of the company and the study selects 120 people according to random sampling and by the use of Cochran formula. The descriptive-survey research method is cross sectional type. The questionnaire made by researcher was used for data gathering and its reliability and validity was approved. SPSS software was used for data analysis, correlation test was used for the effectiveness, and the effectiveness was specified. Also, LISREL software has been used for performing structural equations of model. The results of the research state that the variables of the balance between organizational behavior of staffs such as the balance of management commitment, balance of leadership, balance of communications, balance of learning, and balance of motivation were effective on its effectiveness in creating good organizational climate in the Gas Company of Zanjan province by managers’ decision making methods.

  16. Applying Organizational Change to Promote Lesbian, Gay, Bisexual, and Transgender Inclusion and Reduce Health Disparities.

    Science.gov (United States)

    Eckstrand, Kristen L; Lunn, Mitchell R; Yehia, Baligh R

    2017-06-01

    Lesbian, gay, bisexual, and transgender (LGBT) populations face numerous barriers when accessing and receiving healthcare, which amplify specific LGBT health disparities. An effective strategic approach is necessary for academic health centers to meet the growing needs of LGBT populations. Although effective organizational change models have been proposed for other minority populations, the authors are not aware of any organizational change models that specifically promote LGBT inclusion and mitigate access barriers to reduce LGBT health disparities. With decades of combined experience, we identify elements and processes necessary to accelerate LGBT organizational change and reduce LGBT health disparities. This framework may assist health organizations in initiating and sustaining meaningful organizational change to improve the health and healthcare of the LGBT communities.

  17. An Examination of Organizational Change through Nevada's Emerging Hispanic-Serving Institutions

    Science.gov (United States)

    Martinez, Magdalena

    2015-01-01

    There is limited research on how postsecondary institutions prepare to become HSIs. This chapter examines organizational change through a group of emerging HSIs and their governance, policy, and leadership.

  18. Historical Context, Institutional Change, Organizational Structure, and the Mental Illness Career

    OpenAIRE

    Walter, Charles Thomas

    2013-01-01

    This dissertation demonstrates how patients' mental illness treatment careers depend on the change and/or stability among differing levels of social structure. Theorists of the mental illness career tend to ignore the role that higher levels of social structural change have on individuals' mental illness career. Researchers using an organizational perspective tend to focus on the organizational environment but ignore the treatment process from the individual's point of view. Both perspectives...

  19. Strategy implementation and organizational change in healthcare organizations - a distributed change leadership perspective

    DEFF Research Database (Denmark)

    Holm, Anna B.; Ulhøi, John Parm

    This paper examines some theoretical underpinnings of distributed leadership and its ability to serve as change leadership during the process of major organizational changes in healthcare organizations. The study was initiated as part of a larger research project on distributed leadership (DL......) in the healthcare sector, financed by a research grant addressing both empirical and theoretical questions. The paper clarifies the relationship between distributed leadership and change leadership, and more specifically, the characteristics of distributed leadership in the change leadership process. We also...... propose a distributed change leadership (DCL) model that permits further development of research design and empirical studies of DCL. On a more general side, with this paper we shed more light on some aspects of leadership patterns in healthcare, where there is a distinct gap....

  20. CHANGES IN THE ORGANIZATIONAL CONTEXT AND THE COMMUNICATION BETWEEN ACTORS FOLLOWING THE IMPLEMENTATION OF INTRANET

    Directory of Open Access Journals (Sweden)

    Martin Spraggon

    2008-02-01

    Full Text Available This exploratory and comparative study of two companies examines, based on multiple theoretical models of technology, the diverse relationships that develop between the Intranet and social actors. One of the analyzed companies operates in the software industry, while the other manufactures electronic components. Our research findings are threefold. Firstly, as suggested by the “technological imperative” model, we notice that the Intranet impacts several structural aspects in the organizational contexts under investigation. Secondly, we support the “strategic choice” model, which shows that the Intranet is a social construct that is created, used and changed by the human actors’ meaningful actions. Finally, based on the structurational model of Intranet, we observe that several dimensions of communication between the social actors are significantly modified as a result of the dialectical, structurational and continuous interaction that is established between the Intranet and its users. However, although the observed changes take place within the two sample companies, the quantity, the level and intensity of the changes vary according to the organizational context, which is typical of the analyzed company, and the type of industry in which the company operates.

  1. Organizational readiness for change: Preceptor perceptions regarding early immersion of student pharmacists in health-system practice.

    Science.gov (United States)

    Sanders, Kimberly A; Wolcott, Michael D; McLaughlin, Jacqueline E; D'Ostroph, Amanda; Shea, Christopher M; Pinelli, Nicole R

    To examine preceptors' perceptions regarding readiness for change pre- and post-implementation of a pilot early immersion program engaging student pharmacists in direct patient care. Student pharmacists enrolled in the second professional year of a Doctor of Pharmacy degree program completed a four-week health-system introductory pharmacy practice experience (IPPE) which was modified to include direct patient care roles in operational (drug preparation and dispensing) and clinical (comprehensive medication management) pharmacy environments. Pharmacy preceptors with direct oversight for program implementation completed a pre/post Organizational Readiness for Implementing Change (ORIC) survey and a 50-min interview or focus group post-experience. The ORIC survey evaluates two dimensions of organizational readiness for change - change commitment and change efficacy. Additional items assessed included implementation needs, support, and perceived value of the change. ORIC survey constructs were compared before and after the experience. Interviews and focus groups were audio recorded, transcribed, and evaluated by constant comparative analysis. A mixed methods approach was used to triangulate findings and develop greater understanding of the ORIC survey results. Twenty pharmacy preceptors (37 ± 8 years of age, 60% female, 65% clinical pharmacist position, 70% prior preceptor experience) participated in the study. There were no significant changes in pre/post survey constructs, except for a decline in the perception of organizational change commitment (p change (p changes for student pharmacist engagement. Copyright © 2017 Elsevier Inc. All rights reserved.

  2. Transformational Leadership and Organizational Change during Agile and DevOps Initiatives

    Science.gov (United States)

    Mayner, Stephen W.

    2017-01-01

    Organizational change initiatives are more likely to fail than to succeed, especially when the change challenges corporate culture and norms. Researchers have explored factors that contribute to change failure, to include the relationship between leadership behaviors and change success. Peer reviewed studies have yet to examine these variables in…

  3. A medical school's organizational readiness for curriculum change (MORC): development and validation of a questionnaire.

    Science.gov (United States)

    Jippes, Mariëlle; Driessen, Erik W; Broers, Nick J; Majoor, Gerard D; Gijselaers, Wim H; van der Vleuten, Cees P M

    2013-09-01

    Because successful change implementation depends on organizational readiness for change, the authors developed and assessed the validity of a questionnaire, based on a theoretical model of organizational readiness for change, designed to measure, specifically, a medical school's organizational readiness for curriculum change (MORC). In 2012, a panel of medical education experts judged and adapted a preliminary MORC questionnaire through a modified Delphi procedure. The authors administered the resulting questionnaire to medical school faculty involved in curriculum change and tested the psychometric properties using exploratory and confirmatory factor analysis, and generalizability analysis. The mean relevance score of the Delphi panel (n = 19) reached 4.2 on a five-point Likert-type scale (1 = not relevant and 5 = highly relevant) in the second round, meeting predefined criteria for completing the Delphi procedure. Faculty (n = 991) from 131 medical schools in 56 countries completed MORC. Exploratory factor analysis yielded three underlying factors-motivation, capability, and external pressure-in 12 subscales with 53 items. The scale structure suggested by exploratory factor analysis was confirmed by confirmatory factor analysis. Cronbach alpha ranged from 0.67 to 0.92 for the subscales. Generalizability analysis showed that the MORC results of 5 to 16 faculty members can reliably evaluate a school's organizational readiness for change. MORC is a valid, reliable questionnaire for measuring organizational readiness for curriculum change in medical schools. It can identify which elements in a change process require special attention so as to increase the chance of successful implementation.

  4. Knowledge Management Impacts on Organizational Proficiency in a Changing Demographic Nuclear Industry

    International Nuclear Information System (INIS)

    Heler, D.; Marco, J. A.

    2016-01-01

    Full text: The US nuclear energy industry has focused on workforce development and planning efforts over the past decade in anticipation of a large number of retirements taking place. Efforts by the US nuclear industry to replace retiring workers with younger staff to close the knowledge gap and improve organizational proficiency have started. This is resulting in a bimodal workforce distribution, which means that the industry has two workforce peaks. The 2015 Nuclear Energy Institute (NEI) Workforce Pipeline Survey results illustrate a significant number of experienced and young professionals, with fewer employees in the mid-career age group. This workforce distribution can pose a challenge for US nuclear industry to ensure it has effectively implemented knowledge management elements (People, Process, and Technology) to improve organizational proficiency and maintain critical skill sets. This technical brief will examine how one US nuclear plant performance dropped, which in part was a result of a significant demographic shift in their organizations. In addition, the paper will explore the challenge organizations may have as they undergo demographic changes without proper knowledge management programmes in place. (author

  5. Readiness for Organizational Change: Do Organizational Commitment and Social Relationships in the Workplace Make a Difference?

    Science.gov (United States)

    Madsen, Susan R.; Miller, Duane; John, Cameron R.

    2005-01-01

    Businesses are confronting continuous and unparalleled changes. For organizations to assist employees in being motivated and prepared for change, it is essential that managers, leaders, and organization development professionals understand factors that may influence individual change readiness. The purpose of the research study examined here was…

  6. The role of organizational structure in readiness for change: A conceptual integration.

    Science.gov (United States)

    Benzer, Justin K; Charns, Martin P; Hamdan, Sami; Afable, Melissa

    2017-02-01

    The purpose of this review is to extend extant conceptualizations of readiness for change as an individual-level phenomenon. This review-of-reviews focuses on existing conceptual frameworks from the dissemination, implementation, quality improvement, and organizational transformation literatures in order to integrate theoretical rationales for how organization structure, a key dimension of the organizational context, may impact readiness for change. We propose that the organization structure dimensions of differentiation and integration impact readiness for change at the individual level of analysis by influencing four key concepts of relevance, legitimacy, perceived need for change, and resource allocation. We identify future research directions that focus on these four key concepts.

  7. The cricket and the ant : Organizational trade-offs in changing environments

    NARCIS (Netherlands)

    Peli, Gabor; Bruggeman, Jeroen

    2007-01-01

    Organizations face trade-offs when they adopt strategies in changing resource environments. The type of trade-off depends on the type of resource change. This paper offers an organizational trade-off model for quantitative resource changes. We call it the "Cricket and Ant" (CA) model, because the

  8. Change Orientations: The Effects of Organizational Climate on Principal, Teacher, and Community Transformation

    Science.gov (United States)

    Smith, Page A.; Maika, Sean A.

    2008-01-01

    This research investigates the openness that teachers and principals have to change--specifically, the openness of the faculty to community pressure for change. Three dimensions of change are examined (teacher, principal, and community), as well as four aspects of organizational climate (institutional vulnerability, collegial leadership,…

  9. Adaptation to Organizational Change: The Role of Meaning-making and other Psychological Resources

    NARCIS (Netherlands)

    Van den Heuvel, M.

    2013-01-01

    The pace of organizational change has increased and multiple change-initiatives tend to overlap, therefore, organizations are in need of resourceful, adaptable employees who can handle change on an ongoing basis. This thesis uses a micro-level resource-perspective to broaden our understanding of

  10. Experiential Workshop with Educational Leadership Doctoral Students: Managing Affective Reactions to Organizational Change

    Science.gov (United States)

    Falls, Leigh; Jara, Teresa; Sever, Tim

    2009-01-01

    Managing change processes, resistance to change, and organizational members' emotional reactions to change are crucial skills for future educational leaders to learn. Our case study is based on a workshop conducted using two experiential exercises to facilitate current educational leadership doctoral students' reflections on their own reactions to…

  11. A Change Management, Systems Thinking, or Organizational Development Approach to the No Child Left Behind Act

    Science.gov (United States)

    Galloway, Dominique L.

    2007-01-01

    Problems with implementation of the No Child Left Behind Act (NCLB) can be assessed in light of change management theory. Viewing stakeholders collectively as a corporate entity supports employing change management strategies to make the NCLB work. Examining ways that organizational controls and change management can work together points to…

  12. A Measure of Toxicity: The Challenge of Employee Fit in Organizational Change

    Science.gov (United States)

    Mize, Nicolas G.

    2016-01-01

    Principal Vanessa Sanchez assumed leadership of a high-need, high-poverty urban school with a mandate from the district superintendent to change the school culture and to build an instructional team aligned to the principal's theory of change. The central dilemma of the case is how to lead organizational change while managing interpersonal…

  13. Testing a measure of organizational learning capacity and readiness for transformational change in human services.

    Science.gov (United States)

    Bess, Kimberly D; Perkins, Douglas D; McCown, Diana L

    2011-01-01

    Transformative organizational change requires organizational learning capacity, which we define in terms of (1) internal and (2) external organizational systems alignment, and promoting a culture of learning, including (3) an emphasis on exploration and information, (4) open communication, (5) staff empowerment, and (6) support for professional development. We shortened and adapted Watkins and Marsick's Dimensions of Learning Organizations Questionnaire into a new 16-item Organizational Learning Capacity Scale (OLCS) geared more toward nonprofit organizations. The OLCS and its subscales measuring each of the above 6 dimensions are unusually reliable for their brevity. ANOVAs for the OLCS and subscales clearly and consistently confirmed extensive participant observations and other qualitative data from four nonprofit human service organizations and one local human service funding organization.

  14. Worklife Improvement and Leadership Development study: a learning experience in leadership development and "planned" organizational change.

    Science.gov (United States)

    Cummings, Greta G; Spiers, Judith A; Sharlow, Janice; Germann, Paula; Yurtseven, Ozden; Bhatti, Aslam

    2013-01-01

    In response to increasing recognition of the importance of quality health care work environments, the Alberta Cancer Board initiated a province-wide leadership development program to plan for organizational change through a series of stages. In 2004, the Leadership Development Initiative (LDI) was implemented to facilitate organizational learning using a cohort-based leadership intervention based on a communities of practice framework. The aim of the Worklife Improvement and Leadership Development study was to examine both the outcomes and experiences of participants of the LDI program to better understand leadership development, implementation, and its impact on worklife quality among 5 cohorts of health care managers and staff at the Alberta Cancer Board. This study used both structured survey and interview methods, using a pretest-intervention-posttest quasi-experiment without a control group design, to assess the effects of LDI on worklife of leaders and staff. Surveys included the Leadership Practices Inventory and Areas of Worklife Scale, which looked at meaningfulness of work and organizational engagement. Interviews and focus group data provided a more detailed description of the experience of leadership development and perceptions of organizational worklife. The study revealed layers of information about the complexity of individual and collective leadership in a cohort-based design, perceptions of leadership initiatives, organizational worklife, and planned organizational change. Our findings suggest that early changes in how leaders reflected on their own skills and practices (Leading Self) were positive; however, growing disengagement as the LDI continued was evident in the focus group data, particularly when change in behavior of others was not perceived to be evident. To support the effectiveness and success of a leadership initiative, managers and administrators need to implement strategies designed to help leaders grow and cope with ongoing flux of

  15. Organizational models as configurations of structure, culture, leadership, control, and change strategy

    Directory of Open Access Journals (Sweden)

    Janićijević Nebojša

    2017-01-01

    Full Text Available Starting from the axioms of consistency, stability, contingency, and configuration, research on organizational structure, culture, control, leadership, and change management strategy has shown that their typical configurations, or models, can be differentiated according to the same two criteria: distribution of power and dominant organizational dimension. On the one hand there are models of structure, culture, control, leadership, and change management strategy that are based on an unequal, or authoritarian, distribution of power within organizations, while on the other hand there are models that are based on democratic, or equal, distribution of power. Also, on the one hand there are models of structure, culture, control, leadership, and change strategy that are based on work structure and tasks, while on the other hand there are models of these organizational components that are based on social structure, people, and their relationships. Harmonization of typical configurations of organizational structure, culture, control, leadership, and change strategy occurs due to the harmonization of the differentiation criteria. Based on this harmonization, four organizational models have been identified as typical configurations of structure, culture, control, leadership, and change strategy: the autocratic, bureaucratic, innovative, and task models. Each of these models is effective in a different environmental contingency.

  16. Organizational Diagnosis - a Management Tool for Change. Case Study in Satu Mare County Hospital

    Directory of Open Access Journals (Sweden)

    Cătălin BABA

    2009-02-01

    Full Text Available Most human activities are the product ofcoordinated actions performed by individualsworking as a team rather than individuals workingalone. Thus, the processes through which theyaccomplish their tasks, change, decide andrelate to each other inside an organization isessential. This paper is about the importanceof Organizational Diagnosis in management ofchange. Organizational Diagnosis is an essentialstep in every initiative of change, and with everchanging environment in which flexibility andcreativity are proving to be key values, mostmanagers are interested in questions regardingthe nature of organizational process and structure,human relations, and nature of change. The paperpresents such a case of using organizationaldiagnosis as a management tool in a changeprocess inside a health care organization. Usingthis tool has helped the management team identifythe existing gaps between “what is” and “whatshould be” and has increased the chances of asuccessful change process.

  17. Building capacity for evidence informed decision making in public health: a case study of organizational change

    Directory of Open Access Journals (Sweden)

    Peirson Leslea

    2012-02-01

    Full Text Available Abstract Background Core competencies for public health in Canada require proficiency in evidence informed decision making (EIDM. However, decision makers often lack access to information, many workers lack knowledge and skills to conduct systematic literature reviews, and public health settings typically lack infrastructure to support EIDM activities. This research was conducted to explore and describe critical factors and dynamics in the early implementation of one public health unit's strategic initiative to develop capacity to make EIDM standard practice. Methods This qualitative case study was conducted in one public health unit in Ontario, Canada between 2008 and 2010. In-depth information was gathered from two sets of semi-structured interviews and focus groups (n = 27 with 70 members of the health unit, and through a review of 137 documents. Thematic analysis was used to code the key informant and document data. Results The critical factors and dynamics for building EIDM capacity at an organizational level included: clear vision and strong leadership, workforce and skills development, ability to access research (library services, fiscal investments, acquisition and development of technological resources, a knowledge management strategy, effective communication, a receptive organizational culture, and a focus on change management. Conclusion With leadership, planning, commitment and substantial investments, a public health department has made significant progress, within the first two years of a 10-year initiative, towards achieving its goal of becoming an evidence informed decision making organization.

  18. Building capacity for evidence informed decision making in public health: a case study of organizational change.

    Science.gov (United States)

    Peirson, Leslea; Ciliska, Donna; Dobbins, Maureen; Mowat, David

    2012-02-20

    Core competencies for public health in Canada require proficiency in evidence informed decision making (EIDM). However, decision makers often lack access to information, many workers lack knowledge and skills to conduct systematic literature reviews, and public health settings typically lack infrastructure to support EIDM activities. This research was conducted to explore and describe critical factors and dynamics in the early implementation of one public health unit's strategic initiative to develop capacity to make EIDM standard practice. This qualitative case study was conducted in one public health unit in Ontario, Canada between 2008 and 2010. In-depth information was gathered from two sets of semi-structured interviews and focus groups (n = 27) with 70 members of the health unit, and through a review of 137 documents. Thematic analysis was used to code the key informant and document data. The critical factors and dynamics for building EIDM capacity at an organizational level included: clear vision and strong leadership, workforce and skills development, ability to access research (library services), fiscal investments, acquisition and development of technological resources, a knowledge management strategy, effective communication, a receptive organizational culture, and a focus on change management. With leadership, planning, commitment and substantial investments, a public health department has made significant progress, within the first two years of a 10-year initiative, towards achieving its goal of becoming an evidence informed decision making organization.

  19. TRANSFORMATIONAL LEADERSHIP – THE ART OF SUCCESSFULLY MANAGING TRANSFORMATIONAL ORGANIZATIONAL CHANGES

    Directory of Open Access Journals (Sweden)

    Ionel Scaunasu

    2012-12-01

    Full Text Available Companies today face new challenges waves, striving to remain competitive in a rapidly-changing market. Transformational leadership is a strategic key approach to successfully managing organizational transformational changes, the art of boat business leads by turbulence beginning of the XXI century. In fact, this is a new quality of leadership that so-called transactional management blew it in an attempt to end the cycle of conversion efficiency. In this sense, the success of transformational organizational change management involving key people in an organization (managers to develop appropriate skill sets and attributes that characterize the so-called transformational leaders.

  20. Achieving organizational change: findings from a case study of health promoting hospitals in Taiwan.

    Science.gov (United States)

    Lee, Chiachi Bonnie; Chen, Michael S; Powell, Michael; Chu, Cordia Ming-Yeuk

    2014-06-01

    The Taiwanese Network of Health Promoting Hospitals (HPH) has been in place since 2006 and developing rapidly. The criticism of inadequate evaluation of the HPH approach taken elsewhere also holds true for the Taiwan HPH Network. Organizational change is a key to sustainable and effective health promotion, and it is also an important aspect in the European HPH movement. Therefore, this study aims to evaluate changes in organizational capacity for the implementation of HPH in Taiwan. All 55 HPH coordinators were invited to participate in the study, and 52 of them completed the questionnaires. The survey covered seven dimensions of HPH organizational capacity, and a total score of each dimension was calculated and converted to a figure on a scale of 10. This study has shown that HPH made a positive impact on HP hospitals in Taiwan regarding organizational change in capacity building for HPH. Leadership, organization culture and mission and strategy received the top three highest mean scores (8.19 ± 1.25, 8.08 ± 1.39, 7.99 ± 1.42), while staff participation received the lowest score (7.62 ± 1.26). The high level of organizational change was associated with the high satisfaction levels of organizational support from the viewpoint of the HPH coordinators. Based on a cluster analysis, a majority of the HP hospitals in Taiwan seemed to have adopted the addition model in putting the HPH initiative into practice; a few hospitals appeared to have accepted HPH initiative well through the integration model. These results presented evidence that HPH contributed to organizational capacity building of hospitals for health promotion.

  1. The role of organizational culture in policy mobilities – the case of South Korean climate change adaptation policies

    Directory of Open Access Journals (Sweden)

    S. Schäfer

    2017-07-01

    Full Text Available The conceptualization of policies as mobile and mutable knowledge is the key feature of the recent debate on policy mobilities. Policy mobility studies have focused on the movement and translation of policies as well as on the impact of mobile policies on policy-making processes and governed spaces. Given that policy mobilities have mainly been examined in comparable institutional contexts, the current debate has neglected the role of organizational culture in the translation of policies. Organizational culture is understood as a set of shared assumptions that guide what happens in organizations by defining appropriate practices of policy making. The case study, South Korean adaptation policy, illustrates that organizational culture has a significant impact on the translation of mobile adaptation policy. Besides the claim to consider organizational culture more prominently in the field of policy mobility studies, this paper illustrates the translation process of adaptation policy in the South Korean political system. The practices in South Korean political institutions dealing with climate change adaptation are highly characterized by the avoidance of risks. The propensity to avoid risks leads policy makers to focus on technical solutions to climate change adaptation and to neglect the participation of civil society.

  2. Reforming the Norwegian Police - Cultural Change as a Restoration of Organizational Ideologies, Myths and Practices

    Directory of Open Access Journals (Sweden)

    Stig O. Johannessen

    2015-09-01

    Full Text Available The paper lays out the origins of the organizational culture myth and how ideas from populist movements of cultural change together with organizational control ideologies have come to be adopted as the panacea for the ills of the Norwegian Police. The paper then draws attention to how the above trends can be explored from a process theoretical perspective with a view towards organizational culture as practices emerging from patterns of communication, power, identity and moral ethics. The discussion further deconstructs changes in the mythology of official statements to demonstrate how the changes in the official values are solidifying a fantasy of sectarian unity, which at the same time threatens to collapse the functionality of the police organization. A recent example of whistleblowing demonstrates the antithesis of this development: the importance of breaking the unity in order to avoid organizational collapse and regain constructive functionality by a different understanding of leadership and moral ethics. The paper is a contribution to a broader discussion and a call for deeper knowledge of what organizational and cultural change and reform means both in the Norwegian police and other police organizations undergoing similar processes.

  3. Organizational structure, leadership and readiness for change and the implementation of organizational cultural competence in addiction health services.

    Science.gov (United States)

    Guerrero, Erick G; Kim, Ahraemi

    2013-10-01

    Increasing representation of racial and ethnic minorities in the health care system and on-going concerns about existing health disparities have pressured addiction health services programs to enhance their cultural competence. This study examines the extent to which organizational factors, such as structure, leadership and readiness for change contribute to the implementation of community, policy and staffing domains representing organizational cultural competence. Analysis of a randomly selected sample of 122 organizations located in primarily Latino and African American communities showed that programs with public funding and Medicaid reimbursement were positively associated with implementing policies and procedures, while leadership was associated with staff having greater knowledge of minority communities and developing a diverse workforce. Moreover, program climate was positively associated with staff knowledge of communities and having supportive policies and procedures, while programs with graduate staff and parent organizations were negatively associated with knowledge of and involvement in these communities. By investing in funding, leadership skills and a strategic climate, addiction health services programs may develop greater understanding and responsiveness of the service needs of minority communities. Implications for future research and program planning in an era of health care reform in the United States are discussed. Copyright © 2013 Elsevier Ltd. All rights reserved.

  4. Assessing the Effects of Organizational Changes within the Office of the Secretary of Defense on the Nuclear Mission

    Science.gov (United States)

    2016-09-01

    change as, “the process by which an organization changes its structure, strategies, operational methods, technologies, or organizational culture to...insight and more ways to improve the OSD in supporting the nuclear enterprise. For example, by researching organizational structures and theories , a...Assessing the Effects of Organizational Changes within the Office of the Secretary of Defense on the Nuclear Mission GRADUATE RESEARCH

  5. Managing organizational change in an international scientific network: A study of ICES reform processes

    NARCIS (Netherlands)

    Stange, K.; Olssen, P.; Österblom, H.

    2012-01-01

    Organizations involved in the governance of natural resources are challenged to adjust to the call for more holistic management approaches. This often necessitates organizational change. Here change processes in the International Council for the Exploration of the Sea (ICES) during the years

  6. A Qualitative Study of Superintendent Leadership Experiences during a Top-Down Organizational Change

    Science.gov (United States)

    Bryant, Johane

    2014-01-01

    The purpose was to investigate common experiences of superintendents as they responded to realignment of leadership responsibilities during an organizational change initiated by mayoral control. To discover the shared essence of changes in leadership responsibilities experienced by superintendents, individuals "told their stories" to…

  7. Matchmaking in organizational change : Does every employee value participatory leadership? An empirical study

    NARCIS (Netherlands)

    Rogiest, Sofie; Segers, Jesse; van Witteloostuijn, Arjen

    2018-01-01

    Although leadership is generally considered an important lever to increase commitment during organizational change, empirical research has yet to unravel many of the underlying mechanisms. In this paper, we propose that the impact of participative leadership on affective commitment to change will be

  8. How CEOs get in the way of organizational change and what they ...

    African Journals Online (AJOL)

    The Structural Adjustment Programme, which was introduced in the mid 1980s, brought real competition into some sectors. The stunted growth of the economy increased the intensity of competition. As the rules of the game changed, there was a need to change systems, organizational culture and processes among others.

  9. The Effect of Organizational Learning Patterns on Leading Strategic Change among Higher Education Institutions of Ethiopia

    Science.gov (United States)

    Olla, Woyita W.

    2013-01-01

    Innovations and reforms are crucial for both public and Christian higher education institutions in order to survive and thrive in an increasingly complex and turbulent today's environment. Although there is a plethora of literature on strategic change, the effect of organizational learning on leading strategic change has been barely investigated…

  10. Removing the Blinders: Toward an Integrative Model of Organizational Change in Sport and Physical Activity.

    Science.gov (United States)

    Cunningham, George B.

    2002-01-01

    Discusses the nature of the change process in physical education and sports, presenting a model to incorporate in studies of radical organizational change. The integration of four theories (institutionalism, population ecology, strategic choice, and resource dependence) provides the basis for the model. The paper offers a hypothetical example and…

  11. Building skills in organizational and systems changes: a DNP-FNP clinical curriculum.

    Science.gov (United States)

    Hoyle, Christine; Johnson, Gail

    2015-04-13

    DNP-prepared nurse practitioner leaders play a pivotal role in organizational change and quality improvement consistent with the IHI Triple Aim: improving quality of care, health of populations, and reducing cost. A DNP-FNP curriculum is described, designed to build students' leadership competencies for systems change in healthcare settings.

  12. Examining an Evolution: A Case Study of Organizational Change Accompanying the Community College Baccalaureate

    Science.gov (United States)

    McKinney, Lyle; Morris, Phillip A.

    2010-01-01

    This study examined the nature and degree of organizational change that occurs when community colleges offer their own baccalaureate degree programs. Utilizing qualitative research methodology, we investigated how executive administrators at two Florida colleges managed this momentous change process and how this transformation has affected their…

  13. Distributed Leadership and Organizational Change: Implementation of a Teaching Performance Measure

    Science.gov (United States)

    Sloan, Tine

    2013-01-01

    This article explores leadership practice and change as evidenced in multiple data sources gathered during a self-study implementation of a teaching performance assessment. It offers promising models of distributed leadership and organizational change that can inform future program implementers and the field in general. Our experiences suggest…

  14. Organizational Networks

    DEFF Research Database (Denmark)

    Grande, Bård; Sørensen, Ole Henning

    1998-01-01

    The paper focuses on the concept of organizational networks. Four different uses of the concept of organizational network are identified and critically discussed. Special focus is placed on how information and communication technologies as communication mediators and cognitive pictures influence...... the organizational forms discussed in the paper. It is asserted that the underlying organizational phenomena are not changing but that the manifestations and representations are shifting due to technological developments....

  15. Moderating Effects of Organizational Comitment of Islamic Work Etthic Influence to the Attitudes Toward Organizational Change

    OpenAIRE

    ., Arifuddin; Andi, kusumawati; ., Muallimin; ., Rahmawaty

    2016-01-01

    - Abstract: Accounting is moral and discursive practices (not connected to each other), it concerns the moral dimension (ethical) of individuals (accountant). accounting is the practice of transformation that has strong potential to change everything in the world, make a difference for its presence or absence, and affect the life experiences of other individuals. For example, the discourse of cost and standard variants, budgets, profit, return on investment and others are cl...

  16. Moderation Effects of Organizational Commitment of Islamic Work Ethic Influence to the Attitudes Toward Organizational Change

    OpenAIRE

    Arifuddin, Arifuddin

    2014-01-01

    IJER Vol 11 No. 3 Accounting is moral and discursive practices (not connected to each other), it concerns the moral dimension (ethical) of individuals (accountant). accounting is the practice of transformation that has strong potential to change everything in the world, make a difference for its presence or absence, and affect the life experiences of other individuals. For example, the discourse of cost and standard variants, budgets, profit, return on investment and others ...

  17. Distributed Leadership in Organizational Change Processes: A Qualitative Study in Public Hospital Units

    DEFF Research Database (Denmark)

    Kjeldsen, Anne Mette; Jonasson, Charlotte; Ovesen, Maria

    2015-01-01

    This paper proposes that the emergence and boundaries of distributed leadership (DL) are developed in a dynamic interplay with planned as well as emergent organizational change. The empirical findings are based on a qualitative, longitudinal case study with interviews conducted at two different....../non-routine, various goals, and organizational planning affect a simultaneous widening or restriction of the local DL. In return, such local DL also leads to ongoing changes in the form of novel work routines for improved collaboration. Moreover, the findings show that restrictions of DL are in some cases considered...

