WorldWideScience

Sample records for systems implementations organizational

  1. Quality Management Systems Implementation Compared With Organizational Maturity in Hospital.

    Science.gov (United States)

    Moradi, Tayebeh; Jafari, Mehdi; Maleki, Mohammad Reza; Naghdi, Seyran; Ghiasvand, Hesam

    2015-07-27

    A quality management system can provide a framework for continuous improvement in order to increase the probability of customers and other stakeholders' satisfaction. The test maturity model helps organizations to assess the degree of maturity in implementing effective and sustained quality management systems; plan based on the current realities of the organization and prioritize their improvement programs. We aim to investigate and compare the level of organizational maturity in hospitals with the status of quality management systems implementation. This analytical cross sectional study was conducted among hospital administrators and quality experts working in hospitals with over 200 beds located in Tehran. In the first step, 32 hospitals were selected and then 96 employees working in the selected hospitals were studied. The data were gathered using the implementation checklist of quality management systems and the organization maturity questionnaire derived from ISO 10014. The content validity was calculated using Lawshe method and the reliability was estimated using test - retest method and calculation of Cronbach's alpha coefficient. The descriptive and inferential statistics were used to analyze the data using SPSS 18 software. According to the table, the mean score of organizational maturity among hospitals in the first stage of quality management systems implementation was equal to those in the third stage and hypothesis was rejected (p-value = 0.093). In general, there is no significant difference in the organizational maturity between the first and third level hospitals (in terms of implementation of quality management systems). Overall, the findings of the study show that there is no significant difference in the organizational maturity between the hospitals in different levels of the quality management systems implementation and in fact, the maturity of the organizations cannot be attributed to the implementation of such systems. As a result, hospitals

  2. Organizational theory for dissemination and implementation research.

    Science.gov (United States)

    Birken, Sarah A; Bunger, Alicia C; Powell, Byron J; Turner, Kea; Clary, Alecia S; Klaman, Stacey L; Yu, Yan; Whitaker, Daniel J; Self, Shannon R; Rostad, Whitney L; Chatham, Jenelle R Shanley; Kirk, M Alexis; Shea, Christopher M; Haines, Emily; Weiner, Bryan J

    2017-05-12

    Even under optimal internal organizational conditions, implementation can be undermined by changes in organizations' external environments, such as fluctuations in funding, adjustments in contracting practices, new technology, new legislation, changes in clinical practice guidelines and recommendations, or other environmental shifts. Internal organizational conditions are increasingly reflected in implementation frameworks, but nuanced explanations of how organizations' external environments influence implementation success are lacking in implementation research. Organizational theories offer implementation researchers a host of existing, highly relevant, and heretofore largely untapped explanations of the complex interaction between organizations and their environment. In this paper, we demonstrate the utility of organizational theories for implementation research. We applied four well-known organizational theories (institutional theory, transaction cost economics, contingency theories, and resource dependency theory) to published descriptions of efforts to implement SafeCare, an evidence-based practice for preventing child abuse and neglect. Transaction cost economics theory explained how frequent, uncertain processes for contracting for SafeCare may have generated inefficiencies and thus compromised implementation among private child welfare organizations. Institutional theory explained how child welfare systems may have been motivated to implement SafeCare because doing so aligned with expectations of key stakeholders within child welfare systems' professional communities. Contingency theories explained how efforts such as interagency collaborative teams promoted SafeCare implementation by facilitating adaptation to child welfare agencies' internal and external contexts. Resource dependency theory (RDT) explained how interagency relationships, supported by contracts, memoranda of understanding, and negotiations, facilitated SafeCare implementation by balancing

  3. Enterprise Systems Implementations: Organizational Influence Processes for Corporate User Representatives

    DEFF Research Database (Denmark)

    Nielsen, Peter Axel; Nordheim, Stig

    2008-01-01

    -depth, interpretive study from the oil industry, where we analyze a case of innovative integration of an ECM system with collaboration technologies. The data collection has been longitudinal. The data analysis has been performed through the perspective of organizational influence processes. The main finding concerns...... an organizational role as corporate user representative to deal with the scale and complexities of implementation. A single person was particularly influential in the role. At the outset a user representative had to perform upward influence processes from a lower formal position. This is impeding...

  4. Implementing Organizational Skills in the Classroom

    OpenAIRE

    Debora, Marisi

    2015-01-01

    This article presents the writer's experience in the classroom in implementing the organizational skills. The article also discuss the reason for teaching organizational skills in the classroom, materials needed for the teaching and the implementation of the organizational skills in the classroom. The materials can be adjusted to the availability in the class and the students' own stationery. The two stages of implementation later build the students' independence which is the goal of teaching...

  5. Organizational- and system-level characteristics that influence implementation of shared decision-making and strategies to address them - a scoping review.

    Science.gov (United States)

    Scholl, Isabelle; LaRussa, Allison; Hahlweg, Pola; Kobrin, Sarah; Elwyn, Glyn

    2018-03-09

    Shared decision-making (SDM) is poorly implemented in routine care, despite being promoted by health policies. No reviews have solely focused on an in-depth synthesis of the literature around organizational- and system-level characteristics (i.e., characteristics of healthcare organizations and of healthcare systems) that may affect SDM implementation. A synthesis would allow exploration of interventions to address these characteristics. The study aim was to compile a comprehensive overview of organizational- and system-level characteristics that are likely to influence the implementation of SDM, and to describe strategies to address those characteristics described in the literature. We conducted a scoping review using the Arksey and O'Malley framework. The search strategy included an electronic search and a secondary search including gray literature. We included publications reporting on projects that promoted implementation of SDM or other decision support interventions in routine healthcare. We screened titles and abstracts, and assessed full texts for eligibility. We used qualitative thematic analysis to identify organizational- and system-level characteristics. After screening 7745 records and assessing 354 full texts for eligibility, 48 publications on 32 distinct implementation projects were included. Most projects (N = 22) were conducted in the USA. Several organizational-level characteristics were described as influencing the implementation of SDM, including organizational leadership, culture, resources, and priorities, as well as teams and workflows. Described system-level characteristics included policies, clinical guidelines, incentives, culture, education, and licensing. We identified potential strategies to influence the described characteristics, e.g., examples how to facilitate distribution of decision aids in a healthcare institution. Although infrequently studied, organizational- and system-level characteristics appear to play a role in the

  6. 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

  7. Using organizational influence processes to overcome IS implementation barriers

    DEFF Research Database (Denmark)

    Ngwenyama, Ojelanki; Nielsen, Peter Axel

    2014-01-01

    A fundamental tenet of the information systems (IS) discipline holds that: (a) a lack of formal power and influence over the organization targeted for change, (b) weak support from top management, and (c) organizational memories of prior failures are barriers to implementation success. Our research......, informed by organization influence, compellingly illustrates that such conditions do not necessarily doom a project to failure. In this paper, we present an analysis of how an IS implementation team designed and enacted a coordinated strategy of organizational influence to achieve implementation success...... despite these barriers. Our empirical analysis also found that technology implementation and change is largely an organizational influence process (OIP), and thus technical-rational approaches alone are inadequate for achieving success. Our findings offer managers important insights into how they can...

  8. The impact of inter-organizational alignment (IOA) on implementation outcomes: evaluating unique and shared organizational influences in education sector mental health.

    Science.gov (United States)

    Lyon, Aaron R; Whitaker, Kelly; Locke, Jill; Cook, Clayton R; King, Kevin M; Duong, Mylien; Davis, Chayna; Weist, Mark D; Ehrhart, Mark G; Aarons, Gregory A

    2018-02-07

    Integrated healthcare delivered by work groups in nontraditional service settings is increasingly common, yet contemporary implementation frameworks typically assume a single organization-or organizational unit-within which system-level processes influence service quality and implementation success. Recent implementation frameworks predict that inter-organizational alignment (i.e., similarity in values, characteristics, activities related to implementation across organizations) may facilitate the implementation of evidence-based practices (EBP), but few studies have evaluated this premise. This study's aims examine the impact of overlapping organizational contexts by evaluating the implementation contexts of externally employed mental health clinicians working in schools-the most common integrated service delivery setting for children and adolescents. Aim 1 is to estimate the effects of unique intra-organizational implementation contexts and combined inter-organizational alignment on implementation outcomes. Aim 2 is to examine the underlying mechanisms through which inter-organizational alignment facilitates or hinders EBP implementation. This study will conduct sequential, exploratory mixed-methods research to evaluate the intra- and inter-organizational implementation contexts of schools and the external community-based organizations that most often employ school-based mental health clinicians, as they relate to mental health EBP implementation. Aim 1 will involve quantitative surveys with school-based, externally-employed mental health clinicians, their supervisors, and proximal school-employed staff (total n = 120 participants) to estimate the effects of each organization's general and implementation-specific organizational factors (e.g., climate, leadership) on implementation outcomes (fidelity, acceptability, appropriateness) and assess the moderating role of the degree of clinician embeddedness in the school setting. Aim 2 will explore the mechanisms

  9. Implementing CRM System in a Global Organization National vs. Organizational Culture

    DEFF Research Database (Denmark)

    Frygell, Linda; Hedman, Jonas; Carlsson, Sven

    2017-01-01

    global subsidiaries, and has planned the implementation well, the implementation was not a complete success. The study has identified that the cultural factor are important, but not stressed enough in the current CRM literature. Understanding the difference between the organizational culture in which...

  10. Nurses as implementers of organizational culture.

    Science.gov (United States)

    Wooten, Lynn Perry; Crane, Patricia

    2003-01-01

    Drawing from both theory and case-study data, the role of nurse leaders in implementing constructive organizational cultures is discussed. Constructive cultures create high-performance work environments, increasing both employee and patient satisfaction, and ultimately affecting economic performance. Nursing administrators aspiring to implement a constructive culture should emphasize people-centered values through a collective mission, strategic human resource management practices, and a patient service-oriented philosophy. Furthermore, constructive organizational cultures create successful high-performance work environments when nurses have positive colleague interactions and approach tasks in a manner that helps them experience self-actualization, while at the same time achieving organizational goals.

  11. Factors Influencing the Selection of the Systems Integration Organizational Model Type for Planning and Implementing Government High-Technology Programs

    Science.gov (United States)

    Thomas, Leann; Utley, Dawn

    2006-01-01

    While there has been extensive research in defining project organizational structures for traditional projects, little research exists to support high technology government project s organizational structure definition. High-Technology Government projects differ from traditional projects in that they are non-profit, span across Government-Industry organizations, typically require significant integration effort, and are strongly susceptible to a volatile external environment. Systems Integration implementation has been identified as a major contributor to both project success and failure. The literature research bridges program management organizational planning, systems integration, organizational theory, and independent project reports, in order to assess Systems Integration (SI) organizational structure selection for improving the high-technology government project s probability of success. This paper will describe the methodology used to 1) Identify and assess SI organizational structures and their success rate, and 2) Identify key factors to be used in the selection of these SI organizational structures during the acquisition strategy process.

  12. ERP implementation and organizational performance. A Romanian case study of best practices

    Directory of Open Access Journals (Sweden)

    Valentin Florentin Dumitru

    2013-06-01

    Full Text Available Best practices are conceived in management as improvement programs leading to higher organizational performance. We hereby take an interest in the effects of Enterprise Resource Planning (ERP, systems implementation as managerial tools on firm performance, in connection with the organizational processes, and accounting and controlling systems. The aim of this paper is to investigate how the mutual evolution of both organizations and systems transforms the case of ERP implementation in best practices in management and accounting in an emerging economy. This research comes in the context of a slowly developing research based on empirical data in Romania in this area. However, best practices need to be promoted in order to stimulate change, in an increasingly complex and competitive environment, and with fewer resources available to organizations. By an in-depth longitudinal case study, we illustrate how both the ERP system and the case organization evolved, triggering a fit which consequently led to improving organizational performance. The paper has practical contributions for the Romanian business environment, in that Romanian managers and IT employees might become aware how they can leverage their ERP system to exploit its fuller potential, and regarding the importance of the organizational context for the implementation and postimplementation processes.

  13. 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.

  14. Assessing the Organizational Characteristics Influencing Quality Improvement Implementation in Saudi Hospitals.

    Science.gov (United States)

    Shamsuddin Alaraki, Mohammad

    The health care system in Saudi Arabia has serious problems with quality and safety that can be reduced through systematic quality improvement (QI) activities. Despite the use of different QI models to improve health care in Saudi hospitals during the last 2 decades, consistent improvements have not yet been achieved and the results are still far below expectations. This may reflect a problem in introducing and implementing the QI models in the local contexts. The objective of this study is to assess the extent of QI implementation in Saudi hospitals and to identify the organizational characteristics that make Saudi hospitals particularly challenging for QI. Understanding these characteristics can inform efforts to improve them and may lead to more successful implementation. A mixed-methods approach was conducted using 2 data collection tools: questionnaires and interviews. The quantitative phase (questionnaires) aimed to uncover the current level of QI implementation in Saudi hospital as measured by 7 critical dimensions adapted from the literature. The qualitative phase (interviews) aimed to understand the organizational characteristics that impede or underpin QI in Saudi hospitals. The QI implementation was found to be significantly poor across the 7 dimensions with average score ranging between 22.80 ± 0.57 and 2.11 ± 0.69 on a 5-point Likert scale and with P value of less than .05. We also found that the current level of QI implementation helped Saudi hospitals neither to improve "customer satisfaction" nor to achieve measurable improvements in "quality results" scoring significantly low at 2.11 ± 0.69 with P value of .000 and 2.47 ± 0.57 with P value of .000, respectively. Our study confirms the presence of a multitude of organizational barriers that impede QI in Saudi hospitals. These are related to organizational culture, human resources management, processes and systems, and structure. These 4 were found to have the strongest impact on QI in Saudi

  15. Redesigning a Ministry of Health's organizational structure: exploring implementation challenges through Botswana's experiences.

    Science.gov (United States)

    Seitio-Kgokgwe, Onalenna; Gauld, Robin D C; Hill, Philip C; Barnett, Pauline

    2016-04-01

    The Botswana's Ministry of Health redesigned and adopted a new organizational structure in 2005, which was poorly implemented. This article explores factors that influenced the implementation of this organizational structure. This article draws from data collected through in-depth interviews with 54 purposively selected key informants comprising policy makers, senior managers and staff of the Ministry of Health (N = 40) and senior officers from various stakeholder organizations (N = 14). Participants generally felt that the review of the Ministry of Health organizational structure was important. The previous structure was considered obsolete with fragmented functions that limited the overall performance of the health system. The new organizational structure was viewed to be aligned to current national priorities with potential to positively influence performance. Some key weaknesses identified included lack of consultation and information sharing with workers during the restructuring process, which affected the understanding of their new roles, failure to mobilize key resources to support implementation of the new structure and inadequate monitoring of the implementation process. Redesigning an organizational structure is a major change. There is a need for effective and sustained leadership to plan, direct, coordinate, monitor and evaluate the implementation phase of the reform. Copyright © 2014 John Wiley & Sons, Ltd. Copyright © 2014 John Wiley & Sons, Ltd.

  16. Investigating variations in implementation fidelity of an organizational-level occupational health intervention.

    Science.gov (United States)

    Augustsson, Hanna; von Thiele Schwarz, Ulrica; Stenfors-Hayes, Terese; Hasson, Henna

    2015-06-01

    The workplace has been suggested as an important arena for health promotion, but little is known about how the organizational setting influences the implementation of interventions. The aims of this study are to evaluate implementation fidelity in an organizational-level occupational health intervention and to investigate possible explanations for variations in fidelity between intervention units. The intervention consisted of an integration of health promotion, occupational health and safety, and a system for continuous improvements (Kaizen) and was conducted in a quasi-experimental design at a Swedish hospital. Implementation fidelity was evaluated with the Conceptual Framework for Implementation Fidelity and implementation factors used to investigate variations in fidelity with the Framework for Evaluating Organizational-level Interventions. A multi-method approach including interviews, Kaizen notes, and questionnaires was applied. Implementation fidelity differed between units even though the intervention was introduced and supported in the same way. Important differences in all elements proposed in the model for evaluating organizational-level interventions, i.e., context, intervention, and mental models, were found to explain the differences in fidelity. Implementation strategies may need to be adapted depending on the local context. Implementation fidelity, as well as pre-intervention implementation elements, is likely to affect the implementation success and needs to be assessed in intervention research. The high variation in fidelity across the units indicates the need for adjustments to the type of designs used to assess the effects of interventions. Thus, rather than using designs that aim to control variation, it may be necessary to use those that aim at exploring and explaining variation, such as adapted study designs.

  17. Organizational culture focused on quality management and benefits derived from an ERP system implementation

    Directory of Open Access Journals (Sweden)

    Oscar F. Bustinza

    2013-01-01

    Full Text Available Purpose: Organizational culture focused on quality management aims to meet customer needs and enhance teamwork, being oriented toward a dynamic process of continuous improvement. The purpose of this paper is to analyze whether, indeed, the quality-oriented culture has an effect on the management of business processes. In doing so, we analyze their relationship with the benefits of a resource management system or ERP.Design/methodology/approach: A survey is used to collect data, with valid questionnaires obtained for 200 Spain based respondents. Empirical analysis utilises Structural Equation Modelling (SEM.Findings: The results confirm that firm's commitment with quality management, customer focus, and confidence of workers has a positive effect on the results of operational, strategic and managerial benefits derived from an ERP system implementation. However, there is not relationship between customer focus and organizational benefits, neither to increase system capacity.Originality/value: The present study analyzes the relationship between quality-oriented culture and the resource management systems of the firm clarifying their strengths and limitations. In this sense, the customer orientation may limit the flexibility of business as require a lot of resources, and generate dissatisfaction among workers resulting from the attention to customer complaints.

  18. Lean Six Sigma implementation and organizational culture.

    Science.gov (United States)

    Knapp, Susan

    2015-01-01

    The purpose of this paper is to examine the relationship between four organizational cultural types defined by the Competing Values Framework and three Lean Six Sigma implementation components - management involvement, use of Lean Six Sigma methods and Lean Six Sigma infrastructure. The study involved surveying 446 human resource and quality managers from 223 hospitals located in Maine, New Hampshire, Vermont, Massachusetts and Rhode Island using the Organizational Culture Assessment Instrument. Findings - In total, 104 completed responses were received and analyzed using multivariate analysis of variance. Follow-up analysis of variances showed management support was significant, F(3, 100)=4.89, p cultures having significant interactions with management support. The relationship between organizational culture and Lean Six Sigma in hospitals provides information on how specific cultural characteristics impact the Lean Six Sigma initiative key components. This information assists hospital staff who are considering implementing quality initiatives by providing an understanding of what cultural values correspond to effective Lean Six Sigma implementation. Managers understanding the quality initiative cultural underpinnings, are attentive to the culture-shared values and norm's influence can utilize strategies to better implement Lean Six Sigma.

  19. Organizational Concepts for Purchasing and Supply Management Implementation

    National Research Council Canada - National Science Library

    Leftwich, Lynne M; Leftwich, James A; Moore, Nancy Y; Roll, C. R., Jr

    2004-01-01

    .... The report draws on spares Campaign process-based analysis supporting the decision to implement PSM and suggests organizational options for implementing PSM to better align contracting and logistics...

  20. Effect of Organizational Factors on Information Security Implementations

    Science.gov (United States)

    Perez, Rafael G.

    2013-01-01

    The purpose of this quantitative inferential study is to determine the level of correlation between the organizational factors of information security awareness, balanced security processes, and organizational structure with the size of the estimation gap of information security implementations mediated by the end user intentionality. The study…

  1. Organizational Strategies to Implement Hospital Pressure Ulcer Prevention Programs: Findings from a National Survey

    Science.gov (United States)

    SOBAN, LYNN M.; KIM, LINDA; YUAN, ANITA H.; MILTNER, REBECCA S.

    2017-01-01

    Aim To describe the presence and operationalization of organizational strategies to support implementation of pressure ulcer prevention programs across acute care hospitals in a large, integrated healthcare system. Background Comprehensive pressure ulcer programs include nursing interventions such as use of a risk assessment tool and organizational strategies such as policies and performance monitoring to embed these interventions into routine care. The current literature provides little detail about strategies used to implement pressure ulcer prevention programs. Methods Data were collected by an email survey to all Chief Nursing Officers in Veterans Health Administration acute care hospitals. Descriptive and bivariate statistics were used to summarize survey responses and evaluate relationships between some variables. Results Organizational strategies that support pressure ulcer prevention program implementation (policy, committee, staff education, wound care specialists, and use of performance data) were reported at high levels. Considerable variations were noted in how these strategies were operationalized within individual hospitals. Conclusion Organizational strategies to support implementation of pressure ulcer preventive programs are often not optimally operationalized to achieve consistent, sustainable performance. Implications for Nursing Management The results of this study highlight the role and influence of nurse leaders on pressure ulcer prevention program implementation. PMID:27487972

  2. The effect of organizational climate on patient-centered medical home implementation.

    Science.gov (United States)

    Reddy, Ashok; Shea, Judy A; Canamucio, Anne; Werner, Rachel M

    2015-01-01

    Organizational climate is a key determinant of successful adoption of innovations; however, its relation to medical home implementation is unknown. This study examined the association between primary care providers' (PCPs') perception of organization climate and medical home implementation in the Veterans Health Administration. Multivariate regression was used to test the hypothesis that organizational climate predicts medical home implementation. This analysis of 191 PCPs found that higher scores in 2 domains of organizational climate (communication and cooperation, and orientation to quality improvement) were associated with a statistically significantly higher percentage (from 7 to 10 percentage points) of PCPs implementing structural changes to support the medical home model. In addition, some aspects of a better organizational climate were associated with improved organizational processes of care, including a higher percentage of patients contacted within 2 days of hospital discharge (by 2 to 3 percentage points) and appointments made within 3 days of a patient request (by 2 percentage points). © The Author(s) 2014.

  3. Understanding Organizational Memory from the Integrated Management Systems (ERP

    Directory of Open Access Journals (Sweden)

    Gilberto Perez

    2013-10-01

    Full Text Available With this research, in the form of a theoretical essay addressing the theme of Organizational Memory and Integrated Management Systems (ERP, we tried to present some evidence of how this type of system can contribute to the consolidation of certain features of Organizational Memory. From a theoretical review of the concepts of Human Memory, extending to the Organizational Memory and Information Systems, with emphasis on Integrated Management Systems (ERP we tried to draw a parallel between the functions and structures of Organizational Memory and features and characteristics of ERPs. The choice of the ERP system for this study was made due to the complexity and broad scope of this system. It was verified that the ERPs adequately support many functions of the Organizational Memory, highlighting the implementation of logical processes, practices and rules in business. It is hoped that the dialogue presented here can contribute to the advancement of the understanding of organizational memory, since the similarity of Human Memory is a fertile field and there is still much to be researched.

  4. IMPLEMENTATION OF ERP SYSTEMS: TECNOLOGY AND PEOPLE IN SAP R/3 IMPLEMENTATION

    Directory of Open Access Journals (Sweden)

    Renata Gomes de Jesus

    2007-01-01

    Full Text Available The objective of this study is to verify if there are influences on subjective aspects of the organizational actors involved in an ERP system implementation. With this purpose, a case study in a food company located in Vila Velha, Espírito Santo was carried out. The implementation of the SAP R/3 ERP system was initiated in 1999. The data was collected by documentary research and 19 semi-structured interviews. The theoretical discussion analyzes the implementation of the ERP systems under the perspective of the system concept, considering the technological change not only under the perspective of the technology, but also of the organizational structure and people. The conclusion proved that, in the case studied, there was a significant influence of the individuals in the result of the implementation.

  5. Implementation lessons: the importance of assessing organizational "fit" and external factors when implementing evidence-based teen pregnancy prevention programs.

    Science.gov (United States)

    Demby, Hilary; Gregory, Alethia; Broussard, Marsha; Dickherber, Jennifer; Atkins, Shantice; Jenner, Lynne W

    2014-03-01

    In recent years, the demand for evidence-based teen pregnancy prevention programs has increased, but practitioners often struggle to replicate and implement them as designed in real-world community settings. The purpose of this article is to describe the barriers and facilitators encountered during pilot year attempts to implement an evidence-based teen pregnancy prevention program within three types of organizations: (1) small community-based organizations; (2) a school-based organization; and (3) a large decentralized city-sponsored summer youth program. We frame our discussion of these experiences within the context of a systemic, multilevel framework for implementation consisting of (1) core implementation components; (2) organizational components; and (3) external factors. This article explores the organizational and external implementation factors we experienced during the implementation process, describes our lessons learned throughout this process, and offers strategies for other practitioners to proactively address these factors from the start of program planning. These findings may provide useful insight for other organizations looking to implement multi-session, group-level interventions with fidelity. Copyright © 2014 Society for Adolescent Health and Medicine. All rights reserved.

  6. Organizational Culture and Its Implementation in the Choice of Strategic Option - Case Study Montenegro

    Directory of Open Access Journals (Sweden)

    Gordana NIKČEVIĆ

    2014-10-01

    Full Text Available The topic of this paper is to examine the influence of organizational culture on determination and implementation of the appropriate strategy within the company. Specifically, the author has tested the hypothesis about the influence of organizational culture on determination of strategy in Montenegrin companies. Firstly, in the theoretical part of the paper, the author defined organizational culture and business strategy and then analyzed the nature and manner of influence of organizational culture on formulation and implementation of strategy, as well as influence of implemented strategy on organizational culture. Organizational culture affects formulation of strategy determining information gathering, perception and interpretation of the environment. Namely, culture can facilitate or prevent implementation of the strategy through legitimization process. In the same way, the application of chosen strategy may, through its institutionalization process, reinforce or change the existing organizational culture. The empirical part of the paper refers to research results and testing of hypotheses about the influence of organizational culture on strategy of companies in Montenegro carried out on sample of 16 companies (324 respondents in Montenegro.

  7. The impact of ISO 9001:2008 quality management system implementation on organizational performance of the Nuclear Regulatory Division of Philippine Nuclear Research Institute

    International Nuclear Information System (INIS)

    Borras, Alan M.

    2012-02-01

    This report aims to determine the perception of Nuclear Regulatory Division staff of the Phiippine Nuclear Research Institute on the implementation of ISO 9001-2008 Quality Management System in terms of the eight quality management principles, its effect to their process performance and its impact to NRD organizational performance. Likewise, it aims to determine if there are direct relationshops between the ISO-QMS implementation, the process performance, and organizational performance in terms of customers' satisfaction. Two survey instruments were used for quantitative data collection from two groups of respondents, i.e., the NRD staff for their perception and as internal customers and the licenses (holder of valid radioactive material license) as the external customers. All items were measured on a 4-point Likert Scale ranging from 1 as Strongly Disagree/Strongly Dissatisfied to 4 Strongly Agree/Strongly Satisfied. The data were analyzed statistically by means of Microsoft Ofice Excel and Statistical Analysis Software (SAS). Linear regression was used to test the hypotheses. The results show that the perception of the NRD staff are agreeable with the implementation of the ISO 9001:2008 in their organization which indicated 'customer focused' and 'process approach' as the strength of the practices while 'leadership' and 'mutually beneficial supplier relationship' as the weakest. Data on NRD staff perceptions of ISO 9001:2008 also show that QMS implementation has improved the effectiveness and efficiency of their core business processes which impacted on the organizational performance. The external customers rated 'competence', 'courtesy' and 'credibility' as the three highest attributes of NRD service quality which denote their full trust and confidence to NRD as a nuclear regulatory body. Meanwhile, the same external customers rated 'tangibles', 'reliability' and 'access' as the lowest attributes. Furthermore, the results also show a significant and strong

  8. Integrating care for frequent users of emergency departments: implementation evaluation of a brief multi-organizational intensive case management intervention.

    Science.gov (United States)

    Kahan, Deborah; Leszcz, Molyn; O'Campo, Patricia; Hwang, Stephen W; Wasylenki, Donald A; Kurdyak, Paul; Wise Harris, Deborah; Gozdzik, Agnes; Stergiopoulos, Vicky

    2016-04-27

    Addressing the needs of frequent users of emergency departments (EDs) is a health system priority in many jurisdictions. This study describes stakeholder perspectives on the implementation of a multi-organizational brief intervention designed to support integration and continuity of care for frequent ED users with mental health and addictions problems, focusing on perceived barriers and facilitators to early implementation in a large urban centre. Coordinating Access to Care from Hospital Emergency Departments (CATCH-ED) is a brief case management intervention bridging hospital, primary and community care for frequent ED users experiencing mental illness and addictions. To examine barriers and facilitators to early implementation of this multi-organizational intervention, between July and October 2012, 47 stakeholders, including direct service providers, managers and administrators participated in 32 semi-structured qualitative interviews and one focus group exploring their experience with the intervention and factors that helped or hindered successful early implementation. Qualitative data were analyzed using thematic analysis. Stakeholders valued the intervention and its potential to support continuity of care for this population. Service delivery system factors, including organizational capacity and a history of collaborative relationships across the healthcare continuum, and support system factors, such as training and supervision, emerged as key facilitators of program implementation. Operational challenges included early low program referral rates, management of a multi-organizational initiative, variable adherence to the model among participating organizations, and scant access to specialty psychiatric resources. Factors contributing to these challenges included lack of dedicated staff in the ED and limited local system capacity to support this population, and insufficient training and technical assistance available to participating organizations. A multi-organizational

  9. A practical implementation science heuristic for organizational readiness: R = MC2

    Science.gov (United States)

    Cook, Brittany S.; Lamont, Andrea; Wandersman, Abraham; Castellow, Jennifer; Katz, Jason; Beidas, Rinad S.

    2015-01-01

    There are many challenges when an innovation (i.e., a program, process, or policy that is new to an organization) is actively introduced into an organization. One critical component for successful implementation is the organization’s readiness for the innovation. In this article, we propose a practical implementation science heuristic, abbreviated as R= MC2. We propose that organizational readiness involves: 1) the motivation to implement an innovation, 2) the general capacities of an organization, and 3) the innovation-specific capacities needed for a particular innovation. Each of these components can be assessed independently and be used formatively. The heuristic can be used by organizations to assess readiness to implement and by training and technical assistance providers to help build organizational readiness. We present an illustration of the heuristic by showing how behavioral health organizations differ in readiness to implement a peer specialist initiative. Implications for research and practice of organizational readiness are discussed. PMID:26668443

  10. 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

  11. The Role of Ethnography in the Organizational Implementation of IT

    DEFF Research Database (Denmark)

    Simonsen, Jesper; Hertzum, Morten

    2008-01-01

    practices that emerge from using the IT system. In this article we investigate how nurses’ work was affected by the introduction of a large, shared Electronic Health Record (EHR) display in two highly collaborative work situations: the nursing handover and the interdisciplinary team conference where all...... iterative approaches to design as well as within the organizational implementation of IT....

  12. Organizational capacities for health promotion implementation: results from an international hospital study.

    Science.gov (United States)

    Röthlin, Florian; Schmied, Hermann; Dietscher, Christina

    2015-06-01

    In this article, organizational structures in hospitals are discussed as possible capacities for hospital health promotion (HP) implementation, based on data from the PRICES-HPH study. PRICES-HPH is a cross-sectional evaluation study of the International Network of Health Promoting Hospitals & Health Services (HPH-Network) and was conducted in 2008-2012. Data from 159 acute care hospitals were used in the analysis. Twelve organizational structures, which were denoted as possible organizational health promotion capacities in previous literature, were tested for their association with certain strategic HP implementation approaches. Four organizational structures were significantly (p = 0.05) associated with one or more elaborate and comprehensive strategic HP implementation approaches: (1) a health promotion specific quality assessment routine; (2) an official hospital health promotion team; (3) a fulltime hospital health promotion coordinator; and (4) officially documented health promotion policies, strategies or standards. The results add further evidence to the importance of organizational capacity structures for hospital health promotion and identify four tangible structures as likely candidates for organizational HP capacities in hospitals. © The Author (2013). Published by Oxford University Press. All rights reserved. For Permissions, please email: journals.permissions@oup.com.

  13. Dynamics of Implementation and Maintenance of Organizational Health Interventions.

    Science.gov (United States)

    Jalali, Mohammad S; Rahmandad, Hazhir; Bullock, Sally Lawrence; Ammerman, Alice

    2017-08-15

    In this study, we present case studies to explore the dynamics of implementation and maintenance of health interventions. We analyze how specific interventions are built and eroded, how the building and erosion mechanisms are interconnected, and why we can see significantly different erosion rates across otherwise similar organizations. We use multiple comparative obesity prevention case studies to provide empirical information on the mechanisms of interest, and use qualitative systems modeling to integrate our evolving understanding into an internally consistent and transparent theory of the phenomenon. Our preliminary results identify reinforcing feedback mechanisms, including design of organizational processes, motivation of stakeholders, and communication among stakeholders, which influence implementation and maintenance of intervention components. Over time, these feedback mechanisms may drive a wedge between otherwise similar organizations, leading to distinct configurations of implementation and maintenance processes.

  14. Organizational Considerations for Implementing Systems Engineering and Integration in the Ares Projects Office

    Science.gov (United States)

    Thomas, LeAnn; Doreswamy, Rajiv N.

    2008-01-01

    Systems Engineering and Integration (SE&I) is a critical discipline in developing new space systems. In 2005, NASA performed an internal study of 24 agency and Department of Defense (DoD) programs to evaluate methods of integrating SE&I practices and determine their effectiveness. The goal of the study was to determine the best SE&I implementation strategy for the Ares Projects Office. The study identified six SE&I organizational structures: 1. Lead systems integrator (LSI) with SE&I responsibility and government technical insight. 2a. Integration contractor with government SE&I responsibility (government insight). 2b. Integration contractor with government SE&I responsibility (government oversight). 3a. Prime contractor with SE&I responsibility (government insight). 3b. Prime contractor with SE&I responsibility (government oversight). 3c. Prime contractor with SE&I responsibility (government/industry partnership). 4a.Prime contractor with government SE&I responsibility (government insight). 4b. Prime contractor with government SE&I responsibility (government oversight). 4d.Prime contractors with total system performance responsibility (TSPR). 5. Prime contractor with government SE&I responsibility and integration products through a Federally Funded Research and Development Center (FFRDC). 6. Government/FFRDC in-house development with SE&I responsibility and function. The organizational structure used most often was number 4, using a prime contractor with government SE&I responsibility and government technical insight. However, data analyses did not establish a positive relationship between program development costs and specific SE&I organizational types, nor did it positively determine the relationship between successful programs or projects and their SE&I structure. The SE&I study reached the following conclusions: (1) Large, long-duration, technically complex programs or projects reach their technical goals, but rarely meet schedule or cost goals. NASA's recent

  15. Effective organizational solutions for implementation of DBMS software packages

    Science.gov (United States)

    Jones, D.

    1984-01-01

    The space telescope management information system development effort is a guideline for discussing effective organizational solutions used in implementing DBMS software. Focus is on the importance of strategic planning. The value of constructing an information system architecture to conform to the organization's managerial needs, the need for a senior decision maker, dealing with shifting user requirements, and the establishment of a reliable working relationship with the DBMS vendor are examined. Requirements for a schedule to demonstrate progress against a defined timeline and the importance of continued monitoring for production software control, production data control, and software enhancements are also discussed.

  16. Organizational Factors that Affect the Implementation of Information Technology: Perspectives of Middle Managers in Iran.

    Science.gov (United States)

    Barzekar, Hosein; Karami, Mahtab

    2014-10-01

    to examine the organizational factors affecting the application of information technology in hospitals. Since the organizational factors are one of the most important determinants of successful projects, by understanding their impact and identifying them it can help planning a systematic IT implementation. In this cross-sectional descriptive study 110 middle managers were chosen from teaching hospitals. Structured questionnaire was used for the data collection. There was a significant relationship between organization resource, organizational knowledge, process, management structure and values and goals with implementation of information technology. Findings showed that organizational factors had a considerable impact on implementation of information technology. Top managers must consider the important aspects of effective organizational factors.

  17. Using value models to improve the cost/benefit analysis of inter-organizational system implementations

    NARCIS (Netherlands)

    Eckartz, S.M.; Katsma, Christiaan; Wieringa, Roelf J.

    2012-01-01

    Jointly developing a business case for inter-organizational information systems (IOS) is difficult as: (1) in a business network there are benefits that may not appear at the site where costs occur, and (2) the involved stakeholders often have different or even conflicting organizational goals. This

  18. Organizational Health Literacy: Review of Theories, Frameworks, Guides, and Implementation Issues

    Science.gov (United States)

    Bonneville, Luc; Bouchard, Louise

    2018-01-01

    Organizational health literacy is described as an organization-wide effort to transform organization and delivery of care and services to make it easier for people to navigate, understand, and use information and services to take care of their health. Several health literacy guides have been developed to assist healthcare organizations with this effort, but their content has not been systematically reviewed to understand the scope and practical implications of this transformation. The objective of this study was to review (1) theories and frameworks that inform the concept of organizational health literacy, (2) the attributes of organizational health literacy as described in the guides, (3) the evidence for the effectiveness of the guides, and (4) the barriers and facilitators to implementing organizational health literacy. Drawing on a metanarrative review method, 48 publications were reviewed, of which 15 dealt with the theories and operational frameworks, 20 presented health literacy guides, and 13 addressed guided implementation of organizational health literacy. Seven theories and 9 operational frameworks have been identified. Six health literacy dimensions and 9 quality-improvement characteristics were reviewed for each health literacy guide. Evidence about the effectiveness of health literacy guides is limited at this time, but experiences with the guides were positive. Thirteen key barriers (conceived also as facilitators) were identified. Further development of organizational health literacy requires a strong and a clear connection between its vision and operationalization as an implementation strategy to patient-centered care. For many organizations, becoming health literate will require multiple, simultaneous, and radical changes. Organizational health literacy has to make sense from clinical and financial perspectives in order for organizations to embark on such transformative journey. PMID:29569968

  19. Organizational Health Literacy: Review of Theories, Frameworks, Guides, and Implementation Issues.

    Science.gov (United States)

    Farmanova, Elina; Bonneville, Luc; Bouchard, Louise

    2018-01-01

    Organizational health literacy is described as an organization-wide effort to transform organization and delivery of care and services to make it easier for people to navigate, understand, and use information and services to take care of their health. Several health literacy guides have been developed to assist healthcare organizations with this effort, but their content has not been systematically reviewed to understand the scope and practical implications of this transformation. The objective of this study was to review (1) theories and frameworks that inform the concept of organizational health literacy, (2) the attributes of organizational health literacy as described in the guides, (3) the evidence for the effectiveness of the guides, and (4) the barriers and facilitators to implementing organizational health literacy. Drawing on a metanarrative review method, 48 publications were reviewed, of which 15 dealt with the theories and operational frameworks, 20 presented health literacy guides, and 13 addressed guided implementation of organizational health literacy. Seven theories and 9 operational frameworks have been identified. Six health literacy dimensions and 9 quality-improvement characteristics were reviewed for each health literacy guide. Evidence about the effectiveness of health literacy guides is limited at this time, but experiences with the guides were positive. Thirteen key barriers (conceived also as facilitators) were identified. Further development of organizational health literacy requires a strong and a clear connection between its vision and operationalization as an implementation strategy to patient-centered care. For many organizations, becoming health literate will require multiple, simultaneous, and radical changes. Organizational health literacy has to make sense from clinical and financial perspectives in order for organizations to embark on such transformative journey.

  20. Dealing with organizational change when implementing EHR systems

    DEFF Research Database (Denmark)

    Høstgaard, Anne Marie; Nøhr, Christian

    2004-01-01

    The article is based upon a case study carried out at Skejby Hospital in Denmark. The research shows that the employees have some expectations when implementing an EHR system, thus hospital management provided the organization with important information before the implementation of a new EHR system....

  1. Organizational Factors and the Implementation of Family to Family: Contextual Elements of Systems Reform

    Science.gov (United States)

    Crea, Thomas M.; Crampton, David S.; Knight, Nelson; Paine-Wells, Lisa

    2011-01-01

    In efforts to reform the child welfare system, agency leaders must involve staff at all levels; yet, little research has been done to determine which organizational factors encourage or inhibit staff engagement. Employees from an urban child welfare agency were invited to complete a survey regarding organizational effectiveness and its influence…

  2. Impact of staff organizational culture on the implementation of ...

    African Journals Online (AJOL)

    This study surveyed the Impact of Library Staff Organizational Culture on the Implementation of Automation in Libraries of Federal Universities in the North- East Zone of Nigeria. The objectives of the Study were to determine: the level of implementation of automation of libraries in Federal Universities of the North- East Zone ...

  3. Organizational structures during SOA implementation: the case of a Greek healthcare organization

    DEFF Research Database (Denmark)

    Koumaditis, Konstantinos; Themistocleous, Marinos

    2015-01-01

    The purpose of this paper is to investigate service-oriented architecture organizational studies (SOA OS) in healthcare through a rigorous literature review, development and testing in an eGovernment health-care setting. The application of SOA paradigm to integrate information systems has been...... and expand the capabilities of their health-care information system. Yet, literature indicates that eHealth government strategies, including SOA, require the support of SOA OS to be successfully implemented....

  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. GlobePort Faces Global Business Challenges--Assessing the Organizational Side of Information Systems Projects

    Science.gov (United States)

    Ghosh, Biswadip

    2011-01-01

    Published studies have reported that Information System (IS) projects succeed or fail based on how effectively the organizational issues were understood and addressed in the specification, development and implementation stages of the project. This is particularly true in the design and delivery of Inter-Organizational Systems (IOS) that can affect…

  6. Assessing organizational implementation context in the education sector: confirmatory factor analysis of measures of implementation leadership, climate, and citizenship.

    Science.gov (United States)

    Lyon, Aaron R; Cook, Clayton R; Brown, Eric C; Locke, Jill; Davis, Chayna; Ehrhart, Mark; Aarons, Gregory A

    2018-01-08

    A substantial literature has established the role of the inner organizational setting on the implementation of evidence-based practices in community contexts, but very little of this research has been extended to the education sector, one of the most common settings for the delivery of mental and behavioral health services to children and adolescents. The current study examined the factor structure, psychometric properties, and interrelations of an adapted set of pragmatic organizational instruments measuring key aspects of the organizational implementation context in schools: (1) strategic implementation leadership, (2) strategic implementation climate, and (3) implementation citizenship behavior. The Implementation Leadership Scale (ILS), Implementation Climate Scale (ICS), and Implementation Citizenship Behavior Scale (ICBS) were adapted by a research team that included the original scale authors and experts in the implementation of evidence-based practices in schools. These instruments were then administered to a geographically representative sample (n = 196) of school-based mental/behavioral health consultants to assess the reliability and structural validity via a series of confirmatory factor analyses. Overall, the original factor structures for the ILS, ICS, and ICBS were confirmed in the current sample. The one exception was poor functioning of the Rewards subscale of the ICS, which was removed in the final ICS model. Correlations among the revised measures, evaluated as part of an overarching model of the organizational implementation context, indicated both unique and shared variance. The current analyses suggest strong applicability of the revised instruments to implementation of evidence-based mental and behavioral practices in the education sector. The one poorly functioning subscale (Rewards on the ICS) was attributed to typical educational policies that do not allow for individual financial incentives to personnel. Potential directions for

  7. Exploring the Business Case Development Process in Inter-Organizational Enterprise System Implementations

    NARCIS (Netherlands)

    Eckartz, S.M.; Katsma, Christiaan; Daneva, Maia

    Creating and negotiating an inter-organizational business case (BC) for multiple-stakeholder enterprise systems is a major challenge. This paper looks closer into the factors that influence the stakeholders’ willingness to share information necessary for the BC development. The authors develop an

  8. The Association of Organizational Culture and Quality Improvement Implementation With Neonatal Outcomes in the NICU.

    Science.gov (United States)

    Mahl, Sukhy; Lee, Shoo K; Baker, G Ross; Cronin, Catherine M G; Stevens, Bonnie; Ye, Xiang Y

    2015-01-01

    Studies of adult patient populations suggest that organizational culture is associated with quality improvement (QI) implementation, as well as patient outcomes. However, very little research on organizational culture has been performed in neonatal patient populations. This combined cross-sectional survey and retrospective cohort study assessed employee perceptions of organizational culture and QI implementation within 18 Canadian neonatal intensive care units. The associations between these data and neonatal outcomes in extremely preterm infants (born at culture and QI implementation varied according to occupation and age. Higher hierarchical culture was associated with increased survival without major morbidities (odds ratio, 1.04; 95% confidence interval, 1.01-1.06), as were higher QI implementation scores (odds ratio range, 1.20-1.36 by culture type). Our data suggest that organizational culture, particularly hierarchical culture, and level of QI implementation may play a role in neonatal outcomes. Copyright © 2015 National Association of Pediatric Nurse Practitioners. Published by Elsevier Inc. All rights reserved.

  9. 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

  10. Organizational contextual features that influence the implementation of evidence-based practices across healthcare settings: a systematic integrative review.

    Science.gov (United States)

    Li, Shelly-Anne; Jeffs, Lianne; Barwick, Melanie; Stevens, Bonnie

    2018-05-05

    Organizational contextual features have been recognized as important determinants for implementing evidence-based practices across healthcare settings for over a decade. However, implementation scientists have not reached consensus on which features are most important for implementing evidence-based practices. The aims of this review were to identify the most commonly reported organizational contextual features that influence the implementation of evidence-based practices across healthcare settings, and to describe how these features affect implementation. An integrative review was undertaken following literature searches in CINAHL, MEDLINE, PsycINFO, EMBASE, Web of Science, and Cochrane databases from January 2005 to June 2017. English language, peer-reviewed empirical studies exploring organizational context in at least one implementation initiative within a healthcare setting were included. Quality appraisal of the included studies was performed using the Mixed Methods Appraisal Tool. Inductive content analysis informed data extraction and reduction. The search generated 5152 citations. After removing duplicates and applying eligibility criteria, 36 journal articles were included. The majority (n = 20) of the study designs were qualitative, 11 were quantitative, and 5 used a mixed methods approach. Six main organizational contextual features (organizational culture; leadership; networks and communication; resources; evaluation, monitoring and feedback; and champions) were most commonly reported to influence implementation outcomes in the selected studies across a wide range of healthcare settings. We identified six organizational contextual features that appear to be interrelated and work synergistically to influence the implementation of evidence-based practices within an organization. Organizational contextual features did not influence implementation efforts independently from other features. Rather, features were interrelated and often influenced each

  11. Factors Affecting Successful Implementation of Hospital Information Systems.

    Science.gov (United States)

    Farzandipur, Mehrdad; Jeddi, Fatemeh Rangraz; Azimi, Esmaeil

    2016-02-01

    Today, the use of information systems in health environments, like any other fields, is necessary and organizational managers are convinced to use these systems. However, managers' satisfaction is not the only factor in successfully implementing these systems and failed information technology projects (IT) are reported despite the consent of the directors. Therefore, this study aims to determine the factors affecting the successful implementation of a hospital information system. The study was carried out as a descriptive method in 20 clinical hospitals that the hospital information system (HIS) was conducted in them. The clinical and paraclinical users of mentioned hospitals are the study group. 400 people were chosen as samples in scientific method and the data was collected using a questionnaire consisted of three main human, managerial and organizational, and technological factors, by questionnaire and interview. Then the data was scored in Likert scale (score of 1 to 5) and were analyzed using the SPSS software. About 75 percent of the population were female, with average work experience of 10 years and the mean age was 30 years. The human factors affecting the success of hospital information system implementation achieved the mean score of 3.5, both organizational and managerial factors 2.9 and technological factors the mean of 3. Human factors including computer skills, perceiving usefulness and perceiving the ease of a hospital information system use are more effective on the acceptance and successful implementation of hospital information systems; then the technological factors play a greater role. It is recommended that for the successful implementation of hospital information systems, most of these factors to be considered.

  12. Assessing organizational readiness for depression care quality improvement: relative commitment and implementation capability.