  18. The (non)sense of organizational change : An Essai about universal management hypes, sick consultancy metaphors, and healthy organization theories

    NARCIS (Netherlands)

    Sorge, A; van Witteloostuijn, A

    The global business world is infected by a virus that induces a permanent need for organizational change, which is fed by the management consultancy industry. The nature of the organizational change hype changes colour frequently, through the emergence of new universal management fashions. An urge

  19. Changing Organizations: A Meta-Analysis of Change Implementation Strategies' Effects on Organizational Outcomes

    National Research Council Canada - National Science Library

    Welborn, Jay

    2001-01-01

    .... Participation resulted in a positive impact on job satisfaction, organizational commitment, performance, and turnover rates, while communication resulted in a positive impact on job satisfaction...

  20. Enterprise Information Technology Organizational Flexibility: Managing Uncertainty and Change

    Science.gov (United States)

    Patten, Karen Prast

    2009-01-01

    Chief Information Officers (CIOs) lead enterprise information technology organizations (EITOs) in today's dynamic competitive business environment. CIOs deal with external and internal environmental changes, changing internal customer needs, and rapidly changing technology. New models for the organization include flexibility and suggest that CIOs…

  1. Re-thinking barriers to organizational change in public hospitals.

    Science.gov (United States)

    Edwards, Nigel; Saltman, Richard B

    2017-01-01

    Public hospitals are well known to be difficult to reform. This paper provides a comprehensive six-part analytic framework that can help policymakers and managers better shape their organizational and institutional behavior. The paper first describes three separate structural characteristics which, together, inhibit effective problem description and policy design for public hospitals. These three structural constraints are i) the dysfunctional characteristics found in most organizations, ii) the particular dysfunctions of professional health sector organizations, and iii) the additional dysfunctional dimensions of politically managed organizations. While the problems in each of these three dimensions of public hospital organization are well-known, and the first two dimensions clearly affect private as well as publicly run hospitals, insufficient attention has been paid to the combined impact of all three factors in making public hospitals particularly difficult to manage and steer. Further, these three structural dimensions interact in an institutional environment defined by three restrictive context limitations, again two of which also affect private hospitals but all three of which compound the management dilemmas in public hospitals. The first contextual limitation is the inherent complexity of delivering high quality, safe, and affordable modern inpatient care in a hospital setting. The second contextual limitation is a set of specific market failures in public hospitals, which limit the scope of the standard financial incentives and reform measures. The third and last contextual limitation is the unique problem of generalized and localized anxiety , which accompanies the delivery of medical services, and which suffuses decision-making on the part of patients, medical staff, hospital management, and political actors alike. This combination of six institutional characteristics - three structural dimensions and three contextual dimensions - can help explain why

  2. Reforming primary healthcare: from public policy to organizational change.

    Science.gov (United States)

    Gilbert, Frédéric; Denis, Jean-Louis; Lamothe, Lise; Beaulieu, Marie-Dominique; D'amour, Danielle; Goudreau, Johanne

    2015-01-01

    Governments everywhere are implementing reform to improve primary care. However, the existence of a high degree of professional autonomy makes large-scale change difficult to achieve. The purpose of this paper is to elucidate the change dynamics and the involvement of professionals in a primary healthcare reform initiative carried out in the Canadian province of Quebec. An empirical approach was used to investigate change processes from the inception of a public policy to the execution of changes in professional practices. The data were analysed from a multi-level, combined contextualist-processual perspective. Results are based on a longitudinal multiple-case study of five family medicine groups, which was informed by over 100 interviews, questionnaires, and documentary analysis. The results illustrate the multiple processes observed with the introduction of planned large-scale change in primary care services. The analysis of change content revealed that similar post-change states concealed variations between groups in the scale of their respective changes. The analysis also demonstrated more precisely how change evolved through the introduction of "intermediate change" and how cycles of prescribed and emergent mechanisms distinctively drove change process and change content, from the emergence of the public policy to the change in primary care service delivery. This research was conducted among a limited number of early policy adopters. However, given the international interest in turning to the medical profession to improve primary care, the results offer avenues for both policy development and implementation. The findings offer practical insights for those studying and managing large-scale transformations. They provide a better understanding of how deliberate reforms coexist with professional autonomy through an intertwining of change content and processes. This research is one of few studies to examine a primary care reform from emergence to implementation

  3. Organizational Citizenship Behavior, Job Satisfaction and Commitment to School: Is There Any Significant Difference between Male and Female Teachers?

    Science.gov (United States)

    Jenaabadi, Hossein; Okati, Ehsan; Sarhadi, Aliyavar

    2013-01-01

    This research investigated the gender differences in job satisfaction, organizational commitment and organizational citizenship behavior in sample included 200 male and 200 female teachers and 80 male managers in boy elementary schools in Zahedan. Data was collected by means of questionnaires and was analyzed through Factorial Analysis of…

  4. ORGANIZATIONAL CHANGE MODELS IN SMALL AND MEDIUM SIZED ENTERPRISES (SMES)

    OpenAIRE

    Oliviana Bold, Ph. D Student

    2011-01-01

    Bringing forward the concepts of change and change management is no longer surprising nowadays. Small and Medium Enterprises (SMEs) face unique and difficult challenges in the business environment. Challenges to the growth and viability of Small and Medium Enterprises (SMEs) are arising from several external factors, like globalization, increased customer expectations or competition, technological advances, all of the factors being determined by the change. SMEs need to successfully deal with...

  5. Autonomy and Emotion Management. Middle managers in welfare professions during radical organizational change

    OpenAIRE

    Hulda Mjöll Gunnarsdóttir

    2016-01-01

    This case study was conducted among middle managers during a period of radical change within the Norwegian child welfare service. Our goal was to explore how the middle managers handle and respond to emotional dissonance and constraints in autonomy during the change process. We collected data through group meetings, individual interviews, and focus groups. Prior research on middle managers has shown their importance in the implementation of organizational change. We propose that middle manage...

  6. Organizational changes to improve the harmonic operations and corporate companies in the Republic of Macedonia

    OpenAIRE

    Kalapoceva, Sanja

    2014-01-01

    Organizational change is a very simple concept between successful companies . Course plays an important role in building productive business . However , some companies still have not grasped the magnitude of change . It is inevitable for employees in a company to avoid change , just as they would not be willing to accept what is unfamiliar and stressful . Employees are comfortable when working in their current environment and working environment . They do not want a lot of work...

  7. Organizational readiness for implementing change: a psychometric assessment of a new measure.

    Science.gov (United States)

    Shea, Christopher M; Jacobs, Sara R; Esserman, Denise A; Bruce, Kerry; Weiner, Bryan J

    2014-01-10

    Organizational readiness for change in healthcare settings is an important factor in successful implementation of new policies, programs, and practices. However, research on the topic is hindered by the absence of a brief, reliable, and valid measure. Until such a measure is developed, we cannot advance scientific knowledge about readiness or provide evidence-based guidance to organizational leaders about how to increase readiness. This article presents results of a psychometric assessment of a new measure called Organizational Readiness for Implementing Change (ORIC), which we developed based on Weiner's theory of organizational readiness for change. We conducted four studies to assess the psychometric properties of ORIC. In study one, we assessed the content adequacy of the new measure using quantitative methods. In study two, we examined the measure's factor structure and reliability in a laboratory simulation. In study three, we assessed the reliability and validity of an organization-level measure of readiness based on aggregated individual-level data from study two. In study four, we conducted a small field study utilizing the same analytic methods as in study three. Content adequacy assessment indicated that the items developed to measure change commitment and change efficacy reflected the theoretical content of these two facets of organizational readiness and distinguished the facets from hypothesized determinants of readiness. Exploratory and confirmatory factor analysis in the lab and field studies revealed two correlated factors, as expected, with good model fit and high item loadings. Reliability analysis in the lab and field studies showed high inter-item consistency for the resulting individual-level scales for change commitment and change efficacy. Inter-rater reliability and inter-rater agreement statistics supported the aggregation of individual level readiness perceptions to the organizational level of analysis. This article provides evidence in

  8. DSS FOR ORGANIZATIONAL DIAGNOSIS

    NARCIS (Netherlands)

    FROWEIN, JC; POSTMA, TJBM

    1992-01-01

    Information technology in relation to organizational diagnosis and organizational change is the subject of extensive and increasing discussion. A condition for change is insight into organizational problems. This paper discusses the relation between the concepts ''problem'', ''decision making'' and

  9. Organizational Change from Scientific Management to the Learning Organization--Implications for New Work Systems.

    Science.gov (United States)

    Fusch, Gene E.

    Western enterprises confront an era of global competition in which industry leaders can no longer overlook negative effects originating from past Taylorist and autocratic organizational structures. Corporate leaders are exploring innovative methods to change their organizations from the Taylorist model to workplace environments that foster worker…

  10. Uncharted waters : A behavioral approach to when, why and which organizational changes are adopted

    NARCIS (Netherlands)

    van den Oever, Koen

    2017-01-01

    This dissertation contributes to organization theory and strategy literatures by taking a behavioral perspective on exploring when, why, and which organizational changes are adopted. It consists of four empirical essays that consider: (1) which tactics middle managers employ to gain support from top

  11. Managers and Information Technology: A Case Study of Organizational Change in County Government.

    Science.gov (United States)

    Rosenbaum, Howard

    1992-01-01

    Discussion of the interrelationship of information technology, managers, and users, and the structure of public sector organizations focuses on a case study that examined the organizational changes in the information services department of a large, urban county government as a result of the use of sophisticated information technologies. (11…

  12. Teachers' Perception on the Relationship between Change Leadership and Organizational Commitment

    Science.gov (United States)

    Savas, Ahmet Cezmi; Kosker, Erkan; Demir, Selcuk; Utar, Nurten

    2015-01-01

    The aim of this survey is to analyze the perception of teachers regarding the relationship between change leadership and organizational commitment. The study sample is 221 teachers working in the schools of Gaziantep, Sanliurfa and Mardin during the 2014-15 educational year since it is easier to reach them. The sample choice of our study has been…

  13. Organizational Change and Conflict: A Case Study of the Bureau of Indian Affairs.

    Science.gov (United States)

    Champagne, Duane

    1983-01-01

    Despite attempts by Congress during the 1970s to reform and reorganize the Bureau of Indian Affairs (BIA), it has maintained substantive control over reservation institutions. A key to understanding BIA resistance to change appears to lie in organizational imperative of area directors to preserve and enhance their control over bureaucratic…

  14. Employability as a New Mission? Organizational Changes in Chinese Vocational Colleges

    Science.gov (United States)

    Yang, Po; Lin, Xiao Ying

    2014-01-01

    The purpose of this study is to analyze the recent development of Chinese vocational colleges from two perspectives: the adoption of employability as a new institutional mission and organizational changes in six areas. The analysis is based on a multiple-case study. The analytical frameworks are developed from sociological theory and…

  15. Organizational Change at the Edge of Chaos: A Complexity Theory Perspective of Autopoietic Systems

    Science.gov (United States)

    Susini, Domenico, III.

    2010-01-01

    This qualitative phenomenological study includes explorations of organizational change phenomena from the vantage point of complexity theory as experienced through the lived experiences of eight senior level managers and executives based in Northern N.J. who have experienced crisis situations in their organizations. Concepts from the natural…

  16. Evaluating Organizational Change at a Multinational Transportation Corporation: Method and Reflections

    Science.gov (United States)

    Plakhotnik, Maria S.

    2016-01-01

    The purpose of this perspective on practice is to share my experience conducting an organizational change evaluation using qualitative methodology at a multinational transportation company Global Logistics. I provide a detailed description of the three phase approach to data analysis and my reflections on the process.

  17. Explaining Employees' Evaluations of Organizational Change with the Job-Demands Resources Model

    Science.gov (United States)

    van Emmerik, I. J. Hetty; Bakker, Arnold B.; Euwema, Martin C.

    2009-01-01

    Purpose: Departing from the Job Demands-Resources (JD-R) model, the paper examined the relationship between job demands and resources on the one hand, and employees' evaluations of organizational change on the other hand. Design/methodology/approach: Participants were 818 faculty members within six faculties of a Dutch university. Data were…

  18. A Qualitative and Quantitative Assessment of Readiness for Organizational Change Literature

    Science.gov (United States)

    2008-06-01

    positively correlated with the individual’s ability to cope with organizational change. Self-Esteem. Self-esteem was defined by Coopersmith (1967) as a...years of research. Journal of Applied Psychology, 85(5), 678-707. Coopersmith , S. (1967). The antecedents of self-esteem. Palo Alto, CA

  19. The Broad vs. the Pointed Brush: Status Change, Stigma and Blame Following Fast Organizational Failure

    DEFF Research Database (Denmark)

    Andersen, Kristina Vaarst; Lorenzen, Mark; Nowinska, Agnieska

    This paper explores labor market mechanisms of intra-professional status change following fast organizational failure. We undertake a case study of a collapsed high-profile bunker oil company, selected on account of its failure’s scale, speed, and organizational and geographical heterogeneity....... Using unique hand-collected qualitative and quantitative data, we examine the careers of the organization’s displaced employees. At odds with extant theory on stigma, we do not find any general status loss. We explain this by the fast decline and aftermath after bankruptcy of this particular...

  20. Organizational changes help Benin NGO better protect fragile ...

    International Development Research Centre (IDRC) Digital Library (Canada)

    2016-04-28

    Apr 28, 2016 ... ... climate change adaptation, and sustainable management of fragile ecosystems. ... build community-level capacity for sustainable development through ... solution is to build new houses in more secure areas and to relocate ...

  1. Predictors of Response and Mechanisms of Change in an Organizational Skills Intervention for Students with ADHD.

    Science.gov (United States)

    Langberg, Joshua M; Becker, Stephen P; Epstein, Jeffery N; Vaughn, Aaron J; Girio-Herrera, Erin

    2013-10-01

    The purpose of the study was to evaluate predictors of response and mechanisms of change for the Homework, Organization, and Planning Skills (HOPS) intervention for middle school students with Attention-Deficit/Hyperactivity Disorder (ADHD). Twenty-three middle school students with ADHD (grades 6-8) received the HOPS intervention implemented by school mental health providers and made significant improvements in parent-rated materials organization and planning skills, impairment due to organizational skills problems, and homework problems. Predictors of response examined included demographic and child characteristics, such as gender, ethnicity, intelligence, ADHD and ODD symptom severity, and ADHD medication use. Mechanisms of change examined included the therapeutic alliance and adoption of the organization and planning skills taught during the HOPS intervention. Participant implementation of the HOPS binder materials organization system and the therapeutic alliance as rated by the student significantly predicted post-intervention outcomes after controlling for pre-intervention severity. Adoption of the binder materials organization system predicted parent-rated improvements in organization, planning, and homework problems above and beyond the impact of the therapeutic alliance. These findings demonstrate the importance of teaching students with ADHD to use a structured binder organization system for organizing and filing homework and classwork materials and for transferring work to and from school.

  2. The role of advocacy in occasioning community and organizational change in a medical-legal partnership.

    Science.gov (United States)

    Anderson-Carpenter, Kaston D; Collie-Akers, Vicki; Colvin, Jeffrey D; Cronin, Katie

    2013-01-01

    Health disparities among low-income individuals remain a significant problem. A number of social determinants are associated with adverse health outcomes. Medical-legal partnerships address legal concerns of low-income individuals to improve health and wellness in adults and children. The Medical-Legal Partnership at Legal Aid of Western Missouri provides free direct legal services for patients with legal concerns affecting health. There is limited evidence regarding the association between advocacy-related efforts and changes within both the medical-legal partnership structure and in health-care facilities. Three health-care organizations in Kansas City, MO participated in implementing the medical-legal partnership model between 2007 and 2010. Advocacy efforts conducted by key medical-legal partnership personnel were strongly associated with changes in health-care organizations and within the medical-legal partnership structure. This study extends the current evidence base by examining the types of advocacy efforts required to bring about community and organizational changes.

  3. Research in industrial and organizational psychology from 1963 to 2007: changes, choices, and trends.

    Science.gov (United States)

    Cascio, Wayne F; Aguinis, Herman

    2008-09-01

    The authors conducted a content analysis of all articles published in the Journal of Applied Psychology and Personnel Psychology from January 1963 to May 2007 (N = 5,780) to identify the relative attention devoted to each of 15 broad topical areas and 50 more specific subareas in the field of industrial and organizational (I-O) psychology. Results revealed that (a) some areas have become more (or less) popular over time, whereas others have not changed much, and (b) there are some lagged relationships between important societal issues that involve people and work settings (i.e., human-capital trends) and I-O psychology research that addresses them. Also, much I-O psychology research does not address human-capital trends. Extrapolating results from the past 45 years to the next decade suggests that the field of I-O psychology is not likely to become more visible or more relevant to society at large or to achieve the lofty goals it has set for itself unless researchers, practitioners, universities, and professional organizations implement significant changes. In the aggregate, the changes address the broad challenge of how to narrow the academic-practitioner divide.

  4. The Human Side of Change: Towards a Pragmatic, Evolutionary Conception of Cognition and Emotion in Organizational Change

    Science.gov (United States)

    Smith, Jason Wayne

    2009-01-01

    This dissertation synthesizes and analyzes an emblematic sample of three prevalent psychological approaches to organizational change and learning, giving particular attention to the conception of cognition and emotion. It also explores some of the philosophical and psychological assumptions undergirding these approaches. A web model depicting…

  5. Managing organizational change: strategies for the female health care supervisor.

    Science.gov (United States)

    Davies, G

    1990-07-01

    In responding to resistance to change in the current health care organization, the new female supervisor can learn to support her staff in encountering and accepting these changes. The strategies and skills discussed above are characteristic of a supervisory style that may naturally occur for women, but also can be incorporated into the leadership style of men in health care management today. Health care leaders of tomorrow must work from an androgynous framework in which the behavior patterns and responses of each gender are learned and used appropriately by both men and women. Sargent suggests that the best managers are androgynous and that this is the inevitable wave of the future. Whether man or woman, a supervisor should learn, accept, and use methods that are characteristic of both sexes to be successful in managing people. Women and men must learn from each other's strengths and share these diverse skills. Given that women now outnumber men in health care management positions and organizations are changing to a more nurturing environment, the androgynous supervisor will be the successful leader of the future. Finally, women in health care supervisory positions have the potential to bring change where it is badly needed. Women in these roles often have a system wide view of health care policy issues that recognizes less federal commitment to social programs. Many women in health care positions believe that the issues of children, women, the elderly, the poor, and the homeless need focused attention. The growing number of women in health care supervisory and leadership roles is an important factor in changing national health policy for the benefit of these groups.(ABSTRACT TRUNCATED AT 250 WORDS)

  6. Effects of organizational change on work-related empowerment, employee satisfaction, and motivation.

    Science.gov (United States)

    Kuokkanen, Liisa; Suominen, Tarja; Härkönen, Eeva; Kukkurainen, Marja-Leena; Doran, Diane

    2009-01-01

    This article reports the results of a longitudinal quantitative study on nurses' views on factors promoting and impeding empowerment and examines the relationship between work-related empowerment and background variables in one hospital. Data were collected using a self-administered questionnaire and analyzed statistically. Nurses gave lowest assessments of promoting factors on the second measurement occasion, a time when the organization was going through major changes. Both job satisfaction and motivation showed a positive relationship with factors promoting empowerment. Organizational changes have a direct effect on the work environment in terms of empowerment and job satisfaction. To cope successfully with changes, special attention must be paid to personnel management. It seems that factors promoting and impeding empowerment can be used to measure effects of organizational changes as well.

  7. Organizational Learning: Keeping Pace with Change through Action Learning

    OpenAIRE

    Yeadon-Lee, Annie

    2015-01-01

    In the current climate of economic ‘austerity’, organisational learning has increasingly gained importance, and a need for new ways of transferring learning has been identified. Organisational learning is seen as key to organisational success, ensuring both competitive advantage and organisational longevity. However, in order for organisations to keep pace with change they must not only strive to learn but also pay attention to how they might learn. A dominant view within the field of organis...

  8. Management, restructuring and industrial relations : organizational change within the United Kingdom broadcasting industry, 1979-2002

    OpenAIRE

    Quinn, Brian J.

    2007-01-01

    In the past decade researchers began to remedy a literature deficit in the study of broadcasting institutions – addressing in particular the issues of labour process, restructuring and industrial relations. This thesis which considers management change, industrial relations and restructuring within the United Kingdom (‘UK’) broadcasting industry employs a case study format with a view to highlighting the variations of industry (macro) and firm (micro) based restructuring. Organizational chang...

  9. Matchmaking in organizational change : does every employee value participatory leadership? An empirical study

    OpenAIRE

    Rogiest, Sofie; Segers, Jesse; Witteloostuijn, van, Arjen

    2018-01-01

    Abstract: Although leadership is generally considered an important lever to increase commitment during organizational change, empirical research has yet to unravel many of the underlying mechanisms. In this paper, we propose that the impact of participative leadership on affective commitment to change will be contingent on employees orientation toward leadership. In our empirical study in two police organizations, we find evidence that followers orientation toward leadership is a useful inter...

  10. Autonomy and Emotion Management. Middle managers in welfare professions during radical organizational change

    Directory of Open Access Journals (Sweden)

    Hulda Mjöll Gunnarsdóttir

    2016-03-01

    Full Text Available This case study was conducted among middle managers during a period of radical change within the Norwegian child welfare service. Our goal was to explore how the middle managers handle and respond to emotional dissonance and constraints in autonomy during the change process. We collected data through group meetings, individual interviews, and focus groups. Prior research on middle managers has shown their importance in the implementation of organizational change. We propose that middle managers conduct emotion work, emotional labor, and emotional balancing in response to the increased complexity of organizational expectations during change processes. Further, we argue that the need for relevant emotion management reflects a threat to managers’ autonomy. Our findings indicate that middle managers feel emotional dissonance, due to their position as both recipients and executers of organizational change. This makes them vulnerable to questions of loyalty, and they feel they have no backstage where they can express themselves openly. However, their ability to plan emotion management and to balance various conflicting expectations enables them to maintain autonomy during a radical change process. Our basic arguments and findings are summarized by applying the logic of a historistic functional model.

  11. Survey-Guided Development: Data Based Organizational Change

    Science.gov (United States)

    1975-06-01

    are largely environmentally determined, these experiences ":npact," and as they do so, move from the II 28 more existential surface level to the more...8217 personal values with those humanistic values which he believes are held by top managers today--form the major basis, in Bennis’ view, for the change...as "society." If they are, it is because we adhere to a set of humanistic values and define society’s "work" at least in part in these terms. It is

  12. Using transformational change to improve organizational culture and climate in a school of nursing.

    Science.gov (United States)

    Springer, Pamela J; Clark, Cynthia M; Strohfus, Pamela; Belcheir, Marcia

    2012-02-01

    A positive organizational culture and climate is closely associated with an affirming workplace and job satisfaction. Especially during a time of faculty shortages, academic leaders need to be cognizant of the culture and climate in schools of nursing. The culture of an organization affects employees, systems, and processes, and if the culture becomes problematic, transformational leadership is essential to create change. The purpose of this article is to describe an 8-year journey to change the culture and climate of a school of nursing from one of dissatisfaction and distrust to one of high employee satisfaction and trust. Kotter's model for transformational change was used to frame a longitudinal study using the Cultural and Climate Assessment Scale to transform the organizational culture and climate of a school of nursing. Copyright 2012, SLACK Incorporated.

  13. Knowledge Management as Indispensable Factor in the Organizational Changes

    Directory of Open Access Journals (Sweden)

    Oliver Momcilovic

    2009-10-01

    Full Text Available In the history of the modern world, there were three great waves of changes: agricultural, industrial and technological revolution. In the agricultural era, the acquisition of land was the key to success. In the industrial era, it was a capital and investment in capital goods. In the current technological era or the era of "knowledge", it has become a most valuable resource that one organization may have. To be creative and innovative, to think more further than others, have become critical characteristics for success. Technology has facilitated access to information, contributing to the further globalization of markets, automate industry and exponential growth of the amount of information. Knowledge has become the currency of our time, the key to survival and success. Transition from the culture-based industry represents a challenge for the way that people and companies think, work and function.

  14. The role of CI and learning in an organizational change process-Experiences from a longitudinal study of organizational change

    DEFF Research Database (Denmark)

    Kofoed, Lise; Gertsen, Frank; Jørgensen, Frances

    2002-01-01

    these situational barriers, CI, with an emphasis on imbedded learning, was introduced through an action research methodology in the context of an experimental learning lab ("experimentarium"). Contrary to prevailing theory that suggests that CI serves primarily to support and supplement existing radical changes...

  15. Contradictory values in the process of organizational change: a case study

    Directory of Open Access Journals (Sweden)

    Nebojsa Janicijevic

    2017-09-01

    Full Text Available Values have always been perceived as a guide for action at both individual and organizational levels. By showcasing an example of one Serbian company, the paper aims to present how employees and managers collective values can be inconsistent and contradictory, as well as the causes and effects of such a state of company system of values. The research was conducted by applying a case study method in a Serbian company comprising both qualitative and quantitative research techniques. The company was in the process of intensive organizational changes at the time of the research. The research has shown that it is possible for values of the employees and managers to be contradictory and that this contradiction is caused by radical changes both in the environment and in the organization itself. The research has also shown that this contradiction characterizes the Moving Phase in the process of organizational change, and that it is likely to disappear when company moves into the Refreezing Phase in the change process. The conclusions of this paper imply that the structure of collective values in organizations must be taken into account both in research and in practice of change management. Generalization of conclusions and implications is limited by the nature of the applied case study research method.

  16. Clinically significant change in stroke volume in pulmonary hypertension.

    Science.gov (United States)

    van Wolferen, Serge A; van de Veerdonk, Marielle C; Mauritz, Gert-Jan; Jacobs, Wouter; Marcus, J Tim; Marques, Koen M J; Bronzwaer, Jean G F; Heymans, Martijn W; Boonstra, Anco; Postmus, Pieter E; Westerhof, Nico; Vonk Noordegraaf, Anton

    2011-05-01

    Stroke volume is probably the best hemodynamic parameter because it reflects therapeutic changes and contains prognostic information in pulmonary hypertension (PH). Stroke volume directly reflects right ventricular function in response to its load, without the correction of compensatory increased heart rate as is the case for cardiac output. For this reason, stroke volume, which can be measured noninvasively, is an important hemodynamic parameter to monitor during treatment. However, the extent of change in stroke volume that constitutes a clinically significant change is unknown. The aim of this study was to determine the minimal important difference (MID) in stroke volume in PH. One hundred eleven patients were evaluated at baseline and after 1 year of follow-up with a 6-min walk test (6MWT) and cardiac MRI. Using the anchor-based method with 6MWT as the anchor, and the distribution-based method, the MID of stroke volume change could be determined. After 1 year of treatment, there was, on average, a significant increase in stroke volume and 6MWT. The change in stroke volume was related to the change in 6MWT. Using the anchor-based method, an MID of 10 mL in stroke volume was calculated. The distribution-based method resulted in an MID of 8 to 12 mL. Both methods showed that a 10-mL change in stroke volume during follow-up should be considered as clinically relevant. This value can be used to interpret changes in stroke volume during clinical follow-up in PH.

  17. From scootes to choppers : Product protfolio change and organizational failure - Evidence from the UK motorcycle industry 1895 to 1993

    NARCIS (Netherlands)

    Wezel, FC; van Witteloostuijn, A

    This article explores the conditions under which organizational change increases the risk of organizational failure. To reach this goal, we examine the pros and cons of flexibility and inertia arguments. Empirically, we measure the survival consequences of product portfolio expansion in the British

  18. ORGANIZATIONAL CULTURE AND CHANGE MANAGEMENT OF MUNICIPAL COLLEGE PALHOÇA

    Directory of Open Access Journals (Sweden)

    Joici Lilian Rodrigues

    2015-11-01

    Full Text Available This dissertation  analyzes the perceptions of managers of the Faculdade Municipal de Palhoça, which represent an outline of what can be understood as aspects of the organizational culture of this educational institution. Its specific objectives are: a to indicate aspects of the organizational culture of the institution; b to identify values among the group managers; c to link the different perceptions of managers to the public policies of the Municipality, and to the possibilities, in the managers’ perception, of interpreting the culture of the Faculdade Municipal de Palhoça. The study was conducted using the exploratory method, in which the researcher agent interprets the data collection using a qualitative approach, with discourse analysis. The survey is an interpretative case study of a municipal institution, in which a semi-structured interview was applied as the data collection technique, which provided primary data, based on the interpretive paradigm. The interviews were conducted in October 2013, with the directors, and undergraduate and postgraduate coordinators. Following a theoretical and empirical discussion on the theme of organizational culture and change, the objective of analysis of the study was to understand the organizational phenomena and behavior of actors within the context of a public higher education institution in Greater Florianópolis.

  19. THE CONSEQUENCES OF ORGANIZATIONAL CHANGE ON THE HUMAN FACTOR IN THE TEXTILE INDUSTRY

    Directory of Open Access Journals (Sweden)

    CHIRA MONICA

    2013-07-01

    Along with a change in design or implementation plan and organizational culture, human resources contribute significantly to the success of any kind of change. Compared to the current process of globalization in which the economies and the financial markets are closely linked, and given the highly dynamic industrial climate that is characterized by items such as restructuring, relocation and subcontracting, Romanian companies appear to be aware that the social and ethical role of firms attracts increased attention on the living standards of employees. The resources of an organization in solving the arising problems are many, varied, and it depends only on its willingness to discover and capitalize. Difficult moments generated by implementing changes or the onset of seizures are such problems, which can not only have technical, but also human aspects. In managing the latter the human capital owned by the firm is undoubtedly important, but this must be combined with the quality of good management. The literature is replete with conceptual models of effective organization that can improve or streamline the industrial process, but a strategic orientation towards effective personnel policy is not very expensive, it being very necessary to ensuring the sustainability of the firm. For the textile industry to be successful, we need a better communication between industry and the education system and training, so that the needs and the qualification skills be clearly indicated in order to have a properly trained human resource. So, we can say that for the successful implementation of changes in the textile enterprises the material components, the financial and the human ones, should be combined, organized and updated with the aim of improving human resources management by specializing and training the personnel.

  20. Elution behavior into the high pressured hot water and the organizational change of granite and andesite

    Energy Technology Data Exchange (ETDEWEB)

    Matsunaga, Isao; Miyazaki, Akira; Yamaguchi, Tsutomu; kuriyakawa, Michio

    1988-04-01

    In the development of a high temperature rock system, the interaction between the rock and hot water which occurs in a reservoir provides big effects. The decline of the strength and the increase of the permeability are caused by the elusion of the rock on the surface of the hydraulic fracture and the redeposition of the eluded material also causes to narrow or close the channel. However, studies concerning the organizational change of the rock by the hot water or the material change associated with the organizational change are small in number. In this research, Inaba granite and Honkomatsu andesite were treated in heat with an autoclave in order to investigate the organizational changes of the rocks and at the same time, the elusion behavior of the rocks into the hot water was investigated by examining chemical components which were eluded into the fluid and the components remaining on the rock surface. The decreased amount per specific surface area due to the autoclave treatment is the order of 10/sup -3/(gcm/sup -2/) for both rocks and changeable depending upon the heating temperature and the kind of rock. As a result of the analysis of the fluids in the autoclave after the heat treatment, the Si concentration of Honkomatsu andesite was higher in the same temperature and the heating time. (2 figs, 3 tabs, 6 refs)

  1. Faculty Experiences of Merger and Organizational Change in a Social Work Program.

    Science.gov (United States)

    Adedoyin, A Christson; Miller, Monte; Jackson, Mary S; Dodor, Bernice; Hall, Kristen

    2016-01-01

    Social work programs are experiencing unprecedented organizational changes due to budget cuts, dwindling resources, global, and technological challenges. However, there is limited information in the literature about the merger experiences of faculty in social work programs. On one hand undergoing merger and reorganization provides the opportunity to reorganize, reprioritize, re-assess, develop strategies, and explore previously untapped opportunities for social work programs. Conversely, merger experiences have caused frustration, intention to quit, confusion, and loss of professional identity for social work faculty. In this article the authors utilize a journaling method and sense-making approach of the merger experiences of some of the faculty members of a social work program in the United States. The authors suggest a framework to understand how the faculty confronted the challenges, overcame the pitfalls, and maximized the opportunities offered during the merger and organizational change process.

  2. Aviation safety and maintenance under major organizational changes, investigating non-existing accidents.

    Science.gov (United States)

    Herrera, Ivonne A; Nordskag, Arve O; Myhre, Grete; Halvorsen, Kåre

    2009-11-01

    The objective of this paper is to discuss the following questions: Do concurrent organizational changes have a direct impact on aviation maintenance and safety, if so, how can this be measured? These questions were part of the investigation carried out by the Accident Investigation Board, Norway (AIBN). The AIBN investigated whether Norwegian aviation safety had been affected due to major organizational changes between 2000 and 2004. The main concern was the reduction in safety margins and its consequences. This paper presents a summary of the techniques used and explains how they were applied in three airlines and by two offshore helicopter operators. The paper also discusses the development of safety related indicators in the aviation industry. In addition, there is a summary of the lessons learned and safety recommendations. The Norwegian Ministry of Transport has required all players in the aviation industry to follow up the findings and recommendations of the AIBN study.

  3. Organizational restructuring in response to changes in information-processing technology

    OpenAIRE

    Andrzej Baniak; Jacek Cukrowski

    1999-01-01

    This paper examines the effects of changes in information-processing technology on the efficient organizational forms of data-processing in decision-making systems. Data-processing is modelled in the framework of the dynamic parallel processing model of associative computation with an endogenous set-up costs of the processors. In such a model, the conditions for efficient organization of information-processing are defined and the architecture of the efficient structures is considered. It is s...

  4. Decision and intuition during organizational change : an evolutionary critique of dual process theory

    OpenAIRE

    Talat, U; Chang, K; Nguyen, B

    2017-01-01

    Purpose: The purpose of this paper is to review intuition in the context of organizational change. We argue that intuition as a concept requires attention and its formulation is necessary prior to its application in organizations. The paper provides a critique of Dual Process Theory and highlights shortcomings in organization theorizing of intuition.\\ud Design/methodology/approach: The paper is conceptual and provides in-depth theoretical discussions by drawing from the literature on decision...

  5. The Relationship between Perceived Organizational Justice, Organizational Commitment and Job Satisfaction

    Directory of Open Access Journals (Sweden)

    Masoomeh Saadati

    2016-04-01

    Full Text Available Background and Objectives: One of the latent and consequential factors of facilitation of organizational justice is staff members’ level of organizational commitment. The present study aimed at surveying the relationships between various dimensions of organizational justice with organizational commitment and job satisfaction of staff of a Medical University. Methods: 263 staff members were eligible and agreed to participate in the survey.  Data related to demographic characteristics, perceived organizational justice (Rego and Kanha scale, and organizational commitment (Meyer and Allen questionnaire and job satisfaction (Saneie scale were collected. Validity and reliability of research methodology were measured through utilization of Content Validity Index and internal consistency procedure, respectively. Results: Organizational justice, organization commitment, and job satisfaction were all positively correlated. There were positive and significant correlations between job satisfaction with organizational justice and organizational commitment with organizational justice. Furthermore, Multiple linear regression analysis showed that all three parts of organizational justice can explain only 26% of the changes in organizational satisfaction and only organizational procedural justice can explain only 3.3% of the changes in organizational Commitment. Conclusion: Considering the research findings, it is proposed that in order to facilitate the level of organizational commitment, occupational circumstances such as educational facilities should be utilized. With such utilizations, functional and mental efficiency of staff will be improved and the sense of high level job efficiency is generated against any possible regret for choosing the particular organization.

  6. A study on relationship between knowledge management and organizational change in learning organizations: A case study of cable industry

    Directory of Open Access Journals (Sweden)

    Mohammad Emami

    2013-10-01

    Full Text Available This paper presents an empirical investigation to study the relationship between knowledge management and organizational change in one of Iranian producers of wire and cable. The proposed study of this paper designs a questionnaire consists of 23 questions in Likert scale and distributes it among 76 randomly people who work for this organization. The results of Spearman correlation coefficients show that harvest index, refining, organizing, disseminating and applying knowledge have positive and meaningful relationship with organizational change. Managers need to develop organizational change to integrate the wealth of knowledge in various sectors and having knowledge of internal and external forces.

  7. A Case Study: Accreditation Process Reviewed through the Lens of Organizational Change Models and the Five Stages of Grief

    Science.gov (United States)

    Rivas, Olivia; Jones, Irma S.

    2014-01-01

    Kurt Lewin's work helps us understand organizational change and Elizabeth Kubler-Ross' work gives us insight into personal change. Their work can help us understand the many dimensions of change that occur in our environment. Lewin contends that change can be planned for and Kubler-Ross proposes that change, even unexpected change, can be managed.…

  8. Innovative Phase Change Approach for Significant Energy Savings

    Science.gov (United States)

    2016-09-01

    related to the production, use, transmission , storage, control, or conservation of energy that will – (A) reduce the need for additional energy supplies...Conditions set for operation were: a. The computer with the broadband wireless card is to be used for data collection, transmission and...FINAL REPORT Innovative Phase Change Approach for Significant Energy Savings ESTCP Project EW-201138 SEPTEMBER 2016 Dr. Aly H Shaaban Applied

  9. Readiness of Makassar Public High School Counsellors in Coping Organizational Change

    Directory of Open Access Journals (Sweden)

    Andi Dasmawati

    2014-05-01

    Full Text Available This study aims to determine the readiness of State High School counsellors in the city of Makassar who are confronted with organizational change. The assessment is viewed from the aspect of preparedness of counsellors that includes self-esteem, optimism and perceived control. A mixed method was used in this study that was simultaneously embedded. Survey questionnaires were distributed to 68 counsellors of State High Schools in Makassar for purposes of quantitative analysis, while an interview was conducted to five counsellor-coordinators for purposes of qualitative analysis.  Both descriptive and inferential statistics were employed to best analyze the quantitative data, while the qualitative data was analyzed manually. The study revealed that the level of readiness of the 68 counsellors’ performance was low in coping with organizational change. This implies that there is a need for the counsellors to improve their performance in the future. Through the qualitative analysis, it was found out that the counsellors have numerous difficulties in their ability to cope with organizational change, while the result of good performance was noted in the quantitative analysis that was conducted.

  10. Models of Change, Organizational Redesign, and the Adoption of Web Technologies

    DEFF Research Database (Denmark)

    Nielsen, Jørn Flohr

    2006-01-01

    actual processes and outcomes, including how organizational change emerges and develop in adapting to Internet technology based on characteristics of organizations at different stages of Internet adoption. They may also help to explain the apparently small impact of participation. In a practical...... change processes. This chapter attempts to close this gap by illustrating how recent developments in change theory may be useful in understanding the actual adoption and implementation of emergent Internet technologies. Empirically, the paper draws on two surveys of Internet-technology adoption by Nordic...

  11. The U.S. Air Force Transformed Approach to Military Family Housing: An Organizational Routine Case Study in Change and Learning

    OpenAIRE

    Medeiros, John Stephen

    2016-01-01

    In 1996, the U.S. Congress initiated a change to the Department of Defense (DOD) military family housing program. Applying organizational learning and change theories, this study of the Department of the Air Force (AF) reveals how the AF used $617 million of federal funds and $8.3 billion of matching private investment to significantly upgrade or construct and manage 53,323 AF family housing units. Using an outcome-oriented process tracing methodology, I examine the process changes, organizat...

  12. Organizational culture change in U.S. hospitals: a mixed methods longitudinal intervention study.

    Science.gov (United States)

    Curry, Leslie A; Linnander, Erika L; Brewster, Amanda L; Ting, Henry; Krumholz, Harlan M; Bradley, Elizabeth H

    2015-03-07

    Improving outcomes for patients with acute myocardial infarction (AMI) is a priority for hospital leadership, clinicians, and policymakers. Evidence suggests links between hospital organizational culture and hospital performance; however, few studies have attempted to shift organizational culture in order to improve performance, fewer have focused on patient outcomes, and none have addressed mortality for patients with AMI. We sought to address this gap through a novel longitudinal intervention study, Leadership Saves Lives (LSL). This manuscript describes the methodology of LSL, a 2-year intervention study using a concurrent mixed methods design, guided by open systems theory and the Assess, Innovate, Develop, Engage, Devolve (AIDED) model of diffusion, implemented in 10 U.S. hospitals and their peer hospital networks. The intervention has three primary components: 1) annual convenings of the ten intervention hospitals; 2) semiannual workshops with guiding coalitions at each hospital; and 3) continuous remote support across all intervention hospitals through a web-based platform. Primary outcomes include 1) shifts in key dimensions of hospital organizational culture associated with lower mortality rates for patients with AMI; 2) use of targeted evidence-based practices associated with lower mortality rates for patients with AMI; and 3) in-hospital AMI mortality. Quantitative data include annual surveys of guiding coalition members in the intervention hospitals and peer network hospitals. Qualitative data include in-person, in-depth interviews with all guiding coalition members and selective observations of key interactions in care for patients with AMI, collected at three time points. Data integration will identify patterns and major themes in change processes across all intervention hospitals over time. LSL is novel in its use of a longitudinal mixed methods approach in a diverse sample of hospitals, its focus on objective outcome measures of mortality, and its

  13. Organizational culture

    OpenAIRE

    Schein, Edgar H.

    1988-01-01

    Cultural orientations of an organization can be its greatest strength, providing the basis for problem solving, cooperation, and communication. Culture, however, can also inhibit needed changes. Cultural changes typically happen slowly – but without cultural change, many other organizational changes are doomed to fail. The dominant culture of an organization is a major contributor to its success. But, of course, no organizational culture is purely one type or another. And the existence of sec...

  14. Eco-innovation, Responsible Leadership and Organizational Change for Corporate Sustainability

    Directory of Open Access Journals (Sweden)

    Dorel Mihai Paraschiv

    2012-06-01

    Full Text Available Creating a sustainable development strategy is essential for organizations that seek to reduce risks associated with tightening legislation, increased energy prices and natural resources and growing customer demands. Sustainability requires the full integration of social and environmental aspects into the vision, culture and operations of an organization, a profound process of organizational change being essential. The purpose of this paper is to present the main drivers of corporate sustainability, illustrating – after a thorough literature review – the link between the following elements: corporate sustainability – a necessity in the current global context; eco-innovation – as a way to implement sustainability in an organization; responsible leadership – as the art of building and maintaining strong and moral relationships with all stakeholders; organizational culture and organizational change – the basic elements through which organizations continuously renew their processes and products, adapting them to the new context. Furthermore, the paper provides an overview of organizations active in Romania in terms of sustainability practices, in general, and the ecological component of sustainable development, in particular, by presenting the results of an exploratory questionnaire-based research. The research reflects the importance of visionary management in adopting and implementing sustainability in the responding organizations.

  15. ORGANIZATIONAL CHANGES AND JOB SATISFACTION IN THE HOSPITALITY INDUSTRY IN SERBIA

    Directory of Open Access Journals (Sweden)

    M. Nedeljkovic

    2012-12-01

    Full Text Available It is very important to investigate what factors influence a high level of the service customer orientation of hotels employees under the conditions of the transition and a high rate of the unemployment. One of the conclusions of the research is that management of the hotels in Serbia don’t fully recognize the potentials of the knowledge of employees as a possible competitive advantage during organizational changes in a high competitive global environment. Since job satisfaction is one the most important factor which influences readiness for organizational changes of employees we investigate in the study the relationships between job satisfaction, perceptions of organizational customer climate, cultural dimensions and employees customer orientation among front-line employees in the hotel industry in a non-Western country in the transition. Data for the current study were collected through the use of a survey instruments completed by front-line employees in several hotels in the north province of Serbia –Vojvodina. This part of Serbia is one of the most developed part of Serbia and tourism industry is one of the important factors of the economic development of the region.

  16. From boundaries to boundary work: middle managers creating inter-organizational change.

    Science.gov (United States)

    Oldenhof, Lieke; Stoopendaal, Annemiek; Putters, Kim

    2016-11-21

    Purpose In healthcare, organizational boundaries are often viewed as barriers to change. The purpose of this paper is to show how middle managers create inter-organizational change by doing boundary work: the dual act of redrawing boundaries and coordinating work in new ways. Design/methodology/approach Theoretically, the paper draws on the concept of boundary work from Science and Technology Studies. Empirically, the paper is based on an ethnographic investigation of middle managers that participate in a Dutch reform program across health, social care, and housing. Findings The findings show how middle managers create a sense of urgency for inter-organizational change by emphasizing "fragmented" service provision due to professional, sectoral, financial, and geographical boundaries. Rather than eradicating these boundaries, middle managers change the status quo gradually by redrawing composite boundaries. They use boundary objects and a boundary-transcending vocabulary emphasizing the need for societal gains that go beyond production targets of individual organizations. As a result, work is coordinated in new ways in neighborhood teams and professional expertise is being reconfigured. Research limitations/implications Since boundary workers create incremental change, it is necessary to follow their work for a longer period to assess whether boundary work contributes to paradigm change. Practical implications Organizations should pay attention to conditions for boundary work, such as legitimacy of boundary workers and the availability of boundary spaces that function as communities of practice. Originality/value By shifting the focus from boundaries to boundary work, this paper gives valuable insights into "how" boundaries are redrawn and embodied in objects and language.

  17. Training and Organizational Commitment among Nurses in New Zealand and United States Public Hospitals Experiencing Industry and Organizational Change

    Science.gov (United States)

    Bartlett, Kenneth; Kang, Dae-seok

    2004-01-01

    This study examines the relationship between employee attitudes towards training and organizational commitment among a sample of nurses in New Zealand and the United States. Results show that perceived access to training, training frequency, motivation to learn from training, benefits of training, and supervisory support for training were…

  18. Barnacle geese achieve significant energetic savings by changing posture.

    Directory of Open Access Journals (Sweden)

    Peter G Tickle

    Full Text Available Here we report the resting metabolic rate in barnacle geese (Branta leucopsis and provide evidence for the significant energetic effect of posture. Under laboratory conditions flow-through respirometry together with synchronous recording of behaviour enabled a calculation of how metabolic rate varies with posture. Our principal finding is that standing bipedally incurs a 25% increase in metabolic rate compared to birds sitting on the ground. In addition to the expected decrease in energy consumption of hindlimb postural muscles when sitting, we hypothesise that a change in breathing mechanics represents one potential mechanism for at least part of the observed difference in energetic cost. Due to the significant effect of posture, future studies of resting metabolic rates need to take into account and/or report differences in posture.

  19. Barnacle geese achieve significant energetic savings by changing posture.

    Science.gov (United States)

    Tickle, Peter G; Nudds, Robert L; Codd, Jonathan R

    2012-01-01

    Here we report the resting metabolic rate in barnacle geese (Branta leucopsis) and provide evidence for the significant energetic effect of posture. Under laboratory conditions flow-through respirometry together with synchronous recording of behaviour enabled a calculation of how metabolic rate varies with posture. Our principal finding is that standing bipedally incurs a 25% increase in metabolic rate compared to birds sitting on the ground. In addition to the expected decrease in energy consumption of hindlimb postural muscles when sitting, we hypothesise that a change in breathing mechanics represents one potential mechanism for at least part of the observed difference in energetic cost. Due to the significant effect of posture, future studies of resting metabolic rates need to take into account and/or report differences in posture.

  20. Empirical Accounting of Adaptation to Environmental Change: Organizational Competencies and Biodiversity in Finnish Forest Management

    Directory of Open Access Journals (Sweden)

    Eeva Primmer

    2009-12-01

    Full Text Available Integration of biodiversity conservation into economic utilization of natural resources has become a central response to the challenges of sustainable development. However, the resources and competencies required to implement such an integrated strategy at the level of the individual, the organization, and the sector are not known. To address this knowledge gap, we have developed an approach to analyze responses of organizations to environmental change and evolving social demands for biodiversity conservation. We analyze the scale, scope, and distribution of the resources and competencies that support the delineation of ecologically significant habitats in intensively managed nonindustrial private forests in Finland, an important international actor in the sector. Based on a national survey of 311 foresters working in public agencies, private firms, and cooperative organizations, we investigate the division of labor in the sector and the patterns of investment in human capital, organizational resources, and information networks that support delineation. We find that communicating frequently with the actors who are directly engaged in field operations is consistently the most productive resource in conserving habitats. Our analysis identifies differences in competencies among different types of organizations, as well as distinct roles for public and private-sector organizations. Beyond identification of differences in conservation behavior and competencies among organizations, our analysis points to substantial uniformity in the sector. We attribute similarities in patterns of investment in conservation resources to historically structured central coordination mechanisms within the sector that include education, training, and broadly shared professional norms. These institutional structures and the resulting uniformity can be potential impediments to radical innovation. Our approach to analyzing adaptation to environmental change highlights the

  1. Are they ready? Organizational readiness for change among clinical teaching teams.

    Science.gov (United States)

    Bank, Lindsay; Jippes, Mariëlle; Leppink, Jimmie; Scherpbier, Albert Jja; den Rooyen, Corry; van Luijk, Scheltus J; Scheele, Fedde

    2017-01-01

    Curriculum change and innovation are inevitable parts of progress in postgraduate medical education (PGME). Although implementing change is known to be challenging, change management principles are rarely looked at for support. Change experts contend that organizational readiness for change (ORC) is a critical precursor for the successful implementation of change initiatives. Therefore, this study explores whether assessing ORC in clinical teaching teams could help to understand how curriculum change takes place in PGME. Clinical teaching teams in hospitals in the Netherlands were requested to complete the Specialty Training's Organizational Readiness for curriculum Change, a questionnaire to measure ORC in clinical teaching teams. In addition, change-related behavior was measured by using the "behavioral support-for-change" measure. A two-way analysis of variance was performed for all response variables of interest. In total, 836 clinical teaching team members were included in this study: 288 (34.4%) trainees, 307 (36.7%) clinical staff members, and 241 (28.8%) program directors. Overall, items regarding whether the program director has the authority to lead scored higher compared with the other items. At the other end, the subscales "management support and leadership," "project resources," and "implementation plan" had the lowest scores in all groups. The study brought to light that program directors are clearly in the lead when it comes to the implementation of educational innovation. Clinical teaching teams tend to work together as a team, sharing responsibilities in the implementation process. However, the results also reinforce the need for change management support in change processes in PGME.

  2. Palliative patients’ and significant others’ experiences of transitions concerning organizational, psychosocial and existential issues during the course of incurable cancer: A systematic review protocol

    DEFF Research Database (Denmark)

    Madsen, Rikke; Uhrenfeldt, Lisbeth

    2014-01-01

    ABSTRACT Review question/objective The objective of this review is to identify, appraise and synthesize the best available evidence exploring palliative patients’ or their significant others’ experiences of transitions during the course of incurable cancer. In this review, transitions are concept...... exploring euthanasia will be excluded because euthanasia is not included in the WHO definition of palliation. KEYWORDS Lived experience; incurable cancer; patient; significant other; transition; organizational; psychosocial; existential...

  3. Organizational consciousness.

    Science.gov (United States)

    Pees, Richard C; Shoop, Glenda Hostetter; Ziegenfuss, James T

    2009-01-01

    The purpose of this paper is to develop a conceptual understanding of organizational consciousness that expands the discussion of organizational analysis, and use a case study to apply it in the analysis of a merger between an academic health center and a regional medical center. The paper draws on the experiences and insights of scholars who have been exploring complex organizational issues in relationship with consciousness. Organizational consciousness is the organization's capacity for reflection; a centering point for the organization to "think" and find the degree of unity across systems; and a link to the organization's identity and self-referencing attributes. It operates at three stages: reflective, social, and collective consciousness. Translating abstract concepts such as consciousness to an organizational model is complex and interpretive. For now, the idea of organizational consciousness remains mostly a theoretical concept. Empirical evidence is needed to support the theory. Faced with complicated and compelling issues for patient care, health care organizations must look beyond the analysis of structure and function, and be vigilant in their decisions on where important issues sit on the ladder of competing priorities. Organizational consciousness keeps the organization's attention focused on purpose and unifies the collective will to succeed. If the paper can come to understand how consciousness operates in organizations, and learn how to apply it in organizational decisions, the pay-off could be big in terms of leading initiatives for change. The final goal is to use what is learned to improve organizational outcomes.

  4. Contribution of the psychosocial work environment to psychological distress among health care professionals before and during a major organizational change.

    Science.gov (United States)

    Lavoie-Tremblay, Melanie; Bonin, Jean-Pierre; Lesage, Alain D; Bonneville-Roussy, Arielle; Lavigne, Geneviève L; Laroche, Dominique

    2010-01-01

    The aim of this study was to investigate the relationships between 4 dimensions of the psychosocial work environment (psychological demands, decision latitude, social support, and effort-reward) among health care professionals as well as their psychological distress during a reorganization process. A correlational descriptive design was used for this quantitative study. A total of 159 health care professionals completed the questionnaire at T1, and 141 at T2. First, before the work reorganization, effort-reward imbalance was the sole variable of the psychological work environment that significantly predicted psychological distress. Second, the high overall level of psychological distress increased during the process of organizational change (from T1 to T2). Finally, effort-reward imbalance, high psychological demands, and low decision latitude were all significant predictors of psychological distress at T2, during the organizational change. In conclusion, to reduce the expected negative outcomes of restructuring on health care practitioners, managers could increase the number of opportunities for rewards, carefully explain the demands, and clarify the tasks to be performed by each of the employees to reduce their psychological burden and increase their perceptions of autonomy.

  5. Sustainability of the Organizational Changes in the Context of Global Economic Crisis

    Directory of Open Access Journals (Sweden)

    Armenia Androniceanu

    2012-06-01

    Full Text Available In recent years, as a result of the hastening economic crisis, the Romanian business environment has known important changes. This paper presents and analyzes the changes caused by globalization in small and medium enterprises that exports goods and services from Bucharest. The purpose of the research was to discover the impact of global crisis upon the concerned group of enterprises and the organizational changes implemented by them. Through the research we succeeded to identify the main problems that occurred in the target group enterprises in the context of global economic crisis and what caused the reduction in their developing rhythm. Another part of the paper contains an analysis of the managers perceptions regarding the governmental anti-crisis measures and strategic and tactical changes initiated by them as a natural need to adapt to the particularities of the internal and international business environment. The final part includes the conclusions of the research and a sum of recommendations for efficient management of organizational changes in target group enterprises, with the possibility of generalizing them to all Romanian small and medium enterprises.

  6. The efficiency and the effectiveness of strategic management: from strategic planning to organizational change

    Directory of Open Access Journals (Sweden)

    Rolando Juan Soliz Estrada

    2007-09-01

    Full Text Available Strategic management is a technique which has as structuring basis the Strategic Administration and the Strategic Planning, adding to its improvement the administrative perspective of organization changes. However, the organization change models developed in the last years have been elaborated aiming the managing of general organization changes, and do not have a specific approach to the managing and improvement of Strategic Planning and the Changes caused by them, it means they are not models which focus directly on the Strategic Management. This work had as objectives to develop a Model of Strategic Administration and a Model of Organizational Change, which associated turn efficient and effective the Organizations’ Administration. In order to develop this work were used concepts and approaches preconized by qualitative research. As results, the two Models are presented, as well as their validation in an organization with lucrative objectives.

  7. The effects of leadership competencies and quality of work on the perceived readiness for organizational change among nurse managers.

    Science.gov (United States)

    Al-Hussami, Mahmoud; Hamad, Sawsan; Darawad, Muhammad; Maharmeh, Mahmoud

    2017-10-02

    Purpose This paper aims to set a leadership guidance program that can promote nurses' knowledge of leadership and, at the same time, to enhance their leadership competencies and quality of work to promote their readiness for change in healthcare organizations. Design/methodology/approach A pre-experimental, one-group pretest-posttest design was utilized. Out of 90 invited to participate in this study, 61 nurses were accepted to participate. Findings The statistical analyses suggested several significant differences between pre- and in-service nurse managers about leadership competencies, quality of work and readiness for change. Yet, findings from the background characteristics were not found to be significant and had no effects on the perceived readiness for change. Research limitations/implications The present study highlights the importance of leadership competencies and quality of work that healthcare policymakers identify for the success of organizational change efforts. Practical implications Healthcare policymakers, including directors of nursing, should focus on applications that increase leadership competencies and overall satisfaction of the nurse managers to support the changes in hospitals and supporting learning organization. Hence, they should establish policies that decrease the possible negative impact of planned change efforts. Originality/value Competent nurse managers enhance their readiness for change, which in turn helps nurses in constructive change processes. A leadership guidance program should be set for nurse managers. This study has important implications for hospital administrators and directors of nursing.

  8. Organizational culture and organizational commitment: Serbian case

    Directory of Open Access Journals (Sweden)

    Mitić Siniša

    2016-01-01

    Full Text Available The paper presents the results of the impact of certain dimensions of organizational culture (Future Orientation, Power Distance, Human Orientation and Performance Orientation on organizational commitment in companies in Serbia. Through a survey, responses were obtained from a total of N = 400 middle managers from 129 companies. The results show a statistically significant correlation between the observed dimensions of organizational culture and organizational commitment dimensions. Also, there is a statistically significant predictive effect of certain dimensions of organizational culture on the dimensions of organizational commitment. The biggest influences on the dimensions of organizational commitment have dimensions Future Orientation - FO and Performance Orientation - PO. On the other hand, under the most affected dimension of organizational culture is the dimension of organizational commitment Organizational identification - OCM1.

  9. Local Institutional Development and Organizational Change for Advancing Sustainable Urban Water Futures

    Science.gov (United States)

    Brown, Rebekah R.

    2008-02-01

    This paper presents the local institutional and organizational development insights from a five-year ongoing interdisciplinary research project focused on advancing the implementation of sustainable urban water management. While it is broadly acknowledged that the inertia associated with administrative systems is possibly the most significant obstacle to advancing sustainable urban water management, contemporary research still largely prioritizes investigations at the technological level. This research is explicitly concerned with critically informing the design of methodologies for mobilizing and overcoming the administrative inertia of traditional urban water management practice. The results of fourteen in-depth case studies of local government organizations across Metropolitan Sydney primarily reveal that (i) the political institutionalization of environmental concern and (ii) the commitment to local leadership and organizational learning are key corporate attributes for enabling sustainable management. A typology of five organizational development phases has been proposed as both a heuristic and capacity benchmarking tool for urban water strategists, policy makers, and decision makers that are focused on improving the level of local implementation of sustainable urban water management activity. While this investigation has focused on local government, these findings do provide guideposts for assessing the development needs of future capacity building programs across a range of different institutional contexts.

  10. Organizational change, and the control the financial statements. The Excandra Company Cia. Ltd. De Machala, Ecuador

    Directory of Open Access Journals (Sweden)

    Víctor Alberto Betancourt-Gonzaga

    2017-04-01

    Full Text Available Operability in business economy has a determinant in controlling the financial statements; which to a fractured situation require organizational changes to provide corrective measures asymmetries in the flow of financial consequences of economic assets with which the organization operates; look to change responds to epistemological foundations of economic science to install theoretical vision modalities presenting business issues. The purpose of the study is to systematize an interpretation of the modalities of organizational change in relation to the economy, which makes it functional as a communication control system and resize its use in improving the company in Ecuador. The methodological strategy is based on the literature review, it plays an observation, and critical to the statements of the interviewees and their arguments. Conflicting spaces where make the changes correspond to a lack of staff responsibilities; the failure of the work; breaches of rules as causes of fraud; the interpretation of a manual accounting procedures are an effect of the limits set by the economic practice, is a solution within the relative autonomy of internal control.

  11. Questioning the "big assumptions". Part II: recognizing organizational contradictions that impede institutional change.

    Science.gov (United States)

    Bowe, Constance M; Lahey, Lisa; Kegan, Robert; Armstrong, Elizabeth

    2003-08-01

    Well-designed medical curriculum reforms can fall short of their primary objectives during implementation when unanticipated or unaddressed organizational resistance surfaces. This typically occurs if the agents for change ignore faculty concerns during the planning stage or when the provision of essential institutional safeguards to support new behaviors are neglected. Disappointing outcomes in curriculum reforms then result in the perpetuation of or reversion to the status quo despite the loftiest of goals. Institutional resistance to change, much like that observed during personal development, does not necessarily indicate a communal lack of commitment to the organization's newly stated goals. It may reflect the existence of competing organizational objectives that must be addressed before substantive advances in a new direction can be accomplished. The authors describe how the Big Assumptions process (see previous article) was adapted and applied at the institutional level during a school of medicine's curriculum reform. Reform leaders encouraged faculty participants to articulate their reservations about considered changes to provided insights into the organization's competing commitments. The line of discussion provided an opportunity for faculty to appreciate the gridlock that existed until appropriate test of the school's long held Big Assumptions could be conducted. The Big Assumptions process proved useful in moving faculty groups to recognize and questions the validity of unchallenged institutional beliefs that were likely to undermine efforts toward change. The process also allowed the organization to put essential institutional safeguards in place that ultimately insured that substantive reforms could be sustained.

  12. Struggling to adapt: caring for older persons while under threat of organizational change and termination notice.

    Science.gov (United States)

    Fläckman, Birgitta; Hansebo, Görel; Kihlgren, Annica

    2009-03-01

    Organizational changes are common in elder care today. Such changes affect caregivers, who are essential to providing good quality care. The aim of the present study was to illuminate caregivers' experiences of working in elder care while under threat of organizational change and termination notice. Qualitative content analysis was used to examine interview data from 11 caregivers. Interviews were conducted at three occasions during a two-year period. The findings show a transition in their experiences from 'having a professional identity and self-confidence', to 'being a professional in a threatening situation caused by someone else' and to 'struggling to adapt to a changed working environment as a person and a professional'. The caregivers experienced a loss of pride and satisfaction. Previous literature indicates that this may have consequences for the quality of care and that employees may be at risk of negative health effects. However, the caregivers continued to struggle, doing their best to complete their duties. The study has implications for high-level decision-makers, managers and caregivers in similar work-life situations in that it deals with factors that facilitate or impede similar transitions.

  13. ORGANIZATIONAL DESIGN AND CHANGE. THE EVOLUTION OF TRADE UNIONS ORGANIZATION FORMS IN ROMANIA AFTER 1989

    Directory of Open Access Journals (Sweden)

    LUMINIŢA CRISTINA CIOCAN

    2012-05-01

    Full Text Available The study: „Management and organizational change. Evolution of union organization forms in Romania after 1989” propose as subject of analyze a type of organization which, through its affiliation to the civil society and through its role conferred by low, becomes the key for the proper functioning of the labor market. Along with the change of political regime from December 1989, the trade union organizations were put in a position to cope with a triple: reorganization, learning a new social role and public image reconfiguration, including cancellation of the association (inevitable with the “ancient” trade union. The study proposes three major subjects: defining the term union organization accompanied by possible interpretations of the role of this type of organization at the society level – „collective voice”, counter pole , political actor, collective negotiator, transnational and promoter of the class struggle, the last role not being characteristic to a democratic society; the description of the syndicate organizations evolution in Romania, after 1990; the argue of the necessity of an organizational change felt by the unions, under the impact of some factors depending on socio-economic and politic changes.