    Science.gov (United States)

    Rubenstein, Lisa V; Danz, Marjorie S; Crain, A Lauren; Glasgow, Russell E; Whitebird, Robin R; Solberg, Leif I

    2014-12-02

    Depression is a major cause of morbidity and cost in primary care patient populations. Successful depression improvement models, however, are complex. Based on organizational readiness theory, a practice's commitment to change and its capability to carry out the change are both important predictors of initiating improvement. We empirically explored the links between relative commitment (i.e., the intention to move forward within the following year) and implementation capability. The DIAMOND initiative administered organizational surveys to medical and quality improvement leaders from each of 83 primary care practices in Minnesota. Surveys preceded initiation of activities directed at implementation of a collaborative care model for improving depression care. To assess implementation capability, we developed composites of survey items for five types of organizational factors postulated to be collaborative care barriers and facilitators. To assess relative commitment for each practice, we averaged leader ratings on an identical survey question assessing practice priorities. We used multivariable regression analyses to assess the extent to which implementation capability predicted relative commitment. We explored whether relative commitment or implementation capability measures were associated with earlier initiation of DIAMOND improvements. All five implementation capability measures independently predicted practice leaders' relative commitment to improving depression care in the following year. These included the following: quality improvement culture and attitudes (p = 0.003), depression culture and attitudes (p commitment (p = 0.002) and prior depression quality improvement activities appeared to be associated with earlier participation in the DIAMOND initiative. The study supports the concept of organizational readiness to improve quality of care and the use of practice leader surveys to assess it. Practice leaders' relative commitment to depression care

  13. Managing stakeholders around inter-organizational systems : A diagnostic approach

    NARCIS (Netherlands)

    Boonstra, A.; de Vries, J.

    inter-organizational systems (IOS) are generally used in a context of many interested parties. If these parties are not identified and if their power and interests related to the IOS are not explored and taken into consideration, implementation is likely to be disappointing and troublesome. This

  14. 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.

  15. 15 CFR 23.7 - Notice to Department of Commerce organizational units of implementation and procedures.

    Science.gov (United States)

    2010-01-01

    ... organizational units of implementation and procedures. 23.7 Section 23.7 Commerce and Foreign Trade Office of the... Department of Commerce organizational units of implementation and procedures. Following are roles and...) Otherwise determine and control the use of missing children materials and information by the Operating Unit...

  16. Organizational precedents for ownership and management of decentralized renewable-energy systems

    Energy Technology Data Exchange (ETDEWEB)

    Meunier, R.; Silversmith, J.A.

    1981-03-01

    Three existing organizational types that meet the decentralization criteria of local consumer ownership and control - cooperatives, Rural Electric Cooperatives, and municipal utilities - are examined. These three organizational precedents are analyzed in terms of their histories, structures, legal powers, sources of capital, and social and political aspects. Examples of related experiments with renewable energy technologies are given, and inferences are drawn regarding the organizations' suitability as vehicles for future implementation of decentralized renewable energy systems.

  17. Inter organizational System Management for integrated service delivery: an Enterprise Architecture Perspective

    OpenAIRE

    Elmir, Abir; Elmir, Badr; Bounabat, Bouchaib

    2015-01-01

    Service sharing is a prominent operating model to support business. Many large inter-organizational networks have implemented some form of value added integrated services in order to reach efficiency and to reduce costs sustainably. Coupling Service orientation with enterprise architecture paradigm is very important at improving organizational performance through business process optimization. Indeed, enterprise architecture management is increasingly discussed because of information system r...

  18. 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.

  19. Organizational culture and the implementation of person centered care: results from a change process in Swedish hospital care.

    Science.gov (United States)

    Alharbi, Tariq Saleem J; Ekman, Inger; Olsson, Lars-Eric; Dudas, Kerstin; Carlström, Eric

    2012-12-01

    Sweden has one of the oldest, most coherent and stable healthcare systems in the world. The culture has been described as conservative, mechanistic and increasingly standardized. In order to provide a care adjusted to the patient, person centered care (PCC) has been developed and implemented into some parts of the health care industry. The model has proven to decrease patient uncertainty. However, the impact of PCC has been limited in some clinics and hospital wards. An assumption is that organizational culture has an impact on desired outcomes of PCC, such as patient uncertainty. Therefore, in this study we identify the impact of organizational culture on patient uncertainty in five hospital wards during the implementation of PCC. Data from 220 hospitalized patients who completed the uncertainty cardiovascular population scale (UCPS) and 117 nurses who completed the organizational values questionnaire (OVQ) were investigated with regression analysis. The results seemed to indicate that in hospitals where the culture promotes stability, control and goal setting, patient uncertainty is reduced. In contrast to previous studies suggesting that a culture of flexibility, cohesion and trust is positive, a culture of stability can better sustain a desired outcome of reform or implementation of new care models such as person centered care. It is essential for health managers to be aware of what characterizes their organizational culture before attempting to implement any sort of new healthcare model. The organizational values questionnaire has the potential to be used as a tool to aid health managers in reaching that understanding. Copyright © 2012 Elsevier Ireland Ltd. All rights reserved.

  20. 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…

  1. Postimplementation Planning and Organizational Structure of Enterprise Resource Planning Systems

    Science.gov (United States)

    Wilson, Charmaine V.

    2012-01-01

    Globalization, rapid technological changes, and competitive pressures have resulted in company leaders' worldwide adopting of enterprise resource planning (ERP) systems to improve productivity and business operations and reduce costs in the post-implementation phase. The research addressed organizational leaders' inability to optimize…

  2. Implementation of organizational measures in radiation protection in the Netherlands

    International Nuclear Information System (INIS)

    Freerk Boersma, H.

    2004-01-01

    The Regulation Administrative and Organizational Measures in Radiation Protection is an important part of new legislation concerning radiation protection in the Netherlands. In this contribution we pay attention to the implementation of two obligations resulting from this regulation, being the creation of a radiation protection organization, and the realization of a system of internal permits. These obligations apply to holders of comprehensive licenses. Relevant aspects of the regulation will be explained in some detail. The first draft of a guideline, initiated by the Dutch Radiation Protection Society and meant to facilitate putting up a system for internal permits, is discussed. We also describe the radiation protection organization and the system of internal permits at Groningen University, and focus on the major successes and flaws of both. (Author) 7 refs

  3. Implementation of a Matrix Organizational Structure: A Case Study.

    Science.gov (United States)

    Whorton, David M.

    The implementation of a matrix structure as an alternative to the traditional collegial/bureaucratic form at a college of education in a medium-size state university is described. Matrix organizational structures are differentiated from hierarchical bureaucratic structures by dividing the organization's tasks into functional units across which an…

  4. Dimensions of organizational learning: contextual variables in companies under lean manufacturing implementation

    Directory of Open Access Journals (Sweden)

    Guilherme Luz Tortorella

    2014-08-01

    Full Text Available The Lean Production (LP is an approach that encompasses a variety of management practices to reduce losses and improve operational efficiency. Due to this fact, the ability to innovate, change and learn continuously presents itself as a key element in the implementation of the LP. Several contextual variables were mentioned in the literature as potential impediments to implementing lean. However, little is known about the influence of these variables on the dimensions of Organizational Learning (OL. This study aims to examine the relationship between six contextual variables and the frequency of occurrence of problems in companies that are implementing the LP. Furthermore, the identification of relevant relationships between dimensions of OL and contextual variables contribute to the identification of the contexts in which problems can be expected to occur. The sample contains thirteen companies implementing the LP. The results indicate that the same contextual variables, which are deemed as influential to implement LP, have a different influence on the ability of organizational learning.

  5. Adoption and resistance: reflections on human, organizational, and information technologies in picture archive and communication systems (PACS)

    Science.gov (United States)

    Sappington, Rodney W.

    2005-04-01

    In research conducted at academic and community hospitals in the United States since 2001, this paper examines complex human and technological relationships employed to renegotiate behavior within hospital administrative and clinical cultures. In the planning and implementation of PACS in a four-facility hospital we will enter into what can be described as processes of "adoption" and "resistance", seemingly opposite approaches to system implementation, which I argue are in fact key responses to planning, design, and customization of imaging and information systems in a context of convergence. In a larger context of convergence known as NBIC tools (nanotechnology, biotechnology, information technology, and cognitive sciences) it has become increasingly clear to leaders in the field that it is essential to redesign organizational technologies. A novel system has little chance of being fully utilized by conventional organizational structures in an era of system convergence. The challenge of embracing a larger systems perspective lies in opening untapped potential within the healthcare enterprise by preparing the ground for reflection on new approaches to training, and bridging specialized knowledge across computer engineering, clinical decision making, and organizational perspectives for the benefit of patient care. Case studies will demonstrate how organizational and system design technologies are crucial in insuring that PACS implementation strategies can encourage the emergence of new levels of quality for patient care. The goal is to provide successful design-build models that are true to organizational specificity, persons, and clinical practices undergoing change and uncertainty.

  6. Organizational culture in public institutions and its impact in the process of implementation of total quality management (case of Kosovo

    Directory of Open Access Journals (Sweden)

    Mr.Sc. Ilir Rexhepi

    2012-12-01

    Full Text Available Total Quality Management (TQM is a management philosophy and approach, whose importance is growing evermore after the 90s. Kosovo's public institutions for a short time now organise activities as part of an independent state and as such they are facing ahead management challenges which are becoming more acute and in the framework of the EU integration processes. Total Quality Management in public institutions, is preceded by establishment and implementation phase ISO 9001 systems. In this paper we tried that through an empirical study in three public institutions of Kosovo, evidence the factors that facilitate or impede timely and successful implementation of quality systems and therefore of TQM. Moreover, we will concentrate on organizational culture. Analysis on the norms, beliefs, principles that characterize the organizational culture of Kosovo institutions and furthermore intertwined with the Law on Public Administration and the political context, will serve to shape the changes that need to be designed to proceed to successful implementation of TQM. In function of the analysis of impeding factors, elements of organizational culture as well as modeling the changes there will be used a number of interviews and questionnaires.

  7. Steps to Ensure a Successful Implementation of Occupational Health and Safety Interventions at an Organizational Level

    Science.gov (United States)

    Herrera-Sánchez, Isabel M.; León-Pérez, José M.; León-Rubio, José M.

    2017-01-01

    There is increasing meta-analytic evidence that addresses the positive impact of evidence-based occupational health and safety interventions on employee health and well-being. However, such evidence is less clear when interventions are approached at an organizational level and are aimed at changing organizational policies and processes. Given that occupational health and safety interventions are usually tailored to specific organizational contexts, generalizing and transferring such interventions to other organizations is a complex endeavor. In response, several authors have argued that an evaluation of the implementation process is crucial for assessing the intervention’s effectiveness and for understanding how and why the intervention has been (un)successful. Thus, this paper focuses on the implementation process and attempts to move this field forward by identifying the main factors that contribute toward ensuring a greater success of occupational health and safety interventions conducted at the organizational level. In doing so, we propose some steps that can guide a successful implementation. These implementation steps are illustrated using examples of evidence-based best practices reported in the literature that have described and systematically evaluated the implementation process behind their interventions during the last decade. PMID:29375413

  8. Steps to Ensure a Successful Implementation of Occupational Health and Safety Interventions at an Organizational Level

    Directory of Open Access Journals (Sweden)

    Isabel M. Herrera-Sánchez

    2017-12-01

    Full Text Available There is increasing meta-analytic evidence that addresses the positive impact of evidence-based occupational health and safety interventions on employee health and well-being. However, such evidence is less clear when interventions are approached at an organizational level and are aimed at changing organizational policies and processes. Given that occupational health and safety interventions are usually tailored to specific organizational contexts, generalizing and transferring such interventions to other organizations is a complex endeavor. In response, several authors have argued that an evaluation of the implementation process is crucial for assessing the intervention’s effectiveness and for understanding how and why the intervention has been (unsuccessful. Thus, this paper focuses on the implementation process and attempts to move this field forward by identifying the main factors that contribute toward ensuring a greater success of occupational health and safety interventions conducted at the organizational level. In doing so, we propose some steps that can guide a successful implementation. These implementation steps are illustrated using examples of evidence-based best practices reported in the literature that have described and systematically evaluated the implementation process behind their interventions during the last decade.

  9. 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...

  10. System-wide lean implementation in health care: A multiple case study.

    Science.gov (United States)

    Centauri, Federica; Mazzocato, Pamela; Villa, Stefano; Marsilio, Marta

    2018-05-01

    Background Lean practices have been widely used by health care organizations to meet efficiency, performance and quality improvement needs. The lean health care literature shows that the effective implementation of lean requires a holistic system-wide approach. However, there is still limited evidence on what drives effective system-wide lean implementation in health care. The existing literature suggests that a deeper understanding of how lean interventions interact with the organizational context is necessary to identify the critical variables to successfully sustain system-wide lean strategies. Purpose and methodology: A multiple case study of three Italian hospitals is conducted with the aim to explore the organizational conditions that are relevant for an effective system-wide lean implementation. A conceptual framework, built on socio-technical system schemas, is used to guide data collection and analysis. The analysis points out the importance to support lean implementation with an integrated and coordinated strategy involving the social, technical, and external components of the overall hospital system.

  11. 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...

  12. Assessing the Organizational Social Context (OSC) of child welfare systems: implications for research and practice.

    Science.gov (United States)

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

    2012-09-01

    The study: (1) provides the first assessment of the a priori measurement model and psychometric properties of the Organizational Social Context (OSC) measurement system in a US nationwide probability sample of child welfare systems; (2) illustrates the use of the OSC in constructing norm-based organizational culture and climate profiles for child welfare systems; and (3) estimates the association of child welfare system-level organizational culture and climate profiles with individual caseworker-level job satisfaction and organizational commitment. The study applies confirmatory factor analysis (CFA) and hierarchical linear models (HLM) analysis to a US nationwide sample of 1,740 caseworkers from 81 child welfare systems participating in the second National Survey of Child and Adolescent Wellbeing (NSCAW II). The participating child welfare systems were selected using a national probability procedure reflecting the number of children served by child welfare systems nationwide. The a priori OSC measurement model is confirmed in this nationwide sample of child welfare systems. In addition, caseworker responses to the OSC scales generate acceptable to high scale reliabilities, moderate to high within-system agreement, and significant between-system differences. Caseworkers in the child welfare systems with the best organizational culture and climate profiles report higher levels of job satisfaction and organizational commitment. Organizational climates characterized by high engagement and functionality, and organizational cultures characterized by low rigidity are associated with the most positive work attitudes. The OSC is the first valid and reliable measure of organizational culture and climate with US national norms for child welfare systems. The OSC provides a useful measure of Organizational Social Context for child welfare service improvement and implementation research efforts which include a focus on child welfare system culture and climate. Copyright © 2012

  13. A theory of organizational readiness for change

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    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

  14. Assessing the organizational context for EBP implementation: the development and validity testing of the Implementation Climate Scale (ICS).

    Science.gov (United States)

    Ehrhart, Mark G; Aarons, Gregory A; Farahnak, Lauren R

    2014-10-23

    Although the importance of the organizational environment for implementing evidence-based practices (EBP) has been widely recognized, there are limited options for measuring implementation climate in public sector health settings. The goal of this research was to develop and test a measure of EBP implementation climate that would both capture a broad range of issues important for effective EBP implementation and be of practical use to researchers and managers seeking to understand and improve the implementation of EBPs. Participants were 630 clinicians working in 128 work groups in 32 US-based mental health agencies. Items to measure climate for EBP implementation were developed based on past literature on implementation climate and other strategic climates and in consultation with experts on the implementation of EBPs in mental health settings. The sample was randomly split at the work group level of analysis; half of the sample was used for exploratory factor analysis (EFA), and the other half was used for confirmatory factor analysis (CFA). The entire sample was utilized for additional analyses assessing the reliability, support for level of aggregation, and construct-based evidence of validity. The EFA resulted in a final factor structure of six dimensions for the Implementation Climate Scale (ICS): 1) focus on EBP, 2) educational support for EBP, 3) recognition for EBP, 4) rewards for EBP, 5) selection for EBP, and 6) selection for openness. This structure was supported in the other half of the sample using CFA. Additional analyses supported the reliability and construct-based evidence of validity for the ICS, as well as the aggregation of the measure to the work group level. The ICS is a very brief (18 item) and pragmatic measure of a strategic climate for EBP implementation. It captures six dimensions of the organizational context that indicate to employees the extent to which their organization prioritizes and values the successful implementation of EBPs

  15. METHODOLOGICAL BASES OF THE OPTIMIZATION OF ORGANIZATIONAL MANAGEMENT STRUCTURE AT IMPLEMENTING THE MAJOR CONSTRUCTION ENTERPRISE STRATEGY

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    Rodionova Svetlana Vladimirovna

    2015-09-01

    Full Text Available Planning and implementation of innovations on the microlevel of management and on the higher levels is a process of innovative projects portfolio implementation. Project management is aimed at some goal; therefore, defining the mission and aims of implementation is of primary importance. These are the part of the notion of development strategy of an enterprise. Creating a strategy for big construction holding companies is complicated by the necessity to account for different factors effecting each business-block and subsidiary companies. The authors specify an algorithm of development and implementation of the activity strategy of a big construction enterprise. A special importance of the correspondence of organizational management structure to the implemented strategy is shown. The innovative character of organizational structure change is justified. The authors offer methods to optimize the organizational management structure based on communication approach with the use of the elements graph theory. The offered methodological provisions are tested on the example of the Russian JSC “RZhDstroy”.

  16. A comparison of the impact of CPOE implementation and organizational determinants on doctor-nurse communications and cooperation.

    Science.gov (United States)

    Pelayo, Sylvia; Anceaux, Françoise; Rogalski, Janine; Elkin, Peter; Beuscart-Zephir, Marie-Catherine

    2013-12-01

    To compare the impact of CPOE implementation and of the workplace organizational determinants on the doctor-nurse cooperation and communication processes. A first study was undertaken in eight different wards aimed to identify the different workplace organizations that support doctor-nurse communications'. A second study compared the impact of these organizations and of a CPOE on medication-related doctor-nurse communications. The doctor-nurse communications could be structured into three typical workplace organizations: the common round, the briefing and the opportunistic exchange organizations. The results (i) confirmed the impact of the organizational determinants on the cooperative activities and (ii) demonstrated the CPOE system has no significant impact within a given workplace organization. The success of the implementation of HIT applications relies partly on the identification of the actual (and sometimes hidden) structuring variables of teamwork and ultimately on their control at the time of implementation to ensure the quality and safety of the patient care provided. Copyright © 2012 Elsevier Ireland Ltd. All rights reserved.

  17. Implementation of Web-based Information Systems in Distributed Organizations

    DEFF Research Database (Denmark)

    Bødker, Keld; Pors, Jens Kaaber; Simonsen, Jesper

    2004-01-01

    This article presents results elicited from studies conducted in relation to implementing a web-based information system throughout a large distributed organization. We demonstrate the kind of expectations and conditions for change that management face in relation to open-ended, configurable......, and context specific web-based information systems like Lotus QuickPlace. Our synthesis from the empirical findings is related to two recent models, the improvisational change management model suggested by Orlikowski and Hofman (1997), and Gallivan's (2001) model for organizational adoption and assimilation....... In line with comparable approaches from the knowledge management area (Dixon 2000; Markus 2001), we relate to, refine, and operationalize the models from an overall organizational view by identifying and characterizing four different and general implementation contexts...

  18. Management Culture as Part of Organizational Culture in the Context of Corporate Social Responsibility Implementation

    Directory of Open Access Journals (Sweden)

    Jolita Vveinhardt

    2017-10-01

    Full Text Available The article is theoretically based on management culture as part of the formal organizational culture, separately reviewing some of its elements. Expert evaluation organization, process and results of the instrument shaped by the authors and meant for qualitative research are briefly presented. The structure of the instrument is detailed by presenting its component parts and explanations. The research was carried out by interviewing the top managers of two big manufacturing company groups consisting of six enterprises. The article presents passages of an interview with the top managers of the six companies, revealing management culture as part of the formal organizational culture expression aiming to implement corporate social responsibility. It should be emphasized that the companies of both groups are preparing to become socially responsible and this results in the timeliness and importance of the research. Structured interviewing method was applied for the research, and the substantive content of the interview included strategy, organizational structure, rules and regulations, technologies, processes, information systems, control and incentive issues. The results of the research show that in both groups of the manufacturing companies management culture and corporate social responsibility, analysing them in terms of formal organizational culture, are perceived in very narrow aspects and their development is not part of the organizations’ strategic goals. The results of the study suggest that the ideas of corporate social responsibility cannot be implemented in a consistent way unless they are integrated into the formal part of organisational culture which plays an instrumental role.

  19. Job Involvement and Organizational Commitment of Employees of Prehospital Emergency Medical System.

    Science.gov (United States)

    Rahati, Alireza; Sotudeh-Arani, Hossein; Adib-Hajbaghery, Mohsen; Rostami, Majid

    2015-12-01

    Several studies are available on organizational commitment of employees in different organizations. However, the organizational commitment and job involvement of the employees in the prehospital emergency medical system (PEMS) of Iran have largely been ignored. This study aimed to investigate the organizational commitment and job involvement of the employees of PEMS and the relationship between these two issues. This cross-sectional study was conducted on 160 employees of Kashan PEMS who were selected through a census method in 2014. A 3-part instrument was used in this study, including a demographic questionnaire, the Allen and Miller's organizational commitment inventory, and the Lodahl and Kejner's job involvement inventory. We used descriptive statistics, Spearman correlation coefficient, Kruskal-Wallis, Friedman, analysis of variance, and Tukey post hoc tests to analyze the data. The mean job involvement and organizational commitment scores were 61.78 ± 10.69 and 73.89 ± 13.58, respectively. The mean scores of job involvement and organizational commitment were significantly different in subjects with different work experiences (P = 0.043 and P = 0.012, respectively). However, no significant differences were observed between the mean scores of organizational commitment and job involvement in subjects with different fields of study, different levels of interest in the profession, and various educational levels. A direct significant correlation was found between the total scores of organizational commitment and job involvement of workers in Kashan PEMS (r = 0.910, P organizational commitment and about two-thirds of the job involvement score. Therefore, the higher level managers of the emergency medical system are advised to implement some strategies to increase the employees' job involvement and organizational commitment.

  20. Methods of assessing functioning of organizational and economic mechanism during innovation process implementation

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    Blinkov Maksim

    2017-01-01

    Full Text Available This paper proposes methods of assessing the efficiency of organizational and economic mechanism of an industrial enterprise when implementing innovation processes. These methods allow continuous monitoring at all stages of innovation process implementation, lead to reduction in costs of innovation activity and enable maximum use of the creative potential of enterprise personnel. The significance and attractiveness of this method is ensured by the fact that it can be applied by industrial companies in any market fields regardless of the lifecycle stage applicable to the studied goods, company and/or innovative process because the composition and the number of specific indicators can be adjusted by the work group both before the study and in the course of the company’s innovative activities (at any stage of their implementation. The multi-sided approach proposed for assessing the efficiency of organizational and economic mechanism of the industrial enterprise when implementing innovation processes ensures full and accurate assessment of the impact of certain factors on the final result.

  1. "Actionable" critical success factors for supply chain information system implementations

    NARCIS (Netherlands)

    Denolf, Janne M.; Trienekens, Jacques H.; Nel Wognum, P.M.; Schütz, Verena; Vorst, Van Der Jack G.A.J.; Onno Omta, S.W.F.

    2018-01-01

    Implementing a supply chain information system (SCIS) incurs organizational and technical complexities. For managing these complexities, information system researchers have identified generic critical success factors. However, CSFs are abstract and, therefore, difficult to use in practice. To

  2. The Humble Leader: Association of Discrepancies in Leader and Follower Ratings of Implementation Leadership With Organizational Climate in Mental Health.

    Science.gov (United States)

    Aarons, Gregory A; Ehrhart, Mark G; Torres, Elisa M; Finn, Natalie K; Beidas, Rinad S

    2017-02-01

    Discrepancies, or perceptual distance, between leaders' self-ratings and followers' ratings of the leader are common but usually go unrecognized. Research on discrepancies is limited, but there is evidence that discrepancies are associated with organizational context. This study examined the association of leader-follower discrepancies in Implementation Leadership Scale (ILS) ratings of mental health clinic leaders and the association of those discrepancies with organizational climate for involvement and performance feedback. Both involvement and performance feedback are important for evidence-based practice (EBP) implementation in mental health. A total of 593 individuals-supervisors (leaders, N=80) and clinical service providers (followers, N=513)-completed surveys that included ratings of implementation leadership and organizational climate. Polynomial regression and response surface analyses were conducted to examine the associations of discrepancies in leader-follower ILS ratings with organizational involvement climate and performance feedback climate, aspects of climate likely to support EBP implementation. Both involvement climate and performance feedback climate were highest where leaders rated themselves low on the ILS and their followers rated those leaders high on the ILS ("humble leaders"). Teams with "humble leaders" showed more positive organizational climate for involvement and for performance feedback, contextual factors important during EBP implementation and sustainment. Discrepancy in leader and follower ratings of implementation leadership should be a consideration in understanding and improving leadership and organizational climate for mental health services and for EBP implementation and sustainment in mental health and other allied health settings.

  3. The impact of organizational culture on the outcome of hospital care: after the implementation of person-centred care.

    Science.gov (United States)

    J Alharbi, Tariq Saleem; Olsson, Lars-Eric; Ekman, Inger; Carlström, Eric

    2014-02-01

    To measure the effect of organizational culture on health outcomes of patients 3 months after discharge. a quantitative study using Organizational Values Questionnaire (OVQ) and a health-related quality of life instrument (EQ-5D). A total of 117 nurses, 69% response rate, and 220 patients answered the OVQ and EQ-5D, respectively. The regression analysis showed that; 16% (R(2) = 0.02) of a decreased health status, 22% (R(2) = 0.05) of pain/discomfort and 13% (R(2) = 0.02) of mobility problems could be attributed to the combination of open system (OS) and Human Relations (HR) cultural dimensions, i.e., an organizational culture being dominated by flexibility. The results from the present study tentatively indicated an association between an organizational culture and patients' health related quality of life 3 months after discharge. Even if the current understanding of organizational culture, which is dominated by flexibility, is considered favourable when implementing a new health care model, our results showed that it could be hindering instead of helping the new health care model in achieving its objectives.

  4. Development scenarios for organizational memory information systems

    NARCIS (Netherlands)

    Wijnhoven, Alphonsus B.J.M.

    1999-01-01

    Well-managed organizational memories have been emphasized in the recent management literature as important sources for business success. Organizational memory infonnation systems (OMIS) have been conceptualized as a framework for information technologies to support these organizational memories.

  5. Organizational Commitment In Fast Food Franchising Businesses: The Case of Denizli

    Directory of Open Access Journals (Sweden)

    Onur Görkem

    2015-03-01

    Full Text Available The sector of food and beverage growing in paralel with the rapid change of food habits on a global scale has witnessed the raising of the fast food businesses that franchising system has been implemented. As the development mentioned has increased the employment needs of fast food businesses, it has brought the necessity of giving importance to the activities related to improving the organizational commitment of personnel. Accordingly, the purpose of the study is to reveal compatatively the organizational commitments of the personnel working in fast food businesses that national or international franchising system has been implemented. The level of organizational commitment of 144 personnel working in the fast food businesses in Denizli where franchising system has been implemented has been measured by survey method. According to the study findings, it has been found out that affective, continuance and normative commitments regarding organizational commitm showed significant differences and that the general organizational commitment level hasn’t showed differences in terms of implementations of national and international franchising system of the bussiness.

  6. Integration of treatment innovation planning and implementation: strategic process models and organizational challenges.

    Science.gov (United States)

    Lehman, Wayne E K; Simpson, D Dwayne; Knight, Danica K; Flynn, Patrick M

    2011-06-01

    Sustained and effective use of evidence-based practices in substance abuse treatment services faces both clinical and contextual challenges. Implementation approaches are reviewed that rely on variations of plan-do-study-act (PDSA) cycles, but most emphasize conceptual identification of core components for system change strategies. A two-phase procedural approach is therefore presented based on the integration of Texas Christian University (TCU) models and related resources for improving treatment process and program change. Phase 1 focuses on the dynamics of clinical services, including stages of client recovery (cross-linked with targeted assessments and interventions), as the foundations for identifying and planning appropriate innovations to improve efficiency and effectiveness. Phase 2 shifts to the operational and organizational dynamics involved in implementing and sustaining innovations (including the stages of training, adoption, implementation, and practice). A comprehensive system of TCU assessments and interventions for client and program-level needs and functioning are summarized as well, with descriptions and guidelines for applications in practical settings. (PsycINFO Database Record (c) 2011 APA, all rights reserved).

  7. ORGANIZATIONAL PROJECT MANAGEMENT MATURITY

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    Yana Derenskaya

    2017-11-01

    , and documenting best practices and potential difficulties. Practical implications. For the purposes of the present research, the level of organizational project management maturity of the enterprise in question is evaluated according to the three-level model developed by H. Кеrzner. The conclusion is made that project management maturity of this enterprise corresponds to maturity level 2. Besides, the defined maturity level is specified in more detail along the life cycle phases in order to determine more precisely the position of project management activity of the enterprise within the maturity model. Potential problems (the so-called “bottlenecks” of the enterprise in the field of project management are identified. Based on the results of the analysis, a number of recommendations are suggested for further development of the corporate system of project management at the given enterprise. The results of the research showed that in order to achieve a higher level of maturity, it is necessary to create a project team, organize a project office, and distribute project management functions among the team members, develop a procedure of involving experts with different professional backgrounds into the project implementation, improve the procedure of creating project teams, ensure the accumulation of best practices of project implementation, establish the corporate standard of project management, and improve the strategic planning for project management, project implementation control, managing changes, labour resources and communication. The suggested guidelines are expected to facilitate the achievement of a higher level of maturity. They also envisage the terms of this transition and the responsible executives. Further enhancement of maturity level is achieved by means of performing a set of activities for improving and aligning various project management sub-processes aimed at managing costs, time, quality, and risks. Another important condition of enhancing

  8. 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

  9. Adapting the Consolidated Framework for Implementation Research to Create Organizational Readiness and Implementation Tools for Project ECHO.

    Science.gov (United States)

    Serhal, Eva; Arena, Amanda; Sockalingam, Sanjeev; Mohri, Linda; Crawford, Allison

    2018-03-01

    The Project Extension for Community Healthcare Outcomes (ECHO) model expands primary care provider (PCP) capacity to manage complex diseases by sharing knowledge, disseminating best practices, and building a community of practice. The model has expanded rapidly, with over 140 ECHO projects currently established globally. We have used validated implementation frameworks, such as Damschroder's (2009) Consolidated Framework for Implementation Research (CFIR) and Proctor's (2011) taxonomy of implementation outcomes, combined with implementation experience to (1) create a set of questions to assess organizational readiness and suitability of the ECHO model and (2) provide those who have determined ECHO is the correct model with a checklist to support successful implementation. A set of considerations was created, which adapted and consolidated CFIR constructs to create ECHO-specific organizational readiness questions, as well as a process guide for implementation. Each consideration was mapped onto Proctor's (2011) implementation outcomes, and questions relating to the constructs were developed and reviewed for clarity. The Preimplementation list included 20 questions; most questions fall within Proctor's (2001) implementation outcome domains of "Appropriateness" and "Acceptability." The Process Checklist is a 26-item checklist to help launch an ECHO project; items map onto the constructs of Planning, Engaging, Executing, Reflecting, and Evaluating. Given that fidelity to the ECHO model is associated with robust outcomes, effective implementation is critical. These tools will enable programs to work through key considerations to implement a successful Project ECHO. Next steps will include validation with a diverse sample of ECHO projects.This is an open-access article distributed under the terms of the Creative Commons Attribution-Non Commercial-No Derivatives License 4.0 (CCBY-NC-ND), where it is permissible to download and share the work provided it is properly cited

  10. Organizational correlates of implementation of colocation of mental health and primary care in the Veterans Health Administration.

    Science.gov (United States)

    Guerrero, Erick G; Heslin, Kevin C; Chang, Evelyn; Fenwick, Karissa; Yano, Elizabeth

    2015-07-01

    This study explored the role of organizational factors in the ability of Veterans Health Administration (VHA) clinics to implement colocated mental health care in primary care settings (PC-MH). The study used data from the VHA Clinical Practice Organizational Survey collected in 2007 from 225 clinic administrators across the United States. Clinic degree of implementation of PC-MH was the dependent variable, whereas independent variables included policies and procedures, organizational context, and leaders' perceptions of barriers to change. Pearson bivariate correlations and multivariable linear regression were used to test hypotheses. Results show that depression care training for primary care providers and clinics' flexibility and participation were both positively correlated with implementation of PC-MH. However, after accounting for other factors, regressions show that only training primary care providers in depression care was marginally associated with degree of implementation of PC-MH (p = 0.051). Given the importance of this topic for implementing integrated care as part of health care reform, these null findings underscore the need to improve theory and testing of more proximal measures of colocation in future work.

  11. The Conception of Organizational Knowledge as a Complex System (Invited Paper

    Directory of Open Access Journals (Sweden)

    Octavio Orozco y Orozco

    2016-08-01

    Full Text Available In this paper, it is argued that it is necessary a conception of organizational knowledge which is pertinent for seizing the business opportunity created by three national problems of Mexico. Then, diverse disciplinary domains are integrated to conceive organizational knowledge as a complex system of actions in execution displaying the emergent properties of reiterated effectiveness and efficiency in the accomplishment of organizational objectives. Next, the MACOSC-IASC® model which implements this conception is presented as well as two results of using it. The first one, is in the field of open source software development; the second one, is in the Collaboration Fund's tripartite framework (CF which is being designed to seize the business opportunity. To close this paper, the CF framework's approach to develop the Mexican Industry of Software Development is contrasted with a public policy project named PROSOFT 3.0.

  12. The importance of organizational climate and implementation strategy at the introduction of a new working tool in primary health care.

    Science.gov (United States)

    Carlfjord, S; Andersson, A; Nilsen, P; Bendtsen, P; Lindberg, M

    2010-12-01

    The transmission of research findings into routine care is a slow and unpredictable process. Important factors predicting receptivity for innovations within organizations have been identified, but there is a need for further research in this area. The aim of this study was to describe contextual factors and evaluate if organizational climate and implementation strategy influenced outcome, when a computer-based concept for lifestyle intervention was introduced in primary health care (PHC). The study was conducted using a prospective intervention design. The computer-based concept was implemented at six PHC units. Contextual factors in terms of size, leadership, organizational climate and political environment at the units included in the study were assessed before implementation. Organizational climate was measured using the Creative Climate Questionnaire (CCQ). Two different implementation strategies were used: one explicit strategy, based on Rogers' theories about the innovation-decision process, and one implicit strategy. After 6 months, implementation outcome in terms of the proportion of patients who had been referred to the test, was measured. The CCQ questionnaire response rates among staff ranged from 67% to 91% at the six units. Organizational climate differed substantially between the units. Managers scored higher on CCQ than staff at the same unit. A combination of high CCQ scores and explicit implementation strategy was associated with a positive implementation outcome. Organizational climate varies substantially between different PHC units. High CCQ scores in combination with an explicit implementation strategy predict a positive implementation outcome when a new working tool is introduced in PHC. © 2010 Blackwell Publishing Ltd.

  13. 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

  14. Narrative Approaches to Organizational Development: A Case Study of Implementation of Collaborative Helping.

    Science.gov (United States)

    Madsen, William C

    2016-06-01

    Across North America, community agencies and state/provincial jurisdictions are embracing family-centered approaches to service delivery that are grounded in strength-based, culturally responsive, accountable partnerships with families. This article details a collaborative consultation process to initiate and sustain organizational change toward this effort. It draws on innovative ideas from narrative theory, organizational development, and implementation science to highlight a three component approach. This approach includes the use of appreciative inquiry focus groups to elicit existing best practices, the provision of clinical training, and ongoing coaching with practice leaders to build on those better moments and develop concrete practice frameworks, and leadership coaching and organizational consultation to develop organizational structures that institutionalize family-centered practice. While the article uses a principle-based practice framework, Collaborative Helping, to illustrate this process, the approach is applicable with a variety of clinical frameworks grounded in family-centered values and principles. © 2016 Family Process Institute.

  15. Implementation of Mindfulness Training for Mental Health Staff: Organizational Context and Stakeholder Perspectives

    OpenAIRE

    Byron, Gerard; Ziedonis, Douglas M.; McGrath, Caroline; Frazier, Jean A.; deTorrijos, Fernando; Fulwiler, Carl

    2014-01-01

    Occupational stress and burnout adversely impacts mental health care staff well-being and patient outcomes. Mindfulness training reduces staff stress and may improve patient care. However, few studies explore mental health setting implementation. This qualitative study used focus groups to evaluate stakeholders’ perceptions of organizational factors affecting implementation of an adapted version of Mindfulness-Based Stress Reduction (MBSR) for staff on adolescent mental health units. Common f...

  16. Using developmental evaluation as a system of organizational learning: An example from San Francisco.

    Science.gov (United States)

    Shea, Jennifer; Taylor, Tory

    2017-12-01

    In the last 20 years, developmental evaluation has emerged as a promising approach to support organizational learning in emergent social programs. Through a continuous system of inquiry, reflection, and application of knowledge, developmental evaluation serves as a system of tools, methods, and guiding principles intended to support constructive organizational learning. However, missing from the developmental evaluation literature is a nuanced framework to guide evaluators in how to elevate the organizational practices and concepts most relevant for emergent programs. In this article, we describe and reflect on work we did to develop, pilot, and refine an integrated pilot framework. Drawing on established developmental evaluation inquiry frameworks and incorporating lessons learned from applying the pilot framework, we put forward the Evaluation-led Learning framework to help fill that gap and encourage others to implement and refine it. We posit that without explicitly incorporating the assessments at the foundation of the Evaluation-led Learning framework, developmental evaluation's ability to affect organizational learning in productive ways will likely be haphazard and limited. Copyright © 2017 Elsevier Ltd. All rights reserved.

  17. Evaluating the implementation process of a participatory organizational level occupational health intervention in schools.

    Science.gov (United States)

    Schelvis, Roosmarijn M C; Wiezer, Noortje M; Blatter, Birgitte M; van Genabeek, Joost A G M; Oude Hengel, Karen M; Bohlmeijer, Ernst T; van der Beek, Allard J

    2016-12-01

    The importance of process evaluations in examining how and why interventions are (un) successful is increasingly recognized. Process evaluations mainly studied the implementation process and the quality of the implementation (fidelity). However, in adopting this approach for participatory organizational level occupational health interventions, important aspects such as context and participants perceptions are missing. Our objective was to systematically describe the implementation process of a participatory organizational level occupational health intervention aimed at reducing work stress and increasing vitality in two schools by applying a framework that covers aspects of the intervention and its implementation as well as the context and participants perceptions. A program theory was developed, describing the requirements for successful implementation. Each requirement was operationalized by making use of the framework, covering: initiation, communication, participation, fidelity, reach, communication, satisfaction, management support, targeting, delivery, exposure, culture, conditions, readiness for change and perceptions. The requirements were assessed by quantitative and qualitative data, collected at 12 and 24 months after baseline in both schools (questionnaire and interviews) or continuously (logbooks). The intervention consisted of a needs assessment phase and a phase of implementing intervention activities. The needs assessment phase was implemented successfully in school A, but not in school B where participation and readiness for change were insufficient. In the second phase, several intervention activities were implemented at school A, whereas this was only partly the case in school B (delivery). In both schools, however, participants felt not involved in the choice of intervention activities (targeting, participation, support), resulting in a negative perception of and only partial exposure to the intervention activities. Conditions, culture and

  18. Evaluating the implementation process of a participatory organizational level occupational health intervention in schools

    Directory of Open Access Journals (Sweden)

    Roosmarijn M. C. Schelvis

    2016-12-01

    Full Text Available Abstract Background The importance of process evaluations in examining how and why interventions are (un successful is increasingly recognized. Process evaluations mainly studied the implementation process and the quality of the implementation (fidelity. However, in adopting this approach for participatory organizational level occupational health interventions, important aspects such as context and participants perceptions are missing. Our objective was to systematically describe the implementation process of a participatory organizational level occupational health intervention aimed at reducing work stress and increasing vitality in two schools by applying a framework that covers aspects of the intervention and its implementation as well as the context and participants perceptions. Methods A program theory was developed, describing the requirements for successful implementation. Each requirement was operationalized by making use of the framework, covering: initiation, communication, participation, fidelity, reach, communication, satisfaction, management support, targeting, delivery, exposure, culture, conditions, readiness for change and perceptions. The requirements were assessed by quantitative and qualitative data, collected at 12 and 24 months after baseline in both schools (questionnaire and interviews or continuously (logbooks. Results The intervention consisted of a needs assessment phase and a phase of implementing intervention activities. The needs assessment phase was implemented successfully in school A, but not in school B where participation and readiness for change were insufficient. In the second phase, several intervention activities were implemented at school A, whereas this was only partly the case in school B (delivery. In both schools, however, participants felt not involved in the choice of intervention activities (targeting, participation, support, resulting in a negative perception of and only partial exposure to the

  19. Interplay between Clinical Guidelines and Organizational Workflow Systems. Experience from the MobiGuide Project.

    Science.gov (United States)

    Shabo, Amnon; Peleg, Mor; Parimbelli, Enea; Quaglini, Silvana; Napolitano, Carlo

    2016-12-07

    Implementing a decision-support system within a healthcare organization requires integration of clinical domain knowledge with resource constraints. Computer-interpretable guidelines (CIG) are excellent instruments for addressing clinical aspects while business process management (BPM) languages and Workflow (Wf) engines manage the logistic organizational constraints. Our objective is the orchestration of all the relevant factors needed for a successful execution of patient's care pathways, especially when spanning the continuum of care, from acute to community or home care. We considered three strategies for integrating CIGs with organizational workflows: extending the CIG or BPM languages and their engines, or creating an interplay between them. We used the interplay approach to implement a set of use cases arising from a CIG implementation in the domain of Atrial Fibrillation. To provide a more scalable and standards-based solution, we explored the use of Cross-Enterprise Document Workflow Integration Profile. We describe our proof-of-concept implementation of five use cases. We utilized the Personal Health Record of the MobiGuide project to implement a loosely-coupled approach between the Activiti BPM engine and the Picard CIG engine. Changes in the PHR were detected by polling. IHE profiles were used to develop workflow documents that orchestrate cross-enterprise execution of cardioversion. Interplay between CIG and BPM engines can support orchestration of care flows within organizational settings.

  20. An organizational cybernetics framework for achieving balance in evidence-based practice and practice-based evidence.

    Science.gov (United States)

    Fitch, Dale

    2014-01-01

    This article applies the systems science of organizational cybernetics to the implementation of evidence-based practice (EBP) in the provision of social work services in a residential treatment center setting. It does so by systemically balancing EBP with practice-based evidence (PBE) with a focus on the organizational and information system infrastructures necessary to ensure successful implementation. This application is illustrated by discussing a residential treatment program that implemented evidence-based programming and evaluated the results; however, the systemic principles articulated can be applied to any human services organizational setting.

  1. 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

  2. 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…

  3. Management system, organizational climate and performance relationships

    Science.gov (United States)

    Davis, B. D.

    1979-01-01

    Seven aerospace firms were investigated to determine if a relationship existed among management systems, organizational climate, and organization performance. Positive relationships were found between each of these variables, but a statistically significant relationship existed only between the management system and organizational climate. The direction and amount of communication and the degree of decentralized decision-making, elements of the management system, also had a statistically significant realtionship with organization performance.

  4. Designing Agent Based Inter-Organizational Systems: Business and IOS alignment in the Port of Rotterdam

    NARCIS (Netherlands)

    Douma, A.M.; Moonen, Hans; van Hillegersberg, Jos; van de Rakt, Bastiaan; Schutten, Johannes M.J.

    2006-01-01

    Inter-organizational systems (IOS) hold high promises for improving the coordination of activities in logistics business networks. Although several successful IOS have been implemented, success is scarce in situations where different parties like to keep a large degree of autonomy, are hardly

  5. The role of organizational culture and leadership in water safety plan implementation for improved risk management

    International Nuclear Information System (INIS)

    Summerill, Corinna; Pollard, Simon J.T.; Smith, Jennifer A.

    2010-01-01

    Appropriate implementation of WSPs offers an important opportunity to engage in and promote preventative risk management within water utilities. To ensure success, the whole organization, especially executive management, need to be advocates. Illustrated by two case studies, we discuss the influence of organizational culture on buy-in and commitment to public health protection and WSPs. Despite an internal desire to undertake risk management, some aspects of organizational culture prevented these from reaching full potential. Enabling cultural features included: camaraderie; competition; proactive, involved leaders; community focus; customer service mentality; transparency; accountability; competent workforce; empowerment; appreciation of successes, and a continual improvement culture. Blocking features included: poor communication; inflexibility; complacency; lack of awareness, interest or reward and coercion. We urge water utilities to consider the influence of organizational culture on the success and sustainability of WSP adoption, and better understand how effective leadership can mould culture to support implementation.

  6. The role of organizational culture and leadership in water safety plan implementation for improved risk management

    Energy Technology Data Exchange (ETDEWEB)

    Summerill, Corinna, E-mail: c.summerill@cranfield.ac.uk [Cranfield University, Centre for Water Science, School of Applied Sciences, Cranfield, Bedfordshire, MK43 0AL (United Kingdom); Pollard, Simon J.T., E-mail: s.pollard@cranfield.ac.uk [Collaborative Centre of Excellence in Understanding and Managing Natural and Environmental Risks, School of Applied Sciences, Cranfield, Bedfordshire, MK43 0AL (United Kingdom); Smith, Jennifer A., E-mail: j.a.smith@cranfield.ac.uk [Cranfield University, Centre for Water Science, School of Applied Sciences, Cranfield, Bedfordshire, MK43 0AL (United Kingdom)

    2010-09-15

    Appropriate implementation of WSPs offers an important opportunity to engage in and promote preventative risk management within water utilities. To ensure success, the whole organization, especially executive management, need to be advocates. Illustrated by two case studies, we discuss the influence of organizational culture on buy-in and commitment to public health protection and WSPs. Despite an internal desire to undertake risk management, some aspects of organizational culture prevented these from reaching full potential. Enabling cultural features included: camaraderie; competition; proactive, involved leaders; community focus; customer service mentality; transparency; accountability; competent workforce; empowerment; appreciation of successes, and a continual improvement culture. Blocking features included: poor communication; inflexibility; complacency; lack of awareness, interest or reward and coercion. We urge water utilities to consider the influence of organizational culture on the success and sustainability of WSP adoption, and better understand how effective leadership can mould culture to support implementation.

  7. Understanding Organizational Memory from the Integrated Management Systems (ERP)

    OpenAIRE

    Gilberto Perez; Isabel Ramos

    2013-01-01

    With this research, in the form of a theoretical essay addressing the theme of Organizational Memory and Integrated Management Systems (ERP), we tried to present some evidence of how this type of system can contribute to the consolidation of certain features of Organizational Memory. From a theoretical review of the concepts of Human Memory, extending to the Organizational Memory and Information Systems, with emphasis on Integrated Management Systems (ERP) we tried to draw a parallel between ...

  8. Organizational Learning in Health Care Organizations

    Directory of Open Access Journals (Sweden)

    Savithiri Ratnapalan

    2014-02-01

    Full Text Available The process of collective education in an organization that has the capacity to impact an organization’s operations, performance and outcomes is called organizational learning. In health care organizations, patient care is provided through one or more visible and invisible teams. These teams are composed of experts and novices from diverse backgrounds working together to provide coordinated care. The number of teams involved in providing care and the possibility of breakdowns in communication and coordinated care increases in direct proportion to sophisticated technology and treatment strategies of complex disease processes. Safe patient care is facilitated by individual professional learning; inter-professional team learning and system based organizational learning, which encompass modified context specific learning by multiple teams and team members in a health care organization. Organizational learning in health care systems is central to managing the learning requirements in complex interconnected dynamic systems where all have to know common background knowledge along with shared meta-knowledge of roles and responsibilities to execute their assigned functions, communicate and transfer the flow of pertinent information and collectively provide safe patient care. Organizational learning in health care is not a onetime intervention, but a continuing organizational phenomenon that occurs through formal and informal learning which has reciprocal association with organizational change. As such, organizational changes elicit organizational learning and organizational learning implements new knowledge and practices to create organizational changes.

  9. Anatomy of a failure: a sociotechnical evaluation of a laboratory physician order entry system implementation.

    Science.gov (United States)

    Peute, Linda W; Aarts, Jos; Bakker, Piet J M; Jaspers, Monique W M

    2010-04-01

    To investigate the human, social and organizational issues surrounding a Computerized Physician Order Entry system for Laboratory ordering (CPOE-L) implementation process and to analyze their interrelated effects on the system implementation failure in an academic medical setting. Second, to provide lessons learned and recommendations on to how to manage challenges of human, social and organizational nature surrounding CPOE-L implementations. The themes surrounding CPOE introduction were identified by a heuristic analysis of literature on CPOE implementations. The resulting set of themes was applied as a reference model for 20 semi-structured interviews conducted during the CPOE-L implementation process with 11 persons involved in the CPOE-L project and in reviewing all CPOE-L related project documentation. Data was additionally gathered by user questionnaires, by user discussion rounds and through an ethnographical study performed at the involved clinical and laboratory departments. In analyzing the interview transcripts, project documentation and data from user questionnaires and discussion rounds a grounded theory approach was applied by the evaluation team to identify problem areas or issues deserving further analysis. Outlined central problem areas concerning the CPOE-L implementation and their mutual relations were depicted in a conceptual interpretative model. Understanding of clinical workflow was identified as a key theme pressured by organizational, human and social issues ultimately influencing the entire implementation process in a negative way. Vast delays in CPOE introduction, system immaturity and under-functionality could all be directly attributed to a superficial understanding of workflow. Consequently, final CPOE integration into clinical and laboratory workflows was inhibited by both end-users as well as department managers and withdrawal of the CPOE-L system became inevitable. This case study demonstrates which human, social and organizational

  10. ORGANIZATIONAL AND PEDAGOGICAL BASIS OF THE INTRODUCTION OF ELECTRONIC DOCUMENT MANAGEMENT IN RESEARCH INSTITUTIONS

    Directory of Open Access Journals (Sweden)

    Serhiy M. Tukalo

    2013-10-01

    Full Text Available This paper is devoted to the implementation of electronic document management (EDM in research institutions as a part of the e-government in Ukraine. Process of EDM implementation in state institutions is analysed. Two aspects of EDM implementation are emphasized: EDM implementation as information system and users’ readiness to implement the EDM into pedagogical process organized at the non-formal level of the adult education. The organizational and pedagogical principles are considered as the organizational support and pedagogical conditions to form user’s willingness to implement EDM. The organizational and pedagogical model for EDM implementation is proposed. The typical life cycle model of EDM is supplemented by organizational and pedagogical model for EDM implementation, proposed in the paper.

  11. 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.

  12. 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.

  13. Health care clinicians' engagement in organizational redesign of care processes: The importance of work and organizational conditions.

    Science.gov (United States)

    Dellve, L; Strömgren, M; Williamsson, A; Holden, R J; Eriksson, A

    2018-04-01

    The Swedish health care system is reorienting towards horizontal organization for care processes. A main challenge is to engage health care clinicians in the process. The aim of this study was to assess engagement (i.e. attitudes and beliefs, the cognitive state and clinical engagement behaviour) among health care clinicians, and to investigate how engagement was related to work resources and demands during organizational redesign. A cohort study was conducted, using a questionnaire distributed to clinicians at five hospitals working with care process improvement approaches, two of them having implemented Lean production. The results show that kinds of engagement are interlinked and contribute to clinical engagement behaviour in quality of care and patient safety. Increased work resources have importance for engagements in organizational improvements, especially in top-down implementations. An extended work engagement model during organizational improvements in health care was supported. The model contributes to knowledge about how and when clinicians are mobilized to engage in organizational changes. Copyright © 2017 Elsevier Ltd. All rights reserved.

  14. IMPLEMENTATION OF ENTERPRISE RESOURCE PLANNING SYSTEM AND CHANGE IN ACCOUNTANT’S ROLE – POLISH PERSPECTIVE

    Directory of Open Access Journals (Sweden)

    Ewa Wanda MARUSZEWSKA

    2012-04-01

    Full Text Available ERP systems integrate all processes and software users in one computerized environment reshaping organization to fit into system’s functionalities. ERP system implementation is a complex process with technical and socio‐organizational issues. As ERP system encompass financial data and management decision modules, accountants are important actors of the system both during implementation and after go‐live stage.

  15. Organizational Climate Assessment: a Systemic Perspective

    Science.gov (United States)

    Argentero, Piergiorgio; Setti, Ilaria

    A number of studies showed how the set up of an involving and motivating work environment represents a source for organizational competitive advantage: in this view organizational climate (OC) research occupies a preferred position in current I/O psychology. The present study is a review carried out to establish the breadth of the literature on the characteristics of OC assessment considered in a systemic perspective. An organization with a strong climate is a work environment whose members have similar understanding of the norms and practices and share the same expectations. OC should be considered as a sort of emergent entity and, as such, it can be studied only within a systemic perspective because it is linked with some organizational variables, in terms of antecedents (such as the organization's internal structure and its environmental features) and consequences (such as job performance, psychological well-being and withdrawal) of the climate itself. In particular, when employees have a positive view of their organizational environment, consistently with their values and interests, they are more likely to identify their personal goals with those of the organization and, in turn, to invest a greater effort to pursue them: the employees' perception of the organizational environment is positively related to the key outcomes such as job involvement, effort and performance. OC analysis could also be considered as an effective Organizational Development (OD) tool: in particular, the Survey Feedback, that is the return of the OC survey results, could be an effective instrument to assess the efficacy of specific OD programs, such as Team Building, TQM and Gainsharing. The present study is focused on the interest to investigate all possible variables which are potential moderators of the climate - outcome relationship: therefore future researches in the OC field should consider a great variety of organizational variables, considered in terms of antecedents and effects

  16. A mixed methods study of individual and organizational factors that affect implementation of interventions for children with autism in public schools.

    Science.gov (United States)

    Locke, Jill; Beidas, Rinad S; Marcus, Steven; Stahmer, Aubyn; Aarons, Gregory A; Lyon, Aaron R; Cannuscio, Carolyn; Barg, Frances; Dorsey, Shannon; Mandell, David S

    2016-10-10

    The significant lifelong impairments associated with autism spectrum disorder (ASD), combined with the growing number of children diagnosed with ASD, have created urgency in improving school-based quality of care. Although many interventions have shown efficacy in university-based research, few have been effectively implemented and sustained in schools, the primary setting in which children with ASD receive services. Individual- and organizational-level factors have been shown to predict the implementation of evidence-based interventions (EBIs) for the prevention and treatment of other mental disorders in schools, and may be potential targets for implementation strategies in the successful use of autism EBIs in schools. The purpose of this study is to examine the individual- and organizational-level factors associated with the implementation of EBIs for children with ASD in public schools. We will apply the Domitrovich and colleagues (2008) framework that examines the influence of contextual factors (i.e., individual- and organizational-level factors) on intervention implementation in schools. We utilize mixed methods to quantitatively test whether the factors identified in the Domitrovich and colleagues (2008) framework are associated with the implementation of autism EBIs, and use qualitative methods to provide a more comprehensive understanding of the factors associated with successful implementation and sustainment of these interventions with the goal of tailoring implementation strategies. The results of this study will provide an in-depth understanding of individual- and organizational-level factors that influence the successful implementation of EBIs for children with ASD in public schools. These data will inform potential implementation targets and tailoring of strategies that will help schools overcome barriers to implementation and ultimately improve the services and outcomes for children with ASD.

  17. Considerations for implementing an organizational lessons learned process.

    Energy Technology Data Exchange (ETDEWEB)

    Fosshage, Erik D

    2013-05-01

    This report examines the lessons learned process by a review of the literature in a variety of disciplines, and is intended as a guidepost for organizations that are considering the implementation of their own closed-loop learning process. Lessons learned definitions are provided within the broader context of knowledge management and the framework of a learning organization. Shortcomings of existing practices are summarized in an attempt to identify common pitfalls that can be avoided by organizations with fledgling experiences of their own. Lessons learned are then examined through a dual construct of both process and mechanism, with emphasis on integrating into organizational processes and promoting lesson reuse through data attributes that contribute toward changed behaviors. The report concludes with recommended steps for follow-on efforts.

  18. Computerized management information systems and organizational structures

    Science.gov (United States)

    Zannetos, Z. S.; Sertel, M. R.

    1970-01-01

    The computerized management of information systems and organizational structures is discussed. The subjects presented are: (1) critical factors favoring centralization and decentralization of organizations, (2) classification of organizations by relative structure, (3) attempts to measure change in organization structure, and (4) impact of information technology developments on organizational structure changes.

  19. The Influence Of Organizational Culture On Management Information System

    Directory of Open Access Journals (Sweden)

    Arlis Dewi Kuraesin

    2017-03-01

    Full Text Available This article aims to know the culture of the organization and management accounting information system based on existing theories. The management information system is a collection of sub-systems which are interconnected with each other to work together in harmony to achieve one goal of process data into information needed by management in decision making. An important factor influencing the use of information systems is Cultural Organization. Management Information system success is influenced by several factors one of which is the organizations culture. Organizational culture has a very strong influence on the overall organizational and individual behavior due to the information system is a major component of the organization are influenced substantially by organizational culture.

  20. Some principles of automated control systems construction with project organizational structure

    OpenAIRE

    Kovalenko, Ihor I.; Puhachenko, Kateryna S.

    2013-01-01

    The main principles of automated control systems construction with project organizational structures have been considered and the process flow sheet  for organizational systems control has been proposed. The architectural elements of the organizational system have been introduced and described. The instrumental tools of the graphodynamic systems theory have been used for the simulation modeling of hierarchical structures.

  1. 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 ...

  2. The Role of Ethnography in the Design and Implementation of IT Systems

    DEFF Research Database (Denmark)

    Simonsen, Jesper

    2009-01-01

    an example from a case where a fully functional prototype of a large Electronic Patient Record (EPR) system was designed, implemented, used as a pilot study, and subjected to evaluations based on ethno- graphic observations. The case demonstrates how a new and important role for ethnography can...... be established as an integral part of iterative approaches to design and organizational implementation of large IT systems. The role of ethnography can be expanded from a descriptive role (describing ex- isting work practices or the situation after a complete implementation) to a constructive role focusing...

  3. Organizational Commitment as a Predictor of Teacher Kindergarten Performance in Implementation of ESDIGDC

    Directory of Open Access Journals (Sweden)

    Suparji Suparji

    2017-06-01

    Full Text Available In order to achieve national development goals in the field of children health, the government is committed to enhancing the growth and development of children through the “Early Stimulation, Detection and Intervention for Growth and Development of Children (ESDIGDC” Program. Efforts to improve the health status of children is very important, because in addition to being the target of health development, it also becomes an indicator of the health status of children is to prepare children to achieve optimal growth and development . This  study  aimed to analyze the influence of organizational commitment on the performance of kindergarten  teacher in implementation of ESDIGDC Program. The subjects of this cross sectional study were 68 kindergarten teacher at Panekan Sub District, Magetan District, East Java Province,  Indonesia.  Data  were  collected through  questionnaires and then analyzed using linear regression. The results showed that p-value = 0.001 (significant, so it could be concluded  that  there was the influence of organizational commitment on the performance of kindergarten teacher in implementation of ESDIGDC.

  4. Electronic surveillance systems in infection prevention: organizational support, program characteristics, and user satisfaction.

    Science.gov (United States)

    Grota, Patti G; Stone, Patricia W; Jordan, Sarah; Pogorzelska, Monika; Larson, Elaine

    2010-09-01

    The use of electronic surveillance systems (ESSs) is gradually increasing in infection prevention and control programs. Little is known about the characteristics of hospitals that have a ESS, user satisfaction with ESSs, and organizational support for implementation of ESSs. A total of 350 acute care hospitals in California were invited to participate in a Web-based survey; 207 hospitals (59%) agreed to participate. The survey included a description of infection prevention and control department staff, where and how they spent their time, a measure of organizational support for infection prevention and control, and reported experience with ESSs. Only 23% (44/192) of responding infection prevention and control departments had an ESS. No statistically significant difference was seen in how and where infection preventionists (IPs) who used an ESS and those who did not spend their time. The 2 significant predictors of whether an ESS was present were score on the Organizational Support Scale (odds ratio [OR], 1.10; 95% confidence interval [CI], 1.02-1.18) and hospital bed size (OR, 1.004; 95% CI, 1.00-1.007). Organizational support also was positively correlated with IP satisfaction with the ESS, as measured on the Computer Usability Scale (P = .02). Despite evidence that such systems may improve efficiency of data collection and potentially improve patient outcomes, ESSs remain relatively uncommon in infection prevention and control programs. Based on our findings, organizational support appears to be a major predictor of the presence, use, and satisfaction with ESSs in infection prevention and control programs.

  5. Electronic surveillance systems in infection prevention: Organizational support, program characteristics, and user satisfaction

    Science.gov (United States)

    Grota, Patti G.; Stone, Patricia W.; Jordan, Sarah; Pogorzelska, Monika; Larson, Elaine

    2012-01-01

    Background The use of electronic surveillance systems (ESSs) is gradually increasing in infection prevention and control programs. Little is known about the characteristics of hospitals that have a ESS, user satisfaction with ESSs, and organizational support for implementation of ESSs. Methods A total of 350 acute care hospitals in California were invited to participate in a Web-based survey; 207 hospitals (59%) agreed to participate. The survey included a description of infection prevention and control department staff, where and how they spent their time, a measure of organizational support for infection prevention and control, and reported experience with ESSs. Results Only 23% (44/192) of responding infection prevention and control departments had an ESS. No statistically significant difference was seen in how and where infection preventionists (IPs) who used an ESS and those who did not spend their time. The 2 significant predictors of whether an ESS was present were score on the Organizational Support Scale (odds ratio [OR], 1.10; 95% confidence interval [CI], 1.02-1.18) and hospital bed size (OR, 1.004; 95% CI, 1.00-1.007). Organizational support also was positively correlated with IP satisfaction with the ESS, as measured on the Computer Usability Scale (P = .02). Conclusion Despite evidence that such systems may improve efficiency of data collection and potentially improve patient outcomes, ESSs remain relatively uncommon in infection prevention and control programs. Based on our findings, organizational support appears to be a major predictor of the presence, use, and satisfaction with ESSs in infection prevention and control programs. PMID:20176411

  6. Effect of Organizational Culture Factors on Knowledge Management Processes Implementation in Technology & Deputy Tax Planning Agency

    Directory of Open Access Journals (Sweden)

    Hamid Rahimian

    2011-10-01

    Full Text Available This research was a case study to evaluate the effect of organizational culture on knowledge management processes implementation in Technology & Deputy Tax Planning Agency was done by Survey Method. Population of the study was experts in Technology & Deputy Tax planning of the organization. Research tools included two questionnaires: the organizational culture profile and the processes of knowledge management. The first questionnaire has surveyed the seven components of organizational culture (competitiveness, social responsibility, supportiveness, innovation, emphasis on rewards, performance orientation, and stability. The second has explored six processes such as creation, capture, organization, storage, dissemination and application of knowledge. The results of this research showed that according to the experts the components of organizational culture and knowledge management were in the intermediate level. Between each of the seven components of organizational culture was 70% positive and significant relationship with knowledge management processes. Also, among each of the seven components of organizational culture was positive and significant relationship with knowledge management processes. Regression analysis gave the same result that only two components of social responsibility and performance orientation in predicting the changing role of knowledge management processes have been effective.

  7. Patterns of enterprise system implementation - the case of Chinese aerospace corporate transformation

    NARCIS (Netherlands)

    Ma, Xiaofeng

    2008-01-01

    This dissertation aims to identify patterns in the managerial processes during an enterprise system implementation (ESI) period. An ESI remains a notorious challenge. In most cases, it concurrently involves business strategy change, organizational change, and technical innovation. This dissertation

  8. Three problems of organizational memory information systems development

    NARCIS (Netherlands)

    Wijnhoven, Alphonsus B.J.M.; van Slooten, C.; White, D.

    2002-01-01

    Organizational memory information systems have a diversity of contents and may need a variety of information technologies. To cope with this diversity, OMIS requires specific development methodological guidelines. First the OMIS's objectives have to be stated in organizational functional

  9. Growing organizational capacity through a systems approach: one health network's experience.

    Science.gov (United States)

    MacKenzie, Richard; Capuano, Terry; Durishin, Linda Drexinger; Stern, Glen; Burke, James B

    2008-02-01

    Hospitals are reporting unexpected surges in demand for services. Lehigh Valley Hospital challenged its clinical and administrative staff to increase capacity by at least 4% per year using an interdepartmental, systemwide initiative, Growing Organizational Capacity (GOC). Following a systemwide leadership retreat that yielded more than 1,000 ideas, the initiative's principal sponsor convened a cross-functional improvement team. During a two-year period, 17 projects were implemented. Using a complex systems approach, improvement ideas "emerged" from microsystems at the points of care. Through rigorous reporting and testing of process adaptations, need, data, and people drove innovation. Hundreds of multilevel clinical and administrative staff redesigned processes and roles to increase organizational capacity. Admissions rose by 6.1%, 5.5 %, 8.7%, 5.0%, and 3.8% in fiscal years 2003 through 2007, respectively. Process enhancements cost approximately $1 million, while increased revenues attributable to increased capacity totaled $2.5 million. Multiple, coordinated, and concurrent projects created a greater impact than that possible with a single project. GOC and its success, best explained in the context of complex adaptive systems and microsystem theories, are transferrable to throughput issues that challenge efficiency and effectiveness in other health care systems.

  10. Foundations of organizational structure in multi-agent systems

    NARCIS (Netherlands)

    Grossi, D.; Royakkers, L.M.M.; Dignum, F.P.M.; Dastani, M.

    2005-01-01

    We analyze the notion of organizational structure in multiagent systems and explain the precise added value and the effects of such organizational structure on the involved agents. To pursue this aim, contributions from social and organization theory are considered which provide a solid theoretical

  11. A Model of Organizational Trajectories to Innovation Management

    Directory of Open Access Journals (Sweden)

    Alvair Silveira Torres Jr.

    2007-03-01

    Full Text Available The multiple-case study research in three industrial companies - located in Brazil- about organizational changing, comparing cases of lean production system implementation, revealed a suggested interpretation of the determinants and directions of organizational innovation. The model tries to account for both continuous changes and discontinuities in organizational innovation. Continuous changes are related to secondary innovation, which doesn’t break an organizational paradigm, while discontinuities are associated with a new trajectory, since a primary innovation adopted by the whole organization. Then, the innovative lean process associated with secondary innovation was inadequate to change the organizational trajectory and it explains the cyclical decisions. On the other hand, the lean production system related to primary innovation, assumes the role as a new trajectory, influencing changes in total organization. The greatest difference found in the companies for innovative diffusion process, was the aspect of spread the organizational principles or a simple set of management’s tools.

  12. 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.

  13. Organizational learning in the implementation and adoption of national electronic health records: case studies of two hospitals participating in the National Programme for Information Technology in England.

    Science.gov (United States)

    Takian, Amirhossein; Sheikh, Aziz; Barber, Nicholas

    2014-09-01

    To explore the role of organizational learning in enabling implementation and supporting adoption of electronic health record systems into two English hospitals. In the course of conducting our prospective and sociotechnical evaluation of the implementation and adoption of electronic health record into 12 "early adopter" hospitals across England, we identified two hospitals implementing virtually identical versions of the same "off-the-shelf" software (Millennium) within a comparable timeframe. We undertook a longitudinal qualitative case study-based analysis of these two hospitals (referred to hereafter as Alpha and Omega) and their implementation experiences. Data included the following: 63 in-depth interviews with various groups of internal and external stakeholders; 41-h on-site observation; and content analysis of 218 documents of various types. Analysis was both inductive and deductive, the latter being informed by the "sociotechnical changing" theoretical perspective. Although Alpha and Omega shared a number of contextual similarities, our evaluation revealed fundamental differences in visions of electronic health record and the implementation strategy between the hospitals, which resulted in distinct local consequences of electronic health record implementation and impacted adoption. Both hospitals did not, during our evaluation, see the hoped-for benefits to the organization as a result of the introduction of electronic health record, such as speeding-up tasks. Nonetheless, the Millennium software worked out to be easier to use at Omega. Interorganizational learning was at the heart of this difference. Despite the turbulent overall national "roll out" of electronic health record systems into the English hospitals, considerable opportunities for organizational learning were offered by sequential delivery of the electronic health record software into "early adopter" hospitals. We argue that understanding the process of organizational learning and its

  14. Organizational Health Index and Organizational Agility Maturity Criteria as Measurement Tools of Organizational Transformation Effectiveness

    Directory of Open Access Journals (Sweden)

    Swasti Sri Harjanti

    2017-04-01

    Full Text Available Abstract. As a response to negative growth in the mobile legacy projection - which supports 50% of Telkom revenue, and a positive high growth projection in the ICT and digital business revenue, Telkom decides to shift the business to digital. To be a successful digital company, Telkom has created strategic initiatives, including organizational transformation adopting Customer Facing Unit (CFU concept that has been done for several months but there still no evaluation method for the success. This paper purpose is to evaluate the implementation of one human capital management strategic initiatives - CFU transformation implementation success, through Organizational Health Index and Organizational Agility Maturity model and formulate a recommendation for Telkom to create a more healthy and agile organization. This research using 11 synthetized dimension of Organization Health Index and Organizational Agility Maturity Model method as tools. Questionnaire consist of 53 practices that represented by 55 questions that asks about respondents extent to which they agree (satisfaction and whether it meet respondents expectation. Survey result shows that Telkom already in a healthy condition and agile as an organization. This result concluded that by methods used in this research, the transformation could be stated as a success. However, according to the result, maintain and improvement of current health and agility still needed, especially improvement regarding innovation and learning. Keywords:Organization, organizational agility, organizational health index, telecommunication, transformation

  15. Analyzing inter-organizational systems from a power and interest perspective

    NARCIS (Netherlands)

    Boonstra, A.; de Vries, J.

    2005-01-01

    Inter-organizational systems (IOS) are Information and Communication Technology (ICT)-based systems that enable organizations to share information and to electronically conduct business across organizational boundaries. Especially since the increasing availability of the Internet, there have been

  16. Systems Engineering Metrics: Organizational Complexity and Product Quality Modeling

    Science.gov (United States)

    Mog, Robert A.

    1997-01-01

    Innovative organizational complexity and product quality models applicable to performance metrics for NASA-MSFC's Systems Analysis and Integration Laboratory (SAIL) missions and objectives are presented. An intensive research effort focuses on the synergistic combination of stochastic process modeling, nodal and spatial decomposition techniques, organizational and computational complexity, systems science and metrics, chaos, and proprietary statistical tools for accelerated risk assessment. This is followed by the development of a preliminary model, which is uniquely applicable and robust for quantitative purposes. Exercise of the preliminary model using a generic system hierarchy and the AXAF-I architectural hierarchy is provided. The Kendall test for positive dependence provides an initial verification and validation of the model. Finally, the research and development of the innovation is revisited, prior to peer review. This research and development effort results in near-term, measurable SAIL organizational and product quality methodologies, enhanced organizational risk assessment and evolutionary modeling results, and 91 improved statistical quantification of SAIL productivity interests.

  17. Organizational Behavior from the Perspective of the Paradigm Strategy-Structure-Performance (SSP in the Banking System

    Directory of Open Access Journals (Sweden)

    Gabriel CROITORU

    2018-05-01

    Full Text Available The purpose of this article is not to design and propose legislative initiatives in the banking industry, but to develop a methodological approach to the organizational structure of banks. The first objective is to highlight the theoretical correlation of the strategy-structure-performance paradigm with the neoclassical theory of the organization and the other theories that have started from it and to determine the theoretical roots of the organizational division in the banking financial field and to highlight the implementation strategy changes in banking, their impact on the organizational structure of banks, as well as on the performance recorded in the Romanian banking system. In addition, it was intended to measure the effect of increasing the importance of consumers’ opinions and the implementation of new IT technologies in banking on the same strategies. We believe that these contributions can be of great help to better understanding the underlying causes of the transformations that are taking place and will take place in both banking and non-banking organizations in Romania. They can thus even foresee and cross difficult situations and economic time

  18. Competitiveness in organizational integrated computer system project management

    Directory of Open Access Journals (Sweden)

    Zenovic GHERASIM

    2010-06-01

    Full Text Available The organizational integrated computer system project management aims at achieving competitiveness by unitary, connected and personalised treatment of the requirements for this type of projects, along with the adequate application of all the basic management, administration and project planning principles, as well as of the basic concepts of the organisational information management development. The paper presents some aspects of organizational computer systems project management competitiveness with the specific reference to some Romanian companies’ projects.

  19. ORGANIZATIONAL GOALS--A SYSTEMS APPROACH.

    Science.gov (United States)

    OHM, ROBERT E.

    CONTEMPORARY SYSTEMS THEORISTS HAVE PROVIDED A HELPFUL VIEW OF THE WAY GOAL-STRUCTURE MAY SHAPE ADMINISTRATIVE BEHAVIOR IN EDUCATIONAL ORGANIZATIONS. THE "TRADITIONALIST" VIEW ASSIGNED ORGANIZATIONAL GOALS THE FUNCTIONS OF FORECASTING AND PLANNING. THE "EMERGING MODEL" VIEWED GOALS AS UNDEFINED ELEMENTS REQUIRING LITTLE SYSTEMATIC TREATMENT IN A…

  20. Organizational and provider level factors in implementation of trauma-informed care after a city-wide training: an explanatory mixed methods assessment.

    Science.gov (United States)

    Damian, April Joy; Gallo, Joseph; Leaf, Philip; Mendelson, Tamar

    2017-11-21

    While there is increasing support for training youth-serving providers in trauma-informed care (TIC) as a means of addressing high prevalence of U.S. childhood trauma, we know little about the effects of TIC training on organizational culture and providers' professional quality of life. This mixed-methods study evaluated changes in organizational- and provider-level factors following participation in a citywide TIC training. Government workers and nonprofit professionals (N = 90) who participated in a nine-month citywide TIC training completed a survey before and after the training to assess organizational culture and professional quality of life. Survey data were analyzed using multiple regression analyses. A subset of participants (n = 16) was interviewed using a semi-structured format, and themes related to organizational and provider factors were identified using qualitative methods. Analysis of survey data indicated significant improvements in participants' organizational culture and professional satisfaction at training completion. Participants' perceptions of their own burnout and secondary traumatic stress also increased. Four themes emerged from analysis of the interview data, including "Implementation of more flexible, less-punitive policies towards clients," "Adoption of trauma-informed workplace design," "Heightened awareness of own traumatic stress and need for self-care," and "Greater sense of camaraderie and empathy for colleagues." Use of a mixed-methods approach provided a nuanced understanding of the impact of TIC training and suggested potential benefits of the training on organizational and provider-level factors associated with implementation of trauma-informed policies and practices. Future trainings should explicitly address organizational factors such as safety climate and morale, managerial support, teamwork climate and collaboration, and individual factors including providers' compassion satisfaction, burnout, and secondary

  1. Organizational and provider level factors in implementation of trauma-informed care after a city-wide training: an explanatory mixed methods assessment

    Directory of Open Access Journals (Sweden)

    April Joy Damian

    2017-11-01

    Full Text Available Abstract Background While there is increasing support for training youth-serving providers in trauma-informed care (TIC as a means of addressing high prevalence of U.S. childhood trauma, we know little about the effects of TIC training on organizational culture and providers’ professional quality of life. This mixed-methods study evaluated changes in organizational- and provider-level factors following participation in a citywide TIC training. Methods Government workers and nonprofit professionals (N = 90 who participated in a nine-month citywide TIC training completed a survey before and after the training to assess organizational culture and professional quality of life. Survey data were analyzed using multiple regression analyses. A subset of participants (n = 16 was interviewed using a semi-structured format, and themes related to organizational and provider factors were identified using qualitative methods. Results Analysis of survey data indicated significant improvements in participants’ organizational culture and professional satisfaction at training completion. Participants’ perceptions of their own burnout and secondary traumatic stress also increased. Four themes emerged from analysis of the interview data, including “Implementation of more flexible, less-punitive policies towards clients,” “Adoption of trauma-informed workplace design,” “Heightened awareness of own traumatic stress and need for self-care,” and “Greater sense of camaraderie and empathy for colleagues.” Conclusion Use of a mixed-methods approach provided a nuanced understanding of the impact of TIC training and suggested potential benefits of the training on organizational and provider-level factors associated with implementation of trauma-informed policies and practices. Future trainings should explicitly address organizational factors such as safety climate and morale, managerial support, teamwork climate and collaboration, and

  2. Soft Systems Methodology Embedded in Organizational Knowledge-Creating Process

    OpenAIRE

    Yoshida, Taketoshi

    2005-01-01

    We clarify the role of tacit knowing in the soft systems methodology. For the purpose we investigate the basic structure of its seven-stage model, while embedding the soft systems methodology in organizational knowledge-creating process. This leads to the introduction of concept creation to the methodology. This changes the basic shape of the soft systems methodology from learning cycle to organizational knowledge-creating spiral where concept creation is the key point.

  3. EPISTEMOLOGY AND INVESTIGATION WITHIN THE CURRENT ORGANIZATIONAL COMPLEX SYSTEMS

    Directory of Open Access Journals (Sweden)

    Karla Torres

    2015-11-01

    Full Text Available The way of approaching reality and generate knowledge is now different from those applied in the past ; It is why the aim of this paper was to analyze the changing elements in organizational structures framed in complex systems , addressing the study from the interpretive perspective with the use of hermeneutical method in theory , documentary context. It is concluding that the research methods require adaptation to this new reality for knowledge production. The complexity plays an important role in organizational systems and the environment in general, raising the need for revision in the way of thinking and actually faces this new complex, full of uncertainty and organizational chaos.

  4. Organizational Self-Renewal

    DEFF Research Database (Denmark)

    Hedman, Jonas; Henningsson, Stefan; Selander, Lisen

    2012-01-01

    Recent research has acknowledged the key role of information systems (IS) in helping build sustainable organizations. Although many organizations have implemented strategies for increased sustainability, empirical evidence for the effects of such strategies is sparse, and the understanding...... from other sustainable initiatives, since they are re-enforcing each other. Third, Green IS initiatives can act as ‘motors’ towards eco-effectiveness, in bridging competing models of organizational effectiveness....

  5. Pediatric eMental healthcare technologies: a systematic review of implementation foci in research studies, and government and organizational documents.

    Science.gov (United States)

    Gehring, Nicole D; McGrath, Patrick; Wozney, Lori; Soleimani, Amir; Bennett, Kathryn; Hartling, Lisa; Huguet, Anna; Dyson, Michele P; Newton, Amanda S

    2017-06-21

    Researchers, healthcare planners, and policymakers convey a sense of urgency in using eMental healthcare technologies to improve pediatric mental healthcare availability and access. Yet, different stakeholders may focus on different aspects of implementation. We conducted a systematic review to identify implementation foci in research studies and government/organizational documents for eMental healthcare technologies for pediatric mental healthcare. A search of eleven electronic databases and grey literature was conducted. We included research studies and documents from organization and government websites if the focus included eMental healthcare technology for children/adolescents (0-18 years), and implementation was studied and reported (research studies) or goals/recommendations regarding implementation were made (documents). We assessed study quality using the Mixed Methods Appraisal Tool and document quality using the Appraisal of Guidelines for Research & Evaluation II. Implementation information was grouped according to Proctor and colleagues' implementation outcomes-acceptability, adoption, appropriateness, cost, feasibility, fidelity, penetration, and sustainability-and grouped separately for studies and documents. Twenty research studies and nine government/organizational documents met eligibility criteria. These articles represented implementation of eMental healthcare technologies in the USA (14 studies), United Kingdom (2 documents, 3 studies), Canada (2 documents, 1 study), Australia (4 documents, 1 study), New Zealand (1 study), and the Netherlands (1 document). The quality of research studies was excellent (n = 11), good (n = 6), and poor (n = 1). These eMental health studies focused on the acceptability (70%, n = 14) and appropriateness (50%, n = 10) of eMental healthcare technologies to users and mental healthcare professionals. The quality of government and organizational documents was high (n = 2), medium (n = 6

  6. Managing organizational culture within a management system

    International Nuclear Information System (INIS)

    Comeau, L.; Watts, G.

    2009-01-01

    The Point Lepreau Generating Station (PLGS) is currently undergoing a major refurbishment of its nuclear reactor. At the same time, a small team is designing the organization that will operate the plant after refurbishment. This paper offers a high level overview of the Post-Refurbishment Organization (PRO) project and will focus primarily on the approach used to address organizational culture and human system dynamics. We will describe how various tools, used to assess organization culture, team performance, and individual self-understanding, are used collectively to place the right person in the right position. We will explain how the career system, Pathfinder, is used to integrate these tools to support a comprehensive model for organization design and development. Finally, we demonstrate how the management of organizational cultural and human system dynamics are integrated into the PLGS Integrated Management System. (author)

  7. Management system and organizational life cycle: A qualitative study

    OpenAIRE

    Selma Zone Fekih Ahmed

    2013-01-01

    This research deals with the importance of the components of the management system according to the phases of organizational life cycle. The goal of our research is to provide the theoretical reflection on the life cycle of the organization and to shed light on the components of the management system for each phase. The conceptual analysis shows that the management system is made up of its three components: ethics, mode of functioning and procedure of regulation. The organizational life cycle...

  8. Organizational factors influencing implementation of evidence-based practices for integrated treatment in behavioral health agencies.

    Science.gov (United States)

    Bonham, Caroline A; Sommerfeld, David; Willging, Cathleen; Aarons, Gregory A

    2014-01-01

    Objective. In recent years, New Mexico has prioritized integrated treatment for cooccurring mental health and substance use disorders within its public behavioral health system. This report describes factors likely to be important when implementing evidence-based practices (EBPs) in community agencies. Methods. Our mixed-method research design consisted of observations, semistructured interviews, and surveys undertaken with employees at 14 agencies at baseline and after 18 months. We developed four-agency typologies based on iterative coding and analysis of observations and interviews. We then examined survey data from employees at the four exemplar agencies to validate qualitative findings. Results. Financial resources and strong leadership impacted agency capacity to train providers and implement EBPs. Quantitative analysis of service provider survey responses from these agencies (N = 38) supported qualitative findings and demonstrated significant mean score differences in leadership, organizational climate, and attitudes toward EBPs in anticipated directions. Conclusion. The availability of strong leadership and financial resources were key components to initial implementation success in this study of community agencies in New Mexico. Reliance only on external funding poses risks for sustainment when demoralizing work climates precipitate employee turnover. Strong agency leadership does not always compensate for deficient financial resources in vulnerable communities.

  9. A study to determine influential factors on implementation of management information system

    Directory of Open Access Journals (Sweden)

    Naser Azad

    2013-08-01

    Full Text Available Management information system (MIS plays an important role on sharing necessary information within organization. In this paper, we study to find out important factors influencing the implementation of MIS in banking industry. The study designs a questionnaire in Likert scale and distributes it among 253 randomly selected people. Cronbach alpha has been calculated as 0.82, which is within an acceptable limit. The study uses factor analysis to find important factors and detects six important factors including fear of technology, organizational instability, informal groups, cultural factors, organizational development and understanding that change is always good.

  10. Technological iatrogenesis: the manifestation of inadequate organizational planning and the integration of health information technology.

    Science.gov (United States)

    Palmieri, Patrick Albert; Peterson, Lori T; Corazzo, Luciano Bedoya

    2011-01-01

    The Institute of Medicine (IOM) views Health Information Technology (HIT) as an essential organizational prerequisite for the delivery of safe, reliable, and cost-effective health services. However, HIT presents the proverbial double-edged sword in generating solutions to improve system performance while facilitating the genesis of novel iatrogenic problems. Incongruent organizational processes give rise to technological iatrogenesis or the unintended consequences to system integrity and the resulting organizational outcomes potentiated by incongruent organizational-technological interfaces. HIT is a disruptive innovation for health services organizations but remains an overlooked organizational development (OD) concern. Recognizing the technology-organizational misalignments that result from HIT adoption is important for leaders seeking to eliminate sources of system instability. The Health Information Technology Iatrogenesis Model (HITIM) provides leaders with a conceptual framework from which to consider HIT as an instrument for organizational development. Complexity and Diffusion of Innovation theories support the framework that suggests each HIT adoption functions as a technological change agent. As such, leaders need to provide operational oversight to managers undertaking system change via HIT implementation. Traditional risk management tools, such as Failure Mode Effect Analysis and Root Cause Analysis, provide proactive pre- and post-implementation appraisals to verify system stability and to enhance system reliability. Reconsidering the use of these tools within the context of a new framework offers leaders guidance when adopting HIT to achieve performance improvement and better outcomes.

  11. Organizational and methodological aspects for contemporary health and safety management system

    Directory of Open Access Journals (Sweden)

    Sugak Evgeny

    2017-01-01

    Full Text Available Industrial injuries and work-related disorders considerable lowering we are facing in developed countries may be due to switching to a new health and safety management system entitled “Occupational Safety and Health Management System”. The Russian Federation has prepared certain regulatory documents prescribing some suggestions regarding implementing the contemporary system for industrial injuries prevention based upon the methods for professional risks management. However, despite the efforts made by the Russian Government, reformation of the health and safety management system at various companies is being performed rather slowly that may be as well owing to poor competence of managers and specialists regarding contemporary labor safety model content, methodical and organizational novations in the sphere of occupational safety and health management.. The article refers to a number of principal issues distinguishing the new health and safety management system from conventional approach.

  12. Professionals' Perspectives on Organizational Factors that Support or Hinder the Successful Implementation of Family-Centered Practice

    Science.gov (United States)

    Wright, Alexandra; Hiebert-Murphy, Diane; Trute, Barry

    2010-01-01

    This article presents findings from an exploratory, qualitative study whose objective was to identify professionals' perceptions of organizational factors that support or hinder the implementation of family-centered practice (FCP). Two disability services organizations in Manitoba, Canada, were selected as the research sites. In 2002, all staff…

  13. Informed Systems: Enabling Collaborative Evidence Based Organizational Learning

    Directory of Open Access Journals (Sweden)

    Mary M. Somerville

    2015-12-01

    Full Text Available Objective – In response to unrelenting disruptions in academic publishing and higher education ecosystems, the Informed Systems approach supports evidence based professional activities to make decisions and take actions. This conceptual paper presents two core models, Informed Systems Leadership Model and Collaborative Evidence-Based Information Process Model, whereby co-workers learn to make informed decisions by identifying the decisions to be made and the information required for those decisions. This is accomplished through collaborative design and iterative evaluation of workplace systems, relationships, and practices. Over time, increasingly effective and efficient structures and processes for using information to learn further organizational renewal and advance nimble responsiveness amidst dynamically changing circumstances. Methods – The integrated Informed Systems approach to fostering persistent workplace inquiry has its genesis in three theories that together activate and enable robust information usage and organizational learning. The information- and learning-intensive theories of Peter Checkland in England, which advance systems design, stimulate participants’ appreciation during the design process of the potential for using information to learn. Within a co-designed environment, intentional social practices continue workplace learning, described by Christine Bruce in Australia as informed learning enacted through information experiences. In addition, in Japan, Ikujiro Nonaka’s theories foster information exchange processes and knowledge creation activities within and across organizational units. In combination, these theories promote the kind of learning made possible through evolving and transferable capacity to use information to learn through design and usage of collaborative communication systems with associated professional practices. Informed Systems therein draws from three antecedent theories to create an original

  14. Organizational citizenship behavior towards sustainability

    OpenAIRE

    Chowdhury, Dhiman Deb

    2013-01-01

    This article extends literature of Organizational Citizenship Behavior (OCB) in the context of corporate sustainability. The author presents the concept of Organizational Citizenship Behavior towards Sustainability (OCBS) as a variant, contending it's appropriateness for today's much needed behavioral competence to implement sustainability measure at organizational level. The formulation of OCBS espouses Organizational Citizenship Behavior (OCB) with a twist. The viewpoint defended that a for...

  15. Café seminars in a bottom-up organizational development project at a Danish radiology department

    DEFF Research Database (Denmark)

    Niss, Karsten Ulrik

    2010-01-01

    Participatory design includes engaging in large-scale information-systems development where participatory design approaches have been applied throughout design and organizational implementation. The keynote suggest to extend the iterative prototyping approach by (1) emphasizing participatory design...... and development into a sustained and ongoing implementation that constitutes an overall technology-driven organizational change. This sustained participatory design and implementation approach is exemplified through a large-scale project in the Danish healthcare sector...

  16. 15 CFR 923.46 - Organizational structure.

    Science.gov (United States)

    2010-01-01

    ... 15 Commerce and Foreign Trade 3 2010-01-01 2010-01-01 false Organizational structure. 923.46... structure. The State must be organized to implement the management program. The management program must describe the organizational structure that will be used to implement and administer the management program...

  17. Organizational Climate, Services, and Outcomes in Child Welfare Systems

    Science.gov (United States)

    Glisson, Charles; Green, Philip

    2011-01-01

    Objective: This study examines the association of organizational climate, casework services, and youth outcomes in child welfare systems. Building on preliminary findings linking organizational climate to youth outcomes over a 3-year follow-up period, the current study extends the follow-up period to 7 years and tests main, moderating and…

  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. The challenge of benchmarking health systems: is ICT innovation capacity more systemic than organizational dependent?

    Science.gov (United States)

    Lapão, Luís Velez

    2015-01-01

    The article by Catan et al. presents a benchmarking exercise comparing Israel and Portugal on the implementation of Information and Communication Technologies in the healthcare sector. Special attention was given to e-Health and m-Health. The authors collected information via a set of interviews with key stakeholders. They compared two different cultures and societies, which have reached slightly different implementation outcomes. Although the comparison is very enlightening, it is also challenging. Benchmarking exercises present a set of challenges, such as the choice of methodologies and the assessment of the impact on organizational strategy. Precise benchmarking methodology is a valid tool for eliciting information about alternatives for improving health systems. However, many beneficial interventions, which benchmark as effective, fail to translate into meaningful healthcare outcomes across contexts. There is a relationship between results and the innovational and competitive environments. Differences in healthcare governance and financing models are well known; but little is known about their impact on Information and Communication Technology implementation. The article by Catan et al. provides interesting clues about this issue. Public systems (such as those of Portugal, UK, Sweden, Spain, etc.) present specific advantages and disadvantages concerning Information and Communication Technology development and implementation. Meanwhile, private systems based fundamentally on insurance packages, (such as Israel, Germany, Netherlands or USA) present a different set of advantages and disadvantages - especially a more open context for innovation. Challenging issues from both the Portuguese and Israeli cases will be addressed. Clearly, more research is needed on both benchmarking methodologies and on ICT implementation strategies.

  20. Conceptualizing the Organizational Role of Technical Communicators: A Systems Approach.

    Science.gov (United States)

    Harrison, Teresa M.; Debs, Mary Beth

    1988-01-01

    Uses a systems approach to organizational theory to argue that technical communicators function as "boundary spanners," who make sense of and disseminate information required for coordination between organizational groups, and for effective responses to the environment. (JAD)

  1. 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.

  2. 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.

  3. Teachers' Perceptions of School Organizational Climate as Predictors of Dosage and Quality of Implementation of a Social-Emotional and Character Development Program.

    Science.gov (United States)

    Malloy, Margaret; Acock, Alan; DuBois, David L; Vuchinich, Samuel; Silverthorn, Naida; Ji, Peter; Flay, Brian R

    2015-11-01

    Organizational climate has been proposed as a factor that might influence a school's readiness to successfully implement school-wide prevention programs. The aim of this study was to evaluate the influence of teachers' perceptions of three dimensions of school organizational climate on the dosage and quality of teacher implementation of Positive Action, a social-emotional and character development (SECD) program. The dimensions measured were teachers' perceptions of (a) the school's openness to innovation, (b) the extent to which schools utilize participatory decision-making practices, and (c) the existence of supportive relationships among teachers (teacher-teacher affiliation). Data from 46 teachers in seven schools enrolled in the treatment arm of a longitudinal, cluster-randomized, controlled trial were analyzed. Teacher perceptions of a school's tendency to be innovative was associated with a greater number of lessons taught and self-reported quality of delivery, and teacher-teacher affiliation was associated with a higher use of supplementary activities. The findings suggest that perceptions of a school's organizational climate impact teachers' implementation of SECD programs and have implications for school administrators and technical assistance providers as they work to implement and sustain prevention programs in schools.

  4. Factors Influencing Implementation of a Physical Activity Intervention in Residential Children's Homes.

    Science.gov (United States)

    Lau, Erica Y; Saunders, Ruth P; Pate, Russell R

    2016-11-01

    The Environmental Intervention in Children's Homes (ENRICH) study was the first published physical activity intervention undertaken in residential children's homes (RCHs). The study revealed differences in implementation across the homes, which may be a key factor that affects program effectiveness. The purpose of this study was to examine the direct and indirect effects of organizational capacity, provider characteristics, and quality of prevention support system on level of implementation of the ENRICH intervention. This study analyzed the ENRICH process evaluation data collected from 24 RCHs. Bayesian Path analysis was used to examine the direct and indirect effects of organizational capacity, provider characteristics, and quality of prevention support system on level of implementation. Level of implementation across RCHs was variable, ranging from 38 to 97 % (M = 68.3, SD = 14.45). Results revealed that organizational capacity and provider characteristics had significant direct associations with level of implementation. Neither direct nor indirect associations between quality of prevention support system and level of implementation reached statistical significance. Conducting formative assessments on organizational capacity and provider characteristics and incorporating such information in implementation planning may increase the likelihood of achieving higher levels of implementation in future studies.

  5. The associations between organizational culture, organizational structure and quality management in European hospitals.

    Science.gov (United States)

    Wagner, C; Mannion, R; Hammer, A; Groene, O; Arah, O A; Dersarkissian, M; Suñol, R

    2014-04-01

    To better understand associations between organizational culture (OC), organizational management structure (OS) and quality management in hospitals. A multi-method, multi-level, cross-sectional observational study. As part of the DUQuE project (Deepening our Understanding of Quality improvement in Europe), a random sample of 188 hospitals in 7 countries (France, Poland, Turkey, Portugal, Spain, Germany and Czech Republic) participated in a comprehensive questionnaire survey and a one-day on-site surveyor audit. Respondents for this study (n = 158) included professional quality managers and hospital trustees. Extent of implementation of quality management systems, extent of compliance with existing management procedures and implementation of clinical quality activities. Among participating hospitals, 33% had a clan culture as their dominant culture type, 26% an open and developmental culture type, 16% a hierarchical culture type and 25% a rational culture type. The culture type had no statistically significant association with the outcome measures. Some structural characteristics were associated with the development of quality management systems. The type of OC was not associated with the development of quality management in hospitals. Other factors (not culture type) are associated with the development of quality management. An OS that uses fewer protocols is associated with a less developed quality management system, whereas an OS which supports innovation in care is associated with a more developed quality management system.