  14. Data on impact of technological change on employees' cognitive attitude and organizational performance.

    Science.gov (United States)

    Adeniji, Chinyerem; Adeyeye, Olufemi; Iyiola, Oluwole; Olokundun, Maxwell; Borishade, Taiye; Falola, Hezekiah; Salau, Odunayo

    2018-06-01

    Change is unavoidable for organizations just as it is in every sphere of life. Whatever the reasons are, organizations need to change, keeping in mind the end goal to survive and to be successful. Organizations operate in an environment where globalisation is the common expression of the phenomenon that is driving a great dynamism in the business environment across the world and no business is immune from the effects of this "globalisation". Competition, policymaking and advancement in technology exist on a day-to-day basis (Hatch, 2009) as well as opportunities are no longer localised within a nation, region or continent, every business is now competing with competitors all over the world. These forces are in constant change and affect a large number of organizations, which involves creating new strategies and policies in order for the organizations to survive and compete within the global business world and also to improve organizational performance but, there are also many challenges as well as the intensification of competition. The usage of technology decides the quality and number of products and services to be delivered. Organizational and national restrictive execution and improvement are controlled by the state and types of technology. Technology likewise impacts the living states of individual and groups in organizations and countries and the relationship between them. Technology is inclined to change, and the condition of technology have direct connection to the relationship between the business and worker. Technology, labour and capital are interconnected. The data presented in this article is very salient in this regard.

  15. Specialty Training's Organizational Readiness for curriculum Change (STORC): validation of a questionnaire.

    Science.gov (United States)

    Bank, Lindsay; Jippes, Mariëlle; Leppink, Jimmie; Scherpbier, Albert Jja; den Rooyen, Corry; van Luijk, Scheltus J; Scheele, Fedde

    2018-01-01

    The field of postgraduate medical education (PGME) is continuously evolving as a result of social demands and advancing educational insights. Change experts contend that organizational readiness for change (ORC) is a critical precursor for successful implementation of change initiatives. However, in PGME, assessing change readiness is rarely considered while it could be of great value for managing educational change such as curriculum change. Therefore, in a previous Delphi study the authors developed an instrument for assessing ORC in PGME: Specialty Training's Organizational Readiness for curriculum Change (STORC). In this study, the psychometric properties of this questionnaire were further explored. In 2015, STORC was distributed among clinical teaching teams in the Netherlands. The authors conducted a confirmatory factor analysis on the internal factor structure of STORC. The reliability of the measurements was estimated by calculating Cronbach's alpha for all sub-scales. Additionally, a behavioral support-for-change measure was distributed as well to assess correlations with change-related behavior. In total, the STORC questionnaire was completed by 856 clinical teaching team members from 39 specialties. Factor analysis led to the removal of 1 item but supported the expected factor structure with very good fit for the other 43 items. Supportive behavior was positively correlated to a higher level of ORC. In this study, additional steps to collect validity evidence for the STORC questionnaire were taken successfully. The final subscales of STORC represent the core components of ORC in the literature. By breaking down this concept into multiple measurable aspects, STORC could help to enable educational leaders to diagnose possible hurdles in implementation processes and to perform specifically targeted interventions when needed.

  16. Organizational change in quality management aspects: a quantitative proposal for classification

    Directory of Open Access Journals (Sweden)

    André Tavares de Aquino

    Full Text Available Abstract Periodically, organizations need to change the quality management aspects of processes and products in order to suit the demands of their internal and external (consumer and competitor market environments. In the context of the present study, quality management changes involve tools, programs, methods, standards and procedures that can be applied. The purpose of this study is to help senior management to identify types of change and, consequently, determine how it should be correctly conducted within an organization. The methodology involves a classification model, with multicriteria support, and three organizational change ratings were adopted (the extremes, type I and type II, as confirmed in the literature, and the intermediary, proposed herein. The multicriteria method used was ELECTRE TRI and the model was applied to two companies of the Textile Local Productive Arrangement in Pernambuco, Brazil. The results are interesting and show the consistency and coherence of the proposed classification model.

  17. Organizational Innovation and Institutional Change: The Case of Valio in Finland

    Directory of Open Access Journals (Sweden)

    Lampros Lamprinakis

    2012-12-01

    Full Text Available Firms in the agri-food industry are embedded in a system of institutions, regulations and policies that shape their economic environment and affect their conduct and performance. Changes in this system can propose new challenges for the firms that need to adequately and efficiently change and adapt to the emerging environment. The following article examines how deep structural changes in the institutional and regulatory setting can be effectively addressed by organizational innovation and what can be the catalysts behind a successful innovation effort. In doing so the analysis examines the case of Valio, the largest Finnish dairy company and its reconstruction effort due to Finland’s EU accession in 1995. After years of restructuring and changing its business model the company remains a major player in Finland and one of the most well-known brands in the region.

  18. "Keeping our mission, changing our system": translation and organizational change in natural foods co-ops.

    Science.gov (United States)

    Haedicke, Michael A

    2012-01-01

    Institutional theory has played a central role in the study of organizations for over half a century, but it often overlooks the actions of the people who bring organizations to life. This article advances an inhabited approach to institutional analysis that foregrounds the creativity of organizational members. It argues that people use local cultures to translate and respond to institutional pressures. The article analyzes qualitative data from countercultural co-op stores that have been pushed to conform to mainstream forms of business organization by a competitive market and demonstrates that translation explains why outcomes that institutional theory would not predict have come to pass.

  19. Changing organizational culture: using the CEO cancer gold standard policy initiatives to promote health and wellness at a school of public health.

    Science.gov (United States)

    Towne, Samuel D; Anderson, Kelsey E; Smith, Matthew Lee; Dahlke, Deborah Vollmer; Kellstedt, Debra; Purcell, Ninfa Pena; Ory, Marcia G

    2015-09-03

    Worksite wellness initiatives for health promotion and health education have demonstrated effectiveness in improving employee health and wellness. We examined the effects of a multifaceted health promotion campaign on organizational capacity to meet requirements to become CEO Cancer Gold Standard Accredited. We conducted an online survey to assess perceived organizational values and support for the five CEO Cancer Gold Standard Pillars for cancer prevention: tobacco cessation; physical activity; nutrition; cancer screening and early detection; and accessing information on cancer clinical trials. Baseline and follow-up surveys were sent 6-months apart to faculty, staff, and students at a school of public health to test the impact of a multifaceted health promotion campaign on perceived organizational change. Descriptive analyses were used to characterize percent improvement. Multivariate logistic regression analyses were used to control for participants' university status. The current organizational culture highly supported tobacco cessation at both time points. Significant improvements (p screening, and early detection of cancer' and 'accessing cancer treatment and clinical trials'. Health promotion and education efforts using multiple approaches were effective to improve perceived organizational values and support for cancer prevention and early detection, and increase access to information about cancer clinical trials. Future studies are needed to examine broader impacts of implementing worksite health promotion initiatives.

  20. Specialty Training's Organizational Readiness for curriculum Change (STORC): development of a questionnaire in a Delphi study.

    Science.gov (United States)

    Bank, Lindsay; Jippes, Mariëlle; van Luijk, Scheltus; den Rooyen, Corry; Scherpbier, Albert; Scheele, Fedde

    2015-08-05

    In postgraduate medical education (PGME), programs have been restructured according to competency-based frameworks. The scale and implications of these adjustments justify a comprehensive implementation plan. Organizational Readiness for Change (ORC) is seen as a critical precursor for a successful implementation of change initiatives. Though, ORC in health care settings is mostly assessed in small scale settings and in relation to new policies and practices rather than educational change. Therefore our aim with this work was to develop an instrument to asses Specialty Training's Organizational Readiness for curriculum Change (STORC). A Delphi procedure was conducted to examine the applicability of a preliminary questionnaire in PGME, which was based on existing instruments designed for business and health care organizations. The 41 panellists (19 trainees and 22 supervisors from 6 specialties) from four different countries who were confronted with an apparent curriculum change, or would be in the near future, were asked to rate the relevance of a 89-item web-based questionnaire with regard to changes in specialty training on a 5-point Likert scale. Furthermore, they were invited to make qualitative comments on the items. In two rounds the 89-item preliminary questionnaire was reduced to 44 items. Items were either removed, kept, adapted or added based on individual item scores and qualitative comments. In the absence of a gold standard, this Delphi procedure was considered complete when the overall questionnaire rating exceeded 4.0 (scale 0-5). The overall item score reached 4.1 in the second round, meeting our criteria for completion of this Delphi procedure. This Delphi study describes the initial validating step in the development of an instrument to asses Specialty Training's Organisational Readiness for curriculum Change (STORC). Since ORC is measured on various subscales and presented as such, its strength lies in analysing these subscales. The latter makes

  1. The impact of organizational culture on employees’ organizational silence In Shiraz University of Medical Sciences

    Directory of Open Access Journals (Sweden)

    Ebrahim Parcham

    2017-01-01

    Full Text Available Introduction: Organizational Culture is one of the most important factors that can change the climate of silence. The main aim of this research was to investigate the influence of organizational culture on employees’ organizational silence in Shiraz University of Medical Sciences. Method: This research was a descriptive-correlation one. The target population was chosen from 1900 staff of the University of Medical sciences and Health Care headquarter in Shiraz. Thus 311 employees were selected using the Krejcie and Morgan sampling table. The instrument used in this research was Denison (2006 organizational culture questionnaire and Dimitris Buratas and Maria Vacula (2007 organizational culture. Cornbrash’s alpha method was used to calculate the reliability. The Item analysis and expert consensus were applied to calculate the validity of instruments. All gathered data analyzed with PLS software. Results: The results showed that the four dimensions of organizational culture include organizational involvement, organizational adaptability, organizational concistency and organizational mission was moderate and the mean scores obtained for each factor were 2.85, 2.82, 2.94 and 2.93 respectively. Structural equation model showed Organizational culture has a significant positive impact on organizational silence (β=0.68; P<.001. Conclusion: Based on the results and impact of organizational culture on organizational silence that is positive and significant; The organization further efforts to strengthen various aspects of organizational culture, especially the employees’ involvement in decision making; Employees can better express their opinions and thus reduced their organizational silence. In other words strengthening corporate culture is combined with the reduction of organizational silence. Medical organizations can establish appropriate reward system for creative ideas and suggestions to encourage people express their ideas As a result, reduced

  2. Organizational justice, trust, and identification and their effects on organizational commitment in hospital nursing staff.

    Science.gov (United States)

    Chen, Su-Yueh; Wu, Wen-Chuan; Chang, Ching-Sheng; Lin, Chia-Tzu; Kung, Jung-Yuan; Weng, Hui-Ching; Lin, Yu-Tz; Lee, Shu-I

    2015-09-07

    It is of importance and urgency for hospitals to retain excellent nursing staff in order to improve patient satisfaction and hospital performance. However, it was found that simply increasing the salary is not the best method to resolve the problem of lacking nursing staff; it is necessary to focus on the impact of non-monetary factors. The delicate relationship between organizational justice, organizational trust, organizational identification, and organizational commitment requires investigation and clarification from more studies if application in nursing practice is to be expected. Therefore, this study was to investigate how the organizational justice perception could affect nurses' organizational trust and organizational identification, and whether the organizational trust and organizational identification could encourage nurses to willingly remain in their jobs and commit themselves to the hospitals. A cross-sectional design was used. Questionnaires were distributed in 2013 to a convenience sample of 400 registered nurses in one teaching hospital in Taiwan: 392 were retrieved. Of these, 386 questionnaires were valid, which was a 96.5% response rate. The SPSS 17.0 and Amos 17.0 (structural equation modeling) statistical software packages were used for data analysis. The organizational justice perceived by nurses significantly and positively affects their organizational trust (γ₁₁ = 0.49) and organizational identification (γ₂₁ = 0.58). Organizational trust (β₃₁ = 0.62) and organizational identification (β₃₂ = 0.53) significantly and positively affect organizational commitment. Hospital managers can enhance the service concepts and attitudes of frontline nursing personnel by maximizing organizational justice, organizational trust and organizational identification. Nursing personnel would then be motivated to provide feedback to the attention and care provided by hospital management by demonstrating substantial improvements in

  3. American commercial nuclear power industry programs, work processes, and organizational changes

    International Nuclear Information System (INIS)

    Reynerson, D.M.

    1995-01-01

    The American electric utility industry is undergoing a continuing series of regulatory and commercial changes unprecedented in the recent history of the industry. The changes are resulting in an industrywide examination of all facets of the business including the arena of operations and maintenance costs in conjunction with the nuclear facilities. The very viability of most nuclear facilities to a large extent depends on the effective implementation of program, process, and organizational reviews. These reviews, in one form or another, are under way at a number of facilities sometimes as a open-quotes stand-alone activityclose quotes and as often as not as a portion of a corporate and firmwide initiative. The impetus is coming from the marketplace, and both major challenges and opportunities are encompassed by the changes

  4. [Imaginary dimension and intersubjectivity in public health organizations: implications to managerial work and organizational change].

    Science.gov (United States)

    Azevedo, Creuza da Silva

    2010-06-01

    This paper deals with organization management in a new perspective, stressing the micro-social aspects and the role of individuals in the process of implementing change in public health organizations such as hospitals. Following the paths of French psychosociology, the article approaches the imaginary, intersubjective and collective dimensions of these organizations, highlighting the ways hospitals' directors and employees engage themselves in a struggle for power, affiliation and recognition. An essentially interactive and intersubjective activity, management is examined in the light of psychoanalysis's leadership function. It seems crucial to take into account the directors' potential structuring role in order to understand the organizational changing processes. Nevertheless, the mounting crisis in Rio de Janeiro public health services does not favor change and the building of personal bonds, but disruption, dismantle of institutional affiliations. In this scenario, the management structuring function and the director's social and psychological mediating role lose ground.

  5. Camouflage through colour change: mechanisms, adaptive value and ecological significance.

    Science.gov (United States)

    Duarte, Rafael C; Flores, Augusto A V; Stevens, Martin

    2017-07-05

    Animals from a wide range of taxonomic groups are capable of colour change, of which camouflage is one of the main functions. A considerable amount of past work on this subject has investigated species capable of extremely rapid colour change (in seconds). However, relatively slow colour change (over hours, days, weeks and months), as well as changes arising via developmental plasticity are probably more common than rapid changes, yet less studied. We discuss three key areas of colour change and camouflage. First, we review the mechanisms underpinning colour change and developmental plasticity for camouflage, including cellular processes, visual feedback, hormonal control and dietary factors. Second, we discuss the adaptive value of colour change for camouflage, including the use of different camouflage types. Third, we discuss the evolutionary-ecological implications of colour change for concealment, including what it can tell us about intraspecific colour diversity, morph-specific strategies, and matching to different environments and microhabitats. Throughout, we discuss key unresolved questions and present directions for future work, and highlight how colour change facilitates camouflage among habitats and arises when animals are faced with environmental changes occurring over a range of spatial and temporal scales.This article is part of the themed issue 'Animal coloration: production, perception, function and application'. © 2017 The Authors.

  6. Factors associated with the goal commitment of radiography departments' staff in organizational change

    Energy Technology Data Exchange (ETDEWEB)

    Groenroos, Eija [Helsinki Metropolia University of Applied Sciences, Degree Programme in Radiography and Radiotherapy, Mannerheimintie 172, 00300 Helsinki (Finland)], E-mail: eija.gronroos@metropolia.fi; Pajukari, Arja [MHS, Hus-Roentgen, PL 809, 00029 Hus (Finland)], E-mail: arja.pajukari@hus.fi; Matinheikki-Kokko, Kaija [Helsinki Metropolia University of Applied Sciences, Mannerheimintie 172, 00300 Helsinki (Finland)

    2009-11-15

    Purpose: The aim of the study is to examine factors associated with the goal commitment of radiography departments' staff. The associations studied are (1) organizational change, (2) work-related factors, (3) psychosocial work environment, and (4) intention to leave. Method: The follow-up study was performed between 2005 and 2007 in co-operation with 10 radiography departments of two Finnish municipalities. In 2005 the response rate was 60% (n = 97/163) and in 2007 it was 49% (n = 73/150). Results: The goal commitment had dropped during the organizational change from 3.96 in 2005 to 3.60 in 2007 (scale 1-5) (p = 0.001). Best predictors for the goal commitment of radiography departments' staff were having children (OR 4.4) and perceiving functional environment clearly (OR 2.6). Correlation between the goal commitment and intention to leave of the staff was -0.32 (p = 0.01). Conclusion: From the viewpoint of the commitment of the radiography departments' staff, the trend of uniting quite independent health care units into larger entities seems not to be beneficial. This study reveals that commitment to one's work unit is most of all a question of stability and job security. This is a fact the leadership of the radiography departments should take into account, appreciate and support to assure the tenure and productivity of their workforce.

  7. Factors associated with the goal commitment of radiography departments' staff in organizational change

    International Nuclear Information System (INIS)

    Groenroos, Eija; Pajukari, Arja; Matinheikki-Kokko, Kaija

    2009-01-01

    Purpose: The aim of the study is to examine factors associated with the goal commitment of radiography departments' staff. The associations studied are (1) organizational change, (2) work-related factors, (3) psychosocial work environment, and (4) intention to leave. Method: The follow-up study was performed between 2005 and 2007 in co-operation with 10 radiography departments of two Finnish municipalities. In 2005 the response rate was 60% (n = 97/163) and in 2007 it was 49% (n = 73/150). Results: The goal commitment had dropped during the organizational change from 3.96 in 2005 to 3.60 in 2007 (scale 1-5) (p = 0.001). Best predictors for the goal commitment of radiography departments' staff were having children (OR 4.4) and perceiving functional environment clearly (OR 2.6). Correlation between the goal commitment and intention to leave of the staff was -0.32 (p = 0.01). Conclusion: From the viewpoint of the commitment of the radiography departments' staff, the trend of uniting quite independent health care units into larger entities seems not to be beneficial. This study reveals that commitment to one's work unit is most of all a question of stability and job security. This is a fact the leadership of the radiography departments should take into account, appreciate and support to assure the tenure and productivity of their workforce.

  8. Indication of Changes in Projecting Organizational Structures Under the New Economy

    Directory of Open Access Journals (Sweden)

    Pártlová Petra

    2017-09-01

    Full Text Available Enterprise Architecture includes organizational and management part and visions and goals of the organization, business processes leading to the goals, innovation processes, control mechanisms, information and communication technologies and others. The paper focuses on one of the most important components of corporate architecture, organizational and management framework of an enterprise in terms of its present state and anticipated changes and the expected development in the context of the emerging new economy. The research was carried out in a sample of 372 enterprises from the whole Czech Republic with the sector (industrial, manufacturing, services and primary sector and size differentiation (micro-enterprises, small and medium-sized enterprises and large enterprises according to the classification of Ministry of Industry and Trade of the Czech Republic and the EU. The statistical methods were used (p-value with Pearson Chi quadrate output to analyses the results. The conclusion indicates a possible development in the corporate organization architecture in the context of the paradigm of changes in the external corporate environment.

  9. Organizational Campaigning

    DEFF Research Database (Denmark)

    Hertel, Frederik

    2015-01-01

    This conference paper will explore the difference between communicating changes and changing communication. Based on a case study in which a manager applies two quite different approaches to organizational communication in order to change the organization he is leading. The first and failing...... approach will in be named: organizational campaigning and means (e.g. Kotter, 2012, p. 9 and Clegg, Kornberger & Pitsis, 2009) that the manager takes control with communication and communication cannels in order to ensure successful organizational changes. Since the changes were not succeeding the approach...... is replaced with a new approach which will be named organizing communication. During the case analysis we will see that this change in approach not only change the managers perception of communication but also his perception of the organization he is leading....

  10. Data on impact of technological change on employees' cognitive attitude and organizational performance

    Directory of Open Access Journals (Sweden)

    Chinyerem Adeniji

    2018-06-01

    Full Text Available Change is unavoidable for organizations just as it is in every sphere of life. Whatever the reasons are, organizations need to change, keeping in mind the end goal to survive and to be successful. Organizations operate in an environment where globalisation is the common expression of the phenomenon that is driving a great dynamism in the business environment across the world and no business is immune from the effects of this “globalisation”. Competition, policymaking and advancement in technology exist on a day-to-day basis (Hatch, 2009 as well as opportunities are no longer localised within a nation, region or continent, every business is now competing with competitors all over the world. These forces are in constant change and affect a large number of organizations, which involves creating new strategies and policies in order for the organizations to survive and compete within the global business world and also to improve organizational performance but, there are also many challenges as well as the intensification of competition. The usage of technology decides the quality and number of products and services to be delivered. Organizational and national restrictive execution and improvement are controlled by the state and types of technology. Technology likewise impacts the living states of individual and groups in organizations and countries and the relationship between them. Technology is inclined to change, and the condition of technology have direct connection to the relationship between the business and worker. Technology, labour and capital are interconnected. The data presented in this article is very salient in this regard Keywords: Technological change, Employee cognitive attitude, Employee performance, Manufacturing companies, Nigeria

  11. Exploring the Political Underbelly of Organizational Learning: Learning during Pay and Performance Management Change

    Science.gov (United States)

    Field, Laurie

    2011-01-01

    Purpose: In an effort to better understand the political dimensions of organizational learning, this paper aims to examine learning processes in an organizational context--namely renegotiation of pay and performance management arrangements--where the interests of organizational members are threatened. Design/methodology/approach: Data were derived…

  12. Phenomenological Study: How Organizational Structures and Change Processes Influence Student Learning

    Science.gov (United States)

    Johnson, Charlotte Clay

    2013-01-01

    Educational institutions create organizational structures for younger students with limited work experience. New generations of adult students require different organizational structures to improve success. The current phenomenological qualitative study addressed the lack of consensus of what types of organizational structures in higher education…

  13. Clinically significant change in stroke volume in pulmonary hypertension

    NARCIS (Netherlands)

    van Wolferen, S.A.; van de Veerdonk, M.C.; Mauritz, G.J.; Jacobs, W.; Marcus, J.T.; Marques, K.M.J.; Bronzwaer, J.G.F.; Heijmans, M.W.; Boonstra, A.; Postmus, P.E.; Westerhof, N.; Noordegraaf, A.V.

    2011-01-01

    Background: Stroke volume is probably the best hemodynamic parameter because it reflects therapeutic changes and contains prognostic information in pulmonary hypertension (PH). Stroke volume directly reflects right ventricular function in response to its load, without the correction of compensatory

  14. Time for Climate Change: Leadership, IT Climate, and their Impact on Organizational Performance

    DEFF Research Database (Denmark)

    Wunderlich, Nico; Beck, Roman

    2017-01-01

    IT climate in organizations where the need for deep IT and business knowledge is constantly increasing. We shed light on how organizational leaders, both from business and IT, influence a positive organizational IT climate by IT leadership and subsequently, how an organizational IT climate affects strategic......Information systems (IS) have become essential for operating firms successfully. How to align business and information technology (IT) executives to increase organizational output has been widely discussed in literature. This research focusses on pre-requisites and consequences of a positive...... groups, and can confirm organization wide firm IS knowledge as a strategically important resource to achieve organizational performance....

  15. Organizational Change Management For Health Equity: Perspectives From The Disparities Leadership Program.

    Science.gov (United States)

    Betancourt, Joseph R; Tan-McGrory, Aswita; Kenst, Karey S; Phan, Thuy Hoai; Lopez, Lenny

    2017-06-01

    Leaders of health care organizations need to be prepared to improve quality and achieve equity in today's health care environment characterized by a focus on achieving value and addressing disparities in a diverse population. To help address this need, the Disparities Solutions Center at Massachusetts General Hospital launched the Disparities Leadership Program in 2007. The leadership program is an ongoing, year-long, executive education initiative that trains leaders from hospitals, health plans, and health centers to improve quality and eliminate racial and ethnic disparities in health care. Feedback from participating organizations demonstrates that health care leaders seem to possess knowledge about what disparities are and about what should be done to eliminate them. Data collection, performance measurement, and multifaceted interventions remain the tools of the trade. However, the barriers to success are lack of leadership buy-in, organizational prioritization, energy, and execution, which can be addressed through organizational change management strategies. Project HOPE—The People-to-People Health Foundation, Inc.

  16. Impact on Organizational Climate trough Organizational Culture factors. Case Study of Latvia and Lithuania

    Directory of Open Access Journals (Sweden)

    Juris Iljins

    2016-01-01

    Full Text Available Purpose of the article: The purpose of this paper is to investigate the impact of organizational culture on organizational climate in process of change. For solving this problem, it is necessary to identify the main factors of organizational culture in the change process. After exploring the impact of organizational culture on organizational climate through distinguished culture’s factors, article examines how changes can be processed in different cultural environments. Methodology: The research design is based on Yin (1994 methodology and consists of two main stages: data analysis and validation for case study and case study’s methodology according to Yin (1994 (four steps: design the case, conduct the case, analyse the case evidence and develop conclusions. In the first stage an expert evaluation method was used to investigate the significance of organizational culture factors’ impact on organizational climate. Different factors of organizational climate were explored in the paper. To affirm the results triangulation method was applied. To verify the results of the research mathematical calculations and case study were used. Within the research the most significant factors were stressed. During the second stage, the case study was carried out to validate the research results in specific companies. Comparison between medium-size companies was made. It is important, that in case Latvian company (A capital holders are Latvian entrepreneurs and capital holders of Lithuanian company (B are international. Scientific aim: To distinguish organizational culture’s factors that have an impact on organizational climate’s change. Findings: The results of the research confirmed that during the period of changes organizational culture has an impact on organizational climate through specific factors. Theoretical model how change organizational culture impacts organizational climate is developed. Research showed that stability, job satisfaction, team

  17. What Style of Leadership Is Best Suited to Direct Organizational Change to Fuel Institutional Diversity in Higher Education?

    Science.gov (United States)

    Adserias, Ryan P.; Charleston, LaVar J.; Jackson, Jerlando F. L.

    2017-01-01

    Implementing diversity agendas within decentralized, loosely coupled, and change-resistant institutions such as colleges and universities is a global challenge. A shift in the organizational climate and culture is imperative to produce the change needed in order for a diversity agenda to thrive. Higher education scholars have consistently…

  18. A Lesson of Lost Political Capital in Public Higher Education: Leadership Challenges in a Time of Needed Organizational Change

    Science.gov (United States)

    Hilton, Mark; Jacobson, Rod

    2012-01-01

    All higher education institutions are struggling with a rapidly changing market and financial landscape. Here is a management-centered analysis of what happened when a college president, recognizing the need to make a radical adaptation to those changes, tried moving a campus community to a new organizational model, without collegial consensus,…

  19. Understanding the Role of Culture and Communication in Implementing Planned Organizational Change: The Case of Compstat in Police Organizations

    Science.gov (United States)

    Yuksel, Yusuf

    2013-01-01

    Despite the popularity of planned change efforts, the failure rates of implementation are as high as 50 to 70 percent (Lewis & Seibold, 1998). While these efforts are affected by technical issues, the organizations' approach to change, structure, technological capabilities, and organizational culture and communication practices are…

  20. The significance of climate change in streams utilised by humans

    NARCIS (Netherlands)

    Verdonschot, P.F.M.

    2009-01-01

    To better understand the role of climate change in catchments that are already under pressure of human activities one needs to study past, current and future conditions. Therefore, the catchment of the river Vecht (The Netherlands), representative for many human utilised, medium-sized lowland river

  1. Organizational Boundary Change in Industrial Symbiosis: Revisiting the Guitang Group in China

    Directory of Open Access Journals (Sweden)

    Lin Shi

    2017-06-01

    Full Text Available This study revisits the Guitang Group, one of the best known industrial symbiosis cases in the sugar industry. Our goal is to offer an evolutionary understanding of industrial symbiosis at the Guitang Group. This article focuses on the organizational boundary change of the Guitang Group over time, and acknowledges this process as one of the seven industrial symbiosis dynamics proposed by Boons et al. We offer a historical view of the critical forces behind Guitang’s industrial symbiosis evolution since the 1950s; particularly how these changes were influenced by broader economic and institutional contexts of importance in China. These insights include the role of institutionalized research and development (R&D as well as technology-oriented leadership as driving forces for Guitang’s innovation, particularly since the 1990s, when greater efficiency and productivity were emphasized, leading to the establishment of further symbiotic relationships in the company’s evolutionary process. As a result, the Guitang Group grew from 2 internal to 11 internal and external symbiotic exchanges and is now a conglomeration with more than 3000 employees generating more than 1 billion RMB (150 million USD in revenue annually. The driving forces of the Guitang Group’s industrial symbiosis evolution helped to create, disseminate and share information by continuously reinforcing the industrial symbiosis message as part of the Guitang Group’s business model and competitive strategy. In addition, state-level policies such as establishing the Guigang (the city where Guitang is located Eco-Industrial Park enabled industrial symbiosis in Guitang. This study provides prospects for future research on the organizational boundary change dynamic of industrial symbiosis in the sugar manufacturing industry and beyond.

  2. Organizational change and human expertise in nuclear power plants: some implications for training and error prevention

    International Nuclear Information System (INIS)

    Masson, M.; Malaise, N.; Housiaux, A.; Keyser, V. de

    1993-01-01

    Reliability and safety are two very important goals, which depend on technical and organizational factors, but also on human expertise. How to ensure a safe functioning of a nuclear power plant in a changing context, and what might be the role and aspects of training and transfer of knowledge? These are the questions we shall deal with in this paper, on the basis of two field studies. The two field studies stress the needs for setting up case based training, which best ensure the acquisition of know-how. Furthermore, as shown by the second one, gaining expertise involves developing large repertoires of highly skilled, semi-routinized activities. Supporting expert operators not only should tackle problem solving activities but should thus also include the prevention of routine errors, which go along with skill acquisition. (orig.)

  3. Dispensing emotions: Norwegian community nurses' handling of diversity in a changing organizational context.

    Science.gov (United States)

    Debesay, Jonas; Harsløf, Ivan; Rechel, Bernd; Vike, Halvard

    2014-10-01

    Since the mid-1990s, public sector health care services in Norway have been restructured, in line with New Public Management ideas. This restructuring has coincided with demographic changes that have led to a more culturally diverse patient population. Both developments have created new challenges for community nurses in managing their work. This qualitative study applies the concept of "emotional labor" to examine nurses' experiences in working with ethnic minority patients in the context of pressures arising from organizational reforms. The analysis sheds light on the nurses' attempts to comply with system-induced efficiency considerations, while catering to the special situation of patients with language barriers and unfamiliar cultural traditions. The article demonstrates how efficiency requirements and time constraints either aggravate the nurses' insecurity in dealing with minority patients or, in some cases, compel them to assume more work responsibilities so as to mitigate the effects of such constraints. Copyright © 2014 Elsevier Ltd. All rights reserved.

  4. Organizational changes and automation: Towards a customer-oriented automation: Part 3

    International Nuclear Information System (INIS)

    Van Gelder, J.W.

    1994-01-01

    Automation offers great opportunities in the efforts of energy utilities in the Netherlands to reorganize towards more customer-oriented businesses. However, automation in itself is not enough. First, the organizational structure has to be changed considerably. Various energy utilities have already started on it. The restructuring principle is the same everywhere, but the way it is implemented differs widely. In this article attention is paid to the necessity of realizing an integrated computerized system, which, however, is not feasible at the moment. The second best alternative is to use various computerized systems, capable of two-way data exchange. Two viable approaches are discussed: (1) one operating system on which all automated systems within a company should run, or (2) a selective system linking on the basis of required speed information exchange. Option (2) offers more freedom of selecting the system. 2 figs

  5. CHANGING FROM WITHIN? THE INTRA-ORGANIZATIONAL DYNAMICS OF EU ENLARGEMENT

    Directory of Open Access Journals (Sweden)

    Velibor JAKOVLESKI

    2015-12-01

    Full Text Available This paper opens up the black box of enlargement, focusing on how the intra-organizational relationships among the Council of the European Union, the European Commission, and the European Parliament affect the process of enlargement. Formally speaking, enlargement is an intergovernmental process, suggesting that member states are firmly in control of its outcomes. However, the EU’s supranational actors, specifically the European Parliament and European Commission also attempt to influence enlargement at various stages. I posit that the process of enlargement to the Western Balkans has evolved, influenced by changing constraints which are operating on the aforementioned actors. The added value of this work is in disaggregating the enlargement process based on its institutionalized relationships in both a vertical and horizontal dimension. It provides a supply-side argument for how enlargement policy has evolved from within the EU, rather than simply as a function of external factors.