  6. ORGANIZATIONAL THEORY, SYSTEMIC THINKING AND SYSTEM MANAGEMENT

    OpenAIRE

    Shahram Mirzaie Daryani; Samad Aali; Ahmad Asli-zadeh

    2012-01-01

    Organizational theory offers effective ways of thinking to researchers and practitioners who are interested in this field of study. This knowledge helps managers make organizational behavior more efficient through analyzing complex situations and developing effective tools to resolve them. In other words, it opens human’s mind to different aspects of life both inside and outside of the organization. Therefore, the value of organizational theory is in changing managers' thinking ways, thought ...

  7. Expected and Realized Costs and Benefits from Implementing Product Configuration Systems

    DEFF Research Database (Denmark)

    Edwards, Kasper

    2010-01-01

    Product configuration systems (PCS) are a technology well suited for mass customization and support the task of configuring the product to the individual customer’s needs. PCS are at the same time complex software systems that may be tailored to solve a variety of problems for a firm, e.......g. supporting the quotation process or validating the structure of a product. This paper reports findings from a study of 12 Danish firms, which at the time of the study have implemented or are in the process of implementing product configuration systems. 12 costs and 12 benefits are identified in literature...... organization. It is observed that product configuration projects are treated as simple technical projects although they should be regarded as organizational change projects....

  8. A Research on the Relationship between Organizational Commitment and Organizational Cynicism

    Directory of Open Access Journals (Sweden)

    Özlem GÜLLÜOĞLU IŞIK

    2015-08-01

    Full Text Available AbstractIn the process of transformation of an industrial production society into information and consumer society, organizational commitment has become among the most emphasized concepts in recent years. The organizational commitment is a psychological situation determining the relationship of the employee with his company and providing him the determination to continue to work. Its causes and outcomes have become the major research topic in recent years and many studies conducted in several segments such as nursing, police dept. tearchers..etc. One other aspect of the research is “organizational cynicism” defined as one’s negative attitude towards the company for which he/she works. It consists of telling that the organization lacks sincerity and honesty. The sources of organizational cynicism are mainly personality, violation of psychological contract and flaws in leadership behaviors. However, there is a little research on the possible relationship between organizational commitment and organizational cynicism. With the aim of contributing to the process of discussion concerning the topic, the relationship between organizational commitment and organizational cynicism is analyzed by means of this research. Organizational commitment and organizational cynicism scale was implemented to the employees of three and four star hotels carrying on business in Kayseri and results tried to be discussed according to organizational dynamics.

  9. Chaordic systems for holonic organizational renewal

    NARCIS (Netherlands)

    Eijnatten, van F.M.; Pasmore, W.A.; Woodman, R.W.

    2001-01-01

    Socio-Technical Systems Design has a long-standing reputation as an integral approach to organization design. One of its local brands is known as the Dutch approach to Integral Organizational Renewal of the firm (IOR). Central in IOR is an attempt to integrate both business process design,

  10. IMPROVING PUBLIC SERVICES THROUGH A ORGANIZATIONAL PERFORMANCE MANAGEMENT

    Directory of Open Access Journals (Sweden)

    IOANA STĂNCESCU

    2010-01-01

    Full Text Available Organizational management, systemic approach, is known more as a system Management, that set of factors such as organizational, methodological information, decisions and relationships between them, as outlined, that will achieve objectives. Fundamental objective of management in public organizations involved in the holders of public office positions and leadership and execution in this area an additional responsibility to manage all types of resources available to the public sector, namely human resources, information, material and financial.Summary of process management is focusing on human coordination of joint work. An important role in this process is modernizing organizational management and quality delivery of public services or the institution's activities, public services more efficient by implementing innovative tools, leading to a government driven process to a results-oriented public service.

  11. Organizational Influences on the University Electronic Library.

    Science.gov (United States)

    Davies, Clare

    1997-01-01

    Reviews the literature on the development of full-text electronic libraries in the academic setting. Organizational factors can have impact on electronic library development and ultimate usability. Topics include strategic management, planning and implementation; system specification and design; document provision; user support and training; and…

  12. The impact of ISO/TS 16949 on automotive industries and created organizational capabilities from its implementation

    Directory of Open Access Journals (Sweden)

    Bakhtiar Ostadi

    2010-12-01

    Full Text Available ISO/TS 16949 is an ISO Technical Specification. ISO/TS 16949 achieves the objectives which are continually to improve the production of automobile parts and related services, and to strengthen the international competition for the automotive industry and its suppliers. By applying this quality system standard, automotive manufacturers could offer superior products and good services to customers. The more the companies know about the benefits if quality management systems such as ISO/TS 16949, better they can seek interest and determine indices of these systems. So, this standard has been implemented in companies considering a number of benefits. In this paper, we carry out an empirical study in order to verify the importance these benefits and ranking them based on the value of importance. Finally, the study tends to provide a reference guide considering benefits assessment and created organizational capabilities from this standard for the automotive industry in pursuing ISO/TS 16949 and procuring maximum benefit from the results.

  13. Games for Organizational Learning in Production Management

    DEFF Research Database (Denmark)

    Riis, Jens Ove; Smeds, Riitta; Johansen, John

    1998-01-01

    Development and implementation of new production management methods and systems represents achalIenge to the individual employee, manager, student or teacher. Understanding dynamic and complex systems is very difficult, old methods and working habits have to be unlearned, a new kind of knowledge....... Finally, the use of games will be tied to the concept of organizational learning....

  14. Organizational Factors Influencing Implementation of Evidence-Based Practices for Integrated Treatment in Behavioral Health Agencies

    Directory of Open Access Journals (Sweden)

    Caroline A. Bonham

    2014-01-01

    Full Text Available Objective. In recent years, New Mexico has prioritized integrated treatment for cooccurring mental health and substance use disorders within its public behavioral health system. This report describes factors likely to be important when implementing evidence-based practices (EBPs in community agencies. Methods. Our mixed-method research design consisted of observations, semistructured interviews, and surveys undertaken with employees at 14 agencies at baseline and after 18 months. We developed four-agency typologies based on iterative coding and analysis of observations and interviews. We then examined survey data from employees at the four exemplar agencies to validate qualitative findings. Results. Financial resources and strong leadership impacted agency capacity to train providers and implement EBPs. Quantitative analysis of service provider survey responses from these agencies (N = 38 supported qualitative findings and demonstrated significant mean score differences in leadership, organizational climate, and attitudes toward EBPs in anticipated directions. Conclusion. The availability of strong leadership and financial resources were key components to initial implementation success in this study of community agencies in New Mexico. Reliance only on external funding poses risks for sustainment when demoralizing work climates precipitate employee turnover. Strong agency leadership does not always compensate for deficient financial resources in vulnerable communities.

  15. Organizational Factors' Effects on the Success of E-Learning Systems and Organizational Benefits: An Empirical Study in Taiwan

    Science.gov (United States)

    Liu, Ying Chieh; Huang, Yu-An; Lin, Chad

    2012-01-01

    E-learning development for enterprises is still in its infancy in that scholars are still working on identifying the critical success factors for e-learning in organizational contexts. This study presents a framework considering how organizational factors affect the quality and service of e-learning systems and how these factors influence…

  16. 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…

  17. Process-oriented integration and coordination of healthcare services across organizational boundaries.

    Science.gov (United States)

    Tello-Leal, Edgar; Chiotti, Omar; Villarreal, Pablo David

    2012-12-01

    The paper presents a methodology that follows a top-down approach based on a Model-Driven Architecture for integrating and coordinating healthcare services through cross-organizational processes to enable organizations providing high quality healthcare services and continuous process improvements. The methodology provides a modeling language that enables organizations conceptualizing an integration agreement, and identifying and designing cross-organizational process models. These models are used for the automatic generation of: the private view of processes each organization should perform to fulfill its role in cross-organizational processes, and Colored Petri Net specifications to implement these processes. A multi-agent system platform provides agents able to interpret Colored Petri-Nets to enable the communication between the Healthcare Information Systems for executing the cross-organizational processes. Clinical documents are defined using the HL7 Clinical Document Architecture. This methodology guarantees that important requirements for healthcare services integration and coordination are fulfilled: interoperability between heterogeneous Healthcare Information Systems; ability to cope with changes in cross-organizational processes; guarantee of alignment between the integrated healthcare service solution defined at the organizational level and the solution defined at technological level; and the distributed execution of cross-organizational processes keeping the organizations autonomy.

  18. Organizational mechanism for imlementation of the travel agency financial potential development strategy

    Directory of Open Access Journals (Sweden)

    І.V. Saukh

    2017-03-01

    Full Text Available The article discusses the implementation of the financial development strategy as a set of means required for its accomplishment, including consecutive execution of this strategy, creation of the communication channels, distribution of duties between the parties to the strategic plan, and formation of the system of strategic control. The research analyzes the scientific and methodological approaches used to implement the strategy and form the organizational mechanism of this process within the development of the company's financial potential, based on the use of systemic approach and the concept of strategic change. The paper reveals that travel companies are not able to apply the unified approach to accomplish this strategy, because the process of its implementation is creative and informal. Moreover, it is greatly influenced by the activity of each business. The organizational mechanism of this strategic development embraces a complex of levels, stages, instruments and methods of organizational change. Their systemic application contributes to the development of the company's financial strength. The structure of this organizational mechanism is described as the result of the analysis of traditional and situational methodological approaches to the strategy's formalization and implementation. It centers around the concept of strategic change and seamless cooperation of the target, subject-to-object (injunctive and process-related (regulatory subsystems of the developed mechanism. The mechanism allows to pinpoint and implement the strategies aimed at the development of the company's financial resources and its other structural units. In order to simplify the process of coordination of the subjects implementing the strategy in real-time business activities, the operogram for strategic analysis of the financial development is created. It can be used to optimize the duration of this analysis and allocate the company’s resources in the most

  19. Information systems supported organizational learning as a competitive advantage

    Directory of Open Access Journals (Sweden)

    Jose Manuel Arias

    2013-07-01

    Full Text Available Purpose: The purpose of this paper is to analyze the characteristics that make information systems useful in gathering and processing information with the aim of organizational learning and subsequent structural adaptation for better fitting to market requirements. Design/methodology/approach: Adaptation is a must when turning to foster the competitiveness and sustainability of the organization. Findings and Originality/value: It is clear that information systems can really create a difference in the way an organization acquires information from its environment and from itself in order to achieve a high-quality decision taking process. Research limitations/implications: Organizations have to look inside themselves in order to ensure the comprehension of their core competencies and the way they carry them out. Practical implications: Organizational learning is one of the means employed by organizations to get adapted to their surrounding environment. Social implications: Systems engineering techniques can be applied in order to leverage these core competencies and make organizations adaptable to the organizational environment requirements through the use of information systems. Originality/value: To obtain competitive advantages in the market. Keywords: competitive advantage, information systems, knowledge management, & the learning organization.

  20. Implementing an Antibiotic Stewardship Information System to Improve Hospital Infection Control: A Co-Design Process.

    Science.gov (United States)

    Maia, Mélanie R; Simões, Alexandra; Lapão, Luís V

    2018-01-01

    HAITooL information system design and implementation was based on Design Science Research Methodology, ensuring full participation, in close collaboration, of researchers and a multidisciplinary team of healthcare professionals. HAITooL enables effective monitoring of antibiotic resistance, antibiotic use and provides an antibiotic prescription decision-supporting system by clinicians, strengthening the patient safety procedures. The design, development and implementation process reveals benefits in organizational and behavior change with significant success. Leadership commitment multidisciplinary team and mainly informaticians engagement was crucial to the implementation process. Participants' motivation and the final product delivery and evolution depends on that.

  1. The implementation evaluation of primary care groups of practice: a focus on organizational identity

    Directory of Open Access Journals (Sweden)

    Pozzebon Marlei

    2010-02-01

    Full Text Available Abstract Background Since 2002 the Health Ministry of Québec (Canada has been implementing a primary care organizational innovation called 'family medicine groups'. This is occurring in a political context in which the reorganization of primary care is considered necessary to improve health care system performance. More specifically, the purpose of this reform has been to overcome systemic deficiencies in terms of accessibility and continuity of care. This paper examines the first years of implementation of the family medicine group program, with a focus on the emergence of the organizational identity of one of the pilot groups located in the urban area of Montreal. Methods An in-depth longitudinal case study was conducted over two and a half years. Face to face individual interviews with key informants from the family medicine group under study were conducted over the research period considered. Data was gathered throuhg observations and documentary analysis. The data was analyzed using temporal bracketing and Fairclough's three-dimensional critical discourse analytical techniques. Results Three different phases were identified over the period under study. During the first phase, which corresponded to the official start-up of the family medicine group program, new resources and staff were only available at the end of the period, and no changes occurred in medical practices. Power struggles between physicians and nurses characterized the second phase, resulting in a very difficult integration of advanced nurse practitioners into the group. Indeed, the last phase was portrayed by initial collaborative practices associated with a sensegiving process prompted by a new family medicine group director. Conclusions The creation of a primary care team is a very challenging process that goes beyond the normative policy definitions of who is on the team or what the team has to do. To fulfil expectations of quality improvement through team-based care

  2. Nuclear Security Systems and Measures for Major Public Events. Implementing Guide (French Edition)

    International Nuclear Information System (INIS)

    2017-01-01

    This publication provides an overview, based on practical experience and lessons learned, for establishing nuclear security systems and measures for major public events. It covers technical and administrative nuclear security measures for developing the necessary organizational structure, developing plans, strategies and concepts of operations, and making arrangements for implementing the developed plans, strategies and concepts.

  3. Implementation of Mindfulness Training for Mental Health Staff: Organizational Context and Stakeholder Perspectives.

    Science.gov (United States)

    Byron, Gerard; Ziedonis, Douglas M; McGrath, Caroline; Frazier, Jean A; deTorrijos, Fernando; Fulwiler, Carl

    2015-08-01

    Occupational stress and burnout adversely impacts mental health care staff well-being and patient outcomes. Mindfulness training reduces staff stress and may improve patient care. However, few studies explore mental health setting implementation. This qualitative study used focus groups to evaluate stakeholders' perceptions of organizational factors affecting implementation of an adapted version of Mindfulness-Based Stress Reduction (MBSR) for staff on adolescent mental health units. Common facilitators included leadership securing buy-in with staff, allocating staff time to participate, and quiet space for training and practice. Other facilitators were past staff knowledge of mindfulness, local champions, and acculturating staff with mindfulness through a non-mandatory training attendance policy. Common barriers were limited staff time to attend training sessions and insufficient training coverage for some staff. Staff also reported improved focus when interacting with adolescents and improved social cohesion on the units. We conclude that a mindfulness-based program for reducing occupational stress can be successfully implemented on adolescent mental health units. Implementation appeared to change the social context of the units, including staff and patient interactions. More broadly, our findings highlight the importance of environmental factors in shaping attitudes, diffusion of innovation, and acculturation of wellness program implementations.

  4. Three Hundred Sixty Degree Feedback: program implementation in a local health department.

    Science.gov (United States)

    Swain, Geoffrey R; Schubot, David B; Thomas, Virginia; Baker, Bevan K; Foldy, Seth L; Greaves, William W; Monteagudo, Maria

    2004-01-01

    Three Hundred Sixty Degree Feedback systems, while popular in business, have been less commonly implemented in local public health agencies. At the same time, they are effective methods of improving employee morale, work performance, organizational culture, and attainment of desired organizational outcomes. These systems can be purchased "off-the-shelf," or custom applications can be developed for a better fit with unique organizational needs. We describe the City of Milwaukee Health Department's successful experience customizing and implementing a 360-degree feedback system in the context of its ongoing total quality improvement efforts.

  5. 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

    orientation, empowerment, core values, agreement, open communication, job autonomy and reward system are the most significant factors organizational culture influences organizational climate through. Moreover, the list of practical recommendations for companies, which are planning to implement changes, were developed. Conclusions: This research gives managers an idea on how to deal with top-down approach to influence organizational climate. This research limits not to looking at factors in scope of organizational culture and climate classification and how they can influence shifts in between. Further research should be conducted to introduce in model characteristics of organization, culture and outcome in organizational climate change.

  6. Implementing Community Care for People with Intellectual Disability: The Role of Organizational Characteristics and the Innovation's Attributes

    Science.gov (United States)

    Nieboer, Anna P.; Pijpers, Vanessa; Strating, Mathilde M. H.

    2011-01-01

    Background: Community care is the support of people with intellectual disability in everyday life aimed at enhancing their integration into society. This article investigates influences of organizational characteristics on the implementation of community care in the Netherlands. In addition, we explored whether the attributes of community care as…

  7. Determinants of quality management systems implementation in hospitals.

    Science.gov (United States)

    Wardhani, Viera; Utarini, Adi; van Dijk, Jitse Pieter; Post, Doeke; Groothoff, Johan Willem

    2009-03-01

    To identify the problems and facilitating factors in the implementation of quality management system (QMS) in hospitals through a systematic review. A search strategy was performed on the Medline database for articles written in English published between 1992 and early 2006. Using the thesaurus terms 'Total Quality Management' and 'Quality Assurance Health Care', combined with the term 'hospital' and 'implement*', we identified 533 publications. The screening process was based on empirical articles describing organization-wide QMS implementation. Fourteen empirical articles fulfilled the inclusion criteria and were reviewed in this paper. An organization culture emphasizing standards and values associated with affiliation, teamwork and innovation, assumption of change and risk taking, play as the key success factor in QMS implementation. This culture needs to be supported by sufficient technical competence to apply a scientific problem-solving approach. A clear distribution of QMS function within the organizational structure is more important than establishing a formal quality structure. In addition to management leadership, physician involvement also plays an important role in implementing QMS. Six supporting and limiting factors determining QMS implementation are identified in this review. These are the organization culture, design, leadership for quality, physician involvement, quality structure and technical competence.

  8. Organizational capabilities assessment: a dynamic methodology, methods and a tool for supporting organizational diagnosis

    OpenAIRE

    Rauffet , Philippe; Da Cunha , Catherine ,; Bernard , Alain

    2010-01-01

    Many methods, like CMMI, ISO norms or 5 steps roadmapping, are implemented in organizations in order to develop collective competencies, called also organizational capabilities, around organizational needs. They aim at providing new means to controls resources of organization, and enabling an organizational diagnosis, it is to say the evaluation of the strengths and the weaknesses of the organization. Nevertheless, these methods are generally based on knowledge based models (they are composed...

  9. Intervention model in organizational climate

    OpenAIRE

    Cárdenas Niño, Lucila; Universidad Pedagógica y Tecnológica de Colombia, Facultad de Ciencias de la Salud, Escuela de Psicología, Hospital Antiguo, Carrera 10 No 16ª05; Arciniegas Rodríguez, Yuly Cristina; Universidad Pedagógica y Tecnológica de Colombia, Facultad de Ciencias de la Salud, Escuela de Psicología, Hospital Antiguo, Carrera 10 No 16ª05; Barrera Cárdenas, Mónica; Universidad Pedagógica y Tecnológica de Colombia, Facultad de Ciencias de la Salud, Escuela de Psicología, Hospital Antiguo, Carrera 10 No 16ª05

    2015-01-01

    The aim of this study was to assess whether the intervention model in organizational climate PMCO, was effective in the Hospital of Yopal, Colombia. The following five phases, proposed by the model, were implemented: 1) problem analysis, 2) awareness, 3) strategies design and planning, at the individual, intergroup, and organizational levels, 4) implementation of the strategy, and 5) process evaluation. A design composed of two groups, experimental and control, was chosen, analyzing whether t...

  10. Barriers and Facilitators Affecting Patient Portal Implementation from an Organizational Perspective: Qualitative Study.

    Science.gov (United States)

    Kooij, Laura; Groen, Wim G; van Harten, Wim H

    2018-05-11

    The number of patient portals is rising, and although portals can have positive effects, their implementation has major impacts on the providing health care institutions. However, little is known about the organizational factors affecting successful implementation. Knowledge of the specific barriers to and facilitators of various stakeholders is likely to be useful for future implementations. The objective of this study was to identify the barriers to and facilitators of patient portal implementation facing various stakeholders within hospital organizations in the Netherlands. Purposive sampling was used to select hospitals of various types. A total of 2 university medical centers, 3 teaching hospitals, and 2 general hospitals were included. For each, 3 stakeholders were interviewed: (1) medical professionals, (2) managers, and (3) information technology employees. In total, 21 semistructured interviews were conducted using the Grol and Wensing model, which describes barriers to and facilitators of change in health care practice at 6 levels: (1) innovation; (2) individual professional; (3) patient; (4) social context; (5) organizational context; and (6) economic and political context. Two researchers independently selected and coded quotes by applying this model using a (deductive) directed content approach. Additional factors related to technical and portal characteristics were added using the model of McGinn et al, developed for implementation of electronic health records. In total, we identified 376 quotes, 26 barriers, and 28 facilitators. Thirteen barriers and 12 facilitators were common for all stakeholder groups. The facilitators' perceived usefulness (especially less paperwork) was mentioned by all the stakeholders, followed by subjects' positive attitude. The main barriers were lack of resources (namely, lack of staff and materials), financial difficulties (especially complying with high costs, lack of reimbursements), and guaranteeing privacy and security

  11. 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

  12. Methodology and applications for organizational safety culture

    International Nuclear Information System (INIS)

    Sakaue, Takeharu; Makino, Maomi

    2004-01-01

    The mission of our activity is making 'guidance of safety culture for understanding and evaluations' which comes in much more useful and making it substantial by clarifying positioning of safety culture within evaluation of the quality management. This is pointed out by 'Discussion on how to implement safety culture sufficiently and possible recommendation' last year by falsification issue of TEPCO (Tokyo Electric Power Company). We have been developing the safety culture evaluation structured by three elements. One is safety culture evaluation support tool (SCET), another is organizational reliability model (ORM), third is system for safety. This paper describes mainly organizational reliability model (ORM) and its applications as well as ticking the system for safety culture within quality management. (author)

  13. A research framework of organizational factors on safety in the Republic of Korea

    International Nuclear Information System (INIS)

    Kwang Seok Lee

    1997-01-01

    Korean nuclear society is yet unfamiliar with the topic, 'organizational factors on safety', while having shown lots of accomplishments in the area of physical and human factors on safety. However, recent large-scale accidents in other technological areas illustrate the importance of managing organization factors on safety. Recently Korea Atomic Energy Research Institute (KAERI) started paying attention to this topic and is trying to establish a future research framework of organizational factors on safety. This paper tries to explain overall direction of the framework. Our framework, as managing organizational factors on safety, considers two kinds of areas: design of management systems, which implies a feed-forward system including organizational models; and operation of those systems, which implies a feedback system including management information and implementation systems. Our framework also considers the evolution stage of a management system. Management systems evolve from visibility stage to optimization stage. To optimize a management system, we should be able to control the system. To control the system, we should be able to see how the system is going. In addition, this paper tries to share some experience of KAERI on how organizational structure and culture affects organizational performance in R and D perspective. (author). 2 refs, 1 fig

  14. A study on effects of organizational learning on organizational innovation: A case study of insurance industry

    Directory of Open Access Journals (Sweden)

    Maryam Marvasti

    2014-03-01

    Full Text Available This paper presents an empirical investigation to study the relationship between organization learning and organization innovation in one of Iranian insurance firm. The proposed study selects a sample of 300 employees who work for different positions for the case study of this paper and using Pearson correlation as well as Freedman tests determines the relationship and ranks different components of the survey. The results of this implementation have indicated that organization innovation influences on organizational learning, data distribution, interpretation and memory significantly but the effect of organizational innovation on data collection cannot be confirmed when the level of significance is five or even ten percent. The implementation of Freedman test has also indicated that Information interpretation is number priority followed by information learning, organizational distribution and organizational memory.

  15. Socio-technical and organizational challenges to wider e-Health implementation.

    Science.gov (United States)

    Vitacca, M; Mazzù, M; Scalvini, S

    2009-01-01

    Recent advances in information communication technology allow contact with patients at home through e-Health services (telemedicine, in particular). We provide insights on the state of the art of e-Health and telemedicine for possible wider future clinical use. Telemedicine opportunities are summarized as i) home telenursing, ii) electronic transfer to specialists and hospitals, iii) teleconsulting between general practitioners and specialists and iv) call centres activities and online health. At present, a priority action of the EU is the Initiative on TM for chronic disease management as home health monitoring and the future Vision for Europe 2020 is based on development of Integrated Telemedicine Services. There are pros and cons in e-Health and telemedicine. Benefits can be classified as benefits for i) citizens, patients and caregivers and ii) health care provider organizations. Institutions and individuals that play key roles in the future of e-Health are doctors, patients and hospitals, while the whole system should be improved at three crucial levels: 1) organizational, 2) regulatory and 3) technological. Quality, access and efficiency are the general key issues for the success of e-Health and telemedicine implementation. The real technology is the human resource available into the organizations. For e-Health and telemedicine to grow, it will be necessary to investigate their long-term efficacy, cost effectiveness, possible improvement in quality of life and impact on public health burden.

  16. Organizational Culture and Safety

    Science.gov (United States)

    Adams, Catherine A.

    2003-01-01

    '..only a fool perseveres in error.' Cicero. Humans will break the most advanced technological devices and override safety and security systems if they are given the latitude. Within the workplace, the operator may be just one of several factors in causing accidents or making risky decisions. Other variables considered for their involvement in the negative and often catastrophic outcomes include the organizational context and culture. Many organizations have constructed and implemented safety programs to be assimilated into their culture to assure employee commitment and understanding of the importance of everyday safety. The purpose of this paper is to examine literature on organizational safety cultures and programs that attempt to combat vulnerability, risk taking behavior and decisions and identify the role of training in attempting to mitigate unsafe acts.

  17. Return-to-Work Within a Complex and Dynamic Organizational Work Disability System

    OpenAIRE

    Jetha, Arif; Pransky, Glenn; Fish, Jon; Hettinger, Lawrence J.

    2015-01-01

    Background Return-to-work (RTW) within a complex organizational system can be associated with suboptimal outcomes. Purpose To apply a sociotechnical systems perspective to investigate complexity in RTW; to utilize system dynamics modeling (SDM) to examine how feedback relationships between individual, psychosocial, and organizational factors make up the work disability system and influence RTW. Methods SDMs were developed within two companies. Thirty stakeholders including senior managers, an...

  18. Implementing New Ways of Working

    DEFF Research Database (Denmark)

    Granlien, Maren Sander; Hertzum, Morten

    2009-01-01

    Successful deployment of information technology (IT) involves implementation of new ways of working. Under-recognition of this organizational element of implementation entails considerable risk of not attaining the benefits that motivated deployment, yet knowledge of how to work systematically...... were devised and performed as part of the study, significantly lowered the number of records that violated the procedure. This positive effect was, however, not achieved until multiple interventions had been employed, and there is some indication that the effect may be wearing off after...... the interventions have ended. We discuss the implications of these results for efforts to work systematically with the organizational implementation of IT systems....

  19. Identifying the impacts of enterprise system implementation and use: Examples from Denmark

    DEFF Research Database (Denmark)

    Rikhardsson, Pall M.; Kræmmergaard, Pernille

    2006-01-01

    and management case writing. The main results show that the impact of ES implementation and use are seldom fully predictable by management. The ES can be seen as an organizational actor in its own right; to a large extent, it influences values, culture, behavior, processes and procedures of other actors...... in the organization. Given the complexity, size and organizational embeddedness, the ES implementation never ends and the ES becomes a significant variable in the future direction of the organization....

  20. An investigation on the role of organizational climate on organizational citizenship behavior

    Directory of Open Access Journals (Sweden)

    Mahsan Hajirasouliha

    2014-04-01

    Full Text Available This paper presents an empirical study to investigate the effect of organizational climate on organizational citizenship behavior in one of Iranian automakers. The proposed study uses a standard questionnaire for measuring organizational citizenship behavior, which is adopted from Podsakoff et al. (2000 [Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000. Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of management, 26(3, 513-563.]. The study also uses another questionnaire, which measures organizational climate, which is adopted from Arabacı (2010 [Arabacı, I. B. (2010. Academic and administration personnel's perceptions of organizational climate (Sample of Educational Faculty of Fırat University. Procedia-Social and Behavioral Sciences, 2(2, 4445-4450.] and both questionnaires are designed in Likert scale. Cronbach alphas for organizational citizenship behavior and organizational climate are measured as 0.78 and 0.84, respectively, which are above the acceptance level of 0.70. Therefore, we can confirm the validity of both questionnaires. The study is implemented among 200 experts in Iranian automaker, randomly and using Spearman correlation ratio as well as stepwise regression techniques, the study has detected a meaningful relationship between components of organizational climate and organizational citizenship behavior.

  1. Association between organizational climate and perceptions and use of an innovation in Swedish primary health care: a prospective study of an implementation.

    Science.gov (United States)

    Carlfjord, Siw; Festin, Karin

    2015-09-10

    There is a need for new knowledge regarding determinants of a successful implementation of new methods in health care. The role of a receptive context for change to support effective diffusion has been underlined, and could be studied by assessing the organizational climate. The aim of this study was to assess the association between organizational climate when a computer-based lifestyle intervention tool (CLT) was introduced in primary health care (PHC) and the implementation outcome in terms of how the tool was perceived and used after 2 years. The CLT was offered to 32 PHC units in Sweden, of which 22 units agreed to participate in the study. Before the introduction of the CLT, the creative climate at each participating unit was assessed. After 24 months, a follow-up questionnaire was distributed to the staff to assess how the CLT was perceived and how it was used. A question on the perceived need for the CLT was also included. The units were divided into three groups according to the creative climate: high, medium and low. The main finding was that the units identified as having a positive creative climate demonstrated more frequent use and more positive perceptions regarding the new tool than those with the least positive creative climate. More positive perceptions were seen at both individual and unit levels. According to the results from this study there is an association between organizational climate at baseline and implementation outcome after 2 years when a tool for lifestyle intervention is introduced in PHC in Sweden. Further studies are needed before measurement of organizational climate at baseline can be recommended in order to predict implementation outcome.

  2. Sociotechnical systems : towards an organizational learning approach

    NARCIS (Netherlands)

    Molleman, E; Broekhuis, M

    2001-01-01

    By means of three design principles (the sociotechnical criterion, the principle of minimal critical specification and the principle of joint optimization of the technical and social system), STS as a design theory is related to four organizational performance indicators (price, quality, flexibility

  3. [Hospital organizational analysis based on the Mintzberg model: the case of Sheikh Zayed Hospital, Rabat].

    Science.gov (United States)

    Makhloufi, Imane; Saadi, Janad; El Hiki, Lahcen; El Hassani, Amine

    2012-01-01

    The new system of hospital governance requires health institutions to develop new managerial, financial and social skills beyond their public service duties. As part of this new approach, the organizational modernization of hospitals involves introducing good management practices. However, managing the transition requires taking into account the specificities of existing organizational systems. Organizational systems are generally difficult to model and involve diverse and sometimes competing interests, concerns, habits, languages, cultures, tools and representations. This explains the high failure rate observed in hospital development projects at an organizational level. A number of organizational theories from a range of disciplines (sociology, biology, history, etc.) have examined the question of organization in hospitals. The many theories developed in this area are not incompatible. Rather, they form a set of useful tools for the analysis of organizational management. The purpose of this study was to conduct an organizational analysis of Sheikh Zayed Hospital (Rabat) based on the Mintzberg model as a prerequisite for the development and implementation of a restructuring plan.

  4. The personal health record paradox: health care professionals' perspectives and the information ecology of personal health record systems in organizational and clinical settings.

    Science.gov (United States)

    Nazi, Kim M

    2013-04-04

    Despite significant consumer interest and anticipated benefits, overall adoption of personal health records (PHRs) remains relatively low. Understanding the consumer perspective is necessary, but insufficient by itself. Consumer PHR use also has broad implications for health care professionals and organizational delivery systems; however, these have received less attention. An exclusive focus on the PHR as a tool for consumer empowerment does not adequately take into account the social and organizational context of health care delivery, and the reciprocal nature of patient engagement. The purpose of this study was to examine the experiences of physicians, nurses, and pharmacists at the Department of Veterans Affairs (VA) using an organizationally sponsored PHR to develop insights into the interaction of technology and processes of health care delivery. The conceptual framework for the study draws on an information ecology perspective, which recognizes that a vibrant dynamic exists among technologies, people, practices, and values, accounting for both the values and norms of the participants and the practices of the local setting. The study explores the experiences and perspectives of VA health care professionals related to patient use of the My HealtheVet PHR portal and secure messaging systems. In-depth interviews were conducted with 30 VA health care professionals engaged in providing direct patient care who self-reported that they had experiences with at least 1 of 4 PHR features. Interviews were transcribed, coded, and analyzed to identify inductive themes. Organizational documents and artifacts were reviewed and analyzed to trace the trajectory of secure messaging implementation as part of the VA Patient Aligned Care Team (PACT) model. Study findings revealed a variety of factors that have facilitated or inhibited PHR adoption, use, and endorsement of patient use by health care professionals. Health care professionals' accounts and analysis of organizational

  5. Organizational leadership perspectives in implementation of the One Health approach: A case of the Zoonotic Disease Unit and core One Health implementers in Kenya

    Directory of Open Access Journals (Sweden)

    Thomas Manyibe Nyariki

    2017-10-01

    Full Text Available Aim: This study examined organizational leadership as a cross-sectoral collaboration factor in the implementation of the One Health (OH approach using Kenya’s Zoonotic Disease Unit and its core OH implementers as an example. Materials and Method: The study used a mixed methods research design. A semi-structured questionnaire was administered to 71 respondents, and key informants were interviewed using an interview guide. All the seven key informants and 53 (74% of the respondents participated in the study. Data were checked for consistency, coded, entered into the Statistical Package for the Social Sciences, and analyzed using descriptive and correlational statistics. Interview data were transcribed and analyzed thematically. Results: From the analysis, 41/53 (77.2% of the respondents were senior personnel, 51/53 (85% of them had worked for 5 years and above in their organizations, and 38/53 (71.7% had at least a Master’s degree. The study established that although most leaders in the organizations had embraced the OH approach, they were not actively involved in its implementation due to constraints such as inadequate funding. There were moderate and statistically significant positive correlations between participation in leadership roles in implementing the OH approach and the level of awareness (Rs (51=0.54, p<0.001 as well as level of sensitization (Rs (51=0.52, p<0.001. Majority (86% of respondents acknowledged that top government leaders were not well sensitized about the OH approach. Conclusion: Organizational leadership plays an important role in the implementation of the OH approach. However, sensitization of leaders about the OH approach needs to be enhanced and expanded.

  6. Organizational Structure and Management in Romanian Health System

    OpenAIRE

    Boldureanu Daniel; Boldureanu Gabriela

    2010-01-01

    The health system in Romania in a continuous transformation from a centralized system (type Semashko) exists before 1989 year to one based on social health insurance (type Bismark). This paper examines the management and the organizational structure of the health system in Romania, and the relations between them in the context of the Health Reform Law.

  7. The Conceptual Mechanism for Viable Organizational Learning Based on Complex System Theory and the Viable System Model

    Science.gov (United States)

    Sung, Dia; You, Yeongmahn; Song, Ji Hoon

    2008-01-01

    The purpose of this research is to explore the possibility of viable learning organizations based on identifying viable organizational learning mechanisms. Two theoretical foundations, complex system theory and viable system theory, have been integrated to provide the rationale for building the sustainable organizational learning mechanism. The…

  8. Influence of the Implementation of Information Systems on Performance in Small and Mid-sized Enterprises: an Empirical Study in Colombia

    Directory of Open Access Journals (Sweden)

    Omar J. Solano Rodríguez

    2014-12-01

    Full Text Available The study of information systems is a relevant aspect in literature of the company's competitive factors. On the theoretical base of the literature, this work develops an implementation model of the information systems of small and mid-sized enterprises in Colombia. The model proposed seeks to analyze the impact exerted by the factors of implementing information systems on the dimensions of quality and the individual and organizational performance, determined by the performance of users of information systems. To develop this objective, an empirical study was carried out with information from 107 Colombian SMEs. The statistical contrast of the hypotheses proposed was carried out via multivariate linear regressions through ordinary least squares. The results obtained permit inferring that organizations that offer greater support in the implementation of the information system improve the quality of the system and the quality of the information service; additionally, in terms of costs and operational efficiency, favor the company's organizational performance. This work contributes to the literature on the measurement of the information system within the context of SMEs, permitting to identify processes of change in the way of measuring their effectiveness and their incidence in the performance variables

  9. Organizational Modes of Severe Wind-producing Convective Systems over North China

    Science.gov (United States)

    Yang, Xinlin; Sun, Jianhua

    2018-05-01

    Severe weather reports and composite radar reflectivity data from 2010-14 over North China were used to analyze the distribution of severe convective wind (SCW) events and their organizational modes of radar reflectivity. The six organizational modes for SCW events (and their proportions) were cluster cells (35.4%), squall lines (18.4%), nonlinear-shaped systems (17.8%), broken lines (11.6%), individual cells (1.2%), and bow echoes (0.5%). The peak month for both squall lines and broken lines was June, whereas it was July for the other four modes. The highest numbers of SCW events were over the mountains, which were generally associated with disorganized systems of cluster cells. In contrast, SCW associated with linear systems occurred mainly over the plains, where stations recorded an average of less than one SCW event per year. Regions with a high frequency of SCW associated with nonlinear-shaped systems also experienced many SCW events associated with squall lines. Values of convective available potential energy, precipitable water, 0-3-km shear, and 0-6-km shear, were demonstrably larger over the plains than over the mountains, which had an evident effect on the organizational modes of SCW events. Therefore, topography may be an important factor in the organizational modes for SCW events over North China.

  10. A Model to align the organizational culture to Lean

    Directory of Open Access Journals (Sweden)

    Mehrsa Taherimashhadi

    2018-04-01

    Full Text Available Purpose: Since the emergence of Lean Manufacturing many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Several aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this paper aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give some recommendations to manage people before implementing Lean. Design/methodology/approach: This research has been conducted based on literature review survey and semi-structured interviews. Research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the time period of 1996-2016. A set of key terms and their combinations were used including: Toyota Production system, Lean production, Lean manufacturing, Lean management, Transformation, Implementation, Barriers/ Impediments/Challenges/Difficulties, Human resources, Success factors, Organizational culture, and National culture. Findings: The proposed evaluation model is a guide for organizations to determine cultural misalignments between the corporate culture and the Lean culture before its implementation and gives some managerial recommendations to correct them. Originality/value: This study is the first attempt to integrate the national models   with Lean culture to provide an evaluation model and some recommendations to help the organization to align its culture to Lean culture before its implementation.

  11. Stepping out of the box: broadening the dialogue around the organizational implementation of cognitive behavioural psychotherapy.

    Science.gov (United States)

    Poole, J; Grant, A

    2005-08-01

    The dissemination and uptake of cognitive behavioural interventions is central to the evidence-based mental health agenda in Britain. However, some policy and related literature, in and of itself social constructed, tends to display discursive naïvety in assuming a rational basis for the dissemination and organizational integration of cognitive behavioural approaches. Rational constructions fail to acknowledge that the practice settings of key stakeholders in the process are likely to be socially constructed fields of multiple meanings. Within these, the importance of evidence-based interventions may be variously contested or reworked. To illustrate this, a case example from the first author will discuss the hypothetical introduction of a cognitive behavioural group for voice hearers in a forensic mental health unit. This will highlight contradictions and local organizational problems around the effective utilization of postgraduate cognitive behavioural knowledge and skills. A synthesis of social constructionist with organizational theory will be used to make better sense of these actual and anticipated difficulties. From this basis, specific ways in which nurses and supportive stakeholders could move the implementation of cognitive behavioural psychotherapy agenda forward within a postmodern leadership context will be proposed.

  12. ORGANIZATIONAL PERFORMANCE AND LEARNING FROM THE PERSPECTIVE OF AN OPEN SYSTEM

    Directory of Open Access Journals (Sweden)

    José G. VARGAS-HERNÁNDEZ

    2018-05-01

    Full Text Available A learning organization must be constituted in a dynamic environment of constant changes, prepared to engage and interact in systemic and systematic way with the context in which it operates. The present work intends to analyze the importance of organizational learning and their contribution to the performance of an organization from the perspective of the Organization as an open changing system, as well as emphasize its direct link with organizational theory.

  13. Systems Engineering Design Via Experimental Operation Research: Complex Organizational Metric for Programmatic Risk Environments (COMPRE)

    Science.gov (United States)

    Mog, Robert A.

    1999-01-01

    Unique and innovative graph theory, neural network, organizational modeling, and genetic algorithms are applied to the design and evolution of programmatic and organizational architectures. Graph theory representations of programs and organizations increase modeling capabilities and flexibility, while illuminating preferable programmatic/organizational design features. Treating programs and organizations as neural networks results in better system synthesis, and more robust data modeling. Organizational modeling using covariance structures enhances the determination of organizational risk factors. Genetic algorithms improve programmatic evolution characteristics, while shedding light on rulebase requirements for achieving specified technological readiness levels, given budget and schedule resources. This program of research improves the robustness and verifiability of systems synthesis tools, including the Complex Organizational Metric for Programmatic Risk Environments (COMPRE).

  14. Key factors in the successful implementation of enterprise resource planning system

    Directory of Open Access Journals (Sweden)

    Farajollah Rahnavard

    2014-04-01

    Full Text Available Enterprise Resource Planning Systems (ERP are considered as the newest and most effective tools of enterprise resource planning and include an interconnected information, management and engineering system that meets all the needs of an organization. ERP implementation is costly and time-consuming and makes fundamental change in the process, if not implemented correctly it will cause challenges in most parts of the organization and will certainly fail. Therefore, the identification of key success factors in implementing ERP helps organizations avoid the loss of the project. This research aims to identify key success factors for ERP by examining 185 managers, professionals, experts of the Information and Communication Technology Institute associated with the Ministry of Communications and Information Technology of Iran. A questionnaire was used to collect data. Findings from exploratory factor analysis indicate that five factors: 1 user friendliness, flexible and consistency 2 establishment of project management; 3 alignment with user needs; 4 Management of organizational changes, and 5 observing the principles of successful implementation of ERP affect the institute and the corresponding suggestions are proposed consistent with these findings.

  15. Agent-based inter-organizational systems in advanced logistics operations

    NARCIS (Netherlands)

    M. Wasesa (Meditya)

    2017-01-01

    textabstract“Agent-based Inter-organizational Systems (ABIOS) in Advanced Logistics Operations” explores the concepts, the design, and the role and impact of agent-based systems to improve coordination and performance of logistics operations. The dissertation consists of one conceptual study and

  16. DESIGNING AN INTEGRATED OPEN INNOVATION SYSTEM: TOWARDS ORGANIZATIONAL WHOLENESS

    DEFF Research Database (Denmark)

    Baka, Vasiliki

    2014-01-01

    sociotechnical arrangement within the paradigm of open innovation. We explore how effectively technological platforms address emergent collaboration and innovation practices within and across organizations and to which extent existing technologies act as strategic catalysts of open innovation. We argue...... that in embracing wholeness and in treating technologies as inseparable constitutive parts of organizational architecture, we foster organizational and institutional collaboration and encourage innovative practices. The focus of the paper is on how the design of sociotechnical systems as wholes, that is systems...... that are concurrently acting as corporate websites, internal collaboration spaces, extranets and social media aggregators, actively promotes open innovation in practice. We close with a presentation of six cases that are illustrative of how such a system could be applicable within the open innovation paradigm, namely...

  17. Social challenges when implementing information systems in everyday work in a nursing context.

    Science.gov (United States)

    Nilsson, Lina; Eriksén, Sara; Borg, Christel

    2014-09-01

    Implementation of information systems in healthcare has become a lengthy process where healthcare staff (eg, nurses) are expected to put information into systems without getting the overall picture of the potential usefulness for their own work. The aim of this study was to explore social challenges when implementing information systems in everyday work in a nursing context. Moreover, this study aimed at putting perceived social challenges in a theoretical framework to address them more constructively when implementing information systems in healthcare. Influenced by institutional ethnography, the findings are based on interviews, observations, and written reflections. Power (changing the existing hierarchy, alienation), professional identity (calling on hold, expert becomes novice, changed routines), and encounter (ignorant introductions, preconceived notions) were categories (subcategories) presented in the findings. Social Cognitive Theory, Diffusion of Innovations, organizational culture, and dramaturgical analysis are proposed to set up a theoretical framework. If social challenges are not considered and addressed in the implementation process, it will be affected by nurses' solidarity to existing power structures and their own professional identity. Thus, implementation of information systems affects more aspects in the organization than might have been intended. These aspects need to be taken in to account in the implementation process.

  18. Interpreting an ERP implementation from a stakeholder perspective

    NARCIS (Netherlands)

    Boonstra, A.

    2005-01-01

    ERP systems are software packages that enable the integration of transactions oriented data and business processes throughout an organization. ERP implementation can be viewed as an organizational change process: many problems related to ERP implementation are related to a misfit of the system with

  19. Facilitating Organizational Learning in the Russian Business Context

    Science.gov (United States)

    Molodchik, Mariia; Jardon, Carlos

    2015-01-01

    Purpose: The paper aims to identify particular traits of the Russian context which condition two key enablers of organizational learning--organizational culture and transformational leadership. Design/methodology/approach: Drawing on a literature review, the study determines management challenges by implementation of organizational learning in the…

  20. Organizational System for the LEGO WeDo 2.0 Robotics System

    Science.gov (United States)

    Dolecheck, Suzann Hagan; Ewers, Timothy

    2017-01-01

    In this article, we explain an organizational system for the new LEGO Education WeDo 2.0 Core Set used in 4-H robotics; in school enrichment, afterschool, and other youth robotics programs; and by hobbyists. The system presented is for organizing WeDo parts into a translucent parts tray that includes part names and numbers. The article provides…

  1. 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…

  2. ORGANIZATIONAL CULTURE AND LEADERSHIP STYLE: KEY FACTORS IN THE ORGANIZATIONAL ADAPTATION PROCESS

    Directory of Open Access Journals (Sweden)

    Ivona Vrdoljak Raguž

    2017-01-01

    Full Text Available This paper intends to theorize about how the specific leadership style affects the organizational adaptation in terms of its external environment through fostering the desired organizational culture. Adaptation success, the dimensions of organizational culture and the executive leadership role in fostering the desired corporate culture conducive to the organizational adaptation process are discussed in this paper. The objective of this paper is to highlight the top executive managers’ crucial role and their leadership style in creating such an internal climate within an organization that, in turn, encourages and strengthens the implementation of changes and adaptation to its environment. The limitations of this paper lie in the consideration that this subject matter is discussed only at a theoretical level and that its validity should be proved through practical application.

  3. Examining Technology, Structure and Identity During an Enterprise System Implementation

    Energy Technology Data Exchange (ETDEWEB)

    Alvarez, Rosio

    2008-11-12

    This paper presents a longitudinal study of an Enterprise System (ES) implementation by critically examining the discursive context in which an ES implementation unfolds. The findings show that users strongly supported the ES in the earlier stage of implementation when the technology was an imaginary phenomenon. However, in later stages, when the technology is in use, user support was not consistent. In this phase the ES produces loss of control and an inability to function as an arbiter of fairness (in allocating resources associated with the system) thereby directly challenging existing professional identities and roles. These outcomes, in turn, generate acts of resistance on the part of workers. Users reach inside the technology and reshape it by devising creative workarounds that produce a sense of reskilling to counter the deskilling produced by the loss of control and power. The analysis also shows that an ES is a complex social phenomenon that is intricately linked to and complicit in shaping organizational structure and identity. In particular this study shows how technology, structure, and identity are in a mutually constitutive relationship.

  4. 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.

  5. Barriers to implementation of a computerized decision support system for depression: an observational report on lessons learned in "real world" clinical settings

    Directory of Open Access Journals (Sweden)

    Sunderajan Prabha

    2009-01-01

    Full Text Available Abstract Background Despite wide promotion, clinical practice guidelines have had limited effect in changing physician behavior. Effective implementation strategies to date have included: multifaceted interventions involving audit and feedback, local consensus processes, marketing; reminder systems, either manual or computerized; and interactive educational meetings. In addition, there is now growing evidence that contextual factors affecting implementation must be addressed such as organizational support (leadership procedures and resources for the change and strategies to implement and maintain new systems. Methods To examine the feasibility and effectiveness of implementation of a computerized decision support system for depression (CDSS-D in routine public mental health care in Texas, fifteen study clinicians (thirteen physicians and two advanced nurse practitioners participated across five sites, accruing over 300 outpatient visits on 168 patients. Results Issues regarding computer literacy and hardware/software requirements were identified as initial barriers. Clinicians also reported concerns about negative impact on workflow and the potential need for duplication during the transition from paper to electronic systems of medical record keeping. Conclusion The following narrative report based on observations obtained during the initial testing and use of a CDSS-D in clinical settings further emphasizes the importance of taking into account organizational factors when planning implementation of evidence-based guidelines or decision support within a system.

  6. Influence of the Implementation of Information Systems on Performance in Small and Mid-sized Enterprises: an Empirical Study in Colombia

    OpenAIRE

    Solano Rodríguez, Omar J.; García Pérez De Lema, Domingo; Bernal García, Juan J.

    2014-01-01

    The study of information systems is a relevant aspect in literature of the company's competitive factors. On the theoretical base of the literature, this work develops an implementation model of the information systems of small and mid-sized enterprises in Colombia. The model proposed seeks to analyze the impact exerted by the factors of implementing information systems on the dimensions of quality and the individual and organizational performance, determined by the performance of users of in...

  7. Using Organizational Systems Theory to Improve Defense Acquisition and Warfighter Requirements

    National Research Council Canada - National Science Library

    Alexander, Michael J

    2007-01-01

    .... Hence, this MBA study employed a systems approach to more credibly pinpoint improvement areas in the Defense Acquisition System through the use of systems theory and an organizational systems model...

  8. Moving Towards Culturally Competent Health Systems: Organizational and Market Factors

    Science.gov (United States)

    Weech-Maldonado, Robert; Elliott, Marc; Pradhan, Rohit; Schiller, Cameron; Dreachslin, Janice; Hays, Ron D.

    2012-01-01

    Cultural competency has been proposed as an organizational strategy to address racial/ethnic disparities in the health care system; disparities are a long-standing policy challenge whose relevance is only increasing with the increasing population diversity of the US and across the world. Using an integrative conceptual framework based on the resource dependency and institutional theories, we examine the relationship between organizational and market factors and hospitals’ degree of cultural competency. Our sample consists of 119 hospitals located in the state of California (US) and is constructed using the following datasets for the year 2006: Cultural Competency Assessment Tool of Hospitals (CCATH) Survey, California’s Office of Statewide Health Planning & Development’s Hospital Inpatient Discharges and Annual Hospital Financial Data, American Hospital Association’s Annual Survey, and the Area Resource File. The dependent variable consists of the degree of hospital cultural competency, as assessed by the CCATH overall score. Organizational variables include ownership status, teaching hospital, payer mix, size, system membership, financial performance, and the proportion of inpatient racial/ethnic minorities. Market characteristics included hospital competition, the proportion of racial/ethnic minorities in the area, metropolitan area, and per capita income. Regression analyses were conducted to assess the relationship between the CCATH overall score and organizational and market variables. Our results show that hospitals which are not-for-profit, serve a more diverse inpatient population, and are located in more competitive and affluent markets exhibit a higher degree of cultural competency. Our results underscore the importance of both institutional and competitive market pressures in guiding hospital behavior. For instance, while not-for-profit may adopt innovative/progressive policies like cultural competency simply as a function of their organizational

  9. Moving towards culturally competent health systems: organizational and market factors.

    Science.gov (United States)

    Weech-Maldonado, Robert; Elliott, Marc N; Pradhan, Rohit; Schiller, Cameron; Dreachslin, Janice; Hays, Ron D

    2012-09-01

    Cultural competency has been proposed as an organizational strategy to address racial/ethnic disparities in the healthcare system; disparities are a long-standing policy challenge whose relevance is only increasing with the increasing population diversity of the US and across the world. Using an integrative conceptual framework based on the resource dependency and institutional theories, we examine the relationship between organizational and market factors and hospitals' degree of cultural competency. Our sample consists of 119 hospitals located in the state of California (US) and is constructed using the following datasets for the year 2006: Cultural Competency Assessment Tool of Hospitals (CCATH) Survey, California's Office of Statewide Health Planning & Development's Hospital Inpatient Discharges and Annual Hospital Financial Data, American Hospital Association's Annual Survey, and the Area Resource File. The dependent variable consists of the degree of hospital cultural competency, as assessed by the CCATH overall score. Organizational variables include ownership status, teaching hospital, payer mix, size, system membership, financial performance, and the proportion of inpatient racial/ethnic minorities. Market characteristics included hospital competition, the proportion of racial/ethnic minorities in the area, metropolitan area, and per capita income. Regression analyses were conducted to assess the relationship between the CCATH overall score and organizational and market variables. Our results show that hospitals which are not-for-profit, serve a more diverse inpatient population, and are located in more competitive and affluent markets exhibit a higher degree of cultural competency. Our results underscore the importance of both institutional and competitive market pressures in guiding hospital behavior. For instance, while not-for-profit may adopt innovative/progressive policies like cultural competency simply as a function of their organizational goals

  10. The Affordable Care Act: the ethical call to transform the organizational culture.

    Science.gov (United States)

    Piper, Llewellyn E

    2014-01-01

    The Patient Protection and Affordable Care Act will require health care leaders and managers to develop strategies and implement organizational tactics for their organization to survive and thrive under the federal mandates of this new health care law. Successful health care organizations and health care systems will be defined by their adaptability in the new value-based marketplace created by the Affordable Care Act. The most critical underlining challenge for this success will be the effective transformation of the organizational culture. Transformational value-based leadership is now needed to answer the ethical call for transforming the organizational culture. This article provides a model and recommendations to influence change in the most difficult leadership duty-transforming the organizational culture.

  11. Successful Models of Implementation of e-HRM Systems in the Private Sector in Romania

    Directory of Open Access Journals (Sweden)

    Aurel TOTOLICI

    2013-12-01

    Full Text Available The essential condition for attaining excellence in the informatized administration of the Human Resources Management (HRM activities is the development and implementation of high-performance e-HRM systems. For this reason, any organization, regardless of her nature and dimensions, needs to make use of the implementation of an e-HRM IT system adapted to its specific needs, because the performances of the HR activities largely depend on the correlation of the software tools with the employees’ abilities. The identification of the benefits of the e-HRM systems and the impact of these systems on the managerial and, implicitly, organizational performances have become highly interesting subjects, both among the theorists and among the practitioners worldwide. In order to detail the effects and the benefits of the implementation of the e-HRM system, we considered it useful to present a case study focused on a private firm of Romania: Arcelor Mittal Company of Galaţi, namely a Steel Mill.

  12. Are general and strategic measures of organizational context and leadership associated with knowledge and attitudes toward evidence-based practices in public behavioral health settings? A cross-sectional observational study.

    Science.gov (United States)

    Powell, Byron J; Mandell, David S; Hadley, Trevor R; Rubin, Ronnie M; Evans, Arthur C; Hurford, Matthew O; Beidas, Rinad S

    2017-05-12

    Examining the role of modifiable barriers and facilitators is a necessary step toward developing effective implementation strategies. This study examines whether both general (organizational culture, organizational climate, and transformational leadership) and strategic (implementation climate and implementation leadership) organizational-level factors predict therapist-level determinants of implementation (knowledge of and attitudes toward evidence-based practices). Within the context of a system-wide effort to increase the use of evidence-based practices (EBPs) and recovery-oriented care, we conducted an observational, cross-sectional study of 19 child-serving agencies in the City of Philadelphia, including 23 sites, 130 therapists, 36 supervisors, and 22 executive administrators. Organizational variables included characteristics such as EBP initiative participation, program size, and proportion of independent contractor therapists; general factors such as organizational culture and climate (Organizational Social Context Measurement System) and transformational leadership (Multifactor Leadership Questionnaire); and strategic factors such as implementation climate (Implementation Climate Scale) and implementation leadership (Implementation Leadership Scale). Therapist-level variables included demographics, attitudes toward EBPs (Evidence-Based Practice Attitudes Scale), and knowledge of EBPs (Knowledge of Evidence-Based Services Questionnaire). We used linear mixed-effects regression models to estimate the associations between the predictor (organizational characteristics, general and strategic factors) and dependent (knowledge of and attitudes toward EBPs) variables. Several variables were associated with therapists' knowledge of EBPs. Clinicians in organizations with more proficient cultures or higher levels of transformational leadership (idealized influence) had greater knowledge of EBPs; conversely, clinicians in organizations with more resistant cultures

  13. Organizational Downsizing and Innovation

    OpenAIRE

    Richtnér, Anders; Åhlström, Pär

    2006-01-01

    Companies implementing a downsizing strategy aiming at increasing cost efficiency and operational effectiveness may face the fact that their innovative ability is hampered. In this paper, we develop a model of the mechanisms through which organizational downsizing affects innovation. We use existing theory to develop propositions regarding the details of how and why organizational downsizing affects innovation. Our model contains three components: a) the organization’s stock of knowledge, b) ...

  14. [The development of an organizational socialization process model for new nurses using a system dynamics approach].

    Science.gov (United States)

    Choi, Soon-Ook

    2005-04-01

    The purpose of this study was to examine the problems and relevant variables for effective Organizational Socialization of new nurses, to produce a causal map, to build up a simulation model and to test its validity. The basic data was collected from Sep. 2002 to July 2003. The Organizational Socialization process of new nurses was analyzed through a model simulation. The VENSIM 5.0b DSS program was used to develop the study model. This Model shows interrelation of these result variables: organizational commitment, job satisfaction, job performance, intention of leaving the work setting, decision making ability, and general results of Organizational Socialization. The model's factors are characteristic of organization and individual values, task-related knowledge and skills, and emotion and communication that affects new nurses' socialization process. These elements go through processes of anticipatory socialization, encounter, change and acquisition. The Model was devised to induce effective Organizational Socialization results within 24 months of its implementation. The basic model is the most efficient and will also contribute to the development of knowledge in the body of nursing. This study will provide proper direction for new Nurse's Organizational Socialization. Therefore, developing an Organizational Socialization Process Model is meaningful in a sense that it could provide a framework that could create effective Organizational Socialization for new nurses.

  15. Organizational Information Systems: Determinants of Their Performance and Behavior

    OpenAIRE

    George Huber

    1982-01-01

    This paper is concerned with organizational information systems. Examples of such systems include intelligence systems, communications systems, management information systems, decision support systems, and administrative control systems. Systems such as these are critical to an organization's functioning; indeed to its survival. The paper is intended to be of use to three types of professionals: those who study organizations; those who design information systems; and those who manage. This fa...

  16. Organizational readiness in specialty mental health care.

    Science.gov (United States)

    Hamilton, Alison B; Cohen, Amy N; Young, Alexander S

    2010-01-01

    Implementing quality improvement efforts in clinics is challenging. Assessment of organizational "readiness" for change can set the stage for implementation by providing information regarding existing strengths and deficiencies, thereby increasing the chance of a successful improvement effort. This paper discusses organizational assessment in specialty mental health, in preparation for improving care for individuals with schizophrenia. To assess organizational readiness for change in specialty mental health in order to facilitate locally tailored implementation strategies. EQUIP-2 is a site-level controlled trial at nine VA medical centers (four intervention, five control). Providers at all sites completed an organizational readiness for change (ORC) measure, and key stakeholders at the intervention sites completed a semi-structured interview at baseline. At the four intervention sites, 16 administrators and 43 clinical staff completed the ORC, and 38 key stakeholders were interviewed. The readiness domains of training needs, communication, and change were the domains with lower mean scores (i.e., potential deficiencies) ranging from a low of 23.8 to a high of 36.2 on a scale of 10-50, while staff attributes of growth and adaptability had higher mean scores (i.e., potential strengths) ranging from a low of 35.4 to a high of 41.1. Semi-structured interviews revealed that staff perceptions and experiences of change and decision-making are affected by larger structural factors such as change mandates from VA headquarters. Motivation for change, organizational climate, staff perceptions and beliefs, and prior experience with change efforts contribute to readiness for change in specialty mental health. Sites with less readiness for change may require more flexibility in the implementation of a quality improvement intervention. We suggest that uptake of evidence-based practices can be enhanced by tailoring implementation efforts to the strengths and deficiencies of the

  17. The Power of a Question: A Case Study of Two Organizational Knowledge Capture Systems

    Science.gov (United States)

    Cooper, Lynn P.

    2003-01-01

    This document represents a presentation regarding organizational knowledge capture systems which was delivered at the HICSS-36 conference held from January 6-9, 2003. An exploratory case study of two knowledge resources is offered. Then, two organizational knowledge capture systems are briefly described: knowledge transfer from practitioner and the use of questions to represent knowledge. Finally, the creation of a database of peer review questions is suggested as a method of promoting organizational discussions and knowledge representation and exchange.

  18. 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.

  19. Organizational roles and the work and organizational engagement

    Directory of Open Access Journals (Sweden)

    Borkowska Anna

    2017-06-01

    Full Text Available Purpose - The article aims to attempt to define the work and organization engagement of the employees of one of the exclusive hotel spa in Poland. The present paper proposes that organizational roles taken by employees differentiate symptoms of their engagement. The research aims to test the hypothesis and to show the differences at the level of concepts and behaviors. Design/methodology/approach - The following study is an attempt to define the work and organizational engagement of employees of one of the exclusive SPA (sanus per aquam hotels in Poland. The study was conducted using qualitative methods in the form of individual interviews and a group interview. The study described is part of a bigger project implemented in a Hotel. One department within the hotel, the kitchen of the main restaurant, was chosen for analysis. As such, opinions of two managers of various ranks (the Chef and the Deputy Manager of the Hotel and seven persons from the aforementioned department are presented in this paper. Findings - Data analysis allowed us to conclude that organizational roles performed by employees may, in an influential way, shape the level and mental representation of the work and organizational engagement. Our results show that the higher position an employee has in the organizational hierarchy, the better is his/her understanding and the bigger is level of engagement both in work and in the organisation. What’s more, higher organizational role is conducive to mixing these two perspectives, and the lower role makes them clearly separated.

  20. Organizational human factors as barriers to energy efficiency in electrical motors systems in industry

    International Nuclear Information System (INIS)

    Sola, Antonio Vanderley Herrero; Augusto de Paula, Xavier Antonio

    2007-01-01

    This paper presents a study accomplished in the State of Parana in Southern Brazil, aiming at verifying the correlation between organizational human factors (OHF) and the level of energy losses in organizations. The purpose is to subsidize the formularization of institutional policies in organizations to improve the energy efficiency in the productive sector. The research was carried out in ten industries of the following sectors: pulp and paper; food; wood and chemical products. The losses of electric energy were determined in motor systems with the aid of a mathematical model and the evaluation of 27 OHF identified in the literature review was made with the supervisors in the industries by means of a structurized questionnaire. Seven OHF had presented significant correlation with energy losses and six of them are inversely proportional to the losses, in accordance with linear regression analysis. The inversely proportional factors to the losses also with significant correlation are considered determinative OHF and constitute barriers for energy efficiency in organizations. These barriers are linked with the following organizational areas: management system; education of employees; strategical vision. The study recommends the implementation of the determinative OHF in organizations as a way to transpose the human barriers for energy efficiency

  1. Barriers in the Implementation of Health Information Systems: A Scoping Review

    Directory of Open Access Journals (Sweden)

    Florin STAMATIAN

    2013-12-01

    Full Text Available Context. A well-developed health information system which is implemented according to present standards allows a healthcare quality increase. Our study aims at providing an overview of the barriers which were encountered in the process of implementing the health information systems by reviewing the literature connected to Europe and the United States of America. Methodology. We searched within five databases (Cochrane Library, Google Scholar, PubMed, ScienceDirect and Scopus for the exact phrase ‘implementation health information system’ along with the name of each European country/USA state. Relevance was then tested by scanning titles and abstracts. The third and final step involved assessing all the articles in order to set their relevance and a data extraction tool was created, containing the name of the state/country that the article reports data on, the article citation and the challenges identified. Results. The barriers identified were classified in four major categories: technical, organizational, behavioral/human and financial. Seemingly, Europe (41 articles and USA (20 articles are facing the same issues in the implementation of a health information system. No major difference between EU and non-EU countries was found after our analysis with regards to the identified barriers. Discussion. Even if recommendations and solutions are continuously being developed in order to solve these barriers, the implementation of a new health information system must be very detailed in order to face all these problems. Additionally, further research is required in order to evaluate their impact on the successful implementation of a health information system.

  2. Organizational structure for addressing the attributes of the ideal healthcare delivery system.

    Science.gov (United States)

    Cowen, Mark; Halasyamani, Lakshmi K; McMurtrie, Daniel; Hoffman, Denise; Polley, Theodore; Alexander, Jeffrey A

    2008-01-01

    The Institute of Medicine's (IOM) report Crossing the Quality Chasm described the aims, characteristics, and components of the ideal healthcare system but did not provide the templates of organizational structures needed to achieve this vision. In this article, we review three principles of effective organizations to inform the design of a facilitative clinical care structure: a focus on the patient and caregiving team, the use of information, and connectivity with executive and operational leadership. These concepts can be realized in an organizational chart that is inverted to place patients and their care providers on top, flat with few degrees of separation between patients and executive leadership, and webbed to reflect connections to the professional and ancillary departments. An example of a recently implemented clinical care infrastructure follows this discussion. This model divides the patient population into nonexclusive subgroups, each with an interdisciplinary collaborative practice team that oversees and advocates the subgroup's clinical care activities. The organization's interdisciplinary practice council, in conjunction with its physician and nursing practice councils, backs these teams, providing a second layer of support. The council layer is connected to the health system board through the clinical oversight group, whose core membership consists of council chairs, the chief executive officer, and the chief medical and nursing officers. Clinical information for planning and evaluation is available at all levels. This model provides a framework for identifying the individuals and processes necessary to achieve IOM's vision.

  3. Knowledge management and safety compliance in a high-risk distributed organizational system.

    Science.gov (United States)

    Gressgård, Leif Jarle

    2014-06-01

    In a safety perspective, efficient knowledge management is important for learning purposes and thus to prevent errors from occurring repeatedly. The relationship between knowledge exchange among employees and safety behavior may be of particular importance in distributed organizational systems where similar high-risk activities take place at several locations. This study develops and tests hypotheses concerning the relationship between knowledge exchange systems usage, knowledge exchange in the organizational system, and safety compliance. The operational context of the study is petroleum drilling and well operations involving distributed high-risk activities. The hypotheses are tested by use of survey data collected from a large petroleum operator company and eight of its main contractors. The results show that safety compliance is influenced by use of knowledge exchange systems and degree of knowledge exchange in the organizational system, both within and between units. System usage is the most important predictor, and safety compliance seems to be more strongly related to knowledge exchange within units than knowledge exchange between units. Overall, the study shows that knowledge management is central for safety behavior.

  4. The organizational context of error tolerant interface systems

    International Nuclear Information System (INIS)

    Sepanloo, K.; Meshkati, N.; Kozuh, M.

    1995-01-01

    Human error has been recognized as the main contributor to the occurrence of incidents in large technological systems such as nuclear power plants. Recent researches have concluded that human errors are unavoidable side effects of exploration of acceptable performance during adaptation to the unknown changes in the environment. To assist the operators in coping with unforeseen situations, the innovative error tolerant interface systems have been proposed to provide the operators with opportunities to make hypothetical tests without having to carry them out directly on the plant in potentially irreversible conditions. On the other hand, the degree of success of introduction of any new system into a tightly-coupled complex socio-technological system is known to be a great deal dependent upon the degree of harmony of that system with the organization s framework and attitudes. Error tolerant interface systems with features of simplicity, transparency, error detectability and recoverability provide a forgiving cognition environment where the effects of errors are observable and recoverable. The nature of these systems are likely to be more consistent with flexible and rather plain organizational structures, in which static and punitive concepts of human error are modified on the favour of dynamic and adaptive approaches. In this paper the features of error tolerant interface systems are explained and their consistent organizational structures are explored. (author)

  5. The organizational context of error tolerant interface systems

    Energy Technology Data Exchange (ETDEWEB)

    Sepanloo, K [Nuclear Safety Department, Tehran (Iran, Islamic Republic of); Meshkati, N [Institute of Safety and Systems Management, Los Angeles (United States); Kozuh, M [Josef Stefan Institute, Ljubljana (Slovenia)

    1996-12-31

    Human error has been recognized as the main contributor to the occurrence of incidents in large technological systems such as nuclear power plants. Recent researches have concluded that human errors are unavoidable side effects of exploration of acceptable performance during adaptation to the unknown changes in the environment. To assist the operators in coping with unforeseen situations, the innovative error tolerant interface systems have been proposed to provide the operators with opportunities to make hypothetical tests without having to carry them out directly on the plant in potentially irreversible conditions. On the other hand, the degree of success of introduction of any new system into a tightly-coupled complex socio-technological system is known to be a great deal dependent upon the degree of harmony of that system with the organization s framework and attitudes. Error tolerant interface systems with features of simplicity, transparency, error detectability and recoverability provide a forgiving cognition environment where the effects of errors are observable and recoverable. The nature of these systems are likely to be more consistent with flexible and rather plain organizational structures, in which static and punitive concepts of human error are modified on the favour of dynamic and adaptive approaches. In this paper the features of error tolerant interface systems are explained and their consistent organizational structures are explored. (author) 11 refs.

  6. Studying the Relationship between Organizational Innovation and System thought in Service Organization

    OpenAIRE

    Ali Margir; Nahid Tereh Eiduzehi; Zakaria Surizehi; Naser Kamaly Pur

    2014-01-01

    In this research, we study the relationship and effect of organizational innovation and its dimensions on system thought and the relationship between these two variables have been evaluated in better adaption process of service organizations with the environment and society. To collect data after defining validity and reliability, organizational innovation questionnaire of choopani & et al (2012) and system thought have been used the case statistical society includes all employees of water an...

  7. Two important general organizational factors: The organizational design of the safety work and the organization autocorrective system. The Italian way to improve them through criteria for the safety organizational rules

    International Nuclear Information System (INIS)

    Moramarco, C.

    1997-01-01

    A complex reality, such as a nuclear power plant, requires the maximum order in the methods of operation. A state of ''organizational confusion'' is the frequent root cause of many errors. An initial situation of organizational confusion, about one or more human allocated functions, generates further malfunctions or lacks and, what is worse, tolerates them because it makes them less visible. Order in the operators society can be improved by improving the quality of the safety organizational design and can be maintained with an effective autocorrective system. (author). 16 refs

  8. 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...

  9. Organizational culture modeling

    OpenAIRE

    Valentina Mihaela GHINEA; Constantin BRĂTIANU

    2012-01-01

    The purpose of this paper is to present a conceptual analysis of organizational culture modeling in the framework of system dynamics. Tom Peters and Robert Waterman demonstrated through their seminal research that organizational culture constitutes one of the most important key success factors in any company trying to achieve excellence in its business. Organizational culture is a strong nonlinear integrator of the organizational intellectual capital acting especially on the emotional knowled...

  10. 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…

  11. Faculty development and organizational systems behavior.

    Science.gov (United States)

    Henley, C E; Magelssen, D

    1990-06-01

    Faculty development is that process that fosters improvement in faculty members' skills in teaching and research and promotes their career advancement. This study investigated the association between organizational behavior in military medical centers and the faculty development of its medical corps officers assigned to teaching positions. Such organizational behaviors as defining tasks clearly and resolving conflicts satisfactorily correlated well with the faculty members' overall satisfaction and other parameters of good faculty development. The results suggest that a strong relationship exists between the organizational behavior of an institution and the sense of identity, productivity, and continued career growth of its individual faculty members.

  12. Integrated management system: expedience and organizational aspects

    Directory of Open Access Journals (Sweden)

    Trunova Ekaterina Viktorovna

    2011-06-01

    Full Text Available The correctly lined up management system is an important element of intellectual capital of company and promotes growth of its market value. In the article grounded, that realization of strategy is impossible without intercommunication of strategic management and business-process management. Such organizational aspects of administrative activity, as role conception of management, strategic office and process office, are observed.

  13. Electronic Performance Monitoring: An Organizational Justice and Concertive Control Perspective.

    Science.gov (United States)

    Alder, G. Stoney; Tompkins, Phillip K.

    1997-01-01

    Applies theories of organizational justice/concertive control to account for contradictions inherent in electronic monitoring of workers by organizations. Argues that results are usually positive when workers are involved in the design and implementation of monitoring systems, and monitoring is restricted to performance-related activities with…

  14. [An experience with implementation of electronic medical records in Peru].

    Science.gov (United States)

    Revoredo Iparraguirre, José Francisco; Cavalcanti Oscátegui, Jessica

    2014-01-01

    Analyze the process for implementation of health provider information systems in Peru. A qualitative study was conducted on implementation of a health provider information system in coastal, mountain, and jungle regions of Peru. Factors were identified that hinder and that facilitate the implementation process. Critical success factors included planning of implementation, executive commitment, commitment of the implementation leader, organizational culture, and human resources capacity. Implementation processes for provider information systems demonstrate various difficulties associated primarily with human barriers.

  15. Perspective on Human and Organizational Factors (HOF) - Attempt of a Systemic Approach

    International Nuclear Information System (INIS)

    Meynen, F.

    2016-01-01

    The presentation will raise questions concerning current conceptions and practices related to human and organizational factors and will focus on the need of a more systemic view and approaches in the nuclear industry. In practice, attention is often focused unilaterally on technical aspects, neglecting the interactions and interfaces between the organization, the people and the technology. The work in the different areas takes place with different approaches, based on different technical backgrounds but also on different cultures of the country, the company, the plant, etc. Also within the concept of defence-in-depth the attention normally lies on the technical safety levels, although similar provisions exist in the organizational field. While the technical systems are always evolving and their reliability increases, the question of their implications for the organizations and the people who work with these systems is not always analysed in depth. Also, it should not be focused only on the staff in the control room. Attention must be directed also to the support organizations (maintenance, analysis, monitoring, etc.) and to the manufacturer, which play a significant and sometimes underestimated role in the overall system as well. Further, there is a tendency to reduce the complexity by looking at individual aspects such as “safety culture”, “resilience”, “management systems”, “training”, “organizational structure”, etc., often without going beyond into a systemic approach. This requires the involvement of all different disciplines. Hence, dealing with the issue of HOF also means creating a basis to understand the complexity of the interactions between human, organizational and technical aspects. For this a very good knowledge and solid experience in these different fields are required. The presentation will give some examples from other industries and the three major nuclear accidents of Three Mile Island, Chernobyl and Fukushima as an

  16. Organizational Silence, from Roots to Solutions: A Case Study in Iran Petroleum Industry

    Directory of Open Access Journals (Sweden)

    Mehdi Afkhami Ardakani

    2015-05-01

    Full Text Available Organizational silence is defined as the lack of effective interactions among staff and it stands opposite to the concept of organizational voice. In the present research, the purpose is to measure the silence behavior among the Research Institute of Petroleum Industry (RIPI staff before and after the implementation of a comprehensive suggestion system. A suggestion system is an internal structure easily accessed by all the staff to state their suggestions in a pre-structured format. The roots of silence behavior are studied based on a deep literature review to find out possible solutions to improve organizational voice. To conduct the research, a self-structured questionnaire has been developed and distributed among all the staff. A quasi-experimental methodology has been adopted to compare pretest and post-test results of silence status before and after implementing the suggestion system. The results show that the silence behavior has been meaningfully reduced. This is based on a simple t-test performed by SPSS software, where there is a meaningful difference between the silence status of pre-test and post-test. In other words, a suggestion system could be a communication opportunity to encourage staff to provide suggestions and to cooperate for promoting the organization, which will finally reduce the organization silence. A major gap within the studies of Iranian scholars about organizational silence is the failure to introduce effective solutions to reduce it. However, this research is innovative in the sense that it fills the mentioned gap. This research shows that large scale organizations like RIPI need to consider methods like suggestion systems to break bureaucratic obstacles so that their staff can easily find open routes to share their ideas and suggestions in a prestructured format. This cooperating will lead to mutual benefits for both parts, since suggestions could be used to enhance organizational structure and performance and

  17. The effects of the ARC organizational intervention on caseworker turnover, climate, and culture in children's service systems.

    Science.gov (United States)

    Glisson, Charles; Dukes, Denzel; Green, Philip

    2006-08-01

    This study examines the effects of the Availability, Responsiveness, and Continuity (ARC) organizational intervention strategy on caseworker turnover, climate, and culture in a child welfare and juvenile justice system. Using a pre-post, randomized blocks, true experimental design, 10 urban and 16 rural case management teams were randomly assigned to either the ARC organizational intervention condition or to a control condition. The culture and climate of each case management team were assessed at baseline and again after the one-year organizational intervention was completed. In addition, caseworker turnover was assessed by identifying caseworkers on the sampled teams who quit their jobs during the year. Hierarchical Linear Models (HLM) analyses indicate that the ARC organizational intervention reduced the probability of caseworker turnover by two-thirds and improved organizational climate by reducing role conflict, role overload, emotional exhaustion, and depersonalization in both urban and rural case management teams. Organizational intervention strategies can be used to reduce staff turnover and improve organizational climates in urban and rural child welfare and juvenile justice systems. This is important because child welfare and juvenile justice systems in the U.S.A. are plagued by high turnover rates, and there is evidence that high staff turnover and poor organizational climates negatively affect service quality and outcomes in these systems.

  18. A critical systems perspective on the design of organizational space

    NARCIS (Netherlands)

    Mobach, Mark P.

    2007-01-01

    This paper is the first to introduce critical systems thinking into a new emerging research strand: the design of organizational space. The study revealed two things. First, critical systems thinking provides a thorough framework to understand the possibilities to connect organization and building;

  19. PREVAILING ORGANIZATIONAL IDENTITY STRENGTH: THE RELATIONSHIP BETWEEN IDENTITY, JUSTICE PERCEPTIONS AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR

    Directory of Open Access Journals (Sweden)

    Özge Mehtap

    2014-01-01

    Full Text Available Studies on the organizational identity concept hasgained a considerableacceleration in the recent years while, organizational identity strength has beenexamined as a comparatively less studied aspect oforganizational identity. On theother side there are various studies which put forth the positive relation betweenorganizational justice perceptions(OJP and organizational citizenship behavior(OCB. The aim of this study is to reveal the effects of organizational identitystrength(OIS and OJP on the OCB. The sub-goal of the study is to present theimportance of OIS on the informal organizational behaviors. In this study, surveymethod has been conducted with 294 white-collar workers who work in Turkishpharmaceutical industry. Data taken by the questionnaires were analyzed usingSPSS 18.0 program. Hierarchical regression analysishas been implemented to putforward the independent variables’ effects on the dependent variable. Some of thehypothesis of the study has been accepted. The results also show that OIS has aconsiderable effect on the dimensions of OCB when compared to OJP.

  20. Örgütsel Demokrasi( Organizational Democracy

    Directory of Open Access Journals (Sweden)

    Pınar ERKAL COŞAN

    2014-12-01

    Full Text Available The understanding of democracy that is shaped by contemporary economic, political, social and cultural developments makes us re-consider organizational life. The number of studies on organizational democracy rises exponentially whereby contributions to and complexities for the organization are discussed. In this context, this study begins with a conceptualization of organizational democracy from modern business management perspective, which is followed by respectively; a discussion of previous research on organizational democracy, the causes behind the new departure towards organizational democracy, the contributions to organizations, the complexities and problems faced during practical implementation, and finally a literature review on the ways and means of ensuring organizational democracy. With this study, the following questions will be raised to scholarly discussion; is organizational democracy just an ideal emphasizing the human element and employee satisfaction, or is it a strategy that needs managerial attention for attainment of organizational goals in 21 st century?

  1. Stakeholder management in IOS projects : analysis of an attempt to implement an electronic patient file

    NARCIS (Netherlands)

    Boonstra, A.; Bell, S.; Boddy, D.

    Implementing an inter-organizational system (IOS) requires significant organizational as well as technical changes. These will affect stakeholders (upon whom promoters depend) with varying degrees of power and with varying degrees of interest in the system. Identifying stakeholders and understanding

  2. Architectural frameworks: defining the structures for implementing learning health systems.

    Science.gov (United States)

    Lessard, Lysanne; Michalowski, Wojtek; Fung-Kee-Fung, Michael; Jones, Lori; Grudniewicz, Agnes

    2017-06-23

    The vision of transforming health systems into learning health systems (LHSs) that rapidly and continuously transform knowledge into improved health outcomes at lower cost is generating increased interest in government agencies, health organizations, and health research communities. While existing initiatives demonstrate that different approaches can succeed in making the LHS vision a reality, they are too varied in their goals, focus, and scale to be reproduced without undue effort. Indeed, the structures necessary to effectively design and implement LHSs on a larger scale are lacking. In this paper, we propose the use of architectural frameworks to develop LHSs that adhere to a recognized vision while being adapted to their specific organizational context. Architectural frameworks are high-level descriptions of an organization as a system; they capture the structure of its main components at varied levels, the interrelationships among these components, and the principles that guide their evolution. Because these frameworks support the analysis of LHSs and allow their outcomes to be simulated, they act as pre-implementation decision-support tools that identify potential barriers and enablers of system development. They thus increase the chances of successful LHS deployment. We present an architectural framework for LHSs that incorporates five dimensions-goals, scientific, social, technical, and ethical-commonly found in the LHS literature. The proposed architectural framework is comprised of six decision layers that model these dimensions. The performance layer models goals, the scientific layer models the scientific dimension, the organizational layer models the social dimension, the data layer and information technology layer model the technical dimension, and the ethics and security layer models the ethical dimension. We describe the types of decisions that must be made within each layer and identify methods to support decision-making. In this paper, we outline

  3. From Tall to Matrix: Redefining Organizational Structures

    Science.gov (United States)

    Johnson McPhail, Christine

    2016-01-01

    This article examines traditional organizational structures of community colleges and how traditional hierarchical structures influence delivery of programs and services. The point is to reveal ways in which community colleges can change organizational structures to more effectively implement key reform and student success efforts through a…

  4. The role of organizational control systems in employees’ organizational trust and performance outcomes

    NARCIS (Netherlands)

    Verburg, R.M.; Nienaber, A.; Searle, R.H.; Weibel, A.; Den Hartog, D.N.; Rupp, D.E.

    2018-01-01

    This study examined how organizational control is related to employees’ organizational trust. We specifically focus on how different forms of control (process, outcome, and normative) relate to employees’ trust in their employing organizations and examine whether such trust in turn relates

  5. [RehaFuturReal®: Evaluation of Implementation in Organizational Structure and in Counseling Process - An Overview of Results].

    Science.gov (United States)

    Arling, V; Knispel, J; Spijkers, W

    2016-08-01

    Due to prevailing future challenges in vocational rehabilitation, development process RehaFutur (BMAS) was initiated. In this context, recommendations were made to secure a future-oriented, innovative vocational rehabilitation in Germany. Deutsche Rentenversicherung (DRV) Westfalen transferred these recommendations into a new and applicable counseling concept RehaFutuReal(®). Rehabilitation managers (RM) are central protagonists in counseling process. Therefore, RehaFuturReal(®) focused on optimization of counseling performance. To achieve this aim, rehabilitation managers were taught to work with a case management (CM) based approach. RWTH Aachen supported RehaFuturReal(®) from an academic point of view and conducted a formative and summative evaluation. Primary aim of RWTH Aachen was to support DRV Westfalen during implementation of RehaFuturReal(®) into their organizational structure. Additionally, RWTH Aachen controlled whether transfer of RehaFutuReal(®) in counseling process was successful. From 04-01-13 until 12-31-14, RehaFuturReal(®) was tested by DRV Westfalen in the intervention district Dortmund with 10 RM. There were 3 selection criteria for the overall sample of N=320 insurants: participants were required to have an active employment status, suffered from integration issues and were in need of support to achieve vocational integration. Evaluation of RehaFuturReal(®) was realized summative (pre-post-comparison) and formative (process-orientated). Evaluative judgment regarding implementation in organizational structure and counseling process was performed by using three-stage-concept of Donabedian (quality of structure, process and results). Thereby, feedback of RM, insurants and employers was taken into account. Analysis of evaluation results revealed a positive overall impression. Implementation into organizational structure was successful on all 3 quality stages: concept of project and CM-training were an adequate basis and appropriately put

  6. The strategy of implementation of an informational management system for a power station

    International Nuclear Information System (INIS)

    Isar, C.

    2001-01-01

    For many years now, the use of computerized data has been spreading at an increasing pace, and as a result, now covers every imaginable application. Power stations have been no exception to this process. The aim of data processing application used in power stations has been the direct support of the organizational and operational processes that are normally performed by people. This has resulted in a very wide field of application, ranging from the processing of work permits and material control, to the preparation, revision, and control of documentation. The implementation of an Information Management system requires modification of work processes. The cost to acquire and implement this system is high. However, many utilities have found that these costs are justified for many reasons including safety, efficiency and cost aspects, and strategic reasons. (author)

  7. The strategy of implementation of an informational management system for a power station

    International Nuclear Information System (INIS)

    Isar, C.

    2000-01-01

    The use of computerized data has been spreading at an increasing pace, and as a result, now covers every imaginable application. Power stations have been no exception to this process. The aim of data processing applications used in power stations has been the direct support of the organizational and operational processes that are normally performed by people. This has resulted in a very wide field of applications, ranging from the processing of work permits and material control, to the preparation, revision, and control of documentation. The implementation of an Information Management System requires modification of work processes. The cost to acquire and implement this system is high. However, many utilities have found that these costs are justified for many reasons including safety, efficiency and cost aspects, and strategic reasons. (author)

  8. Individual and School Organizational Factors that Influence Implementation of the PAX Good Behavior Game Intervention.

    Science.gov (United States)

    Domitrovich, Celene E; Pas, Elise T; Bradshaw, Catherine P; Becker, Kimberly D; Keperling, Jennifer P; Embry, Dennis D; Ialongo, Nicholas

    2015-11-01

    Evidence-based interventions are being disseminated broadly in schools across the USA, but the implementation levels achieved in community settings vary considerably. The current study examined the extent to which teacher and school factors were associated with implementation dosage and quality of the PAX Good Behavior Game (PAX GBG), a universal classroom-based preventive intervention designed to improve student social-emotional competence and behavior. Specifically, dosage (i.e., number of games and duration of games) across the school year and quality (i.e., how well the game is delivered) of PAX GBG implementation across four time points in a school year were examined. Hierarchical linear modeling was used to examine the association between teacher-level factors (e.g., demographics, self-reports of personal resources, attitudes toward the intervention, and workplace perceptions) and longitudinal implementation data. We also accounted for school-level factors, including demographic characteristics of the students and ratings of the schools' organizational health. Findings indicated that only a few teacher-level factors were significantly related to variation in implementation. Teacher perceptions (e.g., fit with teaching style, emotional exhaustion) were generally related to dosage, whereas demographic factors (e.g., teachers' age) were related to quality. These findings highlight the importance of school contextual and proximal teacher factors on the implementation of classroom-based programs.

  9. The Role of Organizational Control Systems in Employees’ Organizational Trust and Performance Outcomes

    NARCIS (Netherlands)

    Verburg, R.M.; Nienaber, Ann Marie; Searle, Rosalind H.; Weibel, Antoinette; Den Hartog, Deanne N.; Rupp, Deborah E.

    2018-01-01

    This study examined how organizational control is related to employees’ organizational trust. We specifically focus on how different forms of control (process, outcome, and normative) relate to employees’ trust in their employing organizations and examine whether such trust in turn relates

  10. THE INTERDEPENDENCE BETWEEN MANAGEMENT, COMMUNICATION, ORGANIZATIONAL BEHAVIOR AND PERFORMANCE

    OpenAIRE

    Pipas Maria Daniela

    2013-01-01

    The approach of this paper is based on the concepts of management, communication and organizational behavior that by implementing the appropriate strategies, by taking and prevention of organizational risk that creates a favorable organizational climate that can improve, in time, the image of the organization, leading ultimately to making a synergic organization and to increase the organizational performance. An effective communication, followed by an efficient management provides safety in a...

  11. A framework for assessing cost management system changes: the case of activity-based costing implementation at food industry

    Directory of Open Access Journals (Sweden)

    Tayebeh Faraji

    2015-04-01

    Full Text Available An opportunity to investigate the technical and organizational effect of management accounting system changes has appeared with companies' adoption of activity-based costing (ABC. This paper presents an empirical investigation to study the effects of ABC system for case study from food industry in Iran. From this case, the paper develops a framework for assessing ABC implementation and hypotheses about factors that influence implementation. The study detects five cost centers and for each cost center, it determines different cost drivers. The results of our survey has detected that implementation of ABC system not only helps precise allocation of overhead costs but also helps internal management companies for better planning and control of production, making better decisions for company's profits.

  12. Modeling Organizational Cognition

    DEFF Research Database (Denmark)

    Secchi, Davide; Cowley, Stephen

    2018-01-01

    This article offers an alternative perspective on organizational cognition based on e-cognition whereby appeal to systemic cognition replaces the traditional computational model of the mind that is still extremely popular in organizational research. It uses information processing, not to explore...... inner processes, but as the basis for pursuing organizational matters. To develop a theory of organizational cognition, the current work presents an agent-based simulation model based on the case of how individual perception of scientific value is affected by and affects organizational intelligence...... units' (e.g., research groups', departmental) framing of the notorious impact factor. Results show that organizational cognition cannot be described without an intermediate meso scale - called here social organizing - that both filters and enables the many kinds of socially enabled perception, action...

  13. Application of simplified Complexity Theory concepts for healthcare social systems to explain the implementation of evidence into practice.

    Science.gov (United States)

    Chandler, Jacqueline; Rycroft-Malone, Jo; Hawkes, Claire; Noyes, Jane

    2016-02-01

    To examine the application of core concepts from Complexity Theory to explain the findings from a process evaluation undertaken in a trial evaluating implementation strategies for recommendations about reducing surgical fasting times. The proliferation of evidence-based guidance requires a greater focus on its implementation. Theory is required to explain the complex processes across the multiple healthcare organizational levels. This social healthcare context involves the interaction between professionals, patients and the organizational systems in care delivery. Complexity Theory may provide an explanatory framework to explain the complexities inherent in implementation in social healthcare contexts. A secondary thematic analysis of qualitative process evaluation data informed by Complexity Theory. Seminal texts applying Complexity Theory to the social context were annotated, key concepts extracted and core Complexity Theory concepts identified. These core concepts were applied as a theoretical lens to provide an explanation of themes from a process evaluation of a trial evaluating the implementation of strategies to reduce surgical fasting times. Sampled substantive texts provided a representative spread of theoretical development and application of Complexity Theory from late 1990's-2013 in social science, healthcare, management and philosophy. Five Complexity Theory core concepts extracted were 'self-organization', 'interaction', 'emergence', 'system history' and 'temporality'. Application of these concepts suggests routine surgical fasting practice is habituated in the social healthcare system and therefore it cannot easily be reversed. A reduction to fasting times requires an incentivised new approach to emerge in the surgical system's priority of completing the operating list. The application of Complexity Theory provides a useful explanation for resistance to change fasting practice. Its utility in implementation research warrants further attention and

  14. Determining the predictors of innovation implementation in healthcare: a quantitative analysis of implementation effectiveness.

    Science.gov (United States)

    Jacobs, Sara R; Weiner, Bryan J; Reeve, Bryce B; Hofmann, David A; Christian, Michael; Weinberger, Morris

    2015-01-22

    The failure rates for implementing complex innovations in healthcare organizations are high. Estimates range from 30% to 90% depending on the scope of the organizational change involved, the definition of failure, and the criteria to judge it. The innovation implementation framework offers a promising approach to examine the organizational factors that determine effective implementation. To date, the utility of this framework in a healthcare setting has been limited to qualitative studies and/or group level analyses. Therefore, the goal of this study was to quantitatively examine this framework among individual participants in the National Cancer Institute's Community Clinical Oncology Program using structural equation modeling. We examined the innovation implementation framework using structural equation modeling (SEM) among 481 physician participants in the National Cancer Institute's Community Clinical Oncology Program (CCOP). The data sources included the CCOP Annual Progress Reports, surveys of CCOP physician participants and administrators, and the American Medical Association Physician Masterfile. Overall the final model fit well. Our results demonstrated that not only did perceptions of implementation climate have a statistically significant direct effect on implementation effectiveness, but physicians' perceptions of implementation climate also mediated the relationship between organizational implementation policies and practices (IPP) and enrollment (p innovation implementation framework between IPP, implementation climate, and implementation effectiveness among individual physicians. This finding is important, as although the model has been discussed within healthcare organizations before, the studies have been predominately qualitative in nature and/or at the organizational level. In addition, our findings have practical applications. Managers looking to increase implementation effectiveness of an innovation should focus on creating an environment that

  15. Title: Evaluation of Organizational Intelligence , Organizational learning and Organizational Agility in Teaching Hospitals of Yazd City: A Case Study at Teaching Hospitals of Yazd City in 2015

    Directory of Open Access Journals (Sweden)

    MA Kiani

    2017-01-01

    Full Text Available Background: Organizational intelligence has been defined as the capacity of an organization to direct its mental abilities and use these capabilities to achieve its mission and agility means ability to react quickly to environmental changes and it is an important factor for hospital effectiveness. This study was aimed to Evaluate Organizational Intelligence and Organizational learning and Organizational Agility in Teaching Hospitals of Yazd City. Methods: this descriptive, analytical, cross-sectional study was conducted in 2015 .the study population included administrative and medical staff in Shahid Sadoughi,, Shahid Rahnemoon,, Afshar and burning hospital. A total of 370 administrative and medical staff were contributed in the study.  We used stratified-random method for sampling. The required data were gathered using 3 valid questionnaires including Albrecht- Organizational Intelligence (2002, organizational learning (neefe2001 and  organizational agility questionnaire according to theory Sharifi & Zhang (1999  . data was analyzed by descriptive and inferential statistical methods in SPSS18 . Results: mean Organizational Intelligence scores hospital was 2.29, organizational learning scores hospital was 1.48 and organizational agility scores hospital was 1.52. as well as , hospital variable and Education  affect on Organizational Intelligence, organizational learning and organizational agility. 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 also improve the ability of organization’s rapid response to surrounding issues which is crucial for its survival and dynamics in today’s changing world

  16. The Study of Relationship between Organizational Learning and Organizational Performance

    Directory of Open Access Journals (Sweden)

    Bisotoon Azizi

    2017-01-01

    Full Text Available The aim of this study was to investigate the relationship between organizational learning and organizational performance among companies operating in the insurance industry of Tehran in Iran. The present study is a descriptive one in terms of the purpose and the method of data collection. The statistical population of the study was all insurance companies in the city of Tehran and 120 insurance companies were selected due to the lack of detailed statistical reference to their number. For this purpose, people were asked some questions who it was authorized to represent the name. The questionnaire is a tool for collecting data. The Gomez questionnaire et al. (2005 was used to measure organizational learning which includes four factors: management commitment, system perspective, openness and experimentation, transfer and integration of knowledge. To measure the organizational performance, the Yang et al. questionnaire (2004 is used. To determine the validity of data collection, the questionnaire was presented to six professors of management at various universities. The validity of questionnaire through the coordination of jury was about %100. The reliability of the questionnaire was conducted on thirty subjects, Cronbach alpha coefficient was calculated 0.91 and 0.85 for organizational learning and organizational performance, respectively. For data analysis, Pearson correlation coefficient and multiple regressions were used. The results showed that there is a positive relationship between organizational learning and its four dimensions (management commitment, vision systems, open space, and experimentation, transfer and integration of knowledge and organizational performance of Tehran insurance companies.