  6. Timeless and Timely Advice: A Commentary on "Consultation to Facilitate Planned Organizational Change in Schools," an Article by Joseph E. Zins and Robert J. Illback

    Science.gov (United States)

    Hazel, Cynthia E.

    2007-01-01

    This commentary on Zins and Illback's (1995) article, Consultation to Facilitate Planned Organizational Change in Schools, argues that the authors provided a solid foundation for well-planned, proactive, sustainable, internally-driven systemic change in schools that has yet to be widely realized. Their school organizational change model and more…

  7. The Merging of the Higher Educational Institutions: Institutional and Organizational Change

    Directory of Open Access Journals (Sweden)

    Vyacheslav V. Volchik

    2017-09-01

    Full Text Available Higher education reforms in Russia had been initiated in response to the challenge of time, such as new technologies development, optimization of government expenditures, commercialization of higher education and its “mass” character. Currently implemented reforms rely upon the ideas of neo-liberal thinking, which is operationalized in the methods of regulation within the New Public Management approach. Institutional and organizational change in the higher education are the subject of research in Neo-institutional economics and Original Institutional economics. This paper deals primarily with the Original Institutionalist approach, with its focus on the institutional context of reforms: embedded working rules and social values, corporate culture and organizational specificities. For the recent decades, many Western countries have implemented, and are implementing nowadays, higher education reforms. Related change not only affects proportions of public and private expenditures on higher education, universities’ funding sources, but issues of academic freedom, social value of higher education and its role in the modern society as well. In terms of direction, higher education in Russia is convergent with the world-wide trends: integration into the global market of educational services and rethinking the role of the university as a business organization. However the paradox occurs that performance of the university under the ideas of New Public Management implies market or quasi-market environment. This environment should be much about decentralization of administrative hierarchies and growing autonomy of the universities. But in reality these processes are much about reduced academic freedom and tightened control over the universities’ performance through a system of the objectives and targets.

  8. A methodology for evaluating organizational change in community-based chronic disease interventions.

    Science.gov (United States)

    Hanni, Krista D; Mendoza, Elsa; Snider, John; Winkleby, Marilyn A

    2007-10-01

    In 2003, the Monterey County Health Department, serving Salinas, California, was awarded one of 12 grants from the Steps to a HealthierUS Program to implement a 5-year, multiple-intervention community approach to reduce diabetes, asthma, and obesity. National adult and youth surveys to assess long-term outcomes are required by all Steps sites; however, site-specific surveys to assess intermediate outcomes are not required. Salinas is a medically underserved community of primarily Mexican American residents with high obesity rates and other poor health outcomes. The health department's Steps program has partnered with traditional organizations such as schools, senior centers, clinics, and faith-based organizations as well as novel organizations such as employers of agricultural workers and owners of taquerias. The health department and the Stanford Prevention Research Center developed new site-specific, community-focused partner surveys to assess intermediate outcomes to augment the nationally mandated surveys. These site-specific surveys will evaluate changes in organizational practices, policies, or both following the socioecological model, specifically the Spectrum of Prevention. Our site-specific partner surveys helped to 1) identify promising new partners, select initial partners from neighborhoods with the greatest financial need, and identify potentially successful community approaches; and 2) provide data for evaluating intermediate outcomes matched to national long-term outcomes so that policy and organizational level changes could be assessed. These quantitative surveys also provide important context-specific qualitative data, identifying opportunities for strengthening community partnerships. Developing site-specific partner surveys in multisite intervention studies can provide important data to guide local program efforts and assess progress toward intermediate outcomes matched to long-term outcomes from nationally mandated surveys.

  9. Barnacle Geese Achieve Significant Energetic Savings by Changing Posture

    OpenAIRE

    Tickle, Peter G.; Nudds, Robert L.; Codd, Jonathan R.

    2012-01-01

    Here we report the resting metabolic rate in barnacle geese (Branta leucopsis) and provide evidence for the significant energetic effect of posture. Under laboratory conditions flow-through respirometry together with synchronous recording of behaviour enabled a calculation of how metabolic rate varies with posture. Our principal finding is that standing bipedally incurs a 25% increase in metabolic rate compared to birds sitting on the ground. In addition to the expected decrease in energy con...

  10. Significance of telecoupling for exploration of land use change

    DEFF Research Database (Denmark)

    Eakin, Hallie; Defries, Ruth; Kerr, Suzi

    2014-01-01

    and institutional change in telecoupled interactions. The social, institutional, and ecological processes and conditions through which telecoupling emerges are described. The analysis of these relationships in land science demands both integrative and diverse epistemological perspectives and methods. Such analyses......Land systems are increasingly infl uenced by distal connections: the externalities and unintended consequences of social and ecological processes which occur in distant locations, and the feedback mechanisms that lead to new institutional developments and governance arrangements. Economic...... globalization and urbanization accentuate these novel telecoupling relationships. The prevalence of telecoupling in land systems demands new approaches to research and analysis in land science. This chapter presents a working defi nition of a telecoupled system, emphasizing the role of governance...

  11. The Study of Three Organizational Enigmas; Organizational Economy, Organizational Business and Organizational Skills

    OpenAIRE

    José G. Vargas Hernández; Mohammad Reza Noruzi

    2010-01-01

    Organizational economics makes important contributions to management theory. The focus of structural contingency theory is on the phenomena of the economy significant in organizational management theory and other new paradigms of organizational theories. However, the theory of organizational economics has hardly taken the multiple disciplines of organizational behaviour, strategy and theory, but is aligned with the management theories of psychology, sociology and policy dealing with human mot...

  12. The development of an online decision support tool for organizational readiness for change.

    Science.gov (United States)

    Khan, Sobia; Timmings, Caitlyn; Moore, Julia E; Marquez, Christine; Pyka, Kasha; Gheihman, Galina; Straus, Sharon E

    2014-05-10

    Much importance has been placed on assessing readiness for change as one of the earliest steps of implementation, but measuring it can be a complex and daunting task. Organizations and individuals struggle with how to reliably and accurately measure readiness for change. Several measures have been developed to help organizations assess readiness, but these are often underused due to the difficulty of selecting the right measure. In response to this challenge, we will develop and test a prototype of a decision support tool that is designed to guide individuals interested in implementation in the selection of an appropriate readiness assessment measure for their setting. A multi-phase approach will be used to develop the decision support tool. First, we will identify key measures for assessing organizational readiness for change from a recently completed systematic review. Included measures will be those developed for healthcare settings (e.g., acute care, public health, mental health) and that have been deemed valid and reliable. Second, study investigators and field experts will engage in a mapping exercise to categorize individual items of included measures according to key readiness constructs from an existing framework. Third, a stakeholder panel will be recruited and consulted to determine the feasibility and relevance of the selected measures using a modified Delphi process. Fourth, findings from the mapping exercise and stakeholder consultation will inform the development of a decision support tool that will guide users in appropriately selecting change readiness measures. Fifth, the tool will undergo usability testing. Our proposed decision support tool will address current challenges in the field of organizational change readiness by aiding individuals in selecting a valid and reliable assessment measure that is relevant to user needs and practice settings. We anticipate that implementers and researchers who use our tool will be more likely to conduct

  13. Analysis of organizational culture with social network models

    OpenAIRE

    Titov, S.

    2015-01-01

    Organizational culture is nowadays an object of numerous scientific papers. However, only marginal part of existing research attempts to use the formal models of organizational cultures. The lack of organizational culture models significantly limits the further research in this area and restricts the application of the theory to practice of organizational culture change projects. The article consists of general views on potential application of network models and social network analysis to th...

  14. Did the corporatization of Portuguese hospitals significantly change their productivity?

    Science.gov (United States)

    Ferreira, Diogo; Marques, Rui Cunha

    2015-04-01

    This paper aims to investigate if the market structure reforms in the Portuguese health system have improved hospital performance and productivity. A robust non-parametric Malmquist index is applied to measure group performance. The significance of the results achieved is examined using a conditional and non-conditional subsampling bootstrapped-based methodology, enhanced by the likelihood cross validation criterion based on the k-nearest neighbors method. The sample contains information about 216 non-corporatized and 176 corporatized Portuguese hospitals for the period 2002–2009. Five models were applied, based on three study dimensions (internment, emergencies and doctor visits). The results show that although corporatized hospitals presented the highest efficiency consistency, they had also the lowest levels of productivity, while the hospitals under the traditional administrative public management system were the ones with the best average performance. However, several best practices were also found in all groups, being the limited companies were often dominated by both noncorporatized and public enterprise entities. Consistent output ranges where all groups present dominance over the others were also identified. It was possible to conclude that the more autonomy the hospital had from the Ministry of Health, the lower was its productivity.

  15. CHARACTERISTICS OF MANAGEMENT AND LEADERSHIP IN ORDER TO EFFICIENTLY ACHIEVE THE ORGANIZATIONAL CHANGES PRODUCED BY THE ECONOMIC CRISIS

    Directory of Open Access Journals (Sweden)

    Iuliana Talmaciu

    2015-05-01

    Full Text Available Change has become the watchword of the present times. The dynamism of economic, social and political life is becoming more pronounced and it determines numerous organizational changes. In times of crisis and during the following periods, companies face major challenges, changes becoming even harder to anticipate and plan. The economic difficulties encountered by the business environment can be a decisive test for the leaders of companies. The main purpose of this article is to analyze the leadership characteristics which are necessary to efficiently manage and implement organizational changes during crisis. The research method used in this paper was based on the content analysis of works by both Romanian and foreign authors and on some studies conducted by different specialized companies. This paper is structured as follows: introduction, aspects regarding managers' role in change management, characteristics needed by the leaders involved in the change process, conclusions and biography.

  16. ORGANIZATIONAL CAPITAL THEORY EXPRESSION OF ELECTRONIC HEALTH

    Directory of Open Access Journals (Sweden)

    Tomas Vedlūga

    2017-03-01

    Full Text Available Implementation of e-health is a very difficult and complex process in terms of health policy that requires both organizational ability to meet market requirements and well-managed internal communication, which is carried out through organizational capital and high organizational culture and philosophy. This process requires a change in the organizational processes of health care institutions, ensuring the management and use of health information in order to improve the functioning of health care institutions. Scientists emphasize that health care institutions, with a high organizational capital can effectively promote the development of e-health, by consistently improving the quality of health care services and increasing the confidence and sense of security by enhancing the individual‘s ability to become more involved in the health care system. Nevertheless, in Lithuania, the progress of health care institutions in the field of e-health varies significantly, therefore, different tendencies of e-health care indicators tend to be related to organizational capital. Organizational capital covering the various dimensions of social context analysis, and organizational capital theory is a paradigm that attempts to explain the e-health inequalities at the level of organizations. This paper has evaluated the organizational capital theory expression of the e-health level, to identify and analyze organizational capital assessment indices in the field of e-health and modeled organizational capital assessment scheme.

  17. Change Management – Condition of Organizational Sustainability in IT&C Small and Medium-Sized Enterprises

    OpenAIRE

    Dan Popescu; Alina Ciocârlan-Chitucea; Alexandra Steriu; Cristina State

    2012-01-01

    The present research aims to establish and outline strategies for promoting change in the context of organizational learning, in order to maintain deeply active and creative human resources, while capable of achieving economic sustainability. This is becoming more obvious now as the changes take place in a dynamic world where human resources are the only key factors able to provide the design and implementation of routine changes and procedures, in the present and not in the fu...

  18. Organizational Adaptation to the Rapidly Changing External Environment: A Case Study of Strategic Marketing at Notre Dame College in Ohio

    Science.gov (United States)

    Brown, Shawn M.

    2012-01-01

    This thesis examined the role of strategic marketing in organizational adaptation to a rapidly changing and competitive external environment among institutions of higher education. Colleges and universities adapt to external pressures as open systems operating within a broader external environment (Bess & Dee, 2008; Keller, 1983). How does…

  19. THE ROLE OF LEADERSHIP IN COMMUNITY PARTNERSHIP, ORGANIZATIONAL CHANGES AND DECISION-MAKING PROCESS IN ADDRESSING CRIME ISSUES, AND TERRORISM

    Directory of Open Access Journals (Sweden)

    Ferid Azemi

    2017-09-01

    Full Text Available This research paper explains the role of leadership style in building community partnership and in this way also addressing many crime issues and terrorism. The methods used during this research paper are the deep insight of understanding leadership collaboration and organizational changes through literature review. A qualitative design was applied for face-to-face interview with a high ranking member of Kosovo Police. This interview shed light on the role of leadership style and challenges that are related to police reformation and also organizational changes. Through this paper, police leadership may be viewed differently, and seem to be very complex. Community partnership and shared decision-making process were emphasized during this study. This research paper also focused on integrity, ethics and strategic planning. Community partnership, organizational changes, and shared decision-making process are related to leadership style. Leadership style may have either positive or adverse effect on addressing crime rate and terrorism. Depending on the style leaders implement, certain components such as community partnership, or organizational change or even shared decision-making process may fail to function. This is why leadership style seems to bring some very interesting conclusions on this research.

  20. Organizational changes and automation: Towards a customer-oriented business organization for energy distribution companies: Part 1

    International Nuclear Information System (INIS)

    Van Gelder, J.W.

    1994-01-01

    Automation offers great opportunities in the efforts of energy utilities in the Netherlands to reorganize towards more customer-oriented businesses. However, automation in itself is not enough. First, the organizational structure has to be changed considerably. Various energy utilities have already started on it. The restructuring principle is the same everywhere, but the way it is implemented differs widely

  1. People and Teams Matter in Organizational Change: Professionals’ and Managers’ Experiences of Changing Governance and Incentives in Primary Care

    Science.gov (United States)

    Allan, Helen T; Brearley, Sally; Byng, Richard; Christian, Sara; Clayton, Julie; Mackintosh, Maureen; Price, Linnie; Smith, Pam; Ross, Fiona

    2014-01-01

    ObjectivesTo explore the experiences of governance and incentives during organizational change for managers and clinical staff. Study SettingThree primary care settings in England in 2006–2008. Study DesignData collection involved three group interviews with 32 service users, individual interviews with 32 managers, and 56 frontline professionals in three sites. The Realistic Evaluation framework was used in analysis to examine the effects of new policies and their implementation. Principal FindingsIntegrating new interprofessional teams to work effectively is a slow process, especially if structures in place do not acknowledge the painful feelings involved in change and do not support staff during periods of uncertainty. ConclusionsEliciting multiple perspectives, often dependent on individual occupational positioning or place in new team configurations, illuminates the need to incorporate the emotional as well as technocratic and system factors when implementing change. Some suggestions are made for facilitating change in health care systems. These are discussed in the context of similar health care reform initiatives in the United States. PMID:23829292

  2. Learning Barriers: a framework for the examination of structural impediments to organizational change

    NARCIS (Netherlands)

    Schimmel, R.; Schimmel, Remco; Muntslag, Dennis R.

    2009-01-01

    The body of knowledge on organizational learning is believed to be large and fragmented. Therefore, this knowledge seems to be of limited use to practitioners. We, however, present an alternative review of the most important publications on organizational learning that deals explicitly with learning

  3. Coevolution of patients and hospitals: how changing epidemiology and technological advances create challenges and drive organizational innovation.

    Science.gov (United States)

    Lega, Federico; Calciolari, Stefano

    2012-01-01

    Over the last 20 years, hospitals have revised their organizational structures in response to new environmental pressures. Today, demographic and epidemiologic trends and recent technological advances call for new strategies to cope with ultra-elderly frail patients characterized by chronic conditions, high-severity health problems, and complex social situations. The main areas of change surround new ways of managing emerging clusters of patients whose needs are not efficiently or effectively met within traditional hospital organizations. Following the practitioner and academic literature, we first identify the most relevant clusters of new kinds of patients who represent an increasingly larger share of the hospital population in developed countries. Second, we propose a framework that synthesizes the major organizational innovations adopted by successful organizations around the world. We conclude by substantiating the trends of and the reasoning behind the prospective pattern of hospital organizational development.

  4. Assessing and changing organizational social contexts for effective mental health services.

    Science.gov (United States)

    Glisson, Charles; Williams, Nathaniel J

    2015-03-18

    Culture and climate are critical dimensions of a mental health service organization's social context that affect the quality and outcomes of the services it provides and the implementation of innovations such as evidence-based treatments (EBTs). We describe a measure of culture and climate labeled Organizational Social Context (OSC), which has been associated with innovation, service quality, and outcomes in national samples and randomized controlled trials (RCTs) of mental health and social service organizations. The article also describes an empirically supported organizational intervention model labeled Availability, Responsiveness, and Continuity (ARC), which has improved organizational social context, innovation, and effectiveness in five RCTs. Finally, the article outlines a research agenda for developing more efficient and scalable organizational strategies to improve mental health services by identifying the mechanisms that link organizational interventions and social context to individual-level service provider intentions and behaviors associated with innovation and effectiveness.

  5. Culture Matters in Successful Curriculum Change: An International Study of the Influence of National and Organizational Culture Tested With Multilevel Structural Equation Modeling

    NARCIS (Netherlands)

    Jippes, M.; Driessen, E.W.; Broers, N.J.; Majoor, G.D.; Gijselaers, W.H.; Vleuten, C.P.M. van der

    2015-01-01

    PURPOSE: National culture has been shown to play a role in curriculum change in medical schools, and business literature has described a similar influence of organizational culture on change processes in organizations. This study investigated the impact of both national and organizational culture on

  6. Making a Difference in Research and Practice: A Commentary on "Consulting to Facilitate Planned Organizational Change in Schools," an Article by Joseph E. Zins and Robert J. Illback

    Science.gov (United States)

    Flaspohler, Paul D.

    2007-01-01

    Zins and Illback observed in 1995 that planned organizational change processes were neglected in practice, training, and research. In the decade following publication of their article, implementation of processes and structures of planned organizational change increased dramatically. Schools and school districts continue to face increased…

  7. Identifying perceptions of academic reform in pharmacy using a four-frame organizational change model.

    Science.gov (United States)

    Bajis, Dalia; Chaar, Betty; Basheti, Iman A; Moles, Rebekah

    2017-11-10

    In an ever-changing environment, pharmacy education is in the race to catch up and excel to produce competent pharmacists. Examining academic institutions, including schools of pharmacy, their internal systems and framework, it seems appropriate to view these institutions using multiple lenses. Bolman and Deal conceptualized a method to examine organizations using four constructs (structural, human resource, political, and symbolic). The Eastern Mediterranean Region (EMR), with deep-rooted pharmacy education and practice was the setting for this research. To explore factors affecting academic reform in undergraduate pharmacy education in the EMR from stakeholders' and students' perspectives; and to apply Bolman and Deal's four-frame organizational change model to explore how these issues might be viewed. A multiple-method approach was employed and involved collecting, analyzing and integrating qualitative semi-structured interview data with open-ended questions in a survey. Cross-sector stakeholder sample from various EMR countries was recruited and interviewed. Final year pharmacy students from one school of pharmacy in Jordan were surveyed. Emergent themes were indicative that academic reform was addressed by all frames of the Bolman and Deal model. Structural and political frames received substantial weighing pointing to the importance of curricular reform, collaboration and leadership. A need for skillful and role-model teaching academic staff was highlighted, and in harmony with the human resource frame. Issues within the symbolic frame were readily apparent in the data and spanned the other three frames in relation to heritage, customs and cultural barriers. Issues pertinent to academic reform in pharmacy were presented. Viewing change in pharmacy schools from multiple perspectives highlighted the need for structural changes to pharmacy programs, human resource management, political will, leadership, and collaboration. The importance of understanding cultural

  8. Organizational change, psychosocial work environment, and non-disability early retirement: a prospective study among senior public employees.

    Science.gov (United States)

    Breinegaard, Nina; Jensen, Johan Høy; Bonde, Jens Peter

    2017-05-01

    Objective This study examines the impact of organizational change and psychosocial work environment on non-disability early retirement among senior public service employees. Methods In January and February 2011, Danish senior public service employees aged 58-64 years (N=3254) from the Capital Region of Denmark responded to a survey assessing psychosocial work environment (ie, social capital, organizational justice, and quality of management). Work-unit organizational changes (ie, change of management, merging, demerging, and relocation) were recorded from January 2009 to March 2011. Weekly data on non-disability early retirement transfer were obtained from the DREAM register database, which holds weekly information about all public benefit payments in Denmark. Hazard ratios (HR) for early retirement following employees' 60 th birthday were estimated with Cox regression adjusted for age, gender, and socioeconomic status. Results Exposure to change of management [HR 1.37, 95% confidence interval (95% CI) 1.13-1.66], mergers (HR 1.23, 95% CI 1.02-1.48), and relocation of work unit (HR 1.24, 95% CI 1.01-1.54) increased rate of non-disability early retirement, while demerging of work unit did not (HR 1.03, 95% CI 0.79-1.33). Work units with lower levels of social capital (HR 1.22, 95% CI 1.05-1.41), organizational justice, (HR 1.18, 95% CI 1.04-1.32), and quality of management (HR 1.14, 95% CI 1.02-1.25) increased rate of early retirement. Conclusion Organizational change and poor psychosocial work environment contribute to non-disability early retirement among senior public service employees, measured at work-unit level.

  9. The impact of immersion training on complementing organizational goals and accelerating culture change - a field study

    Energy Technology Data Exchange (ETDEWEB)

    Hayes, S.M.

    1996-02-01

    At Los Alamos National Laboratory, a national defense laboratory with a history of working in seclusion and secrecy, scientists and engineers have received an important new mission to partner with industry. The scientists and engineers need to expand their skill base beyond science and understand the business of innovation to be successful in this new environment. An administrative field experiment of conducting intensive, immersion training about the commercialization process was piloted at Los Alamos in September, 1992. This Field Research Project addresses the following research question: {open_quotes}Does {open_quotes}immersion{close_quotes} commercialization training complement organizational goals and does the method accelerate cultural change?{close_quotes} The field experiment first began as a pilot Commercialization Workshop conducted for twelve scientists in September, 1992. The objective was to create commercialization action plans for promising environmental technologies. The immersion method was compared to the indoctrination method of training also. The indoctrination training was a one-day lecture style session conducted for one hundred and fifty scientists in July, 1993. The impact of the training was measured by perceived attitude change and the amount of subsequent industrial partnerships that followed the training. The key management question addressed on the job was, {open_quotes}With a limited budget, how do we maximize the impact of training and achieve the best results?{close_quotes}

  10. Examining organizational change in primary care practices: experiences from using ethnographic methods.

    Science.gov (United States)

    Russell, Grant; Advocat, Jenny; Geneau, Robert; Farrell, Barbara; Thille, Patricia; Ward, Natalie; Evans, Samantha

    2012-08-01

    Qualitative methods are an important part of the primary care researcher's toolkit providing a nuanced view of the complexity in primary care reform and delivery. Ethnographic research is a comprehensive approach to qualitative data collection, including observation, in-depth interviews and document analysis. Few studies have been published outlining methodological issues related to ethnography in this setting. This paper examines some of the challenges of conducting an ethnographic study in primary care setting in Canada, where there recently have been major reforms to traditional methods of organizing primary care services. This paper is based on an ethnographic study set in primary care practices in Ontario, Canada, designed to investigate changes to organizational and clinical routines in practices undergoing transition to new, interdisciplinary Family Health Teams (FHTs). The study was set in six new FHTs in Ontario. This paper is a reflexive examination of some of the challenges encountered while conducting an ethnographic study in a primary care setting. Our experiences in this study highlight some potential benefits of and difficulties in conducting an ethnographic study in family practice. Our study design gave us an opportunity to highlight the changes in routines within an organization in transition. A study with a clinical perspective requires training, support, a mixture of backgrounds and perspectives and ongoing communication. Despite some of the difficulties, the richness of this method has allowed the exploration of a number of additional research questions that emerged during data analysis.

  11. How to succeed in the digital age? Monitor the organizational context, identify risks and opportunities, and manage change effectively

    Directory of Open Access Journals (Sweden)

    Fonseca Luis Miguel

    2017-09-01

    Full Text Available Due to the dynamic and inter-connected internal and external environments of the present digital age, organizations are faced with increased challenges to achieve enduring success. After reviewing the major management theories with an organizational focus, and the changes brought with the new ISO 9001:2015 Quality Management Systems International Standard Edition, the hypotheses that to succeed in the digital age organizations must monitor the organizational context, identify risks and opportunities, and manage change effectively, are presented. A worldwide survey was carried out among IRCA registered auditors concerning ISO 9001:2015 certified organizations, and by using a quantitative methodology (sample normality was confirmed through Kolmogorov-Smirnov test and the hypothesis were tested by using Pearson correlation coefficient. The results of this research highlight the need to properly monitor the organizational (internal and external context and identify the key issues that affect the organizations ability to deliver quality products and satisfy their customers and key stakeholders, and to plan, design, implement and control change in an effective and timely manner. These results support the notion that organizations should adopt appropriate organizational models for the present digital age, with emphasis on knowledge management and horizontal customer perspectives, willing to scan the environment, identify risk and opportunities and take timely and suitable actions.

  12. Healthy Change Processes-A Diary Study of Five Organizational Units. Establishing a Healthy Change Feedback Loop.

    Science.gov (United States)

    Lien, Mathilde; Saksvik, Per Øystein

    2016-10-01

    This paper explores a change process in the Central Norway Regional Health Authority that was brought about by the implementation of a new economics and logistics system. The purpose of this paper is to contribute to understanding of how employees' attitudes towards change develop over time and how attitudes differ between the five health trusts under this authority. In this paper, we argue that a process-oriented focus through a longitudinal diary method, in addition to action research and feedback loops, will provide greater understanding of the evaluation of organizational change and interventions. This is explored through the assumption that different units will have different perspectives and attitudes towards the same intervention over time because of different contextual and time-related factors. The diary method aims to capture the context, events, reflections and interactions when they occur and allows for a nuanced frame of reference for the different phases of the implementation process and how these phases are perceived by employees. Copyright © 2016 John Wiley & Sons, Ltd. Copyright © 2016 John Wiley & Sons, Ltd.

  13. Changing the internal health and safety organization through organizational learning and change management

    DEFF Research Database (Denmark)

    Hasle, Peter; Jensen, P.L.

    2006-01-01

    Research from several countries indicates that the internal health and safety organization is marginalized in most companies, and it is difficult for the professionals to secure a proper role in health and safety on the companies' present agenda. The goal of a Danish project involving a network...... of I I companies was to search for a solution to this problem. The health and safety managers and safety representatives played the role of "change agents" for local projects aiming to develop the health and safety organization. The study showed that 3 of the 11 companies proved to be able to implement...

  14. Surface water change as a significant contributor to global evapotranspiration change

    Science.gov (United States)

    Zhan, S.; Song, C.

    2017-12-01

    Water comprises a critical component of global/regional hydrological and biogeochemical cycles and is essential to all organisms including humans. In the past several decades, climate change has intensified the hydrological cycle, with significant implications for ecosystem services and feedback to regional and global climate. Evapotranspiration (ET) as a linking mechanism between land surface and atmosphere is central to the water cycle and an excellent indicator of the intensity of water cycle. Knowledge of the temporal changes of ET is crucial for accurately estimating global or regional water budgets and better understanding climate and hydrological interactions. While studies have examined changes in global ET, they were conducted using a constant land and surface water (SW) area. However, as many studies have found that global SW is very dynamic and their surface areas have generally been increasing since the 1980s. The conversion from land to water and vice versa significantly changes the local ET since water bodies evaporate at a rate that can be much higher than that of the land. Here, we quantify the global changes in ET caused by such land-water conversion using remotely-sensed SW area and various ET and potential ET products. New SW and lost SW between circa-1985 and circa-2015 were derived from remote sensing and were used to modify the local ET estimates. We found an increase in ET in all continents as consistent with the net increase in SW area. The increasing SW area lead to a global increase in ET by 30.38 ± 5.28 km3/yr. This is a significant contribution when compared to the 92.95 km3/yr/yr increase in ET between 1982-1997 and 103.43 km3/yr/yr decrease between 1998-2008 by Jung et al., (2010) assuming a constant SW. The results enhance our understanding of the water fluxes between the land and atmosphere and supplement land water budget estimates. We conclude that changes in SW lead to a significant change in global ET that cannot be neglected in

  15. The Soft Underbelly of System Change: The Role of Leadership and Organizational Climate in Turnover during Statewide Behavioral Health Reform.

    Science.gov (United States)

    Aarons, Gregory A; Sommerfeld, David H; Willging, Cathleen E

    2011-01-01

    This study examined leadership, organizational climate, staff turnover intentions, and voluntary turnover during a large-scale statewide behavioral health system reform. The initial data collection occurred nine months after initiation of the reform with a follow-up round of data collected 18 months later. A self-administered structured assessment was completed by 190 participants (administrators, support staff, providers) employed by 14 agencies. Key variables included leadership, organizational climate, turnover intentions, turnover, and reform-related financial stress ("low" versus "high") experienced by the agencies. Analyses revealed that positive leadership was related to a stronger empowering climate in both high and low stress agencies. However, the association between more positive leadership and lower demoralizing climate was evident only in high stress agencies. For both types of agencies empowering climate was negatively associated with turnover intentions, and demoralizing climate was associated with stronger turnover intentions. Turnover intentions were positively associated with voluntary turnover. Results suggest that strong leadership is particularly important in times of system and organizational change and may reduce poor climate associated with turnover intentions and turnover. Leadership and organizational context should be addressed to retain staff during these periods of systemic change.

  16. Change Management – Condition of Organizational Sustainability in IT&C Small and Medium-Sized Enterprises

    Directory of Open Access Journals (Sweden)

    Dan Popescu

    2012-06-01

    Full Text Available The present research aims to establish and outline strategies for promoting change in the context of organizational learning, in order to maintain deeply active and creative human resources, while capable of achieving economic sustainability. This is becoming more obvious now as the changes take place in a dynamic world where human resources are the only key factors able to provide the design and implementation of routine changes and procedures, in the present and not in the future. Furthermore, to highlight strengths and weaknesses of approaches regarding the sustainability and organizational change, our topic of research was conducted as an empirical study on the IT&C Small and Medium-sized Enterprises (SMEs, especially in the context of sustainability tending to become even more a value of modern, dynamic and powerful organizations. The main objective of the article is to outline some potential ways to implement the change management in the IT&C Romanian SMEs environment and their perception manner concerning the rationality and operationality of change, to ensure the viability and the organizational sustainability.

  17. Involvement and structure: a qualitative study of organizational change and sickness absence among women in the public sector in Sweden.

    Science.gov (United States)

    Baltzer, Maria; Westerlund, Hugo; Backhans, Mona; Melinder, Karin

    2011-05-16

    Organizational changes in modern corporate life have become increasingly common and there are indications that they often fail to achieve their ends. An earlier study of 24,036 employees showed that those who had repeatedly been exposed to large increases in staffing during 1991-1996 had an excess risk of both long-term sickness absence and hospital admission during 1997-1999, while moderate expansion appeared to be protective. The former was most salient among female public sector employees. We used qualitative interviews to explore work environment factors underlying the impact of organizational changes (moderate and large expansions in staffing) on sickness absence from an employee perspective. We interviewed 21 strategically selected women from the earlier study using semi-structured telephone interviews focusing on working conditions during the organizational changes. We identified 22 themes which could explain the association between organizational changes and sickness absence. We then used Qualitative Comparative Analysis (QCA) to reduce the number of themes and discover patterns of possible causation. The themes that most readily explained the outcomes were Well Planned Process of Change (a clear structure for involvement of the employees in the changes), Agent of Change (an active role in the implementation of the changes), Unregulated Work (a lack of clear limits and guidelines regarding work tasks from the management and among the employees), and Humiliating Position (feelings of low status or of not being wanted at the workplace), which had been salient throughout the analytic process, in combination with Multiple Contexts (working in several teams in parallel) and Already Ill (having already had a debilitating illness at the beginning of 1991), which may indicate degree of individual exposure and vulnerability. Well Planned Process of Change, Agent of Change and Multiple Contexts are themes that were associated with low sickness absence. Unregulated

  18. Involvement and structure: A qualitative study of organizational change and sickness absence among women in the public sector in Sweden

    Directory of Open Access Journals (Sweden)

    Backhans Mona

    2011-05-01

    Full Text Available Abstract Background Organizational changes in modern corporate life have become increasingly common and there are indications that they often fail to achieve their ends. An earlier study of 24,036 employees showed that those who had repeatedly been exposed to large increases in staffing during 1991-1996 had an excess risk of both long-term sickness absence and hospital admission during 1997-1999, while moderate expansion appeared to be protective. The former was most salient among female public sector employees. We used qualitative interviews to explore work environment factors underlying the impact of organizational changes (moderate and large expansions in staffing on sickness absence from an employee perspective. Method We interviewed 21 strategically selected women from the earlier study using semi-structured telephone interviews focusing on working conditions during the organizational changes. We identified 22 themes which could explain the association between organizational changes and sickness absence. We then used Qualitative Comparative Analysis (QCA to reduce the number of themes and discover patterns of possible causation. Results The themes that most readily explained the outcomes were Well Planned Process of Change (a clear structure for involvement of the employees in the changes, Agent of Change (an active role in the implementation of the changes, Unregulated Work (a lack of clear limits and guidelines regarding work tasks from the management and among the employees, and Humiliating Position (feelings of low status or of not being wanted at the workplace, which had been salient throughout the analytic process, in combination with Multiple Contexts (working in several teams in parallel and Already Ill (having already had a debilitating illness at the beginning of 1991, which may indicate degree of individual exposure and vulnerability. Well Planned Process of Change, Agent of Change and Multiple Contexts are themes that were

  19. Culture Matters in Successful Curriculum Change: An International Study of the Influence of National and Organizational Culture Tested With Multilevel Structural Equation Modeling.

    Science.gov (United States)

    Jippes, Mariëlle; Driessen, Erik W; Broers, Nick J; Majoor, Gerard D; Gijselaers, Wim H; van der Vleuten, Cees P M

    2015-07-01

    National culture has been shown to play a role in curriculum change in medical schools, and business literature has described a similar influence of organizational culture on change processes in organizations. This study investigated the impact of both national and organizational culture on successful curriculum change in medical schools internationally. The authors tested a literature-based conceptual model using multilevel structural equation modeling. For the operationalization of national and organizational culture, the authors used Hofstede's dimensions of culture and Quinn and Spreitzer's competing values framework, respectively. To operationalize successful curriculum change, the authors used two derivates: medical schools' organizational readiness for curriculum change developed by Jippes and colleagues, and change-related behavior developed by Herscovitch and Meyer. The authors administered a questionnaire in 2012 measuring the described operationalizations to medical schools in the process of changing their curriculum. Nine hundred ninety-one of 1,073 invited staff members from 131 of 345 medical schools in 56 of 80 countries completed the questionnaire. An initial poor fit of the model improved to a reasonable fit by two suggested modifications which seemed theoretically plausible. In sum, characteristics of national culture and organizational culture, such as a certain level of risk taking, flexible policies and procedures, and strong leadership, affected successful curriculum change. National and organizational culture influence readiness for change in medical schools. Therefore, medical schools considering curriculum reform should anticipate the potential impact of national and organizational culture.

  20. Time for a New Agenda: Organizational Development in a Changing world with much Disruption

    DEFF Research Database (Denmark)

    Sørensen, Henrik B.

    2017-01-01

    organizations neglect to support a disruptive strategy. By demonstrating the existence of another development path, this paper attempts, from a theoretical point of view, to give a new and a more nuanced perspective on organizational development in a disruptive world. This new path is supportive in a disruptive......Abstract – Traditional organizational theory tends to point out that organizational development follows a certain pattern where the structure of the company is said to become ever more bureaucratic. However, in a world where all companies and industries are faced with disruption, bureaucratic...... world. The aim of the paper is to answer the following research question: How can companies manage processes of organizational development and structures to avoid the bureaucracy and potential crises of the traditional approach in a disruptive world? This research question is important because...

  1. Air Education and Training Command Cost and Capacity System: Implications for Organizational and Data Flow Changes

    National Research Council Canada - National Science Library

    Manacapilli, Thomas

    2004-01-01

    .... It briefly reviews training management systems and associated organizational arrangements in the other services and the private sector to draw insights for a model management system for the Air Force...

  2. An organizational framework and strategic implementation for system-level change to enhance research-based practice: QUERI Series

    Directory of Open Access Journals (Sweden)

    Mittman Brian S

    2008-05-01

    Full Text Available Abstract Background The continuing gap between available evidence and current practice in health care reinforces the need for more effective solutions, in particular related to organizational context. Considerable advances have been made within the U.S. Veterans Health Administration (VA in systematically implementing evidence into practice. These advances have been achieved through a system-level program focused on collaboration and partnerships among policy makers, clinicians, and researchers. The Quality Enhancement Research Initiative (QUERI was created to generate research-driven initiatives that directly enhance health care quality within the VA and, simultaneously, contribute to the field of implementation science. This paradigm-shifting effort provided a natural laboratory for exploring organizational change processes. This article describes the underlying change framework and implementation strategy used to operationalize QUERI. Strategic approach to organizational change QUERI used an evidence-based organizational framework focused on three contextual elements: 1 cultural norms and values, in this case related to the role of health services researchers in evidence-based quality improvement; 2 capacity, in this case among researchers and key partners to engage in implementation research; 3 and supportive infrastructures to reinforce expectations for change and to sustain new behaviors as part of the norm. As part of a QUERI Series in Implementation Science, this article describes the framework's application in an innovative integration of health services research, policy, and clinical care delivery. Conclusion QUERI's experience and success provide a case study in organizational change. It demonstrates that progress requires a strategic, systems-based effort. QUERI's evidence-based initiative involved a deliberate cultural shift, requiring ongoing commitment in multiple forms and at multiple levels. VA's commitment to QUERI came in the

  3. Looking at Organizational Change Through the Construction and Reconstruction of the Underpinning Values of the Organization Through Interactions Among Stakeholders

    Directory of Open Access Journals (Sweden)

    Sueli dos Santos Leitão

    2015-09-01

    Full Text Available Objective – This paper attempts to understand how the stakeholders in an organization - which strives to achieve goals that are sometimes in conflict - construct and reconstruct (through their interactions their beliefs (values related to organizational competition and habits of action (practices. Design/methodology/approach – A qualitative single case study was conducted at a tax consulting firm in the service sector in Brazil, with ongoing organizational change. The firm seeks to find an even balance between fostering human and social development and financial earnings. Semi-structured and in-depth interviews were conducted with the founder, employees, customers and suppliers, in addition to nonparticipant observation, naturally occurring discussions, and documents. Findings – The analysis of the discursive materials showed that organizational practices reflect values formed over several years through the paradoxical tension between the world views of the founder on how the business world actually is and how it should be. The value of “coherence between what is said and what is done” permeated several reflexivity practices, when decisions were taken and the reasons underpinning them were discussed by management and employees, in pursuit of the goals initially proposed. Practical implications – This research contributes to wider-ranging reflections on the competitive world of organizations dealing with the challenges that face them, extending beyond social responsibility. It also illustrates that reflexivity may be particularly helpful in other forprofit organizations, particularly those focused on social innovation. Originality/value – This study promotes a discussion of change as a continuous process, grounded on a differentiated approach to organizational values, highlighting the emerging characteristics of organizational becoming.

  4. Five currents of organizational psychology

    DEFF Research Database (Denmark)

    Nickelsen, Niels Christian Mossfeldt

    2017-01-01

    Organizational psychology may be seen as consisting of a number of mutually conflictual currents developed over several decades. This article discusses five currents in organizational psychology that have both been dominant in Scandinavia and have had particular significance in relation...... to the field of organizational development: The social psychological, the socio-technical, the humanistic, the work psychological and the social constructionist currents. Central arguments and works from leading scholars are discussed. It is argued that although treated differently the notions of the small...... group, group dynamics, resistance to change and process consultation constitute pivotal and through going tenets in all the currents. These notions, it is argued, link the discipline of organizational psychology together into a mutually discordant, but anyway relatively consistent research area...

  5. The causal effect of profound organizational change when job insecurity is low – a quasi-experiment analysing municipal mergers

    DEFF Research Database (Denmark)

    Bhatti, Yosef; Gørtz, Mette; Pedersen, Lene Holm

    2015-01-01

    The present article finds that the causal effect of profound organizational change on employee health can be very low, if job insecurity is mitigated. We demonstrate this by investigating a rare case of a large-scale radical public sector reform with low job insecurity, in which a large number...... and job insecurity may explain the divergence from previous results. An important strength of our study is that the reform investigated can be considered a quasi-experiment, as it was exogenous and implemented simultaneously by the affected local governments. We also have access to an objective measure...... of robustness tests are performed, including propensity score matching and in-depth analysis of particular sub-groups of public sector employees. The results indicate that profound organizational change per se does not necessarily lead to decreased health, if job insecurity is low. However, a very modest effect...

  6. Formation of the perspective innovation policy of the enterprise in the conditions of organizational-economic changes

    Science.gov (United States)

    Uvarova, Svetlana; Vlasenko, Vyacheslav; Bukreev, Anatoly; Myshovskaya, Ludmila; Kuzina, Olga

    2018-03-01

    This article is based on the analysis of modern condition and dynamics of innovational development of high-rise buildings construction. A number of cardinal organizational and economic changes in management at the macro and meso-levels is taken into the account. Principal scheme of development of the methodology of formation of perspective innovation politics in high-ruse buildings construction based on inculcation of modern methods of strategic control of innovational activity is suggested in this article.

  7. The impact of medical tourism on the quality of organizational and functional changes in the Polish healthcare system

    OpenAIRE

    Olkiewicz, Marcin

    2016-01-01

    The role of Medical Tourism in the process of a complex satisfaction of the prosumers and the impact played in the organizational and functional changes in the Polish healthcare system. The analysis of the literature on the subject as well as an analysis of the documentation were the inspiration to write this work. The main emphasis was put on stating the conditions stimulating the development of this sector of the economy as well as the risk factors determining the quality of pro...

  8. Formation of the perspective innovation policy of the enterprise in the conditions of organizational-economic changes

    Directory of Open Access Journals (Sweden)

    Uvarova Svetlana

    2018-01-01

    Full Text Available This article is based on the analysis of modern condition and dynamics of innovational development of high-rise buildings construction. A number of cardinal organizational and economic changes in management at the macro and meso-levels is taken into the account. Principal scheme of development of the methodology of formation of perspective innovation politics in high-ruse buildings construction based on inculcation of modern methods of strategic control of innovational activity is suggested in this article.

  9. Transformational Leadership and Change: How Leaders Influence Their Followers' Motivation Through Organizational Justice.

    Science.gov (United States)

    Deschamps, Carl; Rinfret, Natalie; Lagacé, Marie Claude; Privé, Catherine

    2016-01-01

    In the past decade, the reform of Québec's healthcare establishments has resulted in a reduction in the number of institutions through mergers and closures. In this report, we investigate the consequences of reform by looking at managers' motivations and related mitigating factors. We examine the influence that transformational leaders have on their employees' motivation through organizational justice. Using a survey of 253 healthcare managers, we describe how the positive impact of transformational leadership on motivation is fully mediated via different aspects of organizational justice. The results indicate that while transformational leaders influence each type of organizational justice, followers' motivation is affected primarily by procedural and interpersonal justice and little by distributive justice.

  10. The changing duties of organizational psychologists in Slovenia in the past and in the present

    Directory of Open Access Journals (Sweden)

    Eva Boštjančič

    2016-05-01

    Full Text Available As with other areas, the growth of occupational and organizational psychology is based on scientific research, variety of situational factors and trends, and needs that arise in the organizational environment. The aim of the study was to describe the tasks carried out by psychologists in organizations in the past (55 years long history of the field in Slovenia, and to compare these with the tasks that are currently performed. The results were compared with similar studies that had been conducted in Slovenia. The results reveal that the work carried out by psychologists in organizations is currently more diverse, but also more focused on specific forms of work, particularly those related to psychological assessment, counseling, and motivation. Their duties are now more likely to be conducted in an international environment and involve working directly with employees and leaders. Participants also gave recommendations to psychologists who work or want to work in the field of organizational psychology.

  11. The Study of Three Organizational Enigmas; Organizational Economy, Organizational Business and Organizational Skills

    Directory of Open Access Journals (Sweden)

    José G. Vargas Hernández

    2010-03-01

    Full Text Available Organizational economics makes important contributions to management theory. The focus of structural contingency theory is on the phenomena of the economy significant in organizational management theory and other new paradigms of organizational theories. However, the theory of organizational economics has hardly taken the multiple disciplines of organizational behaviour, strategy and theory, but is aligned with the management theories of psychology, sociology and policy dealing with human motivation, induction and enforcement as distinct from the theories of structures, strategies and planning to deal with designs appropriate for a computer on which the will of member compliance is not problematic (Donaldson, 1990. This paper aims at reviewing the organizational economics in detail, its definitions, implications and feature and Elements of organizational economics and also the prescriptive and descriptive organizational economics.

  12. Behavioral Change and Building Performance: Strategies for Significant, Persistent, and Measurable Institutional Change

    Energy Technology Data Exchange (ETDEWEB)

    Wolfe, Amy K.; Malone, Elizabeth L.; Heerwagen, Judith H.; Dion, Jerome P.

    2014-04-01

    The people who use Federal buildings — Federal employees, operations and maintenance staff, and the general public — can significantly impact a building’s environmental performance and the consumption of energy, water, and materials. Many factors influence building occupants’ use of resources (use behaviors) including work process requirements, ability to fulfill agency missions, new and possibly unfamiliar high-efficiency/high-performance building technologies; a lack of understanding, education, and training; inaccessible information or ineffective feedback mechanisms; and cultural norms and institutional rules and requirements, among others. While many strategies have been used to introduce new occupant use behaviors that promote sustainability and reduced resource consumption, few have been verified in the scientific literature or have properly documented case study results. This paper documents validated strategies that have been shown to encourage new use behaviors that can result in significant, persistent, and measureable reductions in resource consumption. From the peer-reviewed literature, the paper identifies relevant strategies for Federal facilities and commercial buildings that focus on the individual, groups of individuals (e.g., work groups), and institutions — their policies, requirements, and culture. The paper documents methods with evidence of success in changing use behaviors and enabling occupants to effectively interact with new technologies/designs. It also provides a case study of the strategies used at a Federal facility — Fort Carson, Colorado. The paper documents gaps in the current literature and approaches, and provides topics for future research.

  13. Testing the leadership and organizational change for implementation (LOCI) intervention in substance abuse treatment: a cluster randomized trial study protocol.

    Science.gov (United States)

    Aarons, Gregory A; Ehrhart, Mark G; Moullin, Joanna C; Torres, Elisa M; Green, Amy E

    2017-03-03

    Evidence-based practice (EBP) implementation represents a strategic change in organizations that requires effective leadership and alignment of leadership and organizational support across organizational levels. As such, there is a need for combining leadership development with organizational strategies to support organizational climate conducive to EBP implementation. The leadership and organizational change for implementation (LOCI) intervention includes leadership training for workgroup leaders, ongoing implementation leadership coaching, 360° assessment, and strategic planning with top and middle management regarding how they can support workgroup leaders in developing a positive EBP implementation climate. This test of the LOCI intervention will take place in conjunction with the implementation of motivational interviewing (MI) in 60 substance use disorder treatment programs in California, USA. Participants will include agency executives, 60 program leaders, and approximately 360 treatment staff. LOCI will be tested using a multiple cohort, cluster randomized trial that randomizes workgroups (i.e., programs) within agency to either LOCI or a webinar leadership training control condition in three consecutive cohorts. The LOCI intervention is 12 months, and the webinar control intervention takes place in months 1, 5, and 8, for each cohort. Web-based surveys of staff and supervisors will be used to collect data on leadership, implementation climate, provider attitudes, and citizenship. Audio recordings of counseling sessions will be coded for MI fidelity. The unit of analysis will be the workgroup, randomized by site within agency and with care taken that co-located workgroups are assigned to the same condition to avoid contamination. Hierarchical linear modeling (HLM) will be used to analyze the data to account for the nested data structure. LOCI has been developed to be a feasible and effective approach for organizations to create a positive climate and

  14. Changing organizational structures and management systems in coal industry with special consideration of the economic sphere. [Poland

    Energy Technology Data Exchange (ETDEWEB)

    Szaflik, J.

    1985-01-01

    Organizational models are analyzed for underground black coal mining in Poland from 1945 to 1984. From 1945 to 1949 organizational model of coal mining was based on selected solutions successfully tested in pre-war Poland. Coal mining was supervised by the Central Board of the Coal Industry. Coal mines were grouped in 8 and later in 10 mine associations. In 1949 the Central Board was dissolved and replaced by the Ministry of Mining and Power Generation. Role of Mine Associations was modified. Further changes were introduced in 1957. Power of Mine Associations in relation to individual coal mines increased. From 1972 to 1975 plans for a structural reform in the coal industry were developed but never realized. From 1980 to 1981 a program of structural changes in management of coal industry (in particular, underground coal mining) was developed. From 1982 to 1984 provisions of the economic reform in relation to coal mines were temporarily suspended. In 1984 a new organizational structure of the coal industry was introduced. The structure is similar to traditional structures used in previous decades (stronger position of mine associations, which since 1984 have been called Mine Unions, etc.). 9 references.

  15. Hybrid Professionalism and Beyond : (New) Forms of Professionalism in Changing Organizational and Societal Contexts

    NARCIS (Netherlands)

    Noordegraaf, Mirko|info:eu-repo/dai/nl/141945753

    2016-01-01

    It is tempting to stick to traditional, ‘pure’ images of professionalism—as the protected treatment of complex cases—and to resist ‘alien’ intrusions, especially managerial ‘encroachments’. However, it has become rather normal to link professionalism to well-managed organizational surroundings and

  16. Ethical control and cultural change (in cultural dreams begin organizational responsibilities)

    NARCIS (Netherlands)

    S.J. Magala (Slawomir)

    2010-01-01

    textabstractEthical control is based on transparent access to the accounts of responsible behaviour on the part of individual and organizational actors. It is usually linked to the idea of a checkpoint: where celibate rules, no sexual interaction can be allowed. However, organizing and managing

  17. Organizational Development: The Role of Communication in Diagnosis, Change, and Evaluation.

    Science.gov (United States)

    Hain, Tony; Tubbs, Stewart L.

    Three key considerations (What is organizational development (OD)? Why do organizations undertake OD efforts? What are the critical phases (and their pitfalls) that make up the OD effort?) are discussed in this paper. The sections include: "What is OD," which presents three definitions of OD and the goals of OD as identified by Bennis; "Why Do…

  18. Ambivalence and Stereotypes Cause Sexual Harassment: A Theory with Implications for Organizational Change.

    Science.gov (United States)

    Fiske, Susan T.; Glick, Peter

    1995-01-01

    Theorizes that workplace sexual harassment results from the complex interplay of ambivalent motives and gender stereotyping of women and jobs. It argues that ambivalence combines hostile and "benevolent" sexist motives based on paternalism, gender differentiation, and heterosexuality and that organizational context can encourage or discourage the…

  19. 77 FR 24722 - Draft Guidance for Industry: Assessing the Effects of Significant Manufacturing Process Changes...

    Science.gov (United States)

    2012-04-25

    ...] Draft Guidance for Industry: Assessing the Effects of Significant Manufacturing Process Changes... Manufacturing Process Changes, Including Emerging Technologies, on the Safety and Regulatory Status of Food... determining whether changes in manufacturing process, including the intentional reduction in particle size to...

  20. Organizational identification moderates the impact of organizational justice on job satisfaction.

    Science.gov (United States)

    Yuan, Guo; Jia, Libin; Zhao, Jian

    2016-03-09

    Few studies concern the moderator effect of organizational identification between organizational justice and job satisfaction. This study aimed to examine the trilateral relationship among organizational identification, organizational justice and job satisfaction, especially focus on the moderator effect of organizational identification. 354 staffs completed the measures of organizational justice, organizational identification and job satisfaction. Hierarchical regression analysis showed that organizational identification moderated the association between organizational justice and job satisfaction. When staffs reported a low level of organizational identification, those with high organizational justice reported higher scores in job satisfaction than those with low organizational justice. However, the impact of organizational justice on job satisfaction was not significant in high organizational identification group. Organizational identification can significantly moderate the impact of organizational justice on job satisfaction. The significance and limitations of the results are discussed.

  1. The relationship between baseline Organizational Readiness to Change Assessment subscale scores and implementation of hepatitis prevention services in substance use disorders treatment clinics: a case study

    Directory of Open Access Journals (Sweden)

    Hagedorn Hildi J

    2010-06-01

    Full Text Available Abstract Background The Organizational Readiness to Change Assessment (ORCA is a measure of organizational readiness for implementing practice change in healthcare settings that is organized based on the core elements and sub-elements of the Promoting Action on Research Implementation in Health Services (PARIHS framework. General support for the reliability and factor structure of the ORCA has been reported. However, no published study has examined the utility of the ORCA in a clinical setting. The purpose of the current study was to examine the relationship between baseline ORCA scores and implementation of hepatitis prevention services in substance use disorders (SUD clinics. Methods Nine clinic teams from Veterans Health Administration SUD clinics across the United States participated in a six-month training program to promote evidence-based practices for hepatitis prevention. A representative from each team completed the ORCA evidence and context subscales at baseline. Results Eight of nine clinics reported implementation of at least one new hepatitis prevention practice after completing the six-month training program. Clinic teams were categorized by level of implementation-high (n = 4 versus low (n = 5-based on how many hepatitis prevention practices were integrated into their clinics after completing the training program. High implementation teams had significantly higher scores on the patient experience and leadership culture subscales of the ORCA compared to low implementation teams. While not reaching significance in this small sample, high implementation clinics also had higher scores on the research, clinical experience, staff culture, leadership behavior, and measurement subscales as compared to low implementation clinics. Conclusions The results of this study suggest that the ORCA was able to measure differences in organizational factors at baseline between clinics that reported high and low implementation of practice

  2. Teachers' Perceptions of Their Most Significant Change: Source, Impact, and Process

    Science.gov (United States)

    Henning, John E.; Rice, Linda J.; Dani, Danielle E.; Weade, Ginger; McKeny, Timothy

    2017-01-01

    The purpose of the study was to examine the differences among significant changes in the practice of individual teachers. Seventeen US teachers were interviewed about the most successful change in their teaching career. The differences in teacher change were based primarily on the source and impact of the change. The sources of change were divided…

  3. Organizational governance

    DEFF Research Database (Denmark)

    Foss, Nicolai Juul; Klein, Peter G.

    This chapter reviews and discusses rational-choice approaches to organizational governance. These approaches are found primarily in organizational economics (virtually no rational-choice organizational sociology exists), particularly in transaction cost economics, principal-agent theory...

  4. The Guerrillas in the Boardroom: What COIN Theory Teaches Leaders about Organizational Change, and How Corporate Change Models Could Transform Military Doctrine

    Science.gov (United States)

    2016-09-25

    there. When I was at CGSC, students studied two models for organizational change. One was authored by John Kotter, a former Harvard business professor...who had spent nearly 40 years studying what worked and did not work for business leaders trying to transform their organizations. Based on that...counterinsurgents meeting only with key leaders, which is what U.S. doctrine prescribes.31 As Sarah Chayes points out in her book , Thieves of State

  5. The adaptive significance of ontogenetic colour change in a tropical python

    OpenAIRE

    Wilson, David; Heinsohn, Robert; Endler, John A

    2006-01-01

    Ontogenetic colour change is typically associated with changes in size, vulnerability or habitat, but assessment of its functional significance requires quantification of the colour signals from the receivers' perspective. The tropical python, Morelia viridis, is an ideal species to establish the functional significance of ontogenetic colour change. Neonates hatch either yellow or red and both the morphs change to green with age. Here, we show that colour change from red or yellow to green pr...

  6. Complementarities between organizational changes, R&D activity and technological cooperation for the French manufacturing firms

    OpenAIRE

    Hajjem, Olfa; Ayadi, Mohamed; Garrouste, Pierre

    2011-01-01

    This article analyzes the determinants of the French companies’ innovation activity while highlighting the importance and the complementarities of the organizational and technological practices’impact. Our results suggest on one hand, that the product or process innovation is determined by the internal and external attributes of the company (size, demand pull and technological class). On the other hand, the complementarities tests between the technological (R&D activity and ...

  7. In times of change: How distance managers can ensure employees’ wellbeing and organizational performance

    DEFF Research Database (Denmark)

    Poulsen, Signe; Ipsen, Christine

    2017-01-01

    . The analysis of distance managers’ practices showed that they used both activities and capabilities in order to ensure employee wellbeing and organizational performance. The activities included planning, newsletters, and surveys, and the capabilities were to listen, create and show trust, and give authority...... to the employees. Contrary to previous findings on motivating of knowledge workers, our findings show that motivation, surprisingly, is ensured when focusing on the basic needs such as working conditions and belongingness....

  8. Banking Models Under the Impact of the Post-Crisis Organizational Changes Apt to Confer Sustainable Financial Stability - Romanian Experience

    Directory of Open Access Journals (Sweden)

    Claudia Gabriela Baicu

    2012-06-01

    Full Text Available The global financial crisis led to substantial changes in the operating environment of banks. Reforming the regulatory framework of financial and banking activity and the increase role of state in banking systems in many countries are important factors that involve major changes in the organizing of banking activity, the strategies adopted, the business models practiced, etc. Based on these considerations, the paper examines trends in banking models after the 2007 crisis. The analysis of the banking models is performed from the perspective of the deep organizational changes that affected the banking environment and sustainable financial stability. The study focuses on the analysis of the banking sustenability and the business model in the Romanian banking system, in the context of the post-crisis organizational changes. The profound interdependence of the Romanian banking system with the banking systems of the European countries and the international tendencies in financial regulation are important factors that influence the business models of the Romanian banks. The banking model practiced in Romania continues to be the traditional one. Currently, the most important challenges of the Romanian banking system are the growth of the non-performing loans, the loans in foreign currency to unhedged borrowers, the pressure to meet the Basel III requirements, as well as the possibility that the exposure of foreign banks towards Romania to decrease.

  9. Care delivery and compensation system changes: a case study of organizational readiness within a large dental care practice organization in the United States.

    Science.gov (United States)

    Cunha-Cruz, Joana; Milgrom, Peter; Huebner, Colleen E; Scott, JoAnna; Ludwig, Sharity; Dysert, Jeanne; Mitchell, Melissa; Allen, Gary; Shirtcliff, R Mike

    2017-12-20

    Dental care delivery systems in the United States are consolidating and large practice organizations are becoming more common. At the same time, greater accountability for addressing disparities in access to care is being demanded when public funds are used to pay for care. As change occurs within these new practice structures, attempts to implement change in the delivery system may be hampered by failure to understand the organizational climate or fail to prepare employees to accommodate new goals or processes. Studies of organizational behavior within oral health care are sparse and have not addressed consolidation of current delivery systems. The objective of this case study was to assess organizational readiness for implementing change in a large dental care organization consisting of staff model clinics and affiliated dental practices and test associations of readiness with workforce characteristics and work environment. A dental care organization implemented a multifaceted quality improvement program, called PREDICT, in which community-based mobile and clinic-based dental services were integrated and the team compensated based in part on meeting performance targets. Dental care providers and supporting staff members (N = 181) were surveyed before program implementation and organizational readiness for implementing change (ORIC) was assessed by two 5-point scales: change commitment and efficacy. Providers and staff demonstrated high organizational readiness for change. Median change commitment was 3.8 (Interquartile range [IQR]: 3.3-4.3) and change efficacy was 3.8 (IQR: 3.0-4.2). In the adjusted regression model, change commitment was associated with organizational climate, support for methods to arrest tooth decay and was inversely related to office chaos. Change efficacy was associated with organizational climate, support for the company's mission and was inversely related to burnout. Each unit increase in the organizational climate scale predicted 0

  10. Competition and deregulation in the electric industry. A study of organizational change: The New York State Public Service Commission

    Science.gov (United States)

    Ashley, Deborah J. Cordaro

    2000-11-01

    Public organizations are formed in response to societal needs. They collect taxes, educate children, enforce laws and provide protection to the environment, the nation and consumers. One such organization is the New York State Public Service Commission. In 1907, legislation was passed to form the New York State Public Service Commission the first regulatory body of its kind in the United States. Its mission was to provide safe, reliable and reasonably priced electricity. Subsequently, this became the model that was implemented in every state in the nation. The past decade heralds an era of competition and a lessening of regulatory control. The telephone, natural gas and airline industries are in various stages of deregulation, and the electric industry is beginning down this path as well. In an environment such as this, are regulatory organizations necessary, and if they are, how can they organize to meet the new societal requirements? The case of the New York State Public Service Commission at this point in time offers a real time study of a regulatory body immersed in an environment that is calling for competition and an end to big government. Utilizing case studies of industries that have deregulated, or are in the process of deregulating, indicates a future societal need for regulations. This result does not lead to a conclusion that organizational change is unnecessary. This Dissertation will lay out the current organizational structure of the Public Service Commission, give an overview of the environmental signals, describe the mission/core values, and illustrate general political and employee factors that are indigenous to public service. Utilizing both classic and current organizational theory, an evaluation will be made of the Commission's need for change, their ability to change, and obstacles they may encounter.

  11. Knowledge-based Economy, an Appropriate Response to Organizational Change Pressures, with a View to Sustainable Development

    Directory of Open Access Journals (Sweden)

    Cristina Mihaela Lazar

    2012-06-01

    Full Text Available The sustainable development of organizations within knowledge-based economy, in which knowledge represents the main priority, should focus on finding solutions for the intelligent management of the limited resources, especially through organizational change and its constant assessment as a long-term impact solution. The transition of organizations to the principles of knowledge-based economy involves a major change in organizational culture. The dynamism and complexity of the new type of society, which implies a higher and more diverse level of training, together with a continuous superior training of the workforce, increasing investment in research and development and, not least, a growing volume and a diversification of information, all these represent, chained together, an element of well-being for the future generations. The introductory section summarizes the concept of sustainability and places the development of companies and economies they aggregate, in a contemporary context of organizational change pressures, on the principles of the knowledge-based economy as the only resource, virtually inexhaustible in the long-term, and which leads to a sustainable development. There follows a methodological section, consisting in the instrumental description of the method of work and in reference to the database, thus providing the theoretical and practical foundation for the confrontation between the sustainable development index (SDI in Romania and in the European Union (EU. The results and discussion section of the paper includes a confrontation between the sustainable development of Romania and that of the European Union, drawing on the SDI for each case. This statistical tool was calculated starting from the values of several statistical indicators (available in EUROSTAT statistics, issued from four information subsystems (an economic one, a social one and an environment one as major subsystems of sustainable development, to which was added

  12. Strategic management and organizational behavior in dental education: reflections on key issues in an environment of change.