  17. Organizational fidelity to a medication management evidence-based practice in the treatment of schizophrenia.

    Science.gov (United States)

    El-Mallakh, Peggy; Howard, Patricia B; Rayens, Mary Kay; Roque, Autumn P; Adkins, Sarah

    2013-11-01

    Organizational support is essential for successful implementation of evidence-based practice (EBP) in clinical settings. This 3-year study used a mixed qualitative and quantitative design to implement a medication management EBP in the treatment of schizophrenia in six community mental health clinics in a south-central state of the United States. Findings from organizational fidelity assessments indicate that support for EBP implementation was moderate. Organizational support was highest for prescriber access to relevant patient information at each medication visit, scheduling flexibility for patients' urgent problems, and availability of medication guidelines. Organizational support was lowest for medication availability and identification of treatment refractory patients. Findings suggest that leadership is essential to support successful implementation. Nurse educators can incorporate implementation research and leadership training into graduate nursing programs to facilitate successful EBP implementation in practice settings. Copyright 2013, SLACK Incorporated.

  18. Using Information Technology in the Navy Lessons Learned System to Improve Organizational Learning

    National Research Council Canada - National Science Library

    Garvey, Michael

    2001-01-01

    ... to support or enhance organizational learning in the Navy. The research concludes that NLLS has improved organizational learning but has not attained as widespread use as is possible. Recommendations are provide to improve the program and increase NLLS exposure to the fleet and to the potential users of the system.

  19. A quantitative assessment of organizational factors affecting safety using system dynamics model

    Energy Technology Data Exchange (ETDEWEB)

    Yu, Jae Kook; Ahn, Nam Sung [Korea Electric Power Research Institute, Taejon (Korea, Republic of); Jae, Moo Sung [Hanyang Univ., Seoul (Korea, Republic of)

    2004-02-01

    The purpose of this study is to develop a system dynamics model for the assessment of the organizational and human factors in a nuclear power plant which contribute to nuclear safety. Previous studies can be classified into two major approaches. One is the engineering approach using tools such as ergonomics and Probability Safety Assessment (PSA). The other is the socio-psychology approach. Both have contributed to find organizational and human factors and to present guidelines to lessen human error in plants. However, since these approaches assume that the relationship among factors is independent they do not explain the interactions among the factors or variables in nuclear power plants. To overcome these restrictions, a system dynamics model, which can show cause and effect relationships among factors and quantify the organizational and human factors, has been developed. Handling variables such as the degree of leadership, the number of employees, and workload in each department, users can simulate various situations in nuclear power plant organization. Through simulation, users can get insights to improve safety in plants and to find managerial tools in both organizational and human factors.

  20. A quantitative assessment of organizational factors affecting safety using system dynamics model

    International Nuclear Information System (INIS)

    Yu, Jae Kook; Ahn, Nam Sung; Jae, Moo Sung

    2004-01-01

    The purpose of this study is to develop a system dynamics model for the assessment of the organizational and human factors in a nuclear power plant which contribute to nuclear safety. Previous studies can be classified into two major approaches. One is the engineering approach using tools such as ergonomics and Probability Safety Assessment (PSA). The other is the socio-psychology approach. Both have contributed to find organizational and human factors and to present guidelines to lessen human error in plants. However, since these approaches assume that the relationship among factors is independent they do not explain the interactions among the factors or variables in nuclear power plants. To overcome these restrictions, a system dynamics model, which can show cause and effect relationships among factors and quantify the organizational and human factors, has been developed. Handling variables such as the degree of leadership, the number of employees, and workload in each department, users can simulate various situations in nuclear power plant organization. Through simulation, users can get insights to improve safety in plants and to find managerial tools in both organizational and human factors

  1. Organizational Behavior Analysis Focusing on the University of Texas System

    Science.gov (United States)

    Terry, Bobby K.

    2011-01-01

    This project analyzes the organizational behavior of the University of Texas System. The University of Texas System is comprised of nine academic and six health institutions. The University of Texas System has over 85,000 employees; the student enrollment is 202,240 with a budget of $2.25 billion dollars. This project has a total of four parts and…

  2. An organizational early-warning system for safety, health, and environmental crises

    International Nuclear Information System (INIS)

    Shrivastava, P.

    1992-01-01

    Early-warning systems have played an important role in preventing major industrial accidents and technological disasters. These systems record critical operating and performance parameters and raise warnings or alarms if these parameters cross acceptable limits. Most early-warning systems used in hazardous industries focus on the technological system and to a lesser extent on their human operators. However, industrial disasters are caused not only by technological and human failure, but also by organizational, regulatory, infrastructural, and community preparedness failures. Hazardous industries can benefit from the development of early-warning systems that have a broader scope than the core technology. These systems could cover financial, human resource, organizational policies, regulatory, infrastructural, and community-related variables. This paper develops some basic concepts that can help build managerially useful early-warning systems for safety, health, and environmental (SHE) incidents. It identifies variables that should be tracked, the threshold levels for these variables, and possible managerial reactions to warnings

  3. Designing Systems in an Organizational Context

    DEFF Research Database (Denmark)

    Simonsen, Jesper

    . Systems design begins with a recognition of a possible need for computer support in a specific organization, continues until this need has been analysed, described, evaluated, and discussed, and ends with the description of an overall conceptual and functional design for the corresponding computer...... methodological guidelines, heuristics, or "rules of thumb". This involves organizational issues comprising of social, political, and managerial/strategical aspects within the organization. I have carried out action research over a period of 1 1/2 years in a public organization in Northern Europe, where I...

  4. Editorial: Practical applications of KM systems for organizational learning

    Directory of Open Access Journals (Sweden)

    Murali Raman

    2013-12-01

    Full Text Available Modern-day organizations are subject to continuous change. To remain relevant and competitive, it is imperative that organizations cultivate and foster learning capabilities. This special issue focus on examining practical applications of knowledge management systems in support of organizational learning efforts.

  5. 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.

  6. Assessing the Organizational Social Context (OSC) of Child Welfare Systems: Implications for Research and Practice

    Science.gov (United States)

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

    2012-01-01

    Objective: The study: (1) provides the first assessment of the a "priori" measurement model and psychometric properties of the Organizational Social Context (OSC) measurement system in a US nationwide probability sample of child welfare systems; (2) illustrates the use of the OSC in constructing norm-based organizational culture and climate…

  7. 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

  8. ESTIMATION OF EXTERNAL FACTORS INFLUENCE ON THE ORGANIZATIONAL AND RESOURCE SUPPORT OF ENGINEERING

    Directory of Open Access Journals (Sweden)

    Yu. V. Gusak

    2013-09-01

    Full Text Available Purpose. The engineering industry is characterized by deep specialization and high co-operation, which suggests a high degree of interaction with other industries and the economy, highly sensitive to external factors. Effective regulation of the engineering industry’s organizational-resource support will ensure coherence of all the subsystems of the market economy, the competitive environment, a full course of the investment process and the success of the industry. Therefore there is a need for detailed estimation and analysis of the external factors’ influence on the formation and implementation indexes of the engineering industry’s organizational-resource support. Methodology. To establish the close connection between the set of external factors of formation and implementation indexes of the engineering industry organizational-resource support the correlation analysis was used, to calculate the amount of the formation and implementation indexes of the engineering industry organizational-resource support’s change under the influence of the external factors with malleability coefficient were applied. Findings. The external influence factors on the engineering industry organizational-resource support by the source of origin: industrial, economical, political, informational, and social were separated and grouped. The classification of the external factors influence on the engineering industry organizational-resource support, depending on their influence’s direction on the formation and implementation indexes of the engineering industry’s organizational-resource support was made. The connection closeness and the amount of the formation and implementation indexes of the engineering industry organizational-resource support change (the machinery index of and the sales volume machinery index under the influence of the external factors with malleability coefficient were determined. Originality. The estimation of the external factors

  9. Screening and brief intervention for alcohol and other drug use in primary care: associations between organizational climate and practice.

    Science.gov (United States)

    Cruvinel, Erica; Richter, Kimber P; Bastos, Ronaldo Rocha; Ronzani, Telmo Mota

    2013-02-11

    Numerous studies have demonstrated that positive organizational climates contribute to better work performance. Screening and brief intervention (SBI) for alcohol, tobacco, and other drug use has the potential to reach a broad population of hazardous drug users but has not yet been widely adopted in Brazil's health care system. We surveyed 149 primary health care professionals in 30 clinics in Brazil who were trained to conduct SBI among their patients. We prospectively measured how often they delivered SBI to evaluate the association between organizational climate and adoption/performance of SBI. Organizational climate was measured by the 2009 Organizational Climate Scale for Health Organizations, a scale validated in Brazil that assesses leadership, professional development, team spirit, relationship with the community, safety, strategy, and remuneration. Performance of SBI was measured prospectively by weekly assessments during the three months following training. We also assessed self-reported SBI and self-efficacy for performing SBI at three months post-training. We used inferential statistics to depict and test for the significance of associations. Teams with better organizational climates implemented SBI more frequently. Organizational climate factors most closely associated with SBI implementation included professional development and relationship with the community. The dimensions of leadership and remuneration were also significantly associated with SBI. Organizational climate may influence implementation of SBI and ultimately may affect the ability of organizations to identify and address drug use.

  10. IMPLEMENTING THE ORGANIZATIONAL-ECONOMIC MECHANISM OF ENERGY SECURITY IN IVANO-FRANKIVSK

    Directory of Open Access Journals (Sweden)

    И. М. Мазур

    2014-04-01

    Full Text Available Purpose is to explore the practical experience of forming of organizationally economic mechanism to ensure energy safety based on principles of energy conservation and efficiency of fuel and energy resources use in Ivano-Francovsk city.Methodology includes мethods of synthesis, induction, deduction, analogy, wich used in the study.Results. The active policy of energy efficiency and conservation provides the increase of power safety of city's economy due to reduction of dependence on the consumption of separate types of non-renewable fuel and energy resources. The involvement of international organizations increased the possibility of financing the development and implementation of energy saving measures and improvement of the energy ensuring of the city.Conclusions. A number of organizational and economic problems to ensure power safety are solved by joining the «Agreement of Mayors on sustainable development and climate protection» and the development of Sustainable Energy Programme for 2013 - 2020 years, which includes measures to reduce carbon dioxide emissions by 20 % and local production and consumption of energy. However the efficiency of energy-saving measures and technologies of renewable energy by lowering the price of natural gas is significantly reduced, which leads to increase the payback period almost doubled. Therefore it is necessary to provide administrative and financial leverage to introduce energy-saving technologies: renewable energy in the construction of housing, financial sanctions for excessive fuel consumption and  energy and for production of energy-intensive equipment, environmental penalties for exceeding norms of greenhouse gases and others.Practical implications. The introduction of the mentioned incentives needs the development of the legislative and regulatory support and study the experience of the European countries in  their use.Purchase on Elibrary.ru > Buy now

  11. 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.

  12. 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.

  13. Issues of organizational cybernetics and viability beyond Beer's viable systems model

    Science.gov (United States)

    Nechansky, Helmut

    2013-11-01

    The paper starts summarizing the claims of Beer's viable systems model to identify five issues any viable organizations has to deal with in an unequivocal hierarchical structure of five interrelated systems. Then the evidence is introduced for additional issues and related viable structures of organizations, which deviate from Beer's model. These issues are: (1) the establishment and (2) evolution of an organization; (3) systems for independent top-down control (like "Six Sigma"); (4) systems for independent bottom-up correction of performance problems (like "Kaizen"), both working outside a hierarchical structure; (5) pull production systems ("Just in Time") and (6) systems for checks and balances of top-level power (like boards and shareholder meetings). Based on that an evolutionary approach to organizational cybernetics is outlined, addressing the establishment of organizations and possible courses of developments, including recent developments in quality and production engineering, as well as problems of setting and changing goal values determining organizational policies.

  14. Organizational learning and continuous quality improvement: examining the impact on nursing home performance.

    Science.gov (United States)

    Rondeau, Kent V; Wagar, Terry H

    2002-01-01

    Interest is growing in learning more about the ability of total quality management and continuous quality improvement (TQM/CQI) initiatives to contribute to the performance of healthcare organizations. A major factor in the successful implementation of TQM/CQI is the seminal contribution of an organization's culture. Many implementation efforts have not succeeded because of a corporate culture that failed to stress broader organizational learning. This may help to explain why some TQM/CQI programs have been unsuccessful in improving healthcare organization performance. Organizational performance variables and organizational learning orientation were assessed in a sample of 181 Canadian long-term care organizations that had implemented a formal TQM/CQI program. Categorical regression analysis shows that, in the absence of a strong corporAte culture that stresses organizational learning and employee development, few performance enhancements are reported. The results of the assessment suggest that a TQM/CQI program without the backing of a strong organizational learning culture may be insufficient to achieve augmented organizational performance.

  15. Exploring Organizational Barriers to Strengthening Clinical Supervision of Psychiatric Nursing Staff

    DEFF Research Database (Denmark)

    Gonge, Henrik; Buus, Niels

    2016-01-01

    This article reports findings from a longitudinal controlled intervention study of 115 psychiatric nursing staff. The twofold objective of the study was: (a) To test whether the intervention could increase clinical supervision participation and effectiveness of existing supervision practices, and...... in the experienced effectiveness of supervision. It is concluded that organizational support is an imperative for implementation of clinical supervision......., and (b) To explore organizational constraints to implementation of these strengthened practices. Questionnaire responses and registration of participation in clinical supervision were registered prior and subsequent to the intervention consisting of an action learning oriented reflection on staff......'s existing clinical supervision practices. Major organizational changes in the intervention group during the study period obstructed the implementation of strengthened clinical supervision practices, but offered an opportunity for studying the influences of organizational constraints. The main findings were...

  16. The meaning and measurement of implementation climate

    Science.gov (United States)

    2011-01-01

    Background Climate has a long history in organizational studies, but few theoretical models integrate the complex effects of climate during innovation implementation. In 1996, a theoretical model was proposed that organizations could develop a positive climate for implementation by making use of various policies and practices that promote organizational members' means, motives, and opportunities for innovation use. The model proposes that implementation climate--or the extent to which organizational members perceive that innovation use is expected, supported, and rewarded--is positively associated with implementation effectiveness. The implementation climate construct holds significant promise for advancing scientific knowledge about the organizational determinants of innovation implementation. However, the construct has not received sufficient scholarly attention, despite numerous citations in the scientific literature. In this article, we clarify the meaning of implementation climate, discuss several measurement issues, and propose guidelines for empirical study. Discussion Implementation climate differs from constructs such as organizational climate, culture, or context in two important respects: first, it has a strategic focus (implementation), and second, it is innovation-specific. Measuring implementation climate is challenging because the construct operates at the organizational level, but requires the collection of multi-dimensional perceptual data from many expected innovation users within an organization. In order to avoid problems with construct validity, assessments of within-group agreement of implementation climate measures must be carefully considered. Implementation climate implies a high degree of within-group agreement in climate perceptions. However, researchers might find it useful to distinguish implementation climate level (the average of implementation climate perceptions) from implementation climate strength (the variability of

  17. The meaning and measurement of implementation climate

    Directory of Open Access Journals (Sweden)

    Bergmire Dawn M

    2011-07-01

    Full Text Available Abstract Background Climate has a long history in organizational studies, but few theoretical models integrate the complex effects of climate during innovation implementation. In 1996, a theoretical model was proposed that organizations could develop a positive climate for implementation by making use of various policies and practices that promote organizational members' means, motives, and opportunities for innovation use. The model proposes that implementation climate--or the extent to which organizational members perceive that innovation use is expected, supported, and rewarded--is positively associated with implementation effectiveness. The implementation climate construct holds significant promise for advancing scientific knowledge about the organizational determinants of innovation implementation. However, the construct has not received sufficient scholarly attention, despite numerous citations in the scientific literature. In this article, we clarify the meaning of implementation climate, discuss several measurement issues, and propose guidelines for empirical study. Discussion Implementation climate differs from constructs such as organizational climate, culture, or context in two important respects: first, it has a strategic focus (implementation, and second, it is innovation-specific. Measuring implementation climate is challenging because the construct operates at the organizational level, but requires the collection of multi-dimensional perceptual data from many expected innovation users within an organization. In order to avoid problems with construct validity, assessments of within-group agreement of implementation climate measures must be carefully considered. Implementation climate implies a high degree of within-group agreement in climate perceptions. However, researchers might find it useful to distinguish implementation climate level (the average of implementation climate perceptions from implementation climate strength (the

  18. The Role of Organizational Control Systems in Employees' Organizational Trust and Performance Outcomes.

    Science.gov (United States)

    Verburg, Robert M; Nienaber, Ann-Marie; Searle, Rosalind H; Weibel, Antoinette; Den Hartog, Deanne N; Rupp, Deborah E

    2018-04-01

    This study examined how organizational control is related to employees' organizational trust. We specifically focus on how different forms of control (process, outcome, and normative) relate to employees' trust in their employing organizations and examine whether such trust in turn relates positively to employee job performance (task performance and organizational citizenship behavior). In addition, and in response to the recommendations of past research, we examined these relationships in a high control and compliance-based cultural context. Using data from 105 employee-supervisor dyads from professional services firms in Singapore, we find support for our hypothesized model. The implications of the results for theory and practice, and directions for future research, are discussed.

  19. The Role of Organizational Control Systems in Employees’ Organizational Trust and Performance Outcomes

    Science.gov (United States)

    Verburg, Robert M.; Nienaber, Ann-Marie; Searle, Rosalind H.; Weibel, Antoinette; Den Hartog, Deanne N.; Rupp, Deborah E.

    2017-01-01

    This study examined how organizational control is related to employees’ organizational trust. We specifically focus on how different forms of control (process, outcome, and normative) relate to employees’ trust in their employing organizations and examine whether such trust in turn relates positively to employee job performance (task performance and organizational citizenship behavior). In addition, and in response to the recommendations of past research, we examined these relationships in a high control and compliance-based cultural context. Using data from 105 employee–supervisor dyads from professional services firms in Singapore, we find support for our hypothesized model. The implications of the results for theory and practice, and directions for future research, are discussed. PMID:29568213

  20. Organizational structure for chronic heart failure and chronic obstructive pulmonary disease.

    Science.gov (United States)

    Rinne, Seppo T; Liu, Chuan-Fen; Wong, Edwin S; Hebert, Paul L; Heidenreich, Paul; Bastian, Lori A; Au, David H

    2016-03-01

    In contrast to chronic heart failure (CHF), measures of quality of care for chronic obstructive pulmonary disease (COPD) are poor. Our objective was to examine differences in organizational structure available to support quality of care for patients with CHF and COPD. We performed 2 nationwide surveys exploring organizational structure for the management of CHF and COPD. We surveyed the chief of medicine and the chief of cardiology and pulmonary medicine at 120 Veterans Affairs facilities in the United States. Analogous questions about organizational structure that enhanced adherence to guideline-based care were compared between CHF and COPD surveys. We found large and notable differences in the organizational structure for disease management, with systematically less attention given to COPD than CHF. These differences were evident in multiple processes of care. Key differences included fewer facilities: having COPD clinics than CHF clinics (12.7% vs 50.8%; P organizational structure existed for COPD than CHF. Lack of organizational structure for COPD likely impedes an organization's abilities to encourage high-quality care and avoid recently implemented hospital readmission penalties. Our results suggest the need to develop a systematic approach for healthcare systems to provide essential organizational structure based on the burden of disease in the population.

  1. 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...

  2. Preface [to] Information systems and technology for organizational agility, intelligence, and resilience

    OpenAIRE

    Rahman, Md. Hakikur; Sousa, Rui Dinis

    2014-01-01

    Information Systems and Technology for Organizational Agility, Intelligence, and Resilience aims to advise and support organizational agents who want ensure success in terms of financial, social, and environmental aspects, as well as in the aspect of human development, in a more sustainable way. The premier reference work provides examples of conceptual research, methodologies, empirical cases, and success cases for academics, researchers, intermediaries, and organizations looking to use info...

  3. Using Knowledge-Based Systems to Support Learning of Organizational Knowledge: A Case Study

    Science.gov (United States)

    Cooper, Lynne P.; Nash, Rebecca L.; Phan, Tu-Anh T.; Bailey, Teresa R.

    2003-01-01

    This paper describes the deployment of a knowledge system to support learning of organizational knowledge at the Jet Propulsion Laboratory (JPL), a US national research laboratory whose mission is planetary exploration and to 'do what no one has done before.' Data collected over 19 weeks of operation were used to assess system performance with respect to design considerations, participation, effectiveness of communication mechanisms, and individual-based learning. These results are discussed in the context of organizational learning research and implications for practice.

  4. Organizational Actively Management for Opportunity Hunting

    Directory of Open Access Journals (Sweden)

    Nasser Fegh-hi FARAHMAND

    2012-03-01

    Full Text Available Organizational Actively Management (OAM is the responsibility of every manager. Because, an approach for OAM is becoming more widely accepted is a community-based development approach. In Opportunity Hunting Approach (OHA, OAM is the responsibility of every manager for his/her actions. OAM is using from top to bottom development model. According to the survey of market and customers, after understand customers’ needs, organization then decide how the quality policy and target will develop, from there the actively management system can be developed. The aim of this study in field of organizational actively management and policy of it can provide the specific process required for setting up and monitoring the actively target. As it also is customer-oriented, it aims to improve customer satisfaction. In addition, the actively target should be set up and implemented within every organization department and at each level, in accordance with actively policy. Furthermore, organization should develop the actively management system, in order to conform to general requirements and actively target.

  5. Implementering & Performative Potentialer

    DEFF Research Database (Denmark)

    Damkjer, Annemarie

    organizational boundaries. Furthermore, the analysis reflect how specific modes of ordering in the local process of implementation perform and displace the technology of performance management. The study provides an alternative view of the performative potentials in implementation processes and specifically...... challenge the traditional models of implementation. It is suggested, that we view implementation practices as performative in relation to the co-configuration of technology and organizational practices and that both the co-configurative perspective and the materiality of implementation practices is included......This thesis investigates how technology is constituted as an object of implementation. Using the theoretical lens of actor-network theory the thesis investigates how the technology of performance management becomes a matter of implementation in the Danish Defence and how the technology...

  6. Explaining discontinuity in organizational learning : a process analysis

    NARCIS (Netherlands)

    Berends, J.J.; Lammers, I.S.

    2010-01-01

    This paper offers a process analysis of organizational learning as it unfolds in a social and temporal context. Building upon the 4I framework (Crossan et al. 1999), we examine organizational learning processes in a longitudinal case study of an implementation of knowledge management in an

  7. Implementing a Measurement Feedback System in Community Mental Health Clinics: A Case Study of Multilevel Barriers and Facilitators.

    Science.gov (United States)

    Gleacher, Alissa A; Olin, Serene S; Nadeem, Erum; Pollock, Michele; Ringle, Vanesa; Bickman, Leonard; Douglas, Susan; Hoagwood, Kimberly

    2016-05-01

    Measurement feedback systems (MFSs) have been proposed as a means of improving practice. The present study examined the implementation of a MFS, the Contextualized Feedback System (CFS), in two community-based clinic sites. Significant implementation differences across sites provided a basis for examining factors that influenced clinician uptake of CFS. Following the theoretical implementation framework of Aarons et al. (Adm Policy Mental Health Mental Health Serv Res 38(1):4-23, 2011), we coded qualitative data collected from eighteen clinicians (13 from Clinic U and 5 from Clinic R) who participated in semi-structured interviews about their experience with CFS implementation. Results suggest that clinicians at both clinics perceived more barriers than facilitators to CFS implementation. Interestingly, clinicians at the higher implementing clinic reported a higher proportion of barriers to facilitators (3:1 vs. 2:1); however, these clinicians also reported a significantly higher level of organizational and leadership supports for CFS implementation. Implications of these findings are discussed.

  8. Organizational culture during the accident response process

    International Nuclear Information System (INIS)

    Shurberg, D.A.; Haber, S.B.

    1992-01-01

    A large volume of literature hypothesizes a direct relationship between organizational culture and organizational effectiveness. Culture data have been collected by the authors and others at nuclear power plants (NPPs) and other organizations that demand high reliability. In this paper, the literature and data are used to explore a critical dimension of the accident response process in an NPP: the transition from an anticipatory strategy to an ad hoc strategy. In particular, the effect of organizational culture on the implementation of each of these strategies is examined

  9. Problems in the strategy implementation process in croatian companies

    Directory of Open Access Journals (Sweden)

    Tomislav Radoš

    2011-07-01

    Full Text Available This paper provides an analysis of the problems in the strategy implementation process in Croatian companies based on the research conducted in Croatian companies in the years 2004, 2005 and 2006. Research results show that problems in the strategy implementation process occur with equal intensity, regardless of the company’s characteristics (size, age and life cycle of the industry. The key problems in the implementation process are: poor communication (information exchange between employees and organizational units responsible for the strategy implementation process, non-adjustment of organizational structure to suit the defined strategy, lack of clear definition of key tasks and activities of all participants in the implementation process, inadequate information system of control over the process of strategy implementation, lack of clearly defined operational plans and directions for strategy implementation, and lack of clearly defined responsibilities and authorities of key employees.

  10. Human factors evaluation of teletherapy: Training and organizational analysis. Volume 4

    International Nuclear Information System (INIS)

    Henriksen, K.; Kaye, R.D.; Jones, R.; Morisseau, D.S.; Serig, D.I.

    1995-07-01

    A series of human factors evaluations were undertaken to better understand the contributing factors to human error in the teletherapy environment. Teletherapy is a multidisciplinary methodology for treating cancerous tissue through selective exposure to an external beam of ionizing radiation. A team of human factors specialists, assisted by a panel of radiation oncologists, medical physicists, and radiation therapists, conducted site visits to radiation oncology departments at community hospitals, university centers, and free-standing clinics. A function and task analysis was initially performed to guide subsequent evaluations in the areas of system-user interfaces, procedures, training and qualifications, and organizational policies and practices. The present work focuses solely on training and qualifications of personnel (e.g., training received before and during employment), and the potential impact of organizational factors on the performance of teletherapy. Organizational factors include such topics as adequacy of staffing, performance evaluations, commonly occurring errors, implementation of quality assurance programs, and organizational climate

  11. Human factors evaluation of teletherapy: Training and organizational analysis. Volume 4

    Energy Technology Data Exchange (ETDEWEB)

    Henriksen, K.; Kaye, R.D.; Jones, R. [Hughes Training, Inc., Falls Church, VA (United States); Morisseau, D.S.; Serig, D.I. [Nuclear Regulatory Commission, Washington, DC (United States). Div. of Systems Technology

    1995-07-01

    A series of human factors evaluations were undertaken to better understand the contributing factors to human error in the teletherapy environment. Teletherapy is a multidisciplinary methodology for treating cancerous tissue through selective exposure to an external beam of ionizing radiation. A team of human factors specialists, assisted by a panel of radiation oncologists, medical physicists, and radiation therapists, conducted site visits to radiation oncology departments at community hospitals, university centers, and free-standing clinics. A function and task analysis was initially performed to guide subsequent evaluations in the areas of system-user interfaces, procedures, training and qualifications, and organizational policies and practices. The present work focuses solely on training and qualifications of personnel (e.g., training received before and during employment), and the potential impact of organizational factors on the performance of teletherapy. Organizational factors include such topics as adequacy of staffing, performance evaluations, commonly occurring errors, implementation of quality assurance programs, and organizational climate.

  12. What Practitioners Think of Inter-organizational ERP Requirements Engineering Practices: Focus Group Results

    NARCIS (Netherlands)

    Daneva, Maia; Ahituv, Niv

    2011-01-01

    Empirical studies on requirements engineering for inter-organizational enterprise resource planning (ERP) systems have demonstrated that the ERP vendor-provided prescriptive models for ERP roll-outs make tacit assumptions about the ERP adopter’s context. This, in turn, leads to the implementation of

  13. Information systems supported organizational learning as a competitive advantage

    OpenAIRE

    Arias, Jose Manuel; Solana, Julian Miguel

    2013-01-01

    Purpose: The purpose of this paper is to analyze the characteristics that make information systems useful in gathering and processing information with the aim of organizational learning and subsequent structural adaptation for better fitting to market requirements. Design/methodology/approach: Adaptation is a must when turning to foster the competitiveness and sustainability of the organization. Findings and Originality/value: It is clear that information systems can really create a differenc...

  14. Individual and organizational impact of enterprises resources planning system in health care sector

    International Nuclear Information System (INIS)

    Ilyas, A.; Fiaz, M.; Tayyaba, A.

    2016-01-01

    Use of ERPS (Enterprise Resource Planning System) in health care sector has positive impacts. The purpose of this research is to find out the individual and organizational impact in health care sector. Hypotheses were postulated that the use of ERPS has positive individual and organizational impacts. A research questionnaire was used to test these hypotheses which have twelve dimensions for both impacts. This instrument was adopted from literature and self-administrated to 504 individuals with response rate of 60 percentage and only 56 percentage of questionnaires were used. The results of this study revealed that the use of ERPS has positive individual and organizational impacts. This study will help the health care organizations to find out impacts of ERPS in health care sector and also to better understand the individual and organizational impacts. (author)

  15. A family systems-based model of organizational intervention.

    Science.gov (United States)

    Shumway, Sterling T; Kimball, Thomas G; Korinek, Alan W; Arredondo, Rudy

    2007-04-01

    Employee assistance professionals are expected to be proficient at intervening in organizations and creating meaningful behavioral change in interpersonal functioning. Because of their training in family systems theories and concepts, marriage and family therapists (MFTs) are well suited to serve organizations as "systems consultants." Unfortunately, the authors were unable to identify any family systems-based models for organizational intervention that have been empirically tested and supported. In this article, the authors present a family systems-based model of intervention that they developed while working in an employee assistance program (EAP). They also present research that was used to refine the model and to provide initial support for its effectiveness.

  16. Systems Antecedents for Dissemination and Implementation: A Review and Analysis of Measures

    Science.gov (United States)

    Emmons, Karen M.; Weiner, Bryan; Fernandez, Maria; Tu, Shin-Ping

    2011-01-01

    There is a growing emphasis on the role of organizations as settings for dissemination and implementation. Only recently has the field begun to consider features of organizations that impact on dissemination and implementation of evidence-based interventions. This manuscript identifies and evaluates available measures for 5 key organizational-level constructs: (1) leadership; (2) vision; (3) managerial relations; (4) climate; and (5) absorptive capacity. Overall the picture was the same across the five constructs—no measure was used in more than one study, many studies did not report the psychometric properties of the measures, some assessments were based on a single response per unit, and the level of the instrument and analysis did not always match. We must seriously consider the development and evaluation of a robust set of measures that will serve as the basis of building the field, allow for comparisons across organizational types and intervention topics, and allow a robust area of dissemination and implementation research to develop. PMID:21724933

  17. Leadership, organizational climate, and working alliance in a children's mental health service system.

    Science.gov (United States)

    Green, Amy E; Albanese, Brian J; Cafri, Guy; Aarons, Gregory A

    2014-10-01

    The goal of this study was to examine the relationships of transformational leadership and organizational climate with working alliance, in a children's mental health service system. Using multilevel structural equation modeling, the effect of leadership on working alliance was mediated by organizational climate. These results suggest that supervisors may be able to impact quality of care through improving workplace climate. Organizational factors should be considered in efforts to improve public sector services. Understanding these issues is important for program leaders, mental health service providers, and consumers because they can affect both the way services are delivered and ultimately, clinical outcomes.

  18. Analysis of Factors Affect to Organizational Performance In Using Accounting Information Systems Through Users Satisfaction and Integration Information Systems

    Directory of Open Access Journals (Sweden)

    Anton Arisman

    2017-09-01

    Full Text Available The aim of this research is to investigate the factors affecting organizational performance in using accounting information system through users satisfaction and integration information systems. The research respondents were 447 companies that listed in Indonesian Stock Exchange. The data are gathered through consensus method and in total there are 176 responses with complete data. Structural Equation Model (SEM is used in analyzing the data and system theory is utilized in this research. The result shows that knowledge management systems and management control system have significant influence on users satisfaction and integration information systems.  Integration information system and users satisfaction has positive significant on organizational performance.

  19. Organizational memory and the completeness of process modeling in ERP systems

    NARCIS (Netherlands)

    van Stijn, E.J.; Wensley, A.K.P.

    2001-01-01

    Enterprise resource planning (ERP) systems not only have a broad functional scope promising to support many different business processes, they also embed many different aspects of the company’s organizational memory. Disparities can exist between those memory contents in the ERP system and related

  20. Implementing Earned Value Management in the CxP EVA Systems Project Office

    Science.gov (United States)

    Sorge, Les L.

    2009-01-01

    Earned Value Management (EVM), like project management, is as much art as it is science to develop an implementation plan for a project. This presentation will cover issues that were overcome and the implementation strategy to deploy Earned Value Management (EVM) within the Constellation Program (CxP), EVA Systems Project Office (ESPO), as well as discuss additional hurdles that currently prevent the organization from optimizing EVM. Each organization and each project within an organization needs to mold an EVM implementation plan around existing processes and tools, while at the same time revising those existing processes and tools as necessary to make them compatible with EVM. The ESPO EVM implementation covers work breakdown structure, organizational breakdown structure, control account, work/planning package development; integrated master schedule development using an integrated master plan; incorporating reporting requirements for existing funding process such as Planning, Programming, Budgeting, and Execution (PPBE) and JSC Internal Task Agreements (ITA); and interfacing with other software tools such as the Systems Applications and Products (SAP) accounting system and the CxP wInsight EVM analysis tool. However, there are always areas for improvement and EVM is no exception. As EVM continues to mature within the NASA CxP, these areas will continue to be worked to resolution to provide the Program Managers, Project Managers, and Control Account Managers the best EVM data possible to make informed decisions.

  1. Health information exchange implementation: lessons learned and critical success factors from a case study.

    Science.gov (United States)

    Feldman, Sue S; Schooley, Benjamin L; Bhavsar, Grishma P

    2014-08-15

    Much attention has been given to the proposition that the exchange of health information as an act, and health information exchange (HIE), as an entity, are critical components of a framework for health care change, yet little has been studied to understand the value proposition of implementing HIE with a statewide HIE. Such an organization facilitates the exchange of health information across disparate systems, thus following patients as they move across different care settings and encounters, whether or not they share an organizational affiliation. A sociotechnical systems approach and an interorganizational systems framework were used to examine implementation of a health system electronic medical record (EMR) system onto a statewide HIE, under a cooperative agreement with the Office of the National Coordinator for Health Information Technology, and its collaborating organizations. The objective of the study was to focus on the implementation of a health system onto a statewide HIE; provide insight into the technical, organizational, and governance aspects of a large private health system and the Virginia statewide HIE (organizations with the shared goal of exchanging health information); and to understand the organizational motivations and value propositions apparent during HIE implementation. We used a formative evaluation methodology to investigate the first implementation of a health system onto the statewide HIE. Qualitative methods (direct observation, 36 hours), informal information gathering, semistructured interviews (N=12), and document analysis were used to gather data between August 12, 2012 and June 24, 2013. Derived from sociotechnical concepts, a Blended Value Collaboration Enactment Framework guided the data gathering and analysis to understand organizational stakeholders' perspectives across technical, organizational, and governance dimensions. Several challenges, successes, and lessons learned during the implementation of a health system to the

  2. Financial factors and the implementation of medications for treating opioid use disorders.

    Science.gov (United States)

    Knudsen, Hannah K; Roman, Paul M

    2012-12-01

    Despite the established effectiveness of pharmacotherapies for treating opioid use disorders, implementation of medications for addiction treatment (MAT) by specialty treatment programs is limited. This research examined relationships between organizational factors and the program-level implementation of MAT, with attention paid to specific sources of funding, organizational structure, and workforce resources. Face-to-face structured interviews were conducted in 2008 to 2009 with administrators of 154 community-based treatment programs affiliated with the National Institute on Drug Abuse's Clinical Trials Network; none of these programs exclusively dispensed methadone without offering other levels of care. Implementation of MAT was measured by summing the percentages of opioid patients receiving buprenorphine maintenance, methadone maintenance, and tablet naltrexone. Financial factors included the percentages of revenues received from Medicaid, private insurance, criminal justice, the Federal block grant, state government, and county government. Organizational structure and workforce characteristics were also measured. Implementation of MAT for opioid use disorders was low. Greater reliance on Medicaid was positively associated with implementation after controlling for organizational structure and workforce measures, whereas the association for reliance on criminal justice revenues was negative. The implementation of MAT for opioid use disorders by specialty addiction treatment programs may be facilitated by Medicaid but may be impeded by reliance on funding from the criminal justice system. These findings point to the need for additional research that considers the impact of organizational dependence on different types of funding on patterns of addiction treatment practice.

  3. Organizational readiness: a case study of participatory interventions in SMEs

    DEFF Research Database (Denmark)

    Poulsen, Signe; Ipsen, Christine; Gish, Liv

    2013-01-01

    that there are some overall aspects that affect the process. The aspects are 1) Organizational design, 2) Company history, and 3) Organizational context. The organizational design relates to the organization of work, management support, and participation. Company history concerns the previous experiences with change......There is a need for an increased understanding of organizational readiness in relation to interventions. The study examines the implementation of the PoWRS model in four case companies. During the implementation period that companies have been interviewed, answered surveys and employees...... in the four companies. All four companies managed to follow the two first steps in the model. From there on three of the companies continued following the model, whereas the fourth company never managed to establish clear supporting activities related to the two chosen changes. The study shows...

  4. QUALITY ORIENTED ORGANIZATIONAL CULTURE IN PUBLIC ADMINISTRATION

    Directory of Open Access Journals (Sweden)

    TÜNDE SZABÓ

    2013-02-01

    Full Text Available Total Quality Management is an attractive philosophy and its implementation involves many difficulties.Implementation of total quality management requires a profound transformation of the organization so that theappearance of strong resistance is inevitable. For this reason, it is necessary to consider the huge effort that isrequired to resolve difficulties that appear in this process.Total quality management is based on knowing the stage of organization and its environment and throughcontinuous improvement for it to try to reach excellence.It is well known that the implementation of quality management systems depends on the specifics of eachorganization. Functions performed, defining features, characteristics of public administration systems, rigidity givenby the multitude of laws make it difficult to implement quality management systems, on the one hand and on the otherhand, these difficulties are given from the specific service.The introduction of total quality management in public administration cannot and should not present a radicalreform of it. Public administration, like any other public or private organization, can be improved. In essence, thepractice of recent years shows that the model Total Quality Management in public administration allowsimprovements, but it only with an appropriate organizational culture.

  5. Organizational interventions to implement improvements in patient care: a structured review of reviews.

    NARCIS (Netherlands)

    Wensing, M.J.P.; Wollersheim, H.C.H.; Grol, R.P.T.M.

    2006-01-01

    BACKGROUND: Changing the organization of patient care should contribute to improved patient outcomes as functioning of clinical teams and organizational structures are important enablers for improvement. OBJECTIVE: To provide an overview of the research evidence on effects of organizational

  6. A study on the effect of organizational climate on organizational commitment: A case study of educational system

    Directory of Open Access Journals (Sweden)

    Bahman Saeidipou

    2013-01-01

    Full Text Available Building strong commitment among organizational employees plays an important role in reducing delays and displacement. It can also increase employee efficiency, employees' mental freshness and manifesting both organizational admirable targets and personal goals. The purpose of this study is to detect and to forecast the impact of organizational climate on level of organizational commitment among staff education in city of Kermanshah located in west part Iran. The survey designs questionnaires and collects necessary information using a descriptive survey. The statistical population includes all 921 employees who were either enrolled in administration level or work as teacher in all areas of city of Kermanshah. The study selects 300 individuals from the statistical population randomly. The proposed model of this paper uses factor analysis to determine the most important factors influencing organizational commitment and Cronbach alpha is used to validate the results. The results show that there is a significant relationship between the components of role and paying enough attention to goals, the variable organizational climate, and the whole variable dimensions of organizational commitment. The other observation is that there was a weak relationship with some components of social commitment, and there was not any significant relationship with other aspects. Results of multivariate regression analysis shows that there was a high correlation between organizational climate and social commitment (t-student=6.208.

  7. Development and implementation of documents control and records management system for KNPP units 5 and 6 modernization program

    International Nuclear Information System (INIS)

    Manchev, B.L.; Ilieva, M.; Nenkova, B. G. . E-mail of corresponding author: ilieva@riskeng.bg; Ilieva, M.)

    2005-01-01

    It was proposed to KNPP to develop and implement a Dcuments Control and Records Management System for an efficient and effective Configuration Management (CM) Program. It will provide reasonable assurance that consistency among design requirements, physical configuration and facility documentation is established and maintained during the Modernization Program and throughout the life of KNPP Units 5 and 6. The fully implemented CM Program will consider and track the modifications resulting from the Units 5 and 6 Modernization Program and will be consistent with internationally recognized principles and customized to fit within the KNPP organizational structure and philosophy (ANSI/NIRMA CM 1.0 - 2000, Configuration Management Of Nuclear Facilities). Development and implementation phase of Documents Control and Records Management System and SmartDoc information system, as well as ideas for further development are presented in this report. (author)

  8. Effects of an ontology display with history representation on organizational memory information systems.

    Science.gov (United States)

    Hwang, Wonil; Salvendy, Gavriel

    2005-06-10

    Ontologies, as a possible element of organizational memory information systems, appear to support organizational learning. Ontology tools can be used to share knowledge among the members of an organization. However, current ontology-viewing user interfaces of ontology tools do not fully support organizational learning, because most of them lack proper history representation in their display. In this study, a conceptual model was developed that emphasized the role of ontology in the organizational learning cycle and explored the integration of history representation in the ontology display. Based on the experimental results from a split-plot design with 30 participants, two conclusions were derived: first, appropriately selected history representations in the ontology display help users to identify changes in the ontologies; and second, compatibility between types of ontology display and history representation is more important than ontology display and history representation in themselves.

  9. 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…

  10. Transforming to a computerized system for nursing care: organizational success within Magnet idealism.

    Science.gov (United States)

    Lindgren, Carolyn L; Elie, Leslie G; Vidal, Elizabeth C; Vasserman, Alex

    2010-01-01

    In reaching the goal for standardized, quality care, a not-for-profit healthcare system consisting of seven institutional entities is transforming nursing practice guidelines, patient care workflow, and patient documents into electronic, online, real-time modalities for use across departments and all healthcare delivery entities of the system. Organizational structure and a strategic plan were developed for the 2-year Clinical Transformation Project. The Siemens Patient Care Document System was adopted and adapted to the hospitals' documentation and information needs. Two fast-track sessions of more than 100 nurses and representatives from other health disciplines were held to standardize assessments, histories, care protocols, and interdisciplinary plans of care for the top 10 diagnostic regulatory groups. Education needs of the users were addressed. After the first year, a productive, functional system is evidenced. For example, the bar-coded Medication Administration Check System is in full use on the clinical units of one of the hospitals, and the other institutional entities are at substantial stages of implementation of Patient Care Documentation System. The project requires significant allocation of personnel and financial resources for a highly functional informatics system that will transform clinical care. The project exemplifies four of the Magnet ideals and serves as a model for others who may be deciding about launching a similar endeavor.

  11. Implementation of Motivational Interviewing in Substance Use Disorder Treatment: Research Network Participation and Organizational Compatibility.

    Science.gov (United States)

    Rieckmann, Traci R; Abraham, Amanda J; Bride, Brian E

    Despite considerable empirical evidence that psychosocial interventions improve addiction treatment outcomes across populations, implementation remains problematic. A small body of research points to the importance of research network participation as a facilitator of implementation; however, studies examined limited numbers of evidence-based practices. To address this gap, the present study examined factors impacting implementation of motivational interviewing (MI). This study used data from a national sample of privately funded treatment programs (n = 345) and programs participating in the National Drug Abuse Treatment Clinical Trials Network (CTN) (n = 156). Data were collected via face-to-face interviews with program administrators and clinical directors (2007-2009). Analysis included bivariate t tests and chi-square tests to compare private and CTN programs, and multivariable logistic regression of MI implementation. A majority (68.0%) of treatment programs reported use of MI. Treatment programs participating in the CTN (88.9%) were significantly more likely to report use of MI compared with non-CTN programs (58.5%; P Motivational Interviewing Network of Trainers as compared with private programs (56.1%; P tool were more likely to use MI, whereas programs placing greater emphasis on confrontational group therapy were less likely to use MI. Findings suggest the critical role of research network participation, access to psychiatrists, and organizational compatibility in adoption and sustained use of MI.

  12. A survey on critical factors influencing organizational commitment

    Directory of Open Access Journals (Sweden)

    Hamidreza Kheirkhah

    2014-04-01

    Full Text Available Organizational commitment is an important issue and organization attitude has become an area of study among many researchers in the fields of organizational behavior. In fact, there are many studies on human resource management where the effects of organizational commitment on other issues have been investigated and the purpose of this research is to find critical factors influencing on organizational commitment. Based on an exploration of the literature review and interviews, the proposed study of this paper extracts 24 variables and using factor analysis, we select the most important factors, which are grouped in four categories. The implementation of our factor analysis has revealed Affective commitment, Continuous commitment, Moral commitment and Enduring commitment are the most important factors influencing organizational commitment.

  13. Exploring the nature of governance at the level of implementation for health system strengthening: the DIALHS experience.

    Science.gov (United States)

    Scott, Vera; Schaay, Nikki; Olckers, Patti; Nqana, Nomsa; Lehmann, Uta; Gilson, Lucy

    2014-09-01

    Health system governance has been recognized as a critical element of the health system strengthening agenda. To date, health governance research often focuses at national or global levels, adopting a macro-perspective that deals with governance structures, forms and principles. Little attention has been given to a micro-perspective which recognizes the role of health system actors in governance, or to considering the operational level of the health system. This article presents a South African case study of an intervention to address conflict in roles and responsibilities between multiple actors supporting service delivery at the local level, and explores the broader insights this experience generates about the nature of local health system governance. In an embedded case study, action learning and reflection theory were used to design and implement the intervention. Data in this article were drawn from minutes, observations and recorded reflections of the meetings and workshops that comprised the intervention. A theoretical governance framework was used both to understand the context of the intervention and to analyse the dimensions of governance relevant in the experience. The study shows how, through action learning and reflection, local managers in two organizations came to understand how the higher level misalignment of organizational structures and processes imposed governance constraints on them, and to see the impact this had on their organizational relationships. By re-framing the conflict as organizational, they were then able to create opportunities for staff to understand their context and participate in negotiating principles for communication and collaborative work. The result reduced conflict between staff in the two organizations, leading to improved implementation of programme support. Strengthening relationships among those working at local level by building collaborative norms and values is an important part of local health system governance for

  14. Evaluating Organizational Performance: Rational, Natural, and Open System Models

    Science.gov (United States)

    Martz, Wes

    2013-01-01

    As the definition of organization has evolved, so have the approaches used to evaluate organizational performance. During the past 60 years, organizational theorists and management scholars have developed a comprehensive line of thinking with respect to organizational assessment that serves to inform and be informed by the evaluation discipline.…

  15. Methodological approach to organizational performance improvement process

    OpenAIRE

    Buble, Marin; Dulčić, Želimir; Pavić, Ivan

    2017-01-01

    Organizational performance improvement is one of the fundamental enterprise tasks. This especially applies to the case when the term “performance improvement” implies efficiency improvement measured by indicators, such as ROI, ROE, ROA, or ROVA/ROI. Such tasks are very complex, requiring implementation by means of project management. In this paper, the authors propose a methodological approach to improving the organizational performance of a large enterprise.

  16. ON THE ROLE AND THE DETERMINANTS OF INTERNAL ORGANIZATIONAL COMMUNICATION

    Directory of Open Access Journals (Sweden)

    Sabina Madalina Somacescu

    2017-12-01

    Full Text Available Internal communication is important for organizations because it creates a conducive organizational climate for performance. However, internal organizational communication did not receive proper attention in organizational management, nor the resources required for effective implementation. We proposed a framework to analyze organizational communication by establishg its determinants and its role. As a consequence, the management of organization will be able to improve the internal communication. In our study, conducted in a large Romanian organization, we analyzed two factors that influence the internal organizational communication: organizational culture and leadership exercised in the organization. Due to its essential role, in transmitting information and ensuring a climate leading to performance, organizational communication must occupy a central place in the organization's top management concerns.