    Science.gov (United States)

    Dunning, David G; Durham, Timothy M; Lange, Brian M; Aksu, Mert N

    2009-06-01

    With issues such as shrinking revenue, access to care, faculty workloads, and graying faculty, dental schools are faced with difficult challenges that fall to dental school deans to manage. Do dental school deans have the organizational skill sets and ethical frameworks necessary to address the challenges now facing dental schools? The purpose of this article is to pose questions and suggestions regarding some of the key issues in dental colleges today and to stimulate discussion in the dental community about needed changes in dental education.

  13. An ethnographic study of nursing home culture to define organizational realities of culture change.

    Science.gov (United States)

    Deutschman, Marian T

    2005-01-01

    The current system of delivery of nursing home care is costly both in dollars and in human terms. Culture change may provide solutions to both issues. Culture change has a different meaning for different organizations depending on where they are in the continuum of change. Detailed observation of staff members "in action" in three long-term care facilities over a period of several months was supplemented by formal and informal interviews of organization members to gain an understanding of the culture of the nursing home organization. Four three-hour observations in each of three facilities, representing privately-held and not-for-profit organizations in urban, suburban, and rural locations yielded insights into the routine, recruitment, training, teamwork, activities, leadership, role-modeling, mentoring, staff and resident satisfaction, weekend staffing and activities, bureaucratic structure, and sharing of best practices. Discussion of each of these issues may provide a starting point for all those facilities that are contemplating significant culture change. If the objective is to have facilities truly embrace a new set of values, then the change begins with the owners and administrators of nursing homes who need to focus on building new relationships with all the stakeholders. In-depth interviews of organization members and six chief executive officers in long-term care in the Western New York area culminated the study with the development of a fifty-question survey for decision makers.

  14. Reasons behind current gender imbalances in senior global health roles and the practice and policy changes that can catalyze organizational change.

    Science.gov (United States)

    Newman, C; Chama, P K; Mugisha, M; Matsiko, C W; Oketcho, V

    2017-01-01

    The paper distils results from a review of relevant literature and two gender analyses to highlight reasons for gender imbalances in senior roles in global health and ways to address them. Organizations, leadership, violence and discrimination, research and human resource management are all gendered. Supplementary materials from gender analyses in two African health organizations demonstrate how processes such as hiring, deployment and promotion, and interpersonal relations, are not 'gender-neutral' and that gendering processes shape privilege, status and opportunity in these health organizations. Organizational gender analysis, naming stereotypes, substantive equality principles, special measures and enabling conditions to dismantle gendered disadvantage can catalyze changes to improve women's ability to play senior global health roles in gendered organizations. Political strategies and synergies with autonomous feminist movements can increase women's full and effective participation and equal opportunities. The paper also presents organizational development actions to bring about more gender egalitarian global health organizations.

  15. Designing a Model of Organizational Agility: A Case Study of Ardabil Gas Company

    Directory of Open Access Journals (Sweden)

    Behrooz Razmi

    2015-06-01

    Full Text Available Organizational agility means the ability of every organization in sensation, perception, and prediction of available changes in the business environment. The importance of organizational agility in a competitive environment is nowadays widely recognized and accepted. The aim of this research was to design a unified theoretical model of organizational agility for Ardabil Gas Company based upon the theoretical principles of organizational agility proposed by Goldman (1995. Independent variables including organizational intelligence, organizational commitment, and organizational trust were considered as mediator variable and other four essential components of organizational agility such as forming of virtual participation valorize to humanistic knowledge and skills, change readiness, and customers answering were known as dependent variables of research. This is an applied, descriptive-correlation research, conducted by survey methodology. In this study, 568 employees, contractors, and subscribers of Ardabil Gas Company were chosen as the statistical population of the study. For the purpose of the study a questionnaire for data collection was used. Using Structural Equation Modeling (SEM, it is straightforward to test hypotheses of the equality of various correlation coefficients with any number of covariates across multiple groups. The gathered data was analyzed by using SPSS and LISREL software packages. The results of statistical analysis indicate that organizational trust has a significant positive relationship with organizational agility and organizational trust is the moderator of the relationship between technology intelligence and organizational agility and the relationship between organizational commitment and organizational agility.

  16. Conducting organizational safety reviews - requirements, methods and experience

    International Nuclear Information System (INIS)

    Reiman, T.; Oedewald, P.; Wahlstroem, B.; Rollenhagen, C.; Kahlbom, U.

    2008-03-01

    Organizational safety reviews are part of the safety management process of power plants. They are typically performed after major reorganizations, significant incidents or according to specified review programs. Organizational reviews can also be a part of a benchmarking between organizations that aims to improve work practices. Thus, they are important instruments in proactive safety management and safety culture. Most methods that have been used for organizational reviews are based more on practical considerations than a sound scientific theory of how various organizational or technical issues influence safety. Review practices and methods also vary considerably. The objective of this research is to promote understanding on approaches used in organizational safety reviews as well as to initiate discussion on criteria and methods of organizational assessment. The research identified a set of issues that need to be taken into account when planning and conducting organizational safety reviews. Examples of the issues are definition of appropriate criteria for evaluation, the expertise needed in the assessment and the organizational motivation for conducting the assessment. The study indicates that organizational safety assessments involve plenty of issues and situations where choices have to be made regarding what is considered valid information and a balance has to be struck between focus on various organizational phenomena. It is very important that these choices are based on a sound theoretical framework and that these choices can later be evaluated together with the assessment findings. The research concludes that at its best, the organizational safety reviews can be utilised as a source of information concerning the changing vulnerabilities and the actual safety performance of the organization. In order to do this, certain basic organizational phenomena and assessment issues have to be acknowledged and considered. The research concludes with recommendations on

  17. Conducting organizational safety reviews - requirements, methods and experience

    Energy Technology Data Exchange (ETDEWEB)

    Reiman, T.; Oedewald, P.; Wahlstroem, B. [Technical Research Centre of Finland, VTT (Finland); Rollenhagen, C. [Royal Institute of Technology, KTH, (Sweden); Kahlbom, U. [RiskPilot (Sweden)

    2008-03-15

    Organizational safety reviews are part of the safety management process of power plants. They are typically performed after major reorganizations, significant incidents or according to specified review programs. Organizational reviews can also be a part of a benchmarking between organizations that aims to improve work practices. Thus, they are important instruments in proactive safety management and safety culture. Most methods that have been used for organizational reviews are based more on practical considerations than a sound scientific theory of how various organizational or technical issues influence safety. Review practices and methods also vary considerably. The objective of this research is to promote understanding on approaches used in organizational safety reviews as well as to initiate discussion on criteria and methods of organizational assessment. The research identified a set of issues that need to be taken into account when planning and conducting organizational safety reviews. Examples of the issues are definition of appropriate criteria for evaluation, the expertise needed in the assessment and the organizational motivation for conducting the assessment. The study indicates that organizational safety assessments involve plenty of issues and situations where choices have to be made regarding what is considered valid information and a balance has to be struck between focus on various organizational phenomena. It is very important that these choices are based on a sound theoretical framework and that these choices can later be evaluated together with the assessment findings. The research concludes that at its best, the organizational safety reviews can be utilised as a source of information concerning the changing vulnerabilities and the actual safety performance of the organization. In order to do this, certain basic organizational phenomena and assessment issues have to be acknowledged and considered. The research concludes with recommendations on

  18. Party Organizational Change: Formal Distribution of Power between National and Regional Levels in Italian Political Parties (1991-2012

    Directory of Open Access Journals (Sweden)

    Enrico Calossi

    2015-03-01

    Full Text Available In the last 20 years an increasing number of scholars have centred their attention on the relationships between party national structures and party sub-national branches. A relevant part of the specialized literature has interpreted party change as the by-product of the denationalization of party politics. The aim of this contribution is to investigate to what extent eight relevant Italian parties have followed patterns of organizational change, after the reforms of the municipal, provincial and regional election sys-tems; and the process of devolution of administrative powers begun during the Nineties. By focusing on two analytical dimensions (the level of involvement and the level of autonomy of party regional units, we analyse diachronically continuity and change in party formal organization, through an in-depth analysis of the statutes adopted from 1992 to 2012

  19. Scaling as an Organizational Method

    DEFF Research Database (Denmark)

    Papazu, Irina Maria Clara Hansen; Nelund, Mette

    2018-01-01

    Organization studies have shown limited interest in the part that scaling plays in organizational responses to climate change and sustainability. Moreover, while scales are viewed as central to the diagnosis of the organizational challenges posed by climate change and sustainability, the role...... turn something as immense as the climate into a small and manageable problem, thus making abstract concepts part of concrete, organizational practice....

  20. From ISO 9001:2008 to ISO 9001:2015: Significant changes and their impacts to aspiring organizations

    Science.gov (United States)

    Sari, Y.; Wibisono, E.; Wahyudi, R. D.; Lio, Y.

    2017-11-01

    ISO 9001:2015 is the latest version of ISO Quality Management System standard that has been updated recently from ISO 9001:2008. It is necessary for all organizations that have implemented and been certified with ISO 9001:2008 to prepare the transition and upgrade their Quality Management System because the certification will expire by September 2018. This paper attempts to provide knowledge on the significant changes from ISO 9001:2008 to ISO 9001:2015, what new requirements are added, and how they would impact the organizations. An exploratory and applied research was chosen as the research approach and aimed to explore what transition designs are needed to anticipate the changes as well as their impacts. The research applied a methodology of Plan-Do-Check-Action (PDCA) cycle into four organizations and their results were compared and discussed to explain the transition designs. Some qualitative methods such as observation and interview were used to collect the data. By addressing the new requirements, three transition designs that should be prepared are: (i) identifying needs from interested parties, (ii) analyzing internal and external factors of the organizations to formulate relevant strategies and quality objectives, and (iii) registering risks associated to business processes as well as organizational strategies.

  1. Opportunity seized or missed? A case study of leadership and organizational change in the creation of a Care Trust.

    Science.gov (United States)

    Dickinson, Helen; Peck, Edward; Davidson, Deborah

    2007-10-01

    This paper describes an action research study which focused on an exploration of the aspirations for and initial achievements of Stratham Mental Health NHS and Social Care Trust. Local leaders perceived that Stratham had a good history of health and social care partnership working and as such, adopted an integrationist view of culture to help shape the context of the new structural form. In doing so, consistency remained a key message to staff throughout this organizational transition and the change did not appear to cause the distraction to core business which the literature suggests it would do so. However, this continuity may have come at a cost, at least initially. In the process of formalizing the previous partnership into a Care Trust, Stratham may not have produced all the beneficial effects of synergy which are usually (albeit eventually) associated with mergers in the private sector. Certainly, local actors could see opportunities that had been missed. By focusing on the structural manifestation of the relationship, the opportunities to broaden informal horizontal linkages may have been underexploited. The study of Stratham serves to confirm that the integrationist conception of culture is limited and that the differentiation of professional groupings and the ambiguity of individual experience will always make contested the meanings that are attributed to organizational change.

  2. Empirical Study on the Indicators of Sustainable Performance – the Sustainability Balanced Scorecard, Effect of Strategic Organizational Change

    Directory of Open Access Journals (Sweden)

    Maria Radu

    2012-06-01

    Full Text Available The sustainable organizational change has an ever increasing importance, leading to the rethinking of the management and systems of performance measurement and monitoring within the companies. As a reaction to current economic phenomena, in the first section of this work we tried to bring out the need for using the couple Balanced Scorecard - Corporate Social Responsibility by companies. Thus, companies involved in sustainable actions must grant a great importance to the impact of environmental, social and economic factors in providing added value, informing the interested parties and reflecting the reporting of sustainable performance. As a consequence, in the second part of the work we present the Sustainability Balanced Scorecard for the implementation of efficient strategies which cumulate the economic, social and environmental aspects as integrating system for sustainable performance and as a new challenge for organizational change. The key performance indicators included in the Sustainability Balanced Scorecard are quantified by the indicators of sustainable development, based on which the empirical research described in the third section of the work was achieved. Through the quantitative analysis of the economic and ecological indicators (Gross Domestic Product per capita, respective, Environmental Performance Index in correlation with the social indicator (Global Competitive Index, we conclude that the implementation of green strategies by companies leads to sustainable economic growth.

  3. Mudança organizacional em uma empresa familiar brasileira Organizational change in a Brazilian family business

    Directory of Open Access Journals (Sweden)

    Mario Couto Soares Pinto

    2009-06-01

    Full Text Available Este artigo avalia a eficácia da gestão do processo de mudança organizacional de uma empresa familiar brasileira, da área de saúde, que está passando por uma fase de sucessão e busca de maior profissionalização. Para atingir o objetivo, foram realizadas pesquisa de campo e análise qualitativa, comparando os dados levantados com os conceitos identificados na literatura. Os dados foram coletados por meio de entrevistas informais, análise de documentos da empresa e observação participativa, no período de julho de 2005 a janeiro de 2006. O estudo verifica se o processo de mudança organizacional da empresa estudada foi ou não bem-sucedido e, também, o avalia com base no modelo proposto por John P. Kotter para a implementação eficaz de mudanças nas organizações, comparando os oito passos propostos pelo autor com o ocorrido na empresa. A avaliação do processo de mudança levou à constatação de que ele não teve sucesso. O resultado da pesquisa sugere aplicabilidade do modelo de Kotter, já que evidencia que diversos passos apontados pelo autor não foram seguidos e tal fato ocasionou problemas no processo de mudança da organização.This article assesses the effectiveness of management of the organizational change process and in a Brazilian family business in the healthcare sector. The business is undergoing a succession process and wants to improve its professional profile. The study consisted of a field research and a quality analysis that compared the data obtained and the concepts identified in a selected literature. Data was collected through informal interviews, analysis of the company's documents and through participant observation, from July 2005 to January 2006. This article shows if the organizational change process has succeeded or not, also considering the model proposed by John P. Kotter for the efficient implementation of changes in organizations, comparing the eight-stage change process proposed by that author

  4. Business processes in organizational diagnosis

    OpenAIRE

    Janićijević, Nebojša

    2010-01-01

    The paper points out why and how it is necessary to include business processes into organizational diagnosis as a first step in the process of organizational change management. First, the necessity of including business processes into diagnostic models which are used during the performing of organizational changes is proved in the paper. Next, the business processes’ components and characteristics which need to be included into organizational diagnosis are defined, and the way in which they a...

  5. A study on relationship between organizational culture and organizational commitment

    Directory of Open Access Journals (Sweden)

    Maryam Khalili

    2014-07-01

    Full Text Available This paper presents an empirical investigation to study the relationship between organizational culture and organization commitment. The study uses two questionnaires, one for measuring organizational commitment originally developed by Meyer and Allen (1991 [Meyer, J. P., & Allen, N. J. (1991. A three-component conceptualization of organizational commitment. Human resource management review, 1(1, 61-89.] and the other one for organizational culture developed by Denison and Spreitzer (1991 [Denison, D. R., & Spreitzer, G. M. (1991. Organizational culture and organizational development: A competing values approach. Research in organizational change and development, 5(1, 1-21.]. The study is accomplished among selected full time employees who work for an Iranian bank named Bank Saderat Iran. Using Pearson correlation test as well as linear regression methods, the study has determined that there were some positive and meaningful relationship between all components of organizational commitment and organizational culture.

  6. Organizational Professionalism

    DEFF Research Database (Denmark)

    Mik-Meyer, Nanna

    2018-01-01

    align with social work values such as “client-centeredness” and working with the individual welfare recipient face-to-face. The article finds that fitting social work into organizational schemas changes the work practices of social workers and also the way members of this profession define meaningful...... work and expertise. In addition, the article also finds that scoring schemas cause conflicts among social workers regarding the char-acter of expertise when values of social work (to meet a welfare recipient’s need) must be aligned with NPM-inspired values of organizations (to meet managers’ de...

  7. Impact of organizational climate on organizational commitment and perceived organizational performance: empirical evidence from public hospitals.

    Science.gov (United States)

    Berberoglu, Aysen

    2018-06-01

    Extant literature suggested that positive organizational climate leads to higher levels of organizational commitment, which is an important concept in terms of employee attitudes, likewise, the concept of perceived organizational performance, which can be assumed as a mirror of the actual performance. For healthcare settings, these are important matters to consider due to the fact that the service is delivered thoroughly by healthcare workers to the patients. Therefore, attitudes and perceptions of the employees can influence how they deliver the service. The aim of this study was to evaluate healthcare employees' perceptions of organizational climate and test the hypothesized impact of organizational climate on organizational commitment and perceived organizational performance. The study adopted a quantitative approach, by collecting data from the healthcare workers currently employed in public hospitals in North Cyprus, utilizing a self-administered questionnaire. Collected data was analyzed with the help of Statistical Package for Social Sciences, and ANOVA and Linear Regression analyses were used to test the hypothesis. Results revealed that organizational climate is highly correlated with organizational commitment and perceived organizational performance. Simple linear regression outcomes indicated that organizational climate is significant in predicting organizational commitment and perceived organizational performance. There was a positive and linear relationship between organizational climate with organizational commitment and perceived organizational performance. Results from the regression analysis suggested that organizational climate has an impact on predicting organizational commitment and perceived organizational performance of the employees in public hospitals of North Cyprus. Organizational climate was found to be statistically significant in determining the organizational commitment of the employees. The results of the study provided some critical

  8. Organizational Design for Institutional Change: the case of MPB Festivals, 1960 to 1968

    Directory of Open Access Journals (Sweden)

    Charles Kirschbaum

    2006-07-01

    Full Text Available A central concern in neo-institutional research is the genesis of new organizational fields. This article explores the emergence of the MPB (Brazilian Popular Music field in tandem with the organization of music festivals in the sixties. The festivals were instrumental in combining musicians, critics and the audience in a forum relatively buffered from the music industry influence. This interaction supported the introduction and diffusion of newinfluences in the popular music field, and at the same time, it consecrated the category MPB as a high-brow art form. The festivals’ design provoked two unintended consequences: the conflict between musicians and the audience, and between musicians and the jury. While several musicians strived to conquer autonomy for theircreative activity, the audience claimed its supremacy. As a result, musicians exerted pressure on the jury to buffer the aesthetical criteria from the audience. It concludes with a critical appraisal of the role of festivals in the evolution of the MPB field.

  9. Impacts of organizational leadership and culture on organizational ...

    African Journals Online (AJOL)

    Impacts of organizational leadership and culture on organizational trust: Role of job cadre. ... Open Access DOWNLOAD FULL TEXT ... Data analysis via two separate 2X2X2 ANOVA revealed significant main influences of leadership quality ...

  10. Evaluation of the significance of abrupt changes in precipitation and runoff process in China

    Science.gov (United States)

    Xie, Ping; Wu, Ziyi; Sang, Yan-Fang; Gu, Haiting; Zhao, Yuxi; Singh, Vijay P.

    2018-05-01

    Abrupt changes are an important manifestation of hydrological variability. How to accurately detect the abrupt changes in hydrological time series and evaluate their significance is an important issue, but methods for dealing with them effectively are lacking. In this study, we propose an approach to evaluate the significance of abrupt changes in time series at five levels: no, weak, moderate, strong, and dramatic. The approach was based on an index of correlation coefficient calculated for the original time series and its abrupt change component. A bigger value of correlation coefficient reflects a higher significance level of abrupt change. Results of Monte-Carlo experiments verified the reliability of the proposed approach, and also indicated the great influence of statistical characteristics of time series on the significance level of abrupt change. The approach was derived from the relationship between correlation coefficient index and abrupt change, and can estimate and grade the significance levels of abrupt changes in hydrological time series. Application of the proposed approach to ten major watersheds in China showed that abrupt changes mainly occurred in five watersheds in northern China, which have arid or semi-arid climate and severe shortages of water resources. Runoff processes in northern China were more sensitive to precipitation change than those in southern China. Although annual precipitation and surface water resources amount (SWRA) exhibited a harmonious relationship in most watersheds, abrupt changes in the latter were more significant. Compared with abrupt changes in annual precipitation, human activities contributed much more to the abrupt changes in the corresponding SWRA, except for the Northwest Inland River watershed.

  11. Impact of organizational change on the intake, referral and treatment of outpatients at a community mental health center.

    Science.gov (United States)

    Salta, L; Buick, W P

    1989-01-01

    The authors evaluated two indices of services for 349 outpatients who requested an initial appointment for screening and evaluation at a community mental health center over a one-month period in April of 1981, 1984, and 1988. Intake waiting time after initial screening and evaluation was 15.2 treatment days in 1981, 15.4 treatment days in 1984 and reduced to 2.7 treatment days in 1988. For patients who were referred for continued outpatient treatment, the dropout rates were reduced from 54.3 percent in 1981, to 28.51 percent in 1984 and further reduced to 19.19 percent in 1988. A divisional structure was designed with the purpose of reducing organizational barriers in order to provide greater access to services and to enhance continuity of care to patients. These results suggest that systematic organizational changes and the implementation of clearly defined clinical and administrative policies and procedures can impact favorably upon the intake, referral and treatment of outpatients.

  12. Gamification as an instrument for organizational behaviour change during the meeting: case study «ROBATIEMPOS»

    Directory of Open Access Journals (Sweden)

    Dulskaia Iana

    2017-07-01

    Full Text Available During the last years, gamification has been a burning issue and a subject of scientific discussions. Gamification is an innovative solution to foster motivation. It relates to the use of game elements in non-game contexts. By applying game mechanics to training and other business critical processes, organizations can improve employee engagement, boost productivity and lift operational performance. Over the last few decades, it has been noticed the significant enhancement of time spent attending meetings. Meetings are essential for the organizations, they improve the effectiveness of a company team working and are necessary for human relations. Nevertheless, in many cases meetings are considered as a waste of time. There are very few scientific papers that regarding the use of gamification for business meeting changes. The study seeks to explore the behavioural change of participants towards business meetings after introducing a business game, in order to come up with an interesting solution that might be useful for other researchers and practitioners in understanding the use of gamification in similar contexts. With regard to this aim, a single-case holistic design methodology is used and qualitative approach using semi-structured interviews with gamification experts and project managers is applied. This paper contributes both to the scientific literature and to managerial implication.

  13. Towards a National Gang Strategy: A Meta-Policy Analysis of Leadership, Learning, and Organizational Change within the Law Enforcement Context

    Science.gov (United States)

    Richards, Maurice V.

    2010-01-01

    This study examines the process of change within law enforcement, focusing on the leadership, learning, and organizational change required to reduce crime, violence, and social disruption caused by criminal street gangs. The study tests the viability, results, and implications of a new policing model, the trans-jurisdictional task force, through…

  14. Organizational commitment of military physicians.

    Science.gov (United States)

    Demir, Cesim; Sahin, Bayram; Teke, Kadir; Ucar, Muharrem; Kursun, Olcay

    2009-09-01

    An individual's loyalty or bond to his or her employing organization, referred to as organizational commitment, influences various organizational outcomes such as employee motivation, job satisfaction, performance, accomplishment of organizational goals, employee turnover, and absenteeism. Therefore, as in other sectors, employee commitment is crucial also in the healthcare market. This study investigates the effects of organizational factors and personal characteristics on organizational commitment of military physicians using structural equation modeling (SEM) on a self-report, cross-sectional survey that consisted of 635 physicians working in the 2 biggest military hospitals in Turkey. The results of this study indicate that professional commitment and organizational incentives contribute positively to organizational commitment, whereas conflict with organizational goals makes a significantly negative contribution to it. These results might help develop strategies to increase employee commitment, especially in healthcare organizations, because job-related factors have been found to possess greater impact on organizational commitment than personal characteristics.

  15. How CEOs get in the way of organizational change and what they ...

    African Journals Online (AJOL)

    Many organizations initiated change programmes to increase their competitiveness. However, the results have not been good. Many reasons have been given for the failure of these change initiatives. They vary from peoples natural resistance to change to the lack of involvement of people in the change process. This article ...

  16. Organizational Learning and Crisis Management

    Science.gov (United States)

    Wang, Jia

    2007-01-01

    The impact of crises on organizations has been stronger than ever. This article explores the role of organizational learning in crisis management, an area that has received little attention from HRD community. Recognizing the dynamics and interconnectedness of crisis management, organizational learning, and organizational change, the article…

  17. Organizational Performance and Customer Value

    Science.gov (United States)

    Tosti, Donald; Herbst, Scott A.

    2009-01-01

    While behavior systems analysts have recognized the importance of the consumer of organizational products (i.e., receiving system) in developing models of organizational change, few have offered a systematic assessment of the relationship between consumer and organizational practices. In this article we will discuss how a behavior systems approach…

  18. Development of depressive symptoms and depression during organizational change--a two-year follow-up study of civil servants

    DEFF Research Database (Denmark)

    Netterstrøm, Bo; Blønd, Morten; Nielsen, Martin

    2010-01-01

    On 1 January 2007, Denmark went through a major reorganization, where most of its 275 municipalities and 14 counties merged into larger units. Our study aimed to examine the development of depressive symptoms and incident depression among employees affected by this organizational change.......On 1 January 2007, Denmark went through a major reorganization, where most of its 275 municipalities and 14 counties merged into larger units. Our study aimed to examine the development of depressive symptoms and incident depression among employees affected by this organizational change....

  19. The U.S. National Action Plan to Improve Health Literacy: A Model for Positive Organizational Change.

    Science.gov (United States)

    Baur, Cynthia; Harris, Linda; Squire, Elizabeth

    2017-01-01

    This chapter presents the U.S. National Action Plan to Improve Health Literacy and its unique contribution to public health and health care in the U.S. The chapter details what the National Action Plan is, how it evolved, and how it has influenced priorities for health literacy improvement work. Examples of how the National Action Plan fills policy and research gaps in health care and public health are included. The first part of the chapter lays the foundation for the development of the National Action Plan, and the second part discusses how it can stimulate positive organizational change to help create health literate organizations and move the nation towards a health literate society.

  20. Leadership and organizational change for implementation (LOCI): a randomized mixed method pilot study of a leadership and organization development intervention for evidence-based practice implementation.

    Science.gov (United States)

    Aarons, Gregory A; Ehrhart, Mark G; Farahnak, Lauren R; Hurlburt, Michael S

    2015-01-16

    Leadership is important in the implementation of innovation in business, health, and allied health care settings. Yet there is a need for empirically validated organizational interventions for coordinated leadership and organizational development strategies to facilitate effective evidence-based practice (EBP) implementation. This paper describes the initial feasibility, acceptability, and perceived utility of the Leadership and Organizational Change for Implementation (LOCI) intervention. A transdisciplinary team of investigators and community stakeholders worked together to develop and test a leadership and organizational strategy to promote effective leadership for implementing EBPs. Participants were 12 mental health service team leaders and their staff (n = 100) from three different agencies that provide mental health services to children and families in California, USA. Supervisors were randomly assigned to the 6-month LOCI intervention or to a two-session leadership webinar control condition provided by a well-known leadership training organization. We utilized mixed methods with quantitative surveys and qualitative data collected via surveys and a focus group with LOCI trainees. Quantitative and qualitative analyses support the LOCI training and organizational strategy intervention in regard to feasibility, acceptability, and perceived utility, as well as impact on leader and supervisee-rated outcomes. The LOCI leadership and organizational change for implementation intervention is a feasible and acceptable strategy that has utility to improve staff-rated leadership for EBP implementation. Further studies are needed to conduct rigorous tests of the proximal and distal impacts of LOCI on leader behaviors, implementation leadership, organizational context, and implementation outcomes. The results of this study suggest that LOCI may be a viable strategy to support organizations in preparing for the implementation and sustainment of EBP.

  1. Relationship between Organizational Learning and Organizational Agility in Teaching Hospitals of Yazd

    Directory of Open Access Journals (Sweden)

    Mohammad Amin Bahrami

    2016-10-01

    Full Text Available Background: In organizational learning theory, organization is defined as an open system that has the ability to anticipate, identify, define, design, and solve its problems. This study was aimed to examine the relationship between organizational learning and organizational agility in the teaching hospitals of the city of Yazd. Methods: This analytical and cross-sectional study was conducted in 2015 in four teaching hospitals of the city of Yazd. A total of 370 administrative and medical staff contributed in the study. We used stratified-random method for sampling. The required data were gathered using two valid questionnaires including organizational learning questionnaire (Neefe 2001 and organizational agility questionnaire according to the theory of Sharifi & Zhang (1999 being analyzed trough statistical softwares of R and lavaan package, semPlot and semtool for structural equation model and SPSS18 for descriptive statistics. Results: Our results showed a positive significant relationship between organizational learning and organizational agility (0.521. Conclusion: Based on the findings it can be concluded that the implementation of appropriate strategies for improving the organizational capacity to direct its employees’ mental abilities, can improve the ability of organization’s rapid response to surrounding issues which is crucial for its survival and dynamics in today’s changing world.

  2. Organizational Readiness for Change (ORC) test used in the implementation of assessment instruments and treatment methods in a Swedish National study.

    Science.gov (United States)

    Billsten, Johan; Fridell, Mats; Holmberg, Robert; Ivarsson, Andréas

    2018-01-01

    .74). An LPA analysis of the four factors with their three distinct profiles provided the best data fit: Profile 3 (n=614), Profile 2 (n=934), and Profile 1 (n=246). Respondents with the most favorable ORC scores (Profile 3) used significantly more instruments and more treatment methods and had a better collaborating network in 2011 as well as in 2013 compared to members in Profile 1, the least successful profile. In a large sample of social work and healthcare professionals, ORC scores reflecting higher institutional resources, staff attributes and organizational climate and lower motivational readiness for change were associated with a successful implementation of good practice guidelines for the care and treatment of substance users in Sweden. Low motivational readiness as a construct may indicate satisfaction with the present situation. As ORC proved to be an indicator of successful dissemination of evidence-based guidelines into routine and specialist healthcare, it can be used to tailor interventions to individual employees or services and to improve the dissemination of and compliance with guidelines for the treatment of substance users. Copyright © 2017 Elsevier Inc. All rights reserved.

  3. The importance of'goodness of fit' between organizational culture and climate in the management of change: a case study in the development of online learning

    Directory of Open Access Journals (Sweden)

    Donald W. McMurray

    2001-12-01

    Full Text Available The National Education Association in the USA in a recently released report entitled 'Quality on the line' (National Education Association, 2000 identified twenty-four quality measures as being essential to ensuring excellence in Internet-based learning. While establishing best practice benchmarks for the provision of quality online distance education, the report does not fully address important policy issues in relation to the role of technology in the selection of appropriate teaching and learning strategies. Furthermore, it does not address the important question of the management of organizational change in today's higher education environment. This paper explores the nexus between organizational culture and organizational climate in the management of change process by presenting a case study of an Australian regional university currently undertaking the development of online courses.

  4. Dietary change: what are the responses and roles of significant others?

    Science.gov (United States)

    Paisley, Judy; Beanlands, Heather; Goldman, Joanne; Evers, Susan; Chappell, Janet

    2008-01-01

    This study examined the impact of one person's dietary change on the experiences of a significant other with whom they regularly shared meals. Qualitative constant comparison approach using semistructured interviews. Community-based. Forty-two participants were recruited using a stratified purposive sampling strategy. Verbatim transcripts were analyzed using NUD*IST, version 4.0 software (Qualitative Solutions and Research, Melbourne, Australia, 1997) and manual coding. Most dietary changers had modified their diets in response to a disease diagnosis (eg, cardiovascular disease, diabetes, cancer, hypoglycemia, acquired immunodeficiency syndrome (AIDS), ulcer, allergies). Others had changed their diets for personal reasons (eg, weight loss, vegetarian diets). The dietary changes included dietary fat reduction, conversion to vegetarian or vegan diets, restriction of total kilocalorie intake, and elimination or reduction of specific food items. Significant others described a range of emotional responses to the dietary change, including cooperation, encouragement, skepticism, and anger. Significant others' descriptions of the roles that they played in the dietary change were positive (enabling), neutral (neither enabling nor inhibiting), or negative (inhibiting). Most significant others played positive roles; few played neutral or negative roles. Understanding dietary change from the perspective of significant others can enable nutrition professionals to develop strategies to promote dietary modifications as a shared activity.

  5. Public-private partnerships. Managing organizational change for acquiring value creative capabilities

    Energy Technology Data Exchange (ETDEWEB)

    Immonen, M.

    2011-07-01

    The objective of the dissertation is to examine organizational responses of public actors to customer requirements which drive the transformation of value networks and promote public-private partnership in the electricity distribution industry and elderly care sectors. The research bridges the concept of offering to value networks where capabilities can be acquired for novel product concepts. The research contributes to recent literature, re-examining theories on interactions of customer requirements and supply management. A critical realist case study approach is applied to this abductive the research which directs to describe causalities in the analyzed phenomena. The presented evidence is based on three sources, which are in-depth interviews, archival analysis and the Delphi method. Service provision requires awareness on technology and functionalities of offering. Moreover, service provision includes interactions of multiple partners, which suggests the importance of the co-operative orientation of actors. According to the findings, portfolio management has a key role when intelligent solutions are implemented in public service provision because its concepts involve a variety of resources from multiple suppliers. However, emergent networks are not functional if they lack leaders who have access to the customer interface, have power to steer networks and a capability to build offerings. Public procurement policies were recognized to focus on a narrow scope in which price is a key factor in decisions. In the future, the public sector has to implement technology strategies and portfolio management, which mean longterm platform development and commitment to partnerships. On the other hand, the service providers should also be more aware of offerings into which their products will be integrated in the future. This requires making the customer's voice in product development and co-operation in order to increase the interconnectivity of products. (orig.)

  6. THE IMPACT OF MEDICAL TOURISM ON THE QUALITY OF ORGANIZATIONAL AND FUNCTIONAL CHANGES IN THE POLISH HEALTHCARE SYSTEM

    Directory of Open Access Journals (Sweden)

    Marcin Olkiewicz

    2016-06-01

    Full Text Available The role of Medical Tourism in the process of a complex satisfaction of the prosumers and the impact played in the organizational and functional changes in the Polish healthcare system. The analysis of the literature on the subject as well as an analysis of the documentation were the inspiration to write this work. The main emphasis was put on stating the conditions stimulating the development of this sector of the economy as well as the risk factors determining the quality of process changes in the healthcare system (functioning of public hospitals. To approximate the characteristics of the involved risk within the framework of health tourism functioning in the conditions of a market economy. Selected research methods allowed to present the motives behind undertaken actions of both the regulators as well as participants of the health tourism. Polish accession to the EU was an important impulse changing the way of thinking about health tourism in healthcare as well as, what is important, changes in the institutional and financial policy in Poland. In order to meet health-oriented demands of a prosumer, there should be a coordinated and effective informational system, aimed at improving the quality, reliability, availability of information concerning health tourism.

  7. Conflict: Organizational

    DEFF Research Database (Denmark)

    Clegg, Stewart; Mikkelsen, Elisabeth Naima; Sewell, Graham

    2015-01-01

    This article examines four contemporary treatments of the problem of organizational conflict: social psychological, anthropological, neo-Darwinian, and neo-Machiavellian. Social psychological treatments of organizational conflict focus on the dyadic relationship between individual disputants....... In contrast, anthropological treatments take a more socially and historically embedded approach to organizational conflict, focusing on how organizational actors establish negotiated orders of understanding. In a break with the social psychological and anthropological approaches, neo-Darwinians explain...... of organizational conflict where members of an organization are seen as politicized actors engaged in power struggles that continually ebb and flow....

  8. Visualizing an Iterative, Dynamic Model for Improving Leadership-Employee Communication in the Organizational Change process

    DEFF Research Database (Denmark)

    Broillet, Alexandra; Barchilon, Marian; Kampf, Constance Elizabeth

    2012-01-01

    Change Management Literature addresses successful and unsuccessful change factors, but there is a conceptual gap that overlooks ways in which Leadership-Employee Communication can be operationalized. To deal with this concern, we address themes emerging from interviews focused on employees....../user metaphor from the technical communication field. These perspectives broaden Change Management to include production and reception of messages about change through a link to 1) sensemaking, 2) Change Management ethos and 3) cultural resources for action available in the organization. We use a series...

  9. Organizational learning and organizational design

    OpenAIRE

    Curado, Carla

    2006-01-01

    Literature review Approach This paper explores a new idea presenting the possible relationship between organizational learning and organizational design. The establishment of this relation is based upon extensive literature review. Findings Organizational learning theory has been used to understand several organizational phenomena, like resources and competencies, tacit knowledge or the role of memory in the organization; however, it is difficult to identify fits and consequent misf...

  10. Change in organizational justice as a predictor of insomnia symptoms: longitudinal study analysing observational data as a non-randomized pseudo-trial.

    Science.gov (United States)

    Lallukka, Tea; Halonen, Jaana I; Sivertsen, Børge; Pentti, Jaana; Stenholm, Sari; Virtanen, Marianna; Salo, Paula; Oksanen, Tuula; Elovainio, Marko; Vahtera, Jussi; Kivimäki, Mika

    2017-08-01

    Despite injustice at the workplace being a potential source of sleep problems, longitudinal evidence remains scarce. We examined whether changes in perceived organizational justice predicted changes in insomnia symptoms. Data on 24 287 Finnish public sector employees (82% women), from three consecutive survey waves between 2000 and 2012, were treated as 'pseudo-trials'. Thus, the analysis of unfavourable changes in organizational justice included participants without insomnia symptoms in Waves 1 and 2, with high organizational justice in Wave 1 and high or low justice in Wave 2 (N = 6307). In the analyses of favourable changes in justice, participants had insomnia symptoms in Waves 1 and 2, low justice in Wave 1 and high or low justice in Wave 2 (N = 2903). In both analyses, the outcome was insomnia symptoms in Wave 3. We used generalized estimating equation models to analyse the data. After adjusting for social and health-related covariates in Wave 1, unfavourable changes in relational organizational justice (i.e. fairness of managerial behaviours) were associated with increased odds of developing insomnia symptoms [odds ratio = 1.15; 95% confidence interval (CI) 1.02-1.30]. A favourable change in relational organizational justice was associated with lower odds of persistent insomnia symptoms (odds ratio = 0.83; 95% CI 0.71-0.96). Changes in procedural justice (i.e. the fairness of decision-making procedures) were not associated with insomnia symptoms. These data suggest that changes in perceived relational justice may affect employees' sleep quality. Decreases in the fairness of managerial behaviours were linked to increases in insomnia symptoms, whereas rises in fairness were associated with reduced insomnia symptoms. © The Author 2017. Published by Oxford University Press on behalf of the International Epidemiological Association.

  11. Relação entre clima organizacional, percepção de mudança organizacional e satisfação do cliente Relationship between organizational climate, perception of organizational change and customer satisfaction

    Directory of Open Access Journals (Sweden)

    Juliana Neves Santos

    2013-03-01

    Full Text Available Este trabalho tem como objeto de estudo as relações entre clima organizacional, percepção de mudança e satisfação do cliente em 170 unidades de uma organização pública prestadora de serviços com atuação em todo o Brasil. Foram analisados dados primários e secundários, agregados em nível de unidade, utilizando-se da técnica de modelagem de equações estruturais. Foram testados modelos com relações direta e mediacionais entre as variáveis. Os resultados indicam que a percepção de mudança medeia a relação entre o clima organizacional e a satisfação do cliente, que o clima organizacional possui uma relação direta com a satisfação do cliente e os empregados percebem mudanças relacionadas à gestão do clima organizacional.This study examines the relationships between organizational climate, perceptions of change and customer satisfaction in 170 units of a public service organization with operations throughout Brazil. Primary and secondary data were aggregated at the unit level using the technique of structural equation modeling. Models were tested with mediational and direct relationship between the variables. The results indicate that the perception of change mediates the relationship between organizational climate and customer satisfaction, the organizational climate has a direct relationship to customer satisfaction and employees perceive changes related to the organizational climate management.

  12. Varieties of Organizational Conflict

    Science.gov (United States)

    Pondy, Louis R.

    1969-01-01

    The viewpoints and findings of the seven empirical studies of organizational conflict contained in this issue are compared and contrasted. A distinction is made between conflict within a stable organization structure and conflict aimed at changing the organization structure. (Author)

  13. Organizational resilience: Sustained institutional effectiveness among smaller, private, non-profit US higher education institutions experiencing organizational decline.

    Science.gov (United States)

    Moran, Kenneth A

    2016-06-04

    Recent changes in the United States (US) economy have radically disrupted revenue generation among many institutions within higher education within the US. Chief among these disruptions has been fallout associated with the financial crisis of 2008-2009, which triggered a change in the US higher education environment from a period of relative munificence to a prolonged period of scarcity. The hardest hit by this disruption have been smaller, less wealthy institutions which tend to lack the necessary reserves to financially weather the economic storm. Interestingly, a review of institutional effectiveness among these institutions revealed that while many are struggling, some institutions have found ways to not only successfully cope with the impact of declining revenue, but have been able to capitalize on the disruption and thrive. Organizational response is an important factor in successfully coping with conditions of organizational decline. The study examined the impacts of organizational response on institutional effectiveness among higher education institutions experiencing organizational decline. The study's research question asked why some US higher educational institutions are more resilient at coping with organizational decline than other institutions operating within the same segment of the higher education sector. More specifically, what role does organizational resilience have in helping smaller, private non-profit institutions cope and remain effective during organizational decline? A total of 141 US smaller, private non-profit higher educational institutions participated in the study; specifically, the study included responses from participant institutions' key administrators. 60-item survey evaluated administrator responses corresponding to organizational response and institutional effectiveness. Factor analysis was used to specify the underlying structures of rigidity response, resilience response, and institutional effectiveness. Multiple regression

  14. The Deep Structure of Organizational Online Networking

    DEFF Research Database (Denmark)

    Trier, Matthias; Richter, Alexander

    2015-01-01

    While research on organizational online networking recently increased significantly, most studies adopt quantitative research designs with a focus on the consequences of social network configurations. Very limited attention is paid to comprehensive theoretical conceptions of the complex phenomenon...... of organizational online networking. We address this gap by adopting a theoretical framework of the deep structure of organizational online networking with a focus on their emerging meaning for the employees. We apply and assess the framework in a qualitative case study of a large-scale implementation...... of a corporate social network site (SNS) in a global organization. We reveal organizational online networking as a multi-dimensional phenomenon with multiplex relationships that are unbalanced, primarily consist of weak ties and are subject to temporal change. Further, we identify discourse drivers...

  15. Determine the Level of Maturity of Organization and Organizational Agility in Industrial Companies (Case of Study: Fakour Industrial Company)

    OpenAIRE

    Reza Radmehr; Ali Attafar; Ali Shaemi Barzoki

    2013-01-01

    Today the complexity, instability and unpredictability of environment changes have affected organizations. Managers are trying to design organizations which is a short time would be flexible. These new conditions need organizations to have significant agility to continue their existence and development. Organizational agility would become legal on the basis of organizational maturity. The main purpose of this study is determining the degree of organizational agility and organizational maturit...

  16. Climate change and vector-borne diseases of public health significance.

    Science.gov (United States)

    Ogden, Nicholas H

    2017-10-16

    There has been much debate as to whether or not climate change will have, or has had, any significant effect on risk from vector-borne diseases. The debate on the former has focused on the degree to which occurrence and levels of risk of vector-borne diseases are determined by climate-dependent or independent factors, while the debate on the latter has focused on whether changes in disease incidence are due to climate at all, and/or are attributable to recent climate change. Here I review possible effects of climate change on vector-borne diseases, methods used to predict these effects and the evidence to date of changes in vector-borne disease risks that can be attributed to recent climate change. Predictions have both over- and underestimated the effects of climate change. Mostly under-estimations of effects are due to a focus only on direct effects of climate on disease ecology while more distal effects on society's capacity to control and prevent vector-borne disease are ignored. There is increasing evidence for possible impacts of recent climate change on some vector-borne diseases but for the most part, observed data series are too short (or non-existent), and impacts of climate-independent factors too great, to confidently attribute changing risk to climate change. © Crown copyright 2017.

  17. The Changing Health Care Landscape and Implications of Organizational Ethics on Modern Medical Practice

    NARCIS (Netherlands)

    Castlen, Joseph P; Cote, David J; Moojen, Wouter A.; Robe, Pierre A.; Balak, Naci; Brennum, Jannick; Ammirati, Mario; Mathiesen, Tiit; Broekman, Marike L.D.

    2017-01-01

    Introduction Medicine is rapidly changing, both in the level of collective medical knowledge and in how it is being delivered. The increased presence of administrators in hospitals helps to facilitate these changes and ease administrative workloads on physicians; however, tensions sometimes form

  18. The Changing Health Care Landscape and Implications of Organizational Ethics on Modern Medical Practice

    DEFF Research Database (Denmark)

    Castlen, Joseph P; Cote, David J; Moojen, Wouter A

    2017-01-01

    to prevent excessive spending as health care systems become larger and more difficult to manage. Recognizing the cause of changes in health care, which do not always originate with physicians and administrators, along with implementing changes in hospitals such as increased physician leadership, could help...

  19. Lost in Translation? Emotional Intelligence, Affective Economies, Leadership and Organizational Change

    Science.gov (United States)

    Blackmore, Jill

    2011-01-01

    Not until the late 1990s did the rational/emotional binary embedded in mainstream literature on educational leadership and management come under challenge. Now the emotional dimensions of organisational change and leadership are widely recognised in the leadership, organisational change and school improvement literature. However, the dissolution…

  20. The Training Demand in Organizational Changes Processes in the Spanish Wine Sector

    Science.gov (United States)

    Gil, Alfonso J.; Garcia-Alcaraz, Jorge L.; Mataveli, Mara

    2015-01-01

    Purpose: The purpose of this paper is to describe the role of training demand in the organisational changes. Design/methodology/approach: The paper describes the demand of training courses in the Rioja wine sector in Spain and its relation with the changes in the sector carried out in recent years. Through a questionnaire, wineries' managers asked…

  1. The Organizational Change Process: Its Influence on Competences Learned on the Job

    Directory of Open Access Journals (Sweden)

    Elaine Rabelo Neiva

    2015-10-01

    Full Text Available This study was developed in a Brazilian court that was subjected to the introduction of e-process, and bears the following objectives: (a describe the context of changes in terms of planning and perceived risk degree; (b describe the results perceived after the introduction of the e-process; (c describe the support to learning and the competences learned during the e-process implementation; (d identify the links between variables of changing context, support to learning and the competences learned during the introduction of the e-process at the Higher Justice Court. 219 civil servants participated in the study, which used scales of changing context, results of the change of competences and support to learning. Scales were subjected to exploratory factor analysis with robust statistical indexes and three multiple regressions to test the associations between variables. Results pointed out that characteristics of the change process and support to learning affect learned competences.

  2. Development of depressive symptoms and depression during organizational change--a two-year follow-up study of civil servants

    DEFF Research Database (Denmark)

    Netterstrøm, Bo; Blønd, Morten; Nielsen, Martin

    2010-01-01

    On 1 January 2007, Denmark went through a major reorganization, where most of its 275 municipalities and 14 counties merged into larger units. Our study aimed to examine the development of depressive symptoms and incident depression among employees affected by this organizational change....

  3. Organizational change to transfer knowledge and improve quality and outcomes of care for patients with severe mental illness: a systematic overview of reviews.

    NARCIS (Netherlands)

    Franx, G.C.; Kroon, H.; Grimshaw, J.; Drake, R.; Grol, R.P.T.M.; Wensing, M.J.P.

    2008-01-01

    OBJECTIVE: To provide a comprehensive overview of the research on organizational changes aimed at improving health care for patients with severe mental illness and to learn lessons for mental health practice from the results. METHOD: We searched for systematic literature reviews published in English

  4. ORGANIZATIONAL CHANGE AND COMMUNICATION IN QUALITY SERVICE IMPROVEMENT FOR USERS OF THE INFORMATION TECHNOLOGY AT THE STATE SECRETARIAT OF FINANCE OF PERNAMBUCO

    Directory of Open Access Journals (Sweden)

    Clara Emilie Boeckmann

    2007-01-01

    Full Text Available The State Secretariat of Finance of Pernambuco (SEFAZ, has developed since 1997 an extensive program of modernization, mainly concerning Information Technology (IT, encompassing in its Management Model, the organizational changes that place serious challenges to the management of IT inside SEFAZ, especially regarding the users support. This work has had as main objectives, to identify and to evaluate the existing difficulties concerning IT at SEFAZ, concentrating attention on the users support, focusing the problems in the context of the organizational change and organizational communication. A questionnaire was applied to 120 employees. The results indicated positive scenes of the relation between the users and the IT structure, the satisfaction related to the majority of the evaluated items, including positive pointers of 100%. However, although 92% recognize that IT is very important in the accomplishment of their activities, 68% do not know about the modernization of the change processes, making the process of IT adaptation a difficult task. A plan of management to the users support must be elaborated, including resources that promote a new culture of internal communication and strategies of the organizational change.

  5. Why Do People Reject New Technologies and Stymie Organizational Changes of Which They Are in Favor? Exploring Misalignments between Social Interactions and Materiality

    Science.gov (United States)

    Leonardi, Paul M.

    2009-01-01

    This article explores the relationship between users' interpretations of a new technology and failure of organizational change. I suggest that people form interpretations of a new technology not only based on their conversations with others, but also through their use of technology's material features directly. Through qualitative and quantitative…

  6. ORGANIZATIONAL SILENCE: SUATU PENGHAMBAT DALAM MEWUJUDKAN KREATIFITAS ORGANISASIONAL

    Directory of Open Access Journals (Sweden)

    Berta Bekti Retnawati

    2016-11-01

    Full Text Available There are powerful forces in many organzations that cause widespread withholding of information about potential problems or issues by employess, this collective-level phenomenon as ‘organizational silence’. One significant effect of organizational silence relates to lack of organizational creativity.There are five major organizational factors that enhance creativity in a work environment: organizational climate, leadership style, organizational culture, resources and skills, the structure and system of an organization. Keywords: organizational silence, organizational creativity

  7. Not even the past: The joint influence of former leader and new leader during leader succession in the midst of organizational change.

    Science.gov (United States)

    Zhao, Helen H; Seibert, Scott E; Taylor, M Susan; Lee, Cynthia; Lam, Wing

    2016-12-01

    Leader succession often occurs during organizational change processes, but the implications of leader succession, in terms of reactions to the change, rarely have been investigated. Employee attitudes and behaviors during organizational change may be influenced jointly by a former leader who recently has transitioned out of the team and the new leader who recently has transitioned into it. We predict an interaction between former and new leaders' transformational leadership on employees' behavioral resistance to and support for change. On the basis of contrast effect theory, a highly transformational former leader constrains the potential effectiveness of the new leader, but a former leader low in transformational leadership enhances this potential effectiveness. We also propose conditional indirect effects transmitted through commitment to the changing organization. Our research was conducted in a large Chinese hospitality organization that was implementing radical organizational change, during which virtually all aspects of processes and products are changed. We collected a 2-wave multisource data from employees who had recently experienced a leader succession and their newly assigned leaders. On the basis of a final sample of 203 employees from 22 teams, we found empirical support for the proposed interaction effects. The conditional indirect effects were also consistent with our expectations, but the effect on behavioral resistance to change was stronger than the effect on behavioral support for change. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

  8. Leukocyte-reduction filters and radiation do not cause significant changes in platelet function

    International Nuclear Information System (INIS)

    Nagura, Yutaka; Tsuno, Hirokazu; Shibata, Yoichi; Takahashi, Koki

    2003-01-01

    In the present study, we investigated the effects of radiation and leukocyte-reduction filters on platelet function. Platelet aggregation in response to collagen and ADP were measured prior to and after irradiation and filtration, as were the platelet recovery rate and complement factor C3. Four types of leukocyte-reduction filter were used, namely positively-, negatively-, and non-charged filters (all of polyester composition), as well as a polyurethane filter. Radiation itself did not significantly affect either the platelet recovery rate, platelet function, or C3 value. On the other hand, filtration through polyester leukocyte-reduction filters resulted in a significant reduction in the platelet recovery rate, an effect not observed with the polyurethane filter. However, none of the filters caused significant changes in platelet function or in C3 value. We concluded that radiation and filtration do not cause significant changes in platelet function, but polyurethane filters are superior to polyester filters in relation to platelet recovery. (author)

  9. The Influence of the Flexibility over the Diversity and Organizational Change

    OpenAIRE

    Cosmin DOBRIN

    2008-01-01

    The flexibility concept within the company may be better understand if we will analyse the connection with other concepts. In this paper we will try to present the influence of the flexibility over the diversity and change.

  10. Organizational transformation and scientific change the impact of institutional restructuring on universities and intellectual innovation

    CERN Document Server

    Glaser, Jochen

    2014-01-01

    Recent changes to the funding and governance of higher education and scientific research systems are affecting both the organisation of the sciences and the nature of universities as strategic actors in many countries. Transforming the organisational contexts in which research is carried out has altered the dynamics of scientific change through shifts in the authority relations that influence the development and implementation of organisational strategies. The first part of this book deals with the transformation of universities as strategic organisational actors - in some cases creating them as such - while the second shows how governance and authority shifts are affecting the kinds of research goals being pursued by academics in different public science systems. By bringing together the analysis of organisational change in universities with that of how institutional changes are affecting intellectual innovation in different fields, this volume integrates work in the sociology of organisations, science polic...

  11. Organizational Uses of Health Information Exchange to Change Cost and Utilization Outcomes: A Typology from a Multi-Site Qualitative Analysis.

    Science.gov (United States)

    Vest, Joshua R; Abramson, Erika

    2015-01-01

    Health information exchange (HIE) systems facilitate access to patient information for a variety of health care organizations, end users, and clinical and organizational goals. While a complex intervention, organizations' usage of HIE is often conceptualized and measured narrowly. We sought to provide greater specificity to the concept of HIE as an intervention by formulating a typology of organizational HIE usage. We interviewed representatives of a regional health information organization and health care organizations actively using HIE information to change patient utilization and costs. The resultant typology includes three dimensions: user role, usage initiation, and patient set. This approach to categorizing how health care organizations are actually applying HIE information to clinical and business tasks provides greater clarity about HIE as an intervention and helps elucidate the conceptual linkage between HIE an organizational and patient outcomes.

  12. Green innovations and organizational change: Making better use of environmental technology

    OpenAIRE

    Hottenrott, Hanna; Rexhäuser, Sascha; Veugelers, Reinhilde

    2012-01-01

    This study investigates productivity effects to firms introducing new environmental technologies. The literature on within-firm organisational change and productivity suggests that firms can get higher productivity effects from adopting new technologies if complementary organisational changes are adopted simultaneously. Such complementarity effects may be of critical importance for the case of adoption of greenhouse gas (GHG) abatement technologies. The adoption of these technologies is often...

  13. Change and clinical significance of serum PG in patients with chronic gastritis

    Directory of Open Access Journals (Sweden)

    Wei-Hua Huan

    2017-06-01

    Full Text Available Objective: To observe the change and clinical significance of serum PG in patients with chronic atrophic gastritis (CAG. Methods: ELISA was used to detect the peripheral blood PG level in patients confirmed with CAG, gastric polyps, and gastric cancer who were admitted in our hospital from January, 2015 to January, 2016. The normal individuals who came for physical examinations were served as the control group. The peripheral blood PG level in patients with various gastric diseases was observed. Results: The serum PG Ⅰ expression and PG I/PG Ⅱ in the gastritis group were significantly lower than those in the gastric polyps group and control group, but were significantly higher than those in the gastric cancer group; while PG Ⅱ expression was significantly higher than that in the gastric polyps group and control group, but was significantly lower than those in the gastric cancer group. PG Ⅰ expression and PG I/ PG Ⅱ in the gastric polyps group were significantly higher than those in the gastritis group and gastric cancer group, while PG Ⅱ expression was significantly lower than that in the gastritis group and gastric cancer group. PG Ⅰ expression and PG I/ PG Ⅱ in the gastric cancer group were significantly lower than those in the other three groups, while PG Ⅱ expression was significantly higher than that in the other three groups. The serum PG Ⅰ expression in patients with positive HP infection in the gastritis group and gastric cancer group was significantly higher than that in patients with negative HP infection, but the comparison of PG I/ PG Ⅱ was not statistically significant. The serum PG Ⅰ expression and PG I/ PG Ⅱ in patients with negative and positive HP infection in the gastritis group were significantly higher than those in patients with negative and positive HP infection in the gastric cancer group; while PG Ⅱ expression was significantly was significantly lower than that in the gastric cancer group

  14. Significant others, situations and infant feeding behaviour change processes: a serial qualitative interview study.

    Science.gov (United States)

    McInnes, Rhona J; Hoddinott, Pat; Britten, Jane; Darwent, Kirsty; Craig, Leone C A

    2013-05-16

    Exclusive breastfeeding until six months followed by the introduction of solids and continued breastfeeding is recommended by the World Health Organisation. The dominant approach to achieving this has been to educate and support women to start and continue breastfeeding rather than understanding behaviour change processes from a broader perspective. Serial qualitative interviews examined the influences of significant others on women's feeding behaviour. Thirty-six women and 37 nominated significant others participated in 220 interviews, conducted approximately four weekly from late pregnancy to six months after birth. Responses to summative structured questions at the end of each interview asking about significant influences on feeding decisions were compared and contrasted with formative semi-structured data within and between cases. Analysis focused on pivotal points where behaviour changed from exclusive breastfeeding to introducing formula, stopping breastfeeding or introducing solids. This enabled us to identify processes that decelerate or accelerate behaviour change and understand resolution processes afterwards. The dominant goal motivating behaviour change was family wellbeing, rather than exclusive breastfeeding. Rather than one type of significant other emerging as the key influence, there was a complex interplay between the self-baby dyad, significant others, situations and personal or vicarious feeding history. Following behaviour change women turned to those most likely to confirm or resolve their decisions and maintain their confidence as mothers. Applying ecological models of behaviour would enable health service organisation, practice, policy and research to focus on enhancing family efficacy and wellbeing, improving family-centred communication and increasing opportunities for health professionals to be a constructive influence around pivotal points when feeding behaviour changes. A paradigm shift is recommended away from the dominant approach of

  15. Brief Group Psychoeducation for Bulimia Nervosa: Assessing the Clinical Significance of Change.

    Science.gov (United States)

    Davis, Ron; And Others

    1990-01-01

    Brief intervention designed to promote symptom management was completed by 41 women with bulimia nervosa. Findings revealed diversity of outcomes that individuals reported following participation in intervention. Found differential reporting of clinically significant change in favor of specific eating psychopathology relative to personality…

  16. Measuring individual significant change on the Beck Depression Inventory-II through IRT-based statistics.

    NARCIS (Netherlands)

    Brouwer, D.; Meijer, R.R.; Zevalkink, D.J.

    2013-01-01

    Several researchers have emphasized that item response theory (IRT)-based methods should be preferred over classical approaches in measuring change for individual patients. In the present study we discuss and evaluate the use of IRT-based statistics to measure statistical significant individual

  17. The Changing Health Care Landscape and Implications of Organizational Ethics on Modern Medical Practice.

    Science.gov (United States)

    Castlen, Joseph P; Cote, David J; Moojen, Wouter A; Robe, Pierre A; Balak, Naci; Brennum, Jannick; Ammirati, Mario; Mathiesen, Tiit; Broekman, Marike L D

    2017-06-01

    Medicine is rapidly changing, both in the level of collective medical knowledge and in how it is being delivered. The increased presence of administrators in hospitals helps to facilitate these changes and ease administrative workloads on physicians; however, tensions sometimes form between physicians and administrators. This situation is based on perceptions from both sides that physicians obstruct cost-saving measures and administrators put profits before patients. In reality, increasing patient populations and changes in health care are necessitating action by hospitals to prevent excessive spending as health care systems become larger and more difficult to manage. Recognizing the cause of changes in health care, which do not always originate with physicians and administrators, along with implementing changes in hospitals such as increased physician leadership, could help to ease tensions and promote a more collaborative atmosphere. Ethically, there is a need to preserve physician autonomy, which is a tenet of medical professionalism, and a need to rein in spending costs and ensure that patients receive the best possible care. Physicians and administrators both need to have a well-developed personal ethic to achieve these goals. Physicians need be allowed to retain relative autonomy over their practices as they support and participate in administrator-led efforts toward distributive justice. Copyright © 2017 Elsevier Inc. All rights reserved.

  18. Driving Organizational Change From the Bedside: The AACN Clinical Scene Investigator Academy.

    Science.gov (United States)

    Lacey, Susan R; Goodyear-Bruch, Caryl; Olney, Adrienne; Hanson, Dave; Altman, Marian S; Varn-Davis, Natasha S; Brinker, Debbie; Lavandero, Ramón; Cox, Karen S

    2017-08-01

    Staff nurses are pivotal in leading change related to quality improvement efforts, although many lack skills to steer change from the bedside. The American Association of Critical-Care Nurses (AACN) staff nurse leadership program, Clinical Scene Investigator (CSI) Academy, teaches and empowers staff nurses in leadership skills and change concepts to translate evidence into practice affecting patient outcomes. To describe the curriculum of the AACN CSI Academy that provides staff nurses with the leadership skills required to create unit-based change projects that positively impact patient/family outcomes. The curriculum of the Academy included leadership topics, communication, change concepts, quality improvement methods, project management, and data management and analysis. Each team of participants collected project data to show improvements in patient care. The program evaluation used many data sources to assess the program effectiveness, relating to the professional growth of the participant nurses. The participants assessed project patient outcomes, sustainability, and spread. The first cohort of CSI participants included 164 direct care nurses from 42 hospitals in 6 cities. They rated the Academy highly in the program evaluation, and they reported that the Academy contributed to their professional development. The individual hospital quality improvement projects resulted in positive patient and estimated fiscal outcomes that were generally sustained 1 year after the program. With the skills, tools, and support obtained from participation in the CSI Academy, staff nurses can make substantial contributions to their organizations in clinical and possibly fiscal outcomes. ©2017 American Association of Critical-Care Nurses.

  19. Anatomy of an organizational change effort at the Lewis Research Center

    Science.gov (United States)

    Hawker, James R.; Dali, Richard S.

    1988-01-01

    By 1979, after a long decline following the end of the Apollo program, the Lewis Research Center found its very existence endangered because it was not doing the kind of research that could attract funding at the time. New management under Andrew J. Stofan applied a program of strategic planning, participative management, and consensus decision making. A corporate-cultural change was effected which enabled Lewis to commit itself to four fundable research and development projects. Morale-building and training programs which were essential to this change are described.

  20. Organizational Blogging

    DEFF Research Database (Denmark)

    Agerdal-Hjermind, Annette

    of organizational bloggers. The paper presents findings from a case study of a government agency’s corporate blogging activity, traced through focus group interviews with the organizational bloggers. Based on an empirical investigation of the organizational bloggers using situational analysis and thematic network...... and resources, barriers and opportunities, which employees experience when acting as bloggers, as well as when acting on other transparent Web 2.0 mediated communications platforms for corporate purposes....