  17. 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…

  18. Aligning Leadership Across Systems and Organizations to Develop Strategic Climate to for Evidence-Based Practice Implementation

    Science.gov (United States)

    Aarons, Gregory A.; Farahnak, Lauren R.; Ehrhart, Mark G.; Sklar, Marisa

    2015-01-01

    There has been a growing impetus to bridge the gap between basic science discovery, development of evidence-based practices (EBPs) and their availability and delivery in order to improve public health impact of such practices. In seeking to capitalize on factors that support implementation and sustainment of EBPs, it is important to consider that healthcare is delivered within the outer context of public health systems, and the inner context of healthcare organizations and workgroups. Leaders have a key role in determining the nature of system and organizational context. This article will addresses the role of leadership across levels in developing strategic climate for EBP implementation within the outer (i.e., system) and inner (i.e., organization, work group) contexts of healthcare. Within the framework of Edgar Schein’s “climate embedding mechanisms,” we describe strategies that leaders at the system, organization, and work group levels can consider and apply to develop a strategic climates that support the implementation and sustainment of EBP in healthcare and allied healthcare settings. PMID:24641560

  19. Aligning leadership across systems and organizations to develop a strategic climate for evidence-based practice implementation.

    Science.gov (United States)

    Aarons, Gregory A; Ehrhart, Mark G; Farahnak, Lauren R; Sklar, Marisa

    2014-01-01

    There has been a growing impetus to bridge the gap between basic science discovery, development of evidence-based practices (EBPs), and the availability and delivery of EBPs in order to improve the public health impact of such practices. To capitalize on factors that support implementation and sustainment of EBPs, it is important to consider that health care is delivered within the outer context of public health systems and the inner context of health care organizations and work groups. Leaders play a key role in determining the nature of system and organizational contexts. This article addresses the role of leadership and actions that leaders can take at and across levels in developing a strategic climate for EBP implementation within the outer (i.e., system) and inner (i.e., organization, work group) contexts of health care. Within the framework of Edgar Schein's "climate embedding mechanisms," we describe strategies that leaders at the system, organization, and work group levels can consider and apply to develop strategic climates that support the implementation and sustainment of EBP in health care and allied health care settings.

  20. The relevance and implications of organizational involvement for serious mental illness populations.

    Science.gov (United States)

    Treichler, Emily B H; Evans, Eric A; Johnson, J Rock; O'Hare, Mary; Spaulding, William D

    2015-07-01

    Consumer involvement has gained greater prominence in serious mental illness (SMI) because of the harmonious forces of new research findings, psychiatric rehabilitation, and the recovery movement. Previously conceived subdomains of consumer involvement include physical involvement, social involvement, and psychological involvement. We posit a fourth subdomain, organizational involvement. We have operationally defined organizational involvement as the involvement of mental health consumers in activities and organizations that are relevant to the mental health aspect of their identities from an individual to a systemic level across arenas relevant to mental health. This study surveyed adults with SMI regarding their current level of organizational involvement along with their preferences and beliefs about organizational involvement. Additionally, a path model was conducted to understand the relationships between domains of consumer involvement. Although participants reported wanting to be involved in identified organizational involvement activities and believing it was important to be involved in these kinds of activities, organizational involvement was low overall. The path model indicated that psychological involvement among other factors influence organizational involvement, which informed our suggestions to improve organizational involvement among people with SMI. Successful implementation must be a thoroughly consumer-centered approach creating meaningful and accessible involvement opportunities. Our study and prior studies indicate that organizational involvement and other subdomains of consumer involvement are key to the health and wellbeing of consumers, and therefore greater priority should be given to interventions aimed at increasing these essential domains. (c) 2015 APA, all rights reserved).

  1. Return-to-Work Within a Complex and Dynamic Organizational Work Disability System.

    Science.gov (United States)

    Jetha, Arif; Pransky, Glenn; Fish, Jon; Hettinger, Lawrence J

    2016-09-01

    Background Return-to-work (RTW) within a complex organizational system can be associated with suboptimal outcomes. Purpose To apply a sociotechnical systems perspective to investigate complexity in RTW; to utilize system dynamics modeling (SDM) to examine how feedback relationships between individual, psychosocial, and organizational factors make up the work disability system and influence RTW. Methods SDMs were developed within two companies. Thirty stakeholders including senior managers, and frontline supervisors and workers participated in model building sessions. Participants were asked questions that elicited information about the structure of the work disability system and were translated into feedback loops. To parameterize the model, participants were asked to estimate the shape and magnitude of the relationship between key model components. Data from published literature were also accessed to supplement participant estimates. Data were entered into a model created in the software program Vensim. Simulations were conducted to examine how financial incentives and light duty work disability-related policies, utilized by the participating companies, influenced RTW likelihood and preparedness. Results The SDMs were multidimensional, including individual attitudinal characteristics, health factors, and organizational components. Among the causal pathways uncovered, psychosocial components including workplace social support, supervisor and co-worker pressure, and supervisor-frontline worker communication impacted RTW likelihood and preparedness. Interestingly, SDM simulations showed that work disability-related policies in both companies resulted in a diminishing or opposing impact on RTW preparedness and likelihood. Conclusion SDM provides a novel systems view of RTW. Policy and psychosocial component relationships within the system have important implications for RTW, and may contribute to unanticipated outcomes.

  2. Bank Organizational Structure Choice Dilemma. Case of PKO BP

    Directory of Open Access Journals (Sweden)

    Adam Szafarczyk

    2008-06-01

    Full Text Available Organizational structures are differing for different banks. They depend on individual bank economic situation, its technology, strategy and form of competition struggle. Usually the biggest EU banks are consists from formally or really independent divisions. The most common divisions are Retail Banking, Corporate Banking, Treasury and Investment, sometimes Insurance. PKO BP, the biggest Polish Bank, ought to change its structure due to implementation new IT system.

  3. Information Systems And Organizational Memory: A Literature Review The Last 20 Years

    Directory of Open Access Journals (Sweden)

    Victor Freitas de Azeredo Barros

    2015-09-01

    Full Text Available The advancement of technologies and Information Systems (IS associated with the search for success in the competitive market leads organizations to seek strategies that assist in acquisition, retention, storage, and dissemination of knowledge in the organization in order to be reused in time, preserving its Organizational Memory (OM. The Organizational Memory Information Systems (OMIS rises as an enhancer of the OM, providing effective support and resources for the organization, assisting on decision-making, in the solution of problems, as well as in quality and generation of products and services. This article is an analysis of some OMIS selected from a literature review about its features and functionality in order to understand how these information systems are seen by the organizations. With this research, we realized that it is still inexpressive this relationship between OM and IS, even with the existence of some cases of success in the use of OMIS in the literature. The literature reveals that the individuals' knowledge is not integrated on information systems management process in most organizations, getting much of the knowledge of individuals generated in the organization retained in own individual. It is easy to see that there is a need for strategies and mechanisms in the organization to stimulate and provide a better knowledge sharing between individuals which, when associated to IS, allow greater control and effective use of the Organizational Memory.

  4. Organizational Stress Moderates the Relationship between Mental Health Provider Adaptability and Organizational Commitment

    Science.gov (United States)

    Green, Amy E.; Dishop, Christopher; Aarons, Gregory A

    2016-01-01

    Objective Community mental health providers often operate within stressful work environments and are at high risk for emotional exhaustion, which can negatively affect job performance and client satisfaction with services. This cross-sectional study examines the relationships between organizational stress, provider adaptability, and organizational commitment. Methods Variables were analyzed using moderated multi-level regression in a sample of 311 mental health providers from 49 community mental health programs. Results Stressful organizational climate, characterized by high levels of emotional exhaustion, role conflict, and role overload, was negatively related to organizational commitment. Organizational stress moderated the relationship between provider adaptability and organizational commitment, such that those who were more adaptable had greater levels of organizational commitment when organizational stress was low, but were less committed than those who were less adaptable when organizational stress was high. Conclusions In the current study, providers higher in adaptability may perceive their organization as a greater fit when characterized by lower levels of stressfulness; however, highly adaptable providers may also exercise choice that manifests in lower commitment to staying in an overly stressful work environment. Service systems and organizational contexts are becoming increasingly demanding and stressful for direct mental health service providers. Therefore, community mental health organizations should assess and understand their organizational climate and intervene with empirically based organizational strategies when necessary to reduce stressful climates and maintain desirable employees. PMID:27301760

  5. A qualitative study of the organizational consequences of telemedicine.

    Science.gov (United States)

    Aas, I H

    2001-01-01

    The organizational consequences of telemedicine have frequently been mentioned in the telemedicine community, but there are few empirical studies. A study was therefore carried out of what happens in organizations when telemedicine is implemented. Qualitative interviews were undertaken with 30 persons working in teledermatology, telepsychiatry, a telepathology frozen-section service and tele-otolaryngology. Almost all respondents reported numerous organizational changes, some important. Changes in work processes were the most common. Examples of the organizational consequences of telemedicine were organizational restructuring, new organizational units, changed mechanisms for internal coordination, different flows of patients through the health-care system, improved coordination of care, new job descriptions, relocation of the place of work, employment of personnel living far away from the workplace, effects on employees not directly involved in telemedicine, sharing of experiences, minor staffing changes, clinical teamwork independent of co-location, administrative meetings arranged by telemedicine, merger of organizations independent of location, less travel by staff (and patients), a possible beneficial effect on the quality of care, and limited opposition to the adoption of the technology. Telemedicine may be important in the future organization of the disciplines studied and in health-care generally. The infrastructure of electronic networks may play an important role for organizations as the volume of telemedicine activity increases and economies of scale are realized.

  6. Flexible Process Notations for Cross-organizational Case Management Systems

    DEFF Research Database (Denmark)

    Slaats, Tijs

    : the notations in which the processes are defined. Traditional process notations are flow-based: control of the process flows from one activity to the next. This paradigm inherently encourages modellers to think in terms of strict orderings instead of supporting flexibility. Flow-based models that do try...... of the process and techniques for runtime adaptation. This dissertation reports on the results of the Technologies for Flexible Cross-organizational Case Management Systems (FLExCMS) research project which was started in cooperation between ITU and the company Exformatics A/S. The goals of the project were...... to strengthen the industrial adoption of constraintbased notations and techniques by further developing DCR Graphs to be industrially applicable, with a particular focus on guaranteeing safety for cross-organizational processes. We will show how DCR Graphs have been extended with new dimensions such as time...

  7. "Seinfeld," Professor of Organizational Behavior: The Psychological Contract and Systems Thinking.

    Science.gov (United States)

    Dent, Eric B.

    2001-01-01

    Explains how television programs such as "Seinfeld" illustrate the organizational behavior concepts of the social psychological contract and the interdependence aspect of systems thinking. Describes to use "Seinfeld" in the management classroom. (Contains 18 references.) (SK)

  8. Organizational culture in the primary healthcare setting of Cyprus.

    Science.gov (United States)

    Zachariadou, Theodora; Zannetos, Savvas; Pavlakis, Andreas

    2013-03-24

    The concept of organizational culture is important in understanding the behaviour of individuals in organizations as they manage external demands and internal social changes. Cyprus healthcare system is under restructuring and soon a new healthcare scheme will be implemented starting at the Primary Healthcare (PHC) level. The aim of the study was to investigate the underlying culture encountered in the PHC setting of Cyprus and to identify possible differences in desired and prevailing cultures among healthcare professionals. The population of the study included all general practitioners (GPs) and nursing staff working at the 42 PHC centres throughout the island. The shortened version of the Organizational Culture Profile questionnaire comprising 28 statements on organizational values was used in the study. The instrument was already translated and validated in Greek and cross-cultural adaptation was performed. Participants were required to indicate the organization's characteristic cultural values orientation along a five-point Likert scale ranging from "Very Much = 1" to "Not at all= 5". Statistical analysis was performed using SPSS 16.0. Student t-test was used to compare means between two groups of variables whereas for more than two groups analysis of variance (ANOVA) was applied. From the total of 306 healthcare professionals, 223 participated in the study (72.9%). The majority of participants were women (75.3%) and mean age was 42.6 ± 10.7 years. Culture dimension "performance orientation" was the desired culture among healthcare professionals (mean: 1.39 ± 0.45). "Supportiveness" and "social responsibility" were the main cultures encountered in PHC (means: 2.37 ± 0.80, 2.38 ± 0.83). Statistical significant differences were identified between desired and prevailing cultures for all culture dimensions (p= 0.000). This was the first study performed in Cyprus assessing organizational culture in the PHC setting. In the forthcoming health system reform

  9. A quantitative assessment of organizational factors affecting safety using a system dynamics model

    International Nuclear Information System (INIS)

    Yoo, J. K.; Yoon, T. S.

    2003-01-01

    The purpose of this study is to develop a system dynamics model for the assessment of organizational and human factors in the nuclear power plant safety. Previous studies are classified into two major approaches. One is the engineering approach such as ergonomics and Probabilistic Safety Assessment (PSA). The other is socio-psychology one. Both have contributed to find organizational and human factors and increased nuclear safety However, since these approaches assume that the relationship among factors is independent they do not explain the interactions between factors or variables in NPP's. To overcome these restrictions, a system dynamics model, which can show causal relations between factors and quantify organizational and human factors, has been developed. Operating variables such as degree of leadership, adjustment of number of employee, and workload in each department, users can simulate various situations in nuclear power plants in the organization side. Through simulation, user can get an insight to improve safety in plants and to find managerial tools in the organization and human side

  10. OPPORTUNITIES AND RISKS IN A CONTROL SYSTEM OF INNOVATIVE PROJECTS OF ORGANIZATIONAL DEVELOPMENT

    Directory of Open Access Journals (Sweden)

    A.V. Grebenkin

    2008-06-01

    Full Text Available The definition of the organizational development innovative project and the technique of its estimation is in this article offered. The distinctive special feature of this method is comparison of opportunities and risks by means of essentially new system of the parameters. These parameters allow to receive a complex estimation of a condition of organizational development innovative projects. Approbation of the offered estimated technique has been lead on set of organizational development innovative projects which were realized at the enterprises of a various branch accessory. The hypothesis about necessity of definition of a condition of the project by means of an estimation of opportunities and their comparisons to risks is confirmed.

  11. Challenges in the implementation of a quality management system applied to radiometric analysis

    Energy Technology Data Exchange (ETDEWEB)

    Dias, Danila C.S.; Bonifacio, Rodrigo L.; Nascimento, Marcos R.L.; Silva, Nivaldo C. da; Taddei, Maria Helena T., E-mail: danilacdias@gmail.com [Comissao Nacional de Energia Nuclear (LAPOC/CNEN-MG), Pocos de Caldas, MG (Brazil). Laboratorio de Pocos de Caldas

    2015-07-01

    The concept of quality in laboratories has been well established as an essential factor in the search for reliable results. Since its first version published (1999), the ISO/IEC 17025 has been applied in the industrial and research fields, in a wide range of laboratorial analyses. However, the implementation of a Quality Management System still poses great challenges to institutions and companies. The purpose of this work is to expose the constraints related to the implementation of ISO/IEC 17025 applied to analytical assays of radionuclides, accomplished by studying the case of the Pocos de Caldas Laboratory of the Brazilian Commission for Nuclear Energy. In this lab, a project of accreditation of techniques involving determination of radionuclides in water, soil, sediment and food samples has been conducted since 2011. The challenges presented by this project arise from the administrative view, where the governmental nature of the institution translates into unlevelled availability resources and the organizational view, whereas QMS requires inevitable changes in the organizational culture. It is important to point out that when it comes to accreditation of analysis involving radioactive elements, many aspects must be treated carefully due to the their very particular nature. Among these concerns are the determination of analysis uncertainties, accessibility to international proficiency studies, international radioactive samples and CRM transportation, the study of parameters on the validation of analytical methods and the lack of documentation and specialized personnel regarding quality at radiometric measurements. Through an effective management system, the institution is overcoming these challenges, moving toward the ISO/IEC 17025 accreditation. (author)

  12. Challenges in the implementation of a quality management system applied to radiometric analysis

    International Nuclear Information System (INIS)

    Dias, Danila C.S.; Bonifacio, Rodrigo L.; Nascimento, Marcos R.L.; Silva, Nivaldo C. da; Taddei, Maria Helena T.

    2015-01-01

    The concept of quality in laboratories has been well established as an essential factor in the search for reliable results. Since its first version published (1999), the ISO/IEC 17025 has been applied in the industrial and research fields, in a wide range of laboratorial analyses. However, the implementation of a Quality Management System still poses great challenges to institutions and companies. The purpose of this work is to expose the constraints related to the implementation of ISO/IEC 17025 applied to analytical assays of radionuclides, accomplished by studying the case of the Pocos de Caldas Laboratory of the Brazilian Commission for Nuclear Energy. In this lab, a project of accreditation of techniques involving determination of radionuclides in water, soil, sediment and food samples has been conducted since 2011. The challenges presented by this project arise from the administrative view, where the governmental nature of the institution translates into unlevelled availability resources and the organizational view, whereas QMS requires inevitable changes in the organizational culture. It is important to point out that when it comes to accreditation of analysis involving radioactive elements, many aspects must be treated carefully due to the their very particular nature. Among these concerns are the determination of analysis uncertainties, accessibility to international proficiency studies, international radioactive samples and CRM transportation, the study of parameters on the validation of analytical methods and the lack of documentation and specialized personnel regarding quality at radiometric measurements. Through an effective management system, the institution is overcoming these challenges, moving toward the ISO/IEC 17025 accreditation. (author)

  13. 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…

  14. Methodological approach to organizational performance improvement process

    Directory of Open Access Journals (Sweden)

    Marin Buble

    2001-01-01

    Full Text Available Organizational performance improvement is one of the fundamental enterprise tasks. This especially applies to the case when the term “performance improvement” implies efficiency improvement measured by indicators, such as ROI, ROE, ROA, or ROVA/ROI. Such tasks are very complex, requiring implementation by means of project management. In this paper, the authors propose a methodological approach to improving the organizational performance of a large enterprise.

  15. THE INTERDEPENDENCE BETWEEN MANAGEMENT, COMMUNICATION, ORGANIZATIONAL BEHAVIOR AND PERFORMANCE

    Directory of Open Access Journals (Sweden)

    Pipas Maria Daniela

    2013-07-01

    Full Text Available The approach of this paper is based on the concepts of management, communication and organizational behavior that by implementing the appropriate strategies, by taking and prevention of organizational risk that creates a favorable organizational climate that can improve, in time, the image of the organization, leading ultimately to making a synergic organization and to increase the organizational performance. An effective communication, followed by an efficient management provides safety in any domain of activity. Organizational communication cannot be seen outside of the management, and represents a fundamental component of it. The lack of communication or poor management of this process leads to alterations in key components of organizational management on one hand, and on the other, the lack of skills and organizational culture regarding these components invalidates the communication process. Today, communication has become increasingly important and more nuanced. At work, employees are faced with an overload of information, but with insufficient or even no communication. Information and communication are two different concepts, but that are interrelated, so information puts people in connection with certain information while communicating puts people in relation with others. Any communication process takes place in a context, which means that it takes place in a specific social, cultural, psychological, physical or temporal space, which is in close interdependence. Any behavioral attitude that we have in this space communicates something about us and determines, consciously or unconsciously, a reaction of positive or negative response from others and may be a factor in sustaining the process of social evolution. In an organizational context, attitudes, behavior can be found as organizational behavior, covering, in turn, a wide range of activities: knowledge and employee satisfaction, understanding group dynamics, accepting and respecting

  16. Factors Manipulate ERP Implementation: An Experiential Study from Pakistan

    OpenAIRE

    Muhammad Jamil Anjum; Saif-ur-rehman Khan

    2015-01-01

    ERP (Enterprise Resource Planning) is a foremost improvement in the arena of organizational management and information system. ERP has the ability to integrate and assimilate the information in an efficient way. ERP is an utmost extensive business management system that presents real-time competences and flawless presentation of information for organizations and businesses. Nevertheless, not all the ERP implementation projects are successful. Implementation of ERP affects the overall processe...

  17. Integrating Information Services in an Academic Setting: The Organizational and Technical Challenge.

    Science.gov (United States)

    Branin, Joseph J.; And Others

    1993-01-01

    Describes a project to integrate the support and delivery of information services to faculty and staff at the University of Minnesota from the planning phase to implementation of a new organizational entity. Topics addressed include technical and organizational integration, control and delivery of services, and networking and organizational fit.…

  18. Now's the Time: Implementing Performance Management

    Science.gov (United States)

    Legutko, Lee V.

    2012-01-01

    During the past several years, school systems have implemented a variety of organizational improvement initiatives, such as Six Sigma, Balanced Scorecards, Baldrige Criteria, activity-based costing, and managing for results. Unfortunately, evidence of sustained success is fleeting as school districts remain trapped in a time warp of command,…

  19. ORGANIZATIONAL CULTURE AND ITS WAY OF EXPRESSION WITHIN THE ORGANIZATION

    Directory of Open Access Journals (Sweden)

    Maxim Raluca

    2012-12-01

    Full Text Available The main theme of this paper is the role of organizational culture in a company and its way of expression within the organization, for its management, for its employees and for its competition. Organizational culture is undoubtedly one of the fashionable areas of management, with a relatively recent history. Its purpose is to sensitize readers to the importance of organizational culture for the success of an enterprise, and its objectives were: to define organizational culture and its influence factors, as well as to explain the role of its components in the organization as a whole and for its members. Practically, the interest in organizational culture began in the 7th decade, largely due to the performances of Japanese companies, performance explained by their specific culture. Although the concept is increasingly met in international and local literature, the process that prevents its practical implementation is the lack of scientific (theoretical research at a company´s level. The old generation of leaders lead based on knowledge acquired years ago, few are those who really consistently do research and are up to speed with the latest news in management, or in the economic field in general. This paper aims to identify key conditions that determine human activity in an organization and their relationship to the successful implementation of an organizational culture by examplifing great successes of international companies. This is relevant, not only because these companies have huge incomes and recorded notable successes, but also because they enter and develop on the local market, trying to implement their thinking. Thus, local businesses can improve their business by adopting and adapting this way of thinking. The rezults of the research results reflect the fact that despite the concept that people are the main value of an organization, companies continue to ignore their employees, instead seeking the magic formula, the immediate solution

  20. 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…

  1. A systematic review of instruments that assess the implementation of hospital quality management systems.

    Science.gov (United States)

    Groene, Oliver; Botje, Daan; Suñol, Rosa; Lopez, Maria Andrée; Wagner, Cordula

    2013-10-01

    Health-care providers invest substantial resources to establish and implement hospital quality management systems. Nevertheless, few tools are available to assess implementation efforts and their effect on quality and safety outcomes. This review aims to (i) identify instruments to assess the implementation of hospital quality management systems, (ii) describe their measurement properties and (iii) assess the effects of quality management on quality improvement and quality of care outcomes. We performed a systematic literature search from 1990 to 2011 in PubMed, CINAHL, EMBASE, Cochrane Library and Web of Science. In addition, we used snowball strategies, screened the reference lists of eligible papers, reviewed grey literature and contacted experts in the field. and data extraction Two reviewers screened eligible papers based on pre-defined inclusion and exclusion criteria and all authors extracted data. Eligible papers are described in terms of general characteristics (settings, type and level of respondents, mode of data collection), methodological properties (sampling strategy, item derivation, conceptualization of quality management, assessment of reliability and validity, scoring) and application/implementation (accounting for context, organizational adaptations, sensitivity to change, deployment and effect size). Eighteen papers were deemed eligible for inclusion. While some common domains emerged in measurement conceptualization, substantial differences in scope persist. The instruments' measurement properties were insufficiently described and only few instruments assessed links between the implementation of quality management systems (QMS) and improvement strategies or outcomes. There is currently no well-established measure to assess the implementation and effectiveness of quality management systems. Future research should address this gap.

  2. Organizational Culture and the Imperatives for Implementing Joint Vision 2010

    National Research Council Canada - National Science Library

    Casmus, David

    1997-01-01

    .... Second, it identifies the notion of culture as it applies to the Armed Forces. Third, it identifies the cultural imperatives of Joint Vision 2010 and applies some tools from Edgar Schein's models for influencing organizational culture changes...

  3. Therapist turnover and new program sustainability in mental health clinics as a function of organizational culture, climate, and service structure.

    Science.gov (United States)

    Glisson, Charles; Schoenwald, Sonja K; Kelleher, Kelly; Landsverk, John; Hoagwood, Kimberly Eaton; Mayberg, Stephen; Green, Philip

    2008-03-01

    The present study incorporates organizational theory and organizational characteristics in examining issues related to the successful implementation of mental health services. Following the theoretical foundations of socio-technical and cultural models of organizational effectiveness, organizational climate, culture, legal and service structures, and workforce characteristics are examined as correlates of therapist turnover and new program sustainability in a nationwide sample of mental health clinics. Results of General Linear Modeling (GLM) with the organization as the unit of analysis revealed that organizations with the best climates as measured by the Organizational Social Context (OSC) profiling system, had annual turnover rates (10%) that were less than half the rates found in organizations with the worst climates (22%). In addition, organizations with the best culture profiles sustained new treatment or service programs over twice as long (50 vs. 24 months) as organizations with the worst cultures. Finally, clinics with separate children's services units had higher turnover rates than clinics that served adults and children within the same unit. The findings suggest that strategies to support the implementation of new mental health treatments and services should attend to organizational culture and climate, and to the compatibility of organizational service structures with the demand characteristics of treatments.

  4. The Effects of a Simulation Game on Mental Models about Organizational Systems

    Science.gov (United States)

    Reese, Rebecca M.

    2017-01-01

    This mixed methods study was designed to uncover evidence of change to mental models about organizational systems resulting from participation in a simulation game that is based on a system dynamics model. Thirty participants in a 2 day experiential workshop completed a pretest and posttest to assess learning about particular systems concepts.…

  5. A preliminary study on the application of system dynamics methodology to organizational safety in nuclear power plants: Learning from past models

    Energy Technology Data Exchange (ETDEWEB)

    Do, Giang [Sol Bridge International School of Business, Daejeon (Korea, Republic of); Kim, Sakil; Lee, Yong Hee; Lee, Yong Hee [KAERI, Daejeon (Korea, Republic of)

    2012-10-15

    Besides technical design, organizational and human factor are of increasing interest in literature on nuclear safety. Among the methodologies employed to study these factors, System Dynamics (SD) is considered to be suitable for addressing the complexity and dynamicity of the organizational system in nuclear power plants (NPPs). In the following sections, the method will be described and its several prior applications to studying organizational safety will be introduced. An SD model with emphasis on the role of organizational learning in organizational safety will be presented.

  6. 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...

  7. Organizational factors and depression management in community-based primary care settings

    Directory of Open Access Journals (Sweden)

    Kilbourne Amy M

    2009-12-01

    Full Text Available Abstract Background Evidence-based quality improvement models for depression have not been fully implemented in routine primary care settings. To date, few studies have examined the organizational factors associated with depression management in real-world primary care practice. To successfully implement quality improvement models for depression, there must be a better understanding of the relevant organizational structure and processes of the primary care setting. The objective of this study is to describe these organizational features of routine primary care practice, and the organization of depression care, using survey questions derived from an evidence-based framework. Methods We used this framework to implement a survey of 27 practices comprised of 49 unique offices within a large primary care practice network in western Pennsylvania. Survey questions addressed practice structure (e.g., human resources, leadership, information technology (IT infrastructure, and external incentives and process features (e.g., staff performance, degree of integrated depression care, and IT performance. Results The results of our survey demonstrated substantial variation across the practice network of organizational factors pertinent to implementation of evidence-based depression management. Notably, quality improvement capability and IT infrastructure were widespread, but specific application to depression care differed between practices, as did coordination and communication tasks surrounding depression treatment. Conclusions The primary care practices in the network that we surveyed are at differing stages in their organization and implementation of evidence-based depression management. Practical surveys such as this may serve to better direct implementation of these quality improvement strategies for depression by improving understanding of the organizational barriers and facilitators that exist within both practices and practice networks. In addition

  8. Models of resource allocation optimization when solving the control problems in organizational systems

    Science.gov (United States)

    Menshikh, V.; Samorokovskiy, A.; Avsentev, O.

    2018-03-01

    The mathematical model of optimizing the allocation of resources to reduce the time for management decisions and algorithms to solve the general problem of resource allocation. The optimization problem of choice of resources in organizational systems in order to reduce the total execution time of a job is solved. This problem is a complex three-level combinatorial problem, for the solving of which it is necessary to implement the solution to several specific problems: to estimate the duration of performing each action, depending on the number of performers within the group that performs this action; to estimate the total execution time of all actions depending on the quantitative composition of groups of performers; to find such a distribution of the existing resource of performers in groups to minimize the total execution time of all actions. In addition, algorithms to solve the general problem of resource allocation are proposed.

  9. 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.

  10. 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

  11. 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.

  12. Keeping Score for Organizational Performance.

    Science.gov (United States)

    Prewitt, Vana

    2001-01-01

    Discussion of the balanced scorecard (BSC) as a performance management tool focuses on common mistakes and problems with implementing it. Topics include the need for intraorganizational communication and collaboration; strategic thinking; organizational goals; purposes of measurements; individual accountability; and setting priorities. (LRW)

  13. OhioLINK: Implementing Integrated Library Services across Institutional Boundaries.

    Science.gov (United States)

    Hawks, Carol Pitts

    1995-01-01

    Discusses the implementation of the OhioLINK (Ohio Library and Information Network) system, an integrated library system linking 23 public and private academic institutions and the Ohio State Library. Topics include a history of OhioLINK; organizational structure; decision-making procedures; public relations strategies; cooperative circulation;…

  14. The Relationship between Teamwork and Organizational Trust

    Directory of Open Access Journals (Sweden)

    Musab Işık

    2015-04-01

    Full Text Available The aim of this study is to investigate the relationship between teamwork and organizational trust. In the implementation section the data from the survey of 250 workers is employed in call centers in Erzurum by using relevant statistical methods. Consequently, it is found that there is a positive and significant relationship between teamwork and organizational trust. Thus, the hypothesis of the study is supported as it was expected. Besides, it is found that there are positive and significant relationships between communication, openness to innovation, participation-trust in teamwork and organizational trust, trust in management, trust in co-workers, and trust in workplace.

  15. Ethical considerations for sleep intervention in organizational psychology research.

    Science.gov (United States)

    Barber, Larissa K

    2017-12-01

    Over the past several years, interest into the role of sleep in the workplace has grown. The theoretical shift from research questions examining sleep as an outcome to placing sleep as the independent variable has increased experimental approaches to manipulating sleep in organizational studies. This is an exciting trend that is likely to continue in the organizational sciences. However, sleep experimentation can also pose special challenges for organizational researchers unaccustomed to sleep science. In this commentary, I discuss five ethical considerations of conducting negative sleep interventions in organizational psychology research. I also provide recommendations for organizational researchers-or even other researchers in disciplines outside of sleep science-who wish to implement sleep interventions in their studies. Copyright © 2017 John Wiley & Sons, Ltd.

  16. The Role of the IT Department in Organizational Redesign.

    Science.gov (United States)

    Petersen, Lone Stub

    2015-01-01

    Focus within eHealth research is often on development and implementation. However, the role of information systems maintenance and management is often neglected. In order for the IT department to accommodate the needs of the hospitals and continuous change of organization and practice there is a need for developing an understanding of the complex relationship between the IT department and clinical practice. In this paper the concept of redesign is used to deepen our understanding of IT related organizational change in healthcare organizations. In the paper I argue that the IT department is a central partner, steward and power in organizational change and learning in hospitals as the IT department serve both as a barrier and a catalyst of change and flexibility in the organization through management of information systems maintenance and redesign. Therefore it is important to consider and secure appropriate forms for stewarding redesign and learning in cooperation between the health care organizations and the IT department.

  17. 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...

  18. The Effect of Information Security Management on Organizational Processes Integration in Supply Chain

    OpenAIRE

    Mohsen Shafiei Nikabadi; Ahmad Jafarian; Azam Jalili Bolhasani

    2012-01-01

    : The major purpose of this article was that how information security management has effect on supply chain integration and the effect of implementing "information security management system" on enhancing supplies chain integration. In this respect, current research was seeking a combination overview to these tow approaches (Information Security Management and Organizational Processes Integration by Enterprise Resources Planning System) and after that determined factors of these two import...

  19. 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

  20. Organizational capacity for chronic disease prevention: a survey of Canadian public health organizations.

    Science.gov (United States)

    Hanusaik, Nancy; O'Loughlin, Jennifer L; Kishchuk, Natalie; Paradis, Gilles; Cameron, Roy

    2010-04-01

    There are no national data on levels of organizational capacity within the Canadian public health system to reduce the burden of chronic disease. Cross-sectional data were collected in a national survey (October 2004 to April 2005) of all 216 national, provincial and regional-level organizations engaged in chronic disease prevention through primary prevention or healthy lifestyle promotion. Levels of organizational capacity (defined as skills and resources to implement chronic disease prevention programmes), potential determinants of organizational capacity and involvement in chronic disease prevention programming were compared in western, central and eastern Canada and across three types of organizations (formal public health organizations, non-governmental organizations and grouped organizations). Forty percent of organizations were located in Central Canada. Approximately 50% were formal public health organizations. Levels of skill and involvement were highest for activities that addressed tobacco control and healthy eating; lowest for stress management, social determinants of health and programme evaluation. The few notable differences in skill levels by provincial grouping favoured Central Canada. Resource adequacy was rated low across the country; but was lowest in eastern Canada and among formal public health organizations. Determinants of organizational capacity (organizational supports and partnerships) were highest in central Canada and among grouped organizations. These data provide an evidence base to identify strengths and gaps in organizational capacity and involvement in chronic disease prevention programming in the organizations that comprise the Canadian public health system.

  1. Organizational Stress as Moderator of Relationship Between Mental Health Provider Adaptability and Organizational Commitment.

    Science.gov (United States)

    Green, Amy E; Dishop, Christopher R; Aarons, Gregory A

    2016-10-01

    Community mental health providers often operate within stressful work environments and are at high risk of emotional exhaustion, which can negatively affect job performance and client satisfaction with services. This cross-sectional study examined the relationships between organizational stress, provider adaptability, and organizational commitment. Variables were analyzed with moderated multilevel regression in a sample of 311 mental health providers from 49 community mental health programs. Stressful organizational climate, characterized by high levels of emotional exhaustion, role conflict, and role overload, was negatively related to organizational commitment. Organizational stress moderated the relationship between provider adaptability and organizational commitment, such that those who were more adaptable had greater levels of organizational commitment when organizational stress was low but were less committed than those who were less adaptable when organizational stress was high. Providers higher in adaptability may perceive their organization as a greater fit when the work environment is less stressful; however, highly adaptable providers may also exercise choice that manifests in lower commitment to staying in an overly stressful work environment. Service systems and organizational contexts are becoming increasingly demanding and stressful for direct mental health service providers. Therefore, community mental health organizations should assess and understand their organizational climate and intervene with empirically based organizational strategies when necessary to reduce stressful climates and maintain adaptable employees.

  2. Testing a theory of organizational culture, climate and youth outcomes in child welfare systems: a United States national study.

    Science.gov (United States)

    Williams, Nathaniel J; Glisson, Charles

    2014-04-01

    Theories of organizational culture and climate (OCC) applied to child welfare systems hypothesize that strategic dimensions of organizational culture influence organizational climate and that OCC explains system variance in youth outcomes. This study provides the first structural test of the direct and indirect effects of culture and climate on youth outcomes in a national sample of child welfare systems and isolates specific culture and climate dimensions most associated with youth outcomes. The study applies multilevel path analysis (ML-PA) to a U.S. nationwide sample of 2,380 youth in 73 child welfare systems participating in the second National Survey of Child and Adolescent Well-being. Youths were selected in a national, two-stage, stratified random sample design. Youths' psychosocial functioning was assessed by caregivers' responses to the Child Behavior Checklist at intake and at 18-month follow-up. OCC was assessed by front-line caseworkers' (N=1,740) aggregated responses to the Organizational Social Context measure. Comparison of the a priori and subsequent trimmed models confirmed a reduced model that excluded rigid organizational culture and explained 70% of the system variance in youth outcomes. Controlling for youth- and system-level covariates, systems with more proficient and less resistant organizational cultures exhibited more functional, more engaged, and less stressful climates. Systems with more proficient cultures and more engaged, more functional, and more stressful climates exhibited superior youth outcomes. Findings suggest child welfare administrators can support service effectiveness with interventions that improve specific dimensions of culture and climate. Copyright © 2013 Elsevier Ltd. All rights reserved.

  3. Managing the Organizational Culture: A Technological Issue

    Directory of Open Access Journals (Sweden)

    Takhir U. Bazarov

    2011-01-01

    Full Text Available Organizational culture presents an interest for research and practice of social psychology. This article is intended to discuss the problem of managing the organizational structure on two levels that contain most topical problems: general methodological level and technological level. Organizational culture is a system with its distinct features that consists of units and sub-systems with their specific features. An organizational-culture system comprises several levels: leader's personality level (as well as the personality level in general, level of executive team (as well as of a small group in general, level of organization in general (level of a large group.

  4. RELATION BETWEEN ORGANIZATIONAL - AND INFORMATION RESILIENCE: A WAY FOR IMPROVEMENT OF SYSTEM CAPACITY

    Directory of Open Access Journals (Sweden)

    Slavko Arsovski

    2010-09-01

    Full Text Available In today's business conditions, organizations worldwide operate with the transactions executed and communications received immediately after they are initiated. Tolerance in every aspect is shrinking and many organizations are outsourcing dependable. Disruption in business has widened, it includes traditional natural disaster and any event that disturbs this fast-paced operational flow - from an acquisition or organization growth to a new government regulation or to a scheduled system upgrade. This resulted in a new business paradigm organizational resilience. Impact of Information Systems (IS on organizational resilience is through: (1 higher level of knowledge and transparency of business processes, (2 higher level of flexibility, agility and sustainability of organization, (3 enhancement of key competiveness forces, (4 enhancements of awareness about business risks and vulnerability of organizations, (5 enhancement of speed of organization recovery, (6 enhancement of organizational culture and awareness about resilience and (7 supporting the organization sustainability. Each possible impact of IS varies and depends upon two sides and their relations: (1 characteristics of IS which is related to ICT characteristics and (2 characteristics of organization. Because that, authors contribution in this paper is to make clear different approaches to IS - and organizational resilience and establish the model for simulation of this impact. This model is evaluated on an example and presented as a case study.

  5. The organizational factor in PSA framework

    Energy Technology Data Exchange (ETDEWEB)

    Farcasiu, Mita, E-mail: mmfarcasiu@yahoo.com; Nitoi, Mirela

    2015-11-15

    The goals of the Man–Machine–Organization system analysis are to develop the suitable studies and techniques to identify, prevent and predict the cause of system unavailability. A descriptive concept of man–machine–organization system was developed. MMOS is defined in probability theory in the attempt to find ways for its qualitative and quantitative quantification in a PSA framework. The need for this study was demonstrated by analysis of variance of the complex system unavailability in relation to human error probability (HEP) and organizational error probability (OMP). The PSA model proposed in this paper assesses the organizational factor in MMOS by observing its influence on the human factor and equipment. Thus the influence of organizational factors is evaluated not only on component but also on the human performance. The study highlights the need to improve the understanding of the influence of organizational factors on the safe operation of nuclear installations. Using MMOS concept in PSA could identify any serious deficiencies of human and equipment performance which can sometime be corrected by improvement of the organizational factor.

  6. The organizational factor in PSA framework

    International Nuclear Information System (INIS)

    Farcasiu, Mita; Nitoi, Mirela

    2015-01-01

    The goals of the Man–Machine–Organization system analysis are to develop the suitable studies and techniques to identify, prevent and predict the cause of system unavailability. A descriptive concept of man–machine–organization system was developed. MMOS is defined in probability theory in the attempt to find ways for its qualitative and quantitative quantification in a PSA framework. The need for this study was demonstrated by analysis of variance of the complex system unavailability in relation to human error probability (HEP) and organizational error probability (OMP). The PSA model proposed in this paper assesses the organizational factor in MMOS by observing its influence on the human factor and equipment. Thus the influence of organizational factors is evaluated not only on component but also on the human performance. The study highlights the need to improve the understanding of the influence of organizational factors on the safe operation of nuclear installations. Using MMOS concept in PSA could identify any serious deficiencies of human and equipment performance which can sometime be corrected by improvement of the organizational factor.

  7. Are Agile and Lean Manufacturing Systems Employing Sustainability, Complexity and Organizational Learning?

    Science.gov (United States)

    Flumerfelt, Shannon; Siriban-Manalang, Anna Bella; Kahlen, Franz-Josef

    2012-01-01

    Purpose: This paper aims to peruse theories and practices of agile and lean manufacturing systems to determine whether they employ sustainability, complexity and organizational learning. Design/methodology/approach: The critical review of the comparative operational similarities and difference of the two systems was conducted while the new views…

  8. The Effects of Values, Work Centrality, and Organizational Commitment on Organizational Citizenship Behaviors: Evidence from Turkish SMEs

    Science.gov (United States)

    Ucanok, Basak; Karabati, Serdar

    2013-01-01

    Organizational citizenship behaviors (OCBs) are voluntary contributions of employees not explicitly recognized by the formal reward system and are ultimately critical for sustaining organizational effectiveness (Organ, 1988). The current study aims to investigate the effects of values, work centrality, and organizational commitment on…

  9. The impact of organizational culture on knowledge sharing

    Directory of Open Access Journals (Sweden)

    Poul Sahar Khazaei

    2016-01-01

    Full Text Available The purpose of this study is to examine the relationship between knowledge management and organizational culture, adopting the view of knowledge. Understanding how different cultural types are associated with specific knowledge management should shed light on how the relationship between organizational culture and knowledge management is manifested in the choices of organizations. For this research, the quantitative research design will be used. A survey questionnaire will be employed in achieving the objectives of this research. Results indicate that successful KM application should go beyond the operational side into social, human and organizational aspects to create individual commitment towards KM implementation. This discussion also emphasizes the importance of the collective knowledge and knowledge network concepts on the organizational level.

  10. A quantitative assessment of organizational factors affecting safety using a system dynamics model

    Energy Technology Data Exchange (ETDEWEB)

    Yoo, J. K. [Systemix Company, Seoul (Korea, Republic of); Yoon, T. S. [Korea Electric Power Research Institute (Korea, Republic of)

    2003-07-01

    The purpose of this study is to develop a system dynamics model for the assessment of organizational and human factors in the nuclear power plant safety. Previous studies are classified into two major approaches. One is the engineering approach such as ergonomics and Probabilistic Safety Assessment (PSA). The other is socio-psychology one. Both have contributed to find organizational and human factors and increased nuclear safety However, since these approaches assume that the relationship among factors is independent they do not explain the interactions between factors or variables in NPP's. To overcome these restrictions, a system dynamics model, which can show causal relations between factors and quantify organizational and human factors, has been developed. Operating variables such as degree of leadership, adjustment of number of employee, and workload in each department, users can simulate various situations in nuclear power plants in the organization side. Through simulation, user can get an insight to improve safety in plants and to find managerial tools in the organization and human side.

  11. Three Contexts for Evaluating Organizational Usability

    DEFF Research Database (Denmark)

    Hertzum, Morten

    2018-01-01

    Organizational usability is about the match between the user and the system, between the organization and the system, and between the environment and the system. While the first of these matches can, to a large extent, be evaluated in the lab, the two others cannot. Organizational usability must......, provide a brief example, and discuss the challenges it presents. To strengthen the focus on evaluation in the three contexts we propose the measurement of specified effects, combined with a sensitivity toward emergent effects. Incorporating effects in the evaluation of organizational usability makes...

  12. Mixed methods for implementation research: application to evidence-based practice implementation and staff turnover in community-based organizations providing child welfare services.

    Science.gov (United States)

    Aarons, Gregory A; Fettes, Danielle L; Sommerfeld, David H; Palinkas, Lawrence A

    2012-02-01

    Many public sector service systems and provider organizations are in some phase of learning about or implementing evidence-based interventions. Child welfare service systems represent a context where implementation spans system, management, and organizational concerns. Research utilizing mixed methods that combine qualitative and quantitative design, data collection, and analytic approaches are particularly well suited to understanding both the process and outcomes of dissemination and implementation efforts in child welfare systems. This article describes the process of using mixed methods in implementation research and provides an applied example of an examination of factors impacting staff retention during an evidence-based intervention implementation in a statewide child welfare system. The authors integrate qualitative data with previously published quantitative analyses of job autonomy and staff turnover during this statewide implementation project in order to illustrate the utility of mixed method approaches in providing a more comprehensive understanding of opportunities and challenges in implementation research.

  13. 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.

  14. 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

  15. Aligning Organizational Pathologies and Organizational Resilience Indicators

    Directory of Open Access Journals (Sweden)

    Manuel Morales Allende

    2017-07-01

    Full Text Available Developing resilient individuals, organizations and communities is a hot topic in the research agenda in Management, Ecology, Psychology or Engineering. Despite the number of works that focus on resilience is increasing, there is not completely agreed definition of resilience, neither an entirely formal and accepted framework. The cause may be the spread of research among different fields. In this paper, we focus on the study of organizational resilience with the aim of improving the level of resilience in organizations. We review the relation between viable and resilient organizations and their common properties. Based on these common properties, we defend the application of the Viable System Model (VSM to design resilient organizations. We also identify the organizational pathologies defined applying the VSM through resilience indicators. We conclude that an organization with any organizational pathology is not likely to be resilient because it does not fulfill the requirements of viable organizations.

  16. Organizational Capital of the Enterprise

    Directory of Open Access Journals (Sweden)

    Vladimir Nikiforovich Belkin

    2016-09-01

    Full Text Available In the article, the main theoretical questions of the organizational capital of the enterprise are considered. The concept of «organizational capital of the enterprise» as a system consisting of three subsystems (organization of production, labour organization and management is introduced. It is shown that the organizational capital forms the labour relations system at the enterprise consisting of the cooperation, technological, economic, moral labour relations and the relations of workers’ responsibility. The model of cyclic evolution of crisis at the enterprise caused by shortcomings of the organizational capital is revealed. It is shown that the organizational capital is a basis for the realization of the human capital, which creates value added. A considerable attention is paid to the experience of the creation and functioning of the organizational capital at the enterprises of the Japanese corporation «Toyota». The Russian economic literature on crisis management quite often considers only the financial aspects of diagnostics, proposing the optimization of cash flows, elimination of excess stocks, transition to the medium-term budgeting and others. However, the deep reasons of crisis need to be found not only in financial streams, but also in the system of the work relationships. The shortcomings in the development of technological, cooperation, economic, moral labour relations and the relations of responsibility directly reflects the shortcomings in the development of the elements of the organizational capital as they «are adjusted» by these elements. In turn, organizational problems affect the product quality leading to the customer attrition and decrease in the enterprise’s financial performance. The lack of financial resources cause the need to save costs (first of all, on personnel, that was brightly shown by the economic crisis of 2009 that even more weakens the enterprise and system of labour relations. Finally, the

  17. Energy conservation normatives in Italy: Thermotechnical Committee organizational efforts

    Energy Technology Data Exchange (ETDEWEB)

    Casagrande, A [Comitato Termotecnico Italiano, Milan (Italy)

    1991-10-01

    A recent Italian law (No. 10/91) calls for energy conservation to be implemented in building materials and HVAC systems through the creation of a suitable set of normatives. The CTI (Italian Thermotechnical Committee) has been assigned the task of creating these normatives and is currently in the organizational stage. This paper lists the proposed normatives and reports on CTI's progress in assembling groups of consultants from various sectors - public administration, end users, industrial firms, etc.

  18. Examining the Relationship Between Mental, Physical, and Organizational Factors Associated With Attrition During Maritime Forces Training.

    Science.gov (United States)

    Binsch, Olaf; Banko, Katherine M; Veenstra, Bertil J; Valk, Pierre J L

    2015-11-01

    For infantry units of the Dutch Ministry of Defence, high attrition rates (varying from 42 to 68%) during initial training are a persisting problem. The reasons for this attrition are diverse. Having better insight into the causes of attrition is a prerequisite for implementing preventive measures. To achieve this, a monitoring assessment system was developed that integrated the effects of physical, mental, and organizational determinants on operational readiness. The aim of this study was to implement the monitoring tools and to establish the set of determinants that best predicted attrition during infantry training of new recruits. Eighty-five recruits were monitored over a 24-week infantry training course. Before the training, recruits were screened for medical, psychological, and physical wellness. During the monitoring phase, mental, physiological, and organizational indicants were obtained using an array of tools such as questionnaires, chest belt monitors (for heart rate, acceleration, and skin temperature measurements), and computerized tests (e.g., vigilance, long-term memory). Survival analyses were used to tease out the determinants of individual and grouped predictors of attrition. Nearly half the recruits (47%) failed the training. Attrition was predicted by both physiological and mental determinants. However, the organizational determinant "trainers' judgment" on the "recruits' military quality" dominated the physiological and mental determinants. It was concluded that the monitoring system was successfully implemented during infantry training, and that the survival analysis method emphasized on single effects and interactions between the different determinants. Based on the current findings, we recommend several steps to successfully implement a monitoring method in settings with high demands.

  19. 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

    Organizational climate and related factors are associated with outcome and are as such of vital interest for healthcare organizations. Organizational Readiness for Change (ORC) is the questionnaire used in the present study to assess the influence of organizational factors on implementation success. The respondents were employed in one of 203 Swedish municipalities within social work and psychiatric substance/abuse treatment services. They took part in a nationwide implementation project organized by the Swedish Association of Local Authorities and Regions (SALAR), commissioned by the Swedish National Board of Health and Welfare. The aims were: (a) to identify classes (clusters) of employees with different ORC profiles on the basis of data collected in 2011 and (b) to investigate ORC profiles which predicted the use of assessment instruments, therapy methods and collaborative activities in 2011 and 2013. The evaluation study applied a naturalistic design with registration of outcome at consecutive assessments. The participants were contacted via official e-mail addresses in their respective healthcare units and were encouraged by their officials to participate on a voluntary basis. Descriptive statistics were obtained using SPSS version 23. A latent profile analysis (LPA) using Mplus 7.3 was performed with a robust maximum likelihood estimator (MLR) to identify subgroups (clusters) based on the 18 ORC indexes. A total of 2402 employees responded to the survey, of whom 1794 (74.7%) completed the ORC scores. Descriptive analysis indicated that the respondents were a homogenous group of employees, where women (72.0%) formed the majority. Cronbach's alpha for the 18 ORC indexes ranged from α=0.67 to α=0.78. A principal component analysis yielded a four-factor solution explaining 62% of the variance in total ORC scores. The factors were: motivational readiness (α=0.64), institutional resources (α=0.52), staff attributes (α=0.76), and organizational climate (α=0

  20. The Semi-opened Infrastructure Model (SopIM): A Frame to Set Up an Organizational Learning Process

    Science.gov (United States)

    Grundstein, Michel

    In this paper, we introduce the "Semi-opened Infrastructure Model (SopIM)" implemented to deploy Artificial Intelligence and Knowledge-based Systems within a large industrial company. This model illustrates what could be two of the operating elements of the Model for General Knowledge Management within the Enterprise (MGKME) that are essential to set up the organizational learning process that leads people to appropriate and use concepts, methods and tools of an innovative technology: the "Ad hoc Infrastructures" element, and the "Organizational Learning Processes" element.

  1. The Relationship between Teamwork and Organizational Trust

    Directory of Open Access Journals (Sweden)

    Musab Isik

    2016-01-01

    Full Text Available The aim of this study is to investigate the relationship between teamwork and organizational trust. In the implementation section the data from the survey of 250 workers is employed in call centers in Erzurum by using relevant statistical  methods. Consequently, it is found that there is a positive and significant relationship between teamwork and organizational trust. Thus, the hypothesis of the study is supported as it was expected. Besides, it is found that there are positive and significant relationships between communication, openness to innovation, participation-trust in teamwork and organizational trust, trust in management, trust in co-workers, and trust in workplace.

  2. Implementing Information Security Management System as a part of business processes : Where to gain competitive advantage for ISMS?

    OpenAIRE

    Flyktman, Jari

    2016-01-01

    The Idea and background to the study subject lies in the interest in security, leadership and organizational development. The research question was how to provide best practices to fit these all together in harmony. The objective was to help small and medium sized organizations to understand the multifaceted nature of cybersecurity and requirements for successful implementation of information security management system (ISMS). ISMS help companies to form the needed security structures in pra...

  3. Social, Organizational, and Contextual Characteristics of Clinical Decision Support Systems for Intensive Insulin Therapy: A Literature Review and Case Study

    Science.gov (United States)

    Campion, Thomas R.; Waitman, Lemuel R.; May, Addison K.; Ozdas, Asli; Lorenzi, Nancy M.; Gadd, Cynthia S.

    2009-01-01

    Introduction: Evaluations of computerized clinical decision support systems (CDSS) typically focus on clinical performance changes and do not include social, organizational, and contextual characteristics explaining use and effectiveness. Studies of CDSS for intensive insulin therapy (IIT) are no exception, and the literature lacks an understanding of effective computer-based IIT implementation and operation. Results: This paper presents (1) a literature review of computer-based IIT evaluations through the lens of institutional theory, a discipline from sociology and organization studies, to demonstrate the inconsistent reporting of workflow and care process execution and (2) a single-site case study to illustrate how computer-based IIT requires substantial organizational change and creates additional complexity with unintended consequences including error. Discussion: Computer-based IIT requires organizational commitment and attention to site-specific technology, workflow, and care processes to achieve intensive insulin therapy goals. The complex interaction between clinicians, blood glucose testing devices, and CDSS may contribute to workflow inefficiency and error. Evaluations rarely focus on the perspective of nurses, the primary users of computer-based IIT whose knowledge can potentially lead to process and care improvements. Conclusion: This paper addresses a gap in the literature concerning the social, organizational, and contextual characteristics of CDSS in general and for intensive insulin therapy specifically. Additionally, this paper identifies areas for future research to define optimal computer-based IIT process execution: the frequency and effect of manual data entry error of blood glucose values, the frequency and effect of nurse overrides of CDSS insulin dosing recommendations, and comprehensive ethnographic study of CDSS for IIT. PMID:19815452

  4. Social, organizational, and contextual characteristics of clinical decision support systems for intensive insulin therapy: a literature review and case study.

    Science.gov (United States)

    Campion, Thomas R; Waitman, Lemuel R; May, Addison K; Ozdas, Asli; Lorenzi, Nancy M; Gadd, Cynthia S

    2010-01-01

    Evaluations of computerized clinical decision support systems (CDSS) typically focus on clinical performance changes and do not include social, organizational, and contextual characteristics explaining use and effectiveness. Studies of CDSS for intensive insulin therapy (IIT) are no exception, and the literature lacks an understanding of effective computer-based IIT implementation and operation. This paper presents (1) a literature review of computer-based IIT evaluations through the lens of institutional theory, a discipline from sociology and organization studies, to demonstrate the inconsistent reporting of workflow and care process execution and (2) a single-site case study to illustrate how computer-based IIT requires substantial organizational change and creates additional complexity with unintended consequences including error. Computer-based IIT requires organizational commitment and attention to site-specific technology, workflow, and care processes to achieve intensive insulin therapy goals. The complex interaction between clinicians, blood glucose testing devices, and CDSS may contribute to workflow inefficiency and error. Evaluations rarely focus on the perspective of nurses, the primary users of computer-based IIT whose knowledge can potentially lead to process and care improvements. This paper addresses a gap in the literature concerning the social, organizational, and contextual characteristics of CDSS in general and for intensive insulin therapy specifically. Additionally, this paper identifies areas for future research to define optimal computer-based IIT process execution: the frequency and effect of manual data entry error of blood glucose values, the frequency and effect of nurse overrides of CDSS insulin dosing recommendations, and comprehensive ethnographic study of CDSS for IIT. Copyright (c) 2009. Published by Elsevier Ireland Ltd.

  5. Implementation contexts of a Tuberculosis Control Program in Brazilian prisons

    Directory of Open Access Journals (Sweden)

    Luisa Gonçalves Dutra de Oliveira

    2015-01-01

    Full Text Available OBJECTIVE To analyze the influence from context characteristics in the control of tuberculosis in prisons, and the influence from the program implementation degrees in observed effects.METHODS A multiple case study, with a qualitative approach, conducted in the prison systems of two Brazilian states in 2011 and 2012. Two prisons were analyzed in each state, and a prison hospital was analyzed in one of them. The data were submitted to a content analysis, which was based on external, political-organizational, implementation, and effect dimensions. Contextual factors and the ones in the program organization were correlated. The independent variable was the program implementation degree and the dependent one, the effects from the Tuberculosis Control Program in prisons.RESULTS The context with the highest sociodemographic vulnerability, the highest incidence rate of tuberculosis, and the smallest amount of available resources were associated with the low implementation degree of the program. The results from tuberculosis treatment in the prison system were better where the program had already been partially implemented than in the case with low implementation degree in both cases.CONCLUSIONS The implementation degree and its contexts – external and political-organizational dimensions – simultaneously contribute to the effects that are observed in the control of tuberculosis in analyzed prisons.

  6. 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

  7. Developing Intranets: Practical Issues for Implementation and Design.

    Science.gov (United States)

    Trowbridge, Dave

    1996-01-01

    An intranet is a system which has "domesticated" the technologies of the Internet for specific organizational settings and goals. Although the adaptability of Hypertext Markup Language to intranets is sometimes limited, implementing various protocols and technologies enable organizations to share files among heterogeneous computers,…

  8. A Multi-level Examination of how the Organizational Context Relates to Readiness to Implement Prevention and Evidence-Based Programming in Community Settings

    Science.gov (United States)

    Chilenski, Sarah M.; Olson, Jonathan R.; Schulte, Jill A.; Perkins, Daniel F.; Spoth, Richard

    2015-01-01

    Prior theoretical and empirical research suggests that multiple aspects of an organization’s context are likely related to a number of factors, from their interest and ability to adopt new programming, to client outcomes. A limited amount of the prior research has taken a more community-wide perspective by examining factors that associate with community readiness for change, leaving how these findings generalize to community organizations that conduct prevention or positive youth development programs unknown. Thus for the current study, we examined how the organizational context of the Cooperative Extension System (CES) associates with current attitudes and practices regarding prevention and evidence-based programming. Attitudes and practices have been found in the empirical literature to be key indicators of an organization’s readiness to adopt prevention and evidence-based programming. Based on multi-level mixed models, results indicate that organizational management practices distinct from program delivery may affect an organization’s readiness to adopt and implement new prevention and evidence-based youth programs, thereby limiting the potential public health impact of evidence-based programs. Openness to change, openness of leadership, and communication were the strongest predictors identified within this study. An organization’s morale was also found to be a strong predictor of an organization’s readiness. The findings of the current study are discussed in terms of implications for prevention and intervention. PMID:25463014

  9. Private business firms, human rights, and global governance issues: An organizational implementation perspective

    OpenAIRE

    Schneider, Anselm Jakob; Scherer, Andreas

    2012-01-01

    We analyse the increasing engagement of business in the creation and application of self-regulatory standards in the area of human rights in the light of an emerging framework of transnational human rights initiatives. The voluntariness of most of these approaches leads to problems that are characteristic of organizational self-regulation initiatives. Our analysis will show that these issues cannot be resolved simply by designing organizational structures. Rather, we argue that organizations ...

  10. The relationship between strategy making and organizational learning

    Directory of Open Access Journals (Sweden)

    Ângela França Versiani

    2018-06-01

    Full Text Available Purpose – This paper discusses the role of strategy making in organizational learning. By linking organizational learning and strategyas-practice literatures, the objective of this research was to analyze how intertwined the cognitive process and strategic activities are in organizational learning. Design/methodology/approach – The metodology used is a longitudinal qualitative single case study of one of the largest Brazilian companies in the power industry. The unit of analysis is the firm’s growth strategy through mergers and acquisitions from 2003 to 2012. Findings – The findings show that organizational learning involved four sequenced causal flows in which specific types of strategic activities contributed directly or indirectly to learning loops. Originality/value – Our main contribution is to show that the implementation of strategic activities is the key to strategic renewal.

  11. 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.

  12. Proposal for implementation risk management according ABNT NBR ISO 31000 standard applied to internal audit process of Integrated Management System of IPEN

    International Nuclear Information System (INIS)

    Scapin Junior, Wilson S.; Salvetti, Tereza C.; Longo, Guilherme C.

    2015-01-01

    The paper objective is to establish a risk management methodology applied to internal audits processes of IPEN Integrated Management System (IMS). In continuous seeking of updating methodologies to assist effective management based on the constant changes in the organizational world, and the development of management tools used for decision making, risk management demonstrates trends to be a new tool with high efficiency. This trend is accentuated by the fact that risk management is being incorporated into the new revision of quality management standard ISO 9001, estimated conclusion in November 2015. The identification, evaluation and treatment of risks are present in eleven items of its ten requirements at new revision. From the conclusion of the review, all organizations certified by that standard should make the necessary changes in their systems to meet the new requirements. This proposal will provide anticipate the changes that will occur in the management system of IPEN in accordance with this new revision. With the character of a pilot program to implement the organizational culture change in relationship to new concepts related to risks and implementation of risk management all other system processes that will be affected by the new revision of this standard. The methodology used for this paper is supported by the standards ABNT NBR ISO 31000. (author)

  13. Proposal for implementation risk management according ABNT NBR ISO 31000 standard applied to internal audit process of Integrated Management System of IPEN

    Energy Technology Data Exchange (ETDEWEB)

    Scapin Junior, Wilson S.; Salvetti, Tereza C.; Longo, Guilherme C., E-mail: wsscapin@ipen.br, E-mail: salvetti@ipen.br, E-mail: glongo@ipen.br [Instituto de Pesquisas Energeticas e Nucleares (IPEN/CNEN-SP), Sao Paulo, SP (Brazil)

    2015-07-01

    The paper objective is to establish a risk management methodology applied to internal audits processes of IPEN Integrated Management System (IMS). In continuous seeking of updating methodologies to assist effective management based on the constant changes in the organizational world, and the development of management tools used for decision making, risk management demonstrates trends to be a new tool with high efficiency. This trend is accentuated by the fact that risk management is being incorporated into the new revision of quality management standard ISO 9001, estimated conclusion in November 2015. The identification, evaluation and treatment of risks are present in eleven items of its ten requirements at new revision. From the conclusion of the review, all organizations certified by that standard should make the necessary changes in their systems to meet the new requirements. This proposal will provide anticipate the changes that will occur in the management system of IPEN in accordance with this new revision. With the character of a pilot program to implement the organizational culture change in relationship to new concepts related to risks and implementation of risk management all other system processes that will be affected by the new revision of this standard. The methodology used for this paper is supported by the standards ABNT NBR ISO 31000. (author)

  14. Selection Method for COTS Systems

    DEFF Research Database (Denmark)

    Hedman, Jonas; Andersson, Bo

    2014-01-01

    feature behind the method is that improved understanding of organizational ‘ends’ or goals should govern the selection of a COTS system. This can also be expressed as a match or fit between ‘ends’ (e.g. improved organizational effectiveness) and ‘means’ (e.g. implementing COTS systems). This way...

  15. 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.

  16. 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

  17. The impact of gendered organizational systems on women's career advancement

    OpenAIRE

    Deborah Anne O'Neil; Margaret M. Hopkins

    2015-01-01

    In this Perspective article we propose that in order to pave the way for women's career advancement into the senior ranks of organizations, attention must be directed at the systemic norms and structures that drive the gendered nature of the workplace. A focus on individual level issues, i.e., women lacking confidence and women opting out, detracts from the work that must be done at the organizational level in order to dismantle the system of pervasive, structural disadvantage facing women se...

  18. Mixed Methods for Implementation Research: Application to Evidence-Based Practice Implementation and Staff Turnover in Community Based Organizations Providing Child Welfare Services

    Science.gov (United States)

    Aarons, Gregory A.; Fettes, Danielle L.; Sommerfeld, David H.; Palinkas, Lawrence

    2013-01-01

    Many public sector services systems and provider organizations are in some phase of learning about or implementing evidence-based interventions. Child welfare service systems represent a context where implementation spans system, management, and organizational concerns. Research utilizing mixed methods that combine qualitative and quantitative design, data collection, and analytic approaches are particularly well-suited to understanding both the process and outcomes of dissemination and implementation efforts in child welfare systems. This paper describes the process of using mixed methods in implementation research and provides an applied example of an examination of factors impacting staff retention during an evidence-based intervention implementation in a statewide child welfare system. We integrate qualitative data with previously published quantitative analyses of job autonomy and staff turnover during this statewide implementation project in order to illustrate the utility of mixed method approaches in providing a more comprehensive understanding of opportunities and challenges in implementation research. PMID:22146861

  19. Boosting Co-opetition With Fair Sharing Approach for Inter-Organizational Information Systems

    NARCIS (Netherlands)

    Romochkina, I.; Zuidwijk, R.; van Baalen, P.

    2017-01-01

    In the modern environment characterized by the competition not only among individual companies but among business networks as well, inter-organizational information systems (IOSs) play an important role as building blocks of the network information infrastructure. Despite many technological

  20. Boosting Co-Opetition with Fair Sharing Approach for Inter-Organizational Information Systems

    NARCIS (Netherlands)

    I. Romochkina (Irina); R.A. Zuidwijk (Rob); P.J. van Baalen (Peter)

    2017-01-01

    textabstractIn the modern environment characterized by the competition not only among individual companies but among business networks as well, inter-organizational information systems (IOSs) play an important role as building blocks of the network information infrastructure. Despite many

  1. HUBUNGAN PERCEIVED ORGANIZATIONAL SUPPORT TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOR MELALUI ORGANIZATIONAL COMMITMENT PADA BEBERAPA PUSKESMAS DI DKI JAKARTA

    Directory of Open Access Journals (Sweden)

    Catalia Rafsiah Sari Sari

    2015-03-01

    relationship Perceived Organizational Support on Organizational Citizenship Behavior through Organizational Commitment. Keywords: Perceived Organizational Support, Organizational Citizenship Behavior,Organizational Commitment

  2. Organizational Barriers to Adopting an Alcohol Screening and Brief Intervention in Community-Based Mental Health Organizations.

    Science.gov (United States)

    Patterson, David A; Wolf Adelv Unegv Waya, Silver; Dulmus, Catherine N

    2012-06-01

    This paper examines two factors related to successfully implementing a brief alcohol screening throughout all community-based mental health organizations. The first issue is related to an organization's internal structures, such as culture and climate that can impede evidenced-based practice implementation. There is literature suggesting that organizational culture and climate affect decisions about whether evidence-based practices are adopted and implemented within health care agencies. Following this literature review on organizational barriers, the history and successes of adopting an alcohol screening and brief intervention are reviewed. Studying, identifying, and understanding the organizational factors associated with the successful dissemination and implementation of best practices throughout community-based mental health organizations would contribute to increasing the likelihood that an alcohol screening and brief intervention are implemented throughout mental health organizations.

  3. A requirements engineering framework for cross-organizational ERP systems

    NARCIS (Netherlands)

    Daneva, Maia; Wieringa, Roelf J.

    2006-01-01

    The development of cross-organizational enterprise resource planning (ERP) solutions is becoming increasingly critical to the business strategy of many networked companies. The major function of cross-organizational ERP solutions is to coordinate work in two or more organizations. However, how to

  4. An Organizational Paradigm for Effective Academic Libraries.

    Science.gov (United States)

    Lewis, David W.

    1986-01-01

    Considers organizational structures of academic libraries through writings of organizational theorists and related work by librarians and develops an organizational model based on this review. The model comprises a modified professional bureaucratic structure; flexible resource allocation; use of management information systems; export of…

  5. Maneuvering a pilot implementation to align agendas across sectors

    DEFF Research Database (Denmark)

    Mønsted, Troels; Hertzum, Morten; Søndergaard, Jens

    2017-01-01

    A prerequisite for pilot implementations in complex organizational settings is that the agendas of the stakeholders of the system are maneuvered into alignment. In this paper we present a study of the pilot implementation of the IT-supported, preventive intervention TOF (Tidlig Opsporing og...... Forebyggelse). A core element of TOF is an IT system that stratifies citizens into risk groups on the basis of self-reported lifestyle information and data retrieved from the medical records of the general practitioners (GPs). In addition, the system facilitates cross-sectoral coordination between preventive...

  6. COMPARATIVE ANALYSIS OF THE ORGANIZATIONAL STRUCTURES IN SOME EU COUNTRIES

    Directory of Open Access Journals (Sweden)

    Ioana Raluca Goldbach

    2016-03-01

    Full Text Available The comparative analysis of organizational structures highlights similarities and differences between different factors influencing a company in its way of operation with the internal and/or external environment. The paper analyzes the organizational structures of some top companies from England, France and Romania that influence/determine the cultural organizational values and the norms elaborated and implemented, which, in time, become moral values and norms that acquire a social meaning, which means that they have been accepted by all the members of the organization.

  7. The organizational dynamics enabling patient portal impacts upon organizational performance and patient health: a qualitative study of Kaiser Permanente.

    Science.gov (United States)

    Otte-Trojel, Terese; Rundall, Thomas G; de Bont, Antoinette; van de Klundert, Joris; Reed, Mary E

    2015-12-16

    Patient portals may lead to enhanced disease management, health plan retention, changes in channel utilization, and lower environmental waste. However, despite growing research on patient portals and their effects, our understanding of the organizational dynamics that explain how effects come about is limited. This paper uses qualitative methods to advance our understanding of the organizational dynamics that influence the impact of a patient portal on organizational performance and patient health. The study setting is Kaiser Permanente, the world's largest not-for-profit integrated delivery system, which has been using a portal for over ten years. We interviewed eighteen physician leaders and executives particularly knowledgeable about the portal to learn about how they believe the patient portal works and what organizational factors affect its workings. Our analytical framework centered on two research questions. (1) How does the patient portal impact care delivery to produce the documented effects?; and (2) What are the important organizational factors that influence the patient portal's development? We identify five ways in which the patient portal may impact care delivery to produce reported effects. First, the portal's ability to ease access to services improves some patients' satisfaction as well as changes the way patients seek care. Second, the transparency and activation of information enable some patients to better manage their care. Third, care management may also be improved through augmented patient-physician interaction. This augmented interaction may also increase the 'stickiness' of some patients to their providers. Forth, a similar effect may be triggered by a closer connection between Kaiser Permanente and patients, which may reduce the likelihood that patients will switch health plans. Finally, the portal may induce efficiencies in physician workflow and administrative tasks, stimulating certain operational savings and deeper involvement of

  8. Study on Construction of Forestry Socialized Service Systems Based on Barnard's Organizational Structure Theory

    Institute of Scientific and Technical Information of China (English)

    WANG Can-fu; CHENG Xiao-qiu

    2011-01-01

    Construction of forestry socialized service systems is the important content for reform of collective forestry tenure systems.Based on the necessity, possibility and problem of construction of forestry socialized service system, according to Barnard's Organizational Structure theory, the path and countermeasure of forestry socialized service system in China are discussed.

  9. Planning alternative organizational frameworks for a large scale educational telecommunications system served by fixed/broadcast satellites

    Science.gov (United States)

    Walkmeyer, J.

    1973-01-01

    This memorandum explores a host of considerations meriting attention from those who are concerned with designing organizational structures for development and control of a large scale educational telecommunications system using satellites. Part of a broader investigation at Washington University into the potential uses of fixed/broadcast satellites in U.S. education, this study lays ground work for a later effort to spell out a small number of hypothetical organizational blueprints for such a system and for assessment of potential short and long term impacts. The memorandum consists of two main parts. Part A deals with subjects of system-wide concern, while Part B deals with matters related to specific system components.

  10. The impact of gendered organizational systems on women's career advancement.

    Science.gov (United States)

    O'Neil, Deborah A; Hopkins, Margaret M

    2015-01-01

    In this Perspective article we propose that in order to pave the way for women's career advancement into the senior ranks of organizations, attention must be directed at the systemic norms and structures that drive the gendered nature of the workplace. A focus on individual level issues, i.e., women lacking confidence and women opting out, detracts from the work that must be done at the organizational level in order to dismantle the system of pervasive, structural disadvantage facing women seeking to advance to senior leadership positions.

  11. A prospective examination of clinician and supervisor turnover within the context of implementation of evidence-based practices in a publicly-funded mental health system

    Science.gov (United States)

    Marcus, Steven; Wolk, Courtney Benjamin; Powell, Byron; Aarons, Gregory A.; Evans, Arthur C.; Hurford, Matthew O.; Hadley, Trevor; Adams, Danielle R.; Walsh, Lucia M.; Babbar, Shaili; Barg, Frances; Mandell, David S.

    2015-01-01

    Staff turnover rates in publicly-funded mental health settings are high. We investigated staff and organizational predictors of turnover in a sample of individuals working in an urban public mental health system that has engaged in a system-level effort to implement evidence-based practices. Additionally, we interviewed staff to understand reasons for turnover. Greater staff burnout predicted increased turnover, more openness toward new practices predicted retention, and more professional recognition predicted increased turnover. Staff reported leaving their organizations because of personal, organizational, and financial reasons; just over half of staff that left their organization stayed in the public mental health sector. Implications include an imperative to focus on turnover, with a particular emphasis on ameliorating staff burnout. PMID:26179469

  12. From one to two – a possible model of organizational development and development of organizational capabilities

    OpenAIRE

    M. Somosi Veres

    2013-01-01

    The business management of most successful companies is a result of the coordinated operation of the processes, organizational structure, supporting systems and employees which make up the organizational capabilities of the company. Within the business processes, this includes development and continuous improvement of key internal rules and regulations, the division of spheres of power and responsibility, the requirements and the operation of fundamental checkpoints for organizational units, ...

  13. The Mediating Role of Organizational Learning in the Relationship of Organizational Intelligence and Organizational Agility.

    Science.gov (United States)

    Bahrami, Mohammad Amin; Kiani, Mohammad Mehdi; Montazeralfaraj, Raziye; Zadeh, Hossein Fallah; Zadeh, Morteza Mohammad

    2016-06-01

    Organizational learning is defined as creating, absorbing, retaining, transferring, and application of knowledge within an organization. This article aims to examine the mediating role of organizational learning in the relationship of organizational intelligence and organizational agility. This analytical and cross-sectional study was conducted in 2015 at four teaching hospitals of Yazd city, Iran. A total of 370 administrative and medical staff contributed to the study. We used stratified-random method for sampling. Required data were gathered using three valid questionnaires including Alberkht (2003) organizational intelligence, Neefe (2001) organizational learning, and Sharifi and Zhang (1999) organizational agility questionnaires. Data analysis was done through R and SPSS 18 statistical software. The results showed that organizational learning acts as a mediator in the relationship of organizational intelligence and organizational agility (path coefficient = 0.943). Also, organizational learning has a statistical relationship with organizational agility (path coefficient = 0.382). Our findings suggest that the improvement of organizational learning abilities can affect an organization's agility which is crucial for its survival.

  14. The Power of the Frame: Systems Transformation Framework for Health Care Leaders.

    Science.gov (United States)

    Scott, Kathy A; Pringle, Janice

    Health care leaders are responsible for oversight of multiple and competing change interventions. These interventions regularly fail to achieve the desired outcomes and/or sustainable results. This often occurs because of the mental models and approaches that are used to plan, design, implement, and evaluate the system. These do not account for inherent characteristics that determine the system's likely ability to innovate while maintaining operational effectiveness. Theories exist on how to assess a system's readiness to change, but the definitions, constructs, and assessments are diverse and often look at facets of systems in isolation. The Systems Transformation Framework prescriptively defines and characterizes system domains on the basis of complex adaptive systems theory so that domains can be assessed in tandem. As a result, strengths and challenges to implementation are recognized before implementation begins. The Systems Transformation Framework defines 8 major domains: vision, leadership, organizational culture, organizational behavior, organizational structure, performance measurements, internal learning, and external learning. Each domain has principles that are critical for creating the conditions that lead to successful organizational adaptation and change. The Systems Transformation Framework can serve as a guide for health care leaders at all levels of the organization to (1) create environments that are change ready and (2) plan, design, implement, and evaluate change within complex adaptive systems.

  15. 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

  16. Organizational Effectiveness in the Tanker Airlift Control Center

    National Research Council Canada - National Science Library

    Militello, Laura G; Offner, Anne K; Padula, Greg; Swindler, Stephanie D; Lyons, Joseph B

    2008-01-01

    .... The research team drew from management and psychology literatures, and from operational experience to implement a range of strategies for facilitating change management and assessing the impact of organizational change...

  17. Organizational diagnosis, the stepping stone to organizational effectiveness

    Directory of Open Access Journals (Sweden)

    Patsy Govender

    2016-08-01

    Full Text Available Organizational survival, success and effectiveness depend on the ability of the organization to adapt to continuous challenges, competition and change. However, improving and changing organizations demand properly understanding and diagnosing them. So, where does diagnosis start and how can we measure effectiveness? Diagnosis starts with assessing key tasks, structure, people relationships, motivation, support, management leadership, attitude towards change and performance to identify gaps towards effectiveness. Effectiveness is evaluated in terms of the extent to which people have the right skills and competencies and are trained and strategically managed to enhance profitability (finance, the organization’s marketing strategy, operations/service and, measurement of the corporate/business development and growth achieved as a result of planned efforts to ensure organizational viability, stability and maturity. This study uses an integrated system evaluation process to diagnose the extent to which key tasks, structure, people relationships, motivation, support, management leadership, attitude towards change and performance impact on organizational effectiveness respectively. The population for the study comprised of all staff in a provincial trade and investment promotion agency in South Africa and a consensus approach was used through a cluster sampling technique, which secured an 85.4% response rate. In this quantitative, cross-sectional study data was collected using questionnaires and analyzed using both descriptive and inferential statistics. The results reflect that the diagnostic variables impact on organizational effectiveness in varying degrees. The important diagnostic dimensions and areas for improvement are identified and suggestions for corrective action are presented in order to enhance overall organizational effectiveness.

  18. Analysis of the French system for persons in complex situation in regard of the implementation of a public policy aiming to integrate health and social services

    Science.gov (United States)

    Somme, Dominique; de Stampa, Matthieu; Périsset, Catherine; Dupont, Olivier; Ankri, Joël; Saint-Jean, Olivier

    2009-01-01

    Introduction The French Alzheimer plan, states that one of its principle orientations is the implementation of ‘Homes for Integration and Autonomy for Alzheimer patients’. Alzheimer disease is taken as a model to implement integration for all persons in complex situation (handicap…). Method Seventeen experimental sites were selected in January 2009 for the first two years. They were selected by policy-makers taking into account the readiness of the local policy-makers to implement the program, the diversity of sizes of sites, the diversity of the experimentation leaders' organizational link (public administrations, not for profit organizations, private organizations) and the diversity of societal structure (rural, urban and mega-urban). The experimental sites were analyzed considering six components of integration: coordination boards, unique point of access, case-management, standardized assessment tool, individualized services plan and information system. A complete and computerized tool was specifically developed for the organizational diagnosis. Results During the session, results will be exposed. These results will give a contrasted image of the French system for persons in complex situation. The tool will be also exposed and the receptivity will be discussed. Conclusion The French Alzheimer plan gives a unique opportunity to have a portrait of the French system in regard of integration challenges.

  19. The relationship between organizational justice and workplace aggression.

    Science.gov (United States)

    St-Pierre, Isabelle; Holmes, Dave

    2010-05-01

    This paper is a discussion of the links between organizational justice and workplace aggression. Managers have been identified as key players in implementing and maintaining an organizational culture of trust and justice. Employees who perceive themselves to be victims of injustice may rebel, using various means to 'punish' the source of the injustice. Literature review of publications in English and French from the early 1960 to 2009, including books, was conducted. Bibliographic databases searched for journal articles were Cumulative Index to Nursing and Allied Health Literature, Current Content, EMBASE, Medline, PsycINFO and Web of Science. The work environment and roles of nursing managers have changed considerably in the last 20 years, resulting in challenging working conditions for nursing managers. These can have an impact on their ability to create a trusting and fair culture, and can mean that they themselves be considered victims of organizational injustice. The failure of many re-engineering projects has been linked to a lack of consideration of the impact of perception of justice when implementing change. In addition, perception of organizational justice has the potential to influence many organizational outcomes, such as perception of respect and trust. As justice is a founding principle of biomedical ethics, principles of justice, equity and fairness must be upheld in practice in accordance with the requirements of professional codes of ethics. The concept of justice is linked to the founding principles of biomedical ethics, and these must be upheld in order to practise in accordance with professional codes of ethics and conduct.

  20. Teamwork in the Terminal Area: Organizational Issues and Solutions

    Science.gov (United States)

    Parke, Bonny K.; Kanki, Barbara G.; Rosekind, Mark (Technical Monitor)

    1997-01-01

    Dynamic growth and technology advances in commercial aviation have turned the terminal area into a complex, multi-organization workplace which requires the smooth coordination of many operational teams. In addition to pilots, cabin crew, air traffic controllers, and dispatch (who nominally work together throughout a flight), surface operations additionally involve local, ground and ramp controllers, ramp agents, maintenance, dozens of service contractors, and any number of teams who are responsible for airport operations. Under abnormal or emergency conditions, even more teams become actively involved. In order to accommodate growth and to meet productivity and safety challenges, numerous changes are being made in surface operations. Unfortunately, it is often the case that changes in technologies, organizational roles, procedures, and training are developed and implemented in isolated and piecemeal fashion without regard to cross organizational impact. Thus, there is a need for evaluation methodologies which assure integrated system safety for all organizations. Such methodologies should aid the understanding of how organizations work together and how changes in one domain affects the next. In this study, we develop one approach toward addressing these organizational issues. Examples of surface operations in abnormal situations are examined in regard to their impact on personnel in the terminal area. Timelines are given for the responses to incidents, along with the necessary communication links, the specific roles that members of terminal teams have, and any overlapping responsibilities. Suggestions to improve cross-operational teamwork are given. Methods of graphic representation are explored, both in regards to human links and access to information. The outcome of such an approach should enhance the understanding which is critical for resolving organizational conflicts and maximizing system effectiveness.

  1. Model of Organizational Structure for University Institutes Binding with the Venezuelan Socioeconomic Reality

    Directory of Open Access Journals (Sweden)

    Rafael Pertuz Belloso

    2014-01-01

    Full Text Available The present study is aimed at proposing a model of organizational structure for university institutes binding with the Venezuelan socioeconomic reality. This is a descriptive non-experimental cross-sectional research study. The study population included 746 professors and administration from the Cabimas and Maracaibo Technological Universities. Data was collected using a questionnaire consisting of 54 items and analyzed using the percentage frequency distribution. Results obtained indicate the sub-systems not integrated in the studied institutions, coexisting bureaucratic structural typologies, and a clear decontextualized implementation of the nation’s plans, which shows low relevance and relationship to the Venezuelan socioeconomic reality. To remedy this situation, a mixed departmental/matrix organizational structure model was designed that integrates the department into a matrix network linking teaching, research, and social action projects. The implementation of this model was proposed in three stages or phases in order to achieve the operational characteristics of the departmental model.

  2. Using Enterprise Ontology as a basis for Requirements for Cross-Organizationally Usable Applications

    NARCIS (Netherlands)

    Krouwel, M.; Op 't Land, M.

    2012-01-01

    Developing cross-organizationally usable applications is becoming increasingly important. However, actually re-using business applications has been hindered in practice often by implicit assumptions about organizational and IT implementation. We propose a method to gather requirements for cross-

  3. Tailoring an intervention to the context and system redesign related to the intervention: A case study of implementing shared medical appointments for diabetes

    Directory of Open Access Journals (Sweden)

    Lawrence Renée H

    2008-06-01

    Full Text Available Abstract Background Incorporating shared medical appointments (SMAs or group visits into clinical practice to improve care and increase efficiency has become a popular intervention, but the processes to implement and sustain them have not been well described. The purpose of this study was to describe the process of implementation of SMAs in the local context of a primary care clinic over time. Methods The setting was a primary care clinic of an urban academic medical center of the Veterans Health Administration. We performed an in-depth case analysis utilizing both an innovations framework and a nested systems framework approach. This analysis helped organize and summarize implementation and sustainability issues, specifically: the pre-SMA local context; the processes of tailoring and implementation of the intervention; and the evolution and sustainability of the intervention and its context. Results Both the improvement intervention and the local context co-adapted and evolved during implementation, ensuring sustainability. The most important promoting factors were the formation of a core team committed to quality and improvement, and the clinic leadership that was supported strongly by the team members. Tailoring had to also take into account key innovation-hindering factors, including limited resources (such as space, potential to alter longstanding patient-provider relationships, and organizational silos (disconnected groups with core team members reporting to different supervisors. Conclusion Although interventions must be designed to meet the needs of the sites in which they are implemented, specific guidance tailored to the practice environment was lacking. SMAs require complex changes that impact on care routines, collaborations, and various organizational levels. Although the SMA was not envisioned originally as a form of system redesign that would alter the context in which it was implemented, it became clear that tailoring the

  4. Organizational Commitment through Organizational Socialization Tactics

    Science.gov (United States)

    Filstad, Cathrine

    2011-01-01

    Purpose: The aim of this paper is to investigate how organizational socialization tactics affect newcomers' organizational commitment and learning processes. Design/methodology/approach: A survey was conducted using a measurement tool based on Van Maanen and Schein's theory on organizational socialization tactics and Kuvaas' measurement tools of…

  5. INTERDEPENDENCIES OF THE INTERNAL / MANAGERIAL CONTROL STANDARD NO. 6 - ORGANIZATIONAL STRUCTURE

    Directory of Open Access Journals (Sweden)

    Ionut-Cosmin BĂLOI

    2015-06-01

    Full Text Available Our initiative of analyzing the internal control standard which deals with the organizational structure comes from the observations on the significance of these essential aspects of modern management and on the sensitivity with which this standard is treated in most of the public institutions considered representative for the Oltenia region. Although the administrators of public institutions strive to optimize the systems of internal/managerial control, they frequently face many issues concerning the misunderstanding of these standards, vaguely explained, for example throughout some guidelines or other documents. The hypothesis of our study is that most of public institutions face gaps in understanding, interpreting, adapting and implementing an effective model of organizational structure, and the causes are due to the lack of an interdependent, correlated approach of the pillars that support the internal/managerial control system: the 25 standards required by the Romanian legislation. Our study critically describes the superficial approach founded in the self-evaluation reports of the public institutions, if we refer only to the conformity of the organizational structure and the four standards that we consider inextricably related with this internal/managerial control standard. From the methodological point of view, our study tests the correlation between the level of compliance of these standards and the functionality of the system composed by them in the public organizations that we have investigated.

  6. "Information in Context": Co-Designing Workplace Structures and Systems for Organizational Learning

    Science.gov (United States)

    Somerville, Mary M.; Howard, Zaana

    2010-01-01

    Introduction: This paper discusses an "information in context" design project at Auraria Library in Denver, Colorado which aims to collaboratively create organizational structures and communication systems with and for library employees. Method: This action research project is founded within shared leadership, informed learning and…

  7. The impact of gendered organizational systems on women's career advancement

    Directory of Open Access Journals (Sweden)

    Deborah Anne O'Neil

    2015-06-01

    Full Text Available In this Perspective article we propose that in order to pave the way for women's career advancement into the senior ranks of organizations, attention must be directed at the systemic norms and structures that drive the gendered nature of the workplace. A focus on individual level issues, i.e., women lacking confidence and women opting out, detracts from the work that must be done at the organizational level in order to dismantle the system of pervasive, structural disadvantage facing women seeking to advance to senior leadership positions.

  8. The mediating role of integration of safety by activity versus operator between organizational culture and safety climate.

    Science.gov (United States)

    Auzoult, Laurent; Gangloff, Bernard

    2018-04-20

    In this study, we analyse the impact of the organizational culture and introduce a new variable, the integration of safety, which relates to the modalities for the implementation and adoption of safety in the work process, either through the activity or by the operator. One hundred and eighty employees replied to a questionnaire measuring the organizational climate, the safety climate and the integration of safety. We expected that implementation centred on the activity or on the operator would mediate the relationship between the organizational culture and the safety climate. The results support our assumptions. A regression analysis highlights the positive impact on the safety climate of organizational values of the 'rule' and 'support' type, as well as of integration by the operator and activity. Moreover, integration mediates the relation between these variables. The results suggest to take into account organizational culture and to introduce different implementation modalities to improve the safety climate.

  9. Changes In Company’s Management Accounting Systems: Case Study on ActivityBased Costing Implementation and Operation in Medium-Sized Production Company

    Directory of Open Access Journals (Sweden)

    Tomasz WNUK-PEL

    2010-11-01

    Full Text Available This paper aims to explore factors, which influence the process of activity-based costing (ABC implementation, as well as analyze and explain the changes in the area of methodology and organization of a company, after activity-based costing implementation. The research findings are of both theoretical and practical importance. From the practical point of view, companies considering implementation of ABC should be aware of the positive and negative factors conditioning the process of implementation; in addition, they should be familiar with methodological and organizational changes, which might stem from the ABC implementation. From the theoretical point of view, this research might be helpful in determining a more general tendency: although modifications in cost accounting systems and implementation of modern methods of management accounting in Polish companies come later than in more developed economies, the tendency heads in the same direction.

  10. Implementing community-based provider participation in research: an empirical study

    Science.gov (United States)

    2012-01-01

    Background Since 2003, the United States National Institutes of Health (NIH) has sought to restructure the clinical research enterprise in the United States by promoting collaborative research partnerships between academically-based investigators and community-based physicians. By increasing community-based provider participation in research (CBPPR), the NIH seeks to advance the science of discovery by conducting research in clinical settings where most people get their care, and accelerate the translation of research results into everyday clinical practice. Although CBPPR is seen as a promising strategy for promoting the use of evidence-based clinical services in community practice settings, few empirical studies have examined the organizational factors that facilitate or hinder the implementation of CBPPR. The purpose of this study is to explore the organizational start-up and early implementation of CBPPR in community-based practice. Methods We used longitudinal, case study research methods and an organizational model of innovation implementation to theoretically guide our study. Our sample consisted of three community practice settings that recently joined the National Cancer Institute’s (NCI) Community Clinical Oncology Program (CCOP) in the United States. Data were gathered through site visits, telephone interviews, and archival documents from January 2008 to May 2011. Results The organizational model for innovation implementation was useful in identifying and investigating the organizational factors influencing start-up and early implementation of CBPPR in CCOP organizations. In general, the three CCOP organizations varied in the extent to which they achieved consistency in CBPPR over time and across physicians. All three CCOP organizations demonstrated mixed levels of organizational readiness for change. Hospital management support and resource availability were limited across CCOP organizations early on, although they improved in one CCOP organization

  11. [Organizational recommendations for day surgery].

    Science.gov (United States)

    Bontemps, Gilles

    2014-03-01

    In France, the delayed development of day surgery compared to other countries led the ANAP and the HAS in 2011 to enter into a joint work program to provide some reference guide for hospitals to change their practices to outpatient. In this context, organizational guidelines and operational tools were published in May 2013. The method of construction of the recommendations resulting from an original work that combined a three-fold approach: field vision by identifying the highlights of 15 hospitals selected for their representative performance and analyzing the risks of five voluntary hospitals, mobilization organizational theories from the social sciences, using 53 professional experts. The work concluded on 16 organizational recommendations under four forms (basic principles, strategic elements, operational elements and perspectives). These recommendations are accompanied by tools and guides diagnosis and implementation, as well as productions for further reflection. These organizational recommendations confirmed the specificity of day surgery, which is not related to the act, but to the organization, management and optimization of different flows of a hospital (patient flow, professional flows, logistical, informational…). The performance of a day surgery organization is linked to its ability to control its flow and anticipation. Copyright © 2013 Elsevier Masson SAS. All rights reserved.

  12. Implementation of an efficacious intervention for high risk women in Mexico: protocol for a multi-site randomized trial with a parallel study of organizational factors

    Directory of Open Access Journals (Sweden)

    Patterson Thomas L

    2012-10-01

    Full Text Available Abstract Background Studies of implementation of efficacious human immunodeficiency virus (HIV prevention interventions are rare, especially in resource-poor settings, but important, because they have the potential to increase the impact of interventions by improving uptake and sustainability. Few studies have focused on provider and organizational factors that may influence uptake and fidelity to core intervention components. Using a hybrid design, we will study the implementation of an efficacious intervention to reduce sexually transmitted infections (STIs among female sex workers (FSWs in 12 cities across Mexico. Our protocol will test a ‘train-the-trainer’ implementation model for transporting the Mujer Segura (Healthy Woman intervention into community-based organizations (CBOs. Methods We have partnered with Mexican Foundation for Family Planning (Mexfam, a non-governmental organization that has CBOs throughout Mexico. At each CBO, trained ethnographers will survey CBO staff on characteristics of their organization and on their attitudes toward their CBO and toward the implementation of evidence-based interventions (EBIs. Then, after CBO staff recruit a sample of 80 eligible FSWs and deliver a standard-care, didactic intervention to 40 women randomly selected from that pool, a Mexfam staff person will be trained in the Mujer Segura intervention and will then train other counselors to deliver Mujer Segura to the 40 remaining participating FSWs. FSW participants will receive a baseline behavioral assessment and be tested for HIV and STIs (syphilis, gonorrhea, and chlamydia; they will be reassessed at six months post-intervention to measure for possible intervention effects. At the same time, both qualitative and quantitative data will be collected on the implementation process, including measures of counselors’ fidelity to the intervention model. After data collection at each CBO is complete, the relative efficacy of the Mujer Segura

  13. 48 CFR 2452.209-70 - Potential organizational conflicts of interest.

    Science.gov (United States)

    2010-10-01

    ... relevant facts that show how its organizational structure and/or management systems limit its knowledge of... and how that structure or system would avoid or mitigate such organizational conflict. (d) No award... 48 Federal Acquisition Regulations System 6 2010-10-01 2010-10-01 true Potential organizational...

  14. Advancing organizational health literacy in health care organizations serving high-needs populations: a case study.

    Science.gov (United States)

    Weaver, Nancy L; Wray, Ricardo J; Zellin, Stacie; Gautam, Kanak; Jupka, Keri

    2012-01-01

    Health care organizations, well positioned to address health literacy, are beginning to shift their systems and policies to support health literacy efforts. Organizations can identify barriers, emphasize and leverage their strengths, and initiate activities that promote health literacy-related practices. The current project employed an open-ended approach to conduct a needs assessment of rural federally qualified health center clinics. Using customized assessment tools, the collaborators were then able to determine priorities for changing organizational structures and policies in order to support continued health literacy efforts. Six domains of organizational health literacy were measured with three methods: environmental assessments, patient interviews, and key informant interviews with staff and providers. Subsequent strategic planning was conducted by collaborators from the academic and clinic teams and resulted in a focused, context-appropriate action plan. The needs assessment revealed several gaps in organizational health literacy practices, such as low awareness of health literacy within the organization and variation in perceived values of protocols, interstaff communication, and patient communication. Facilitators included high employee morale and patient satisfaction. The resulting targeted action plan considered the organization's culture as revealed in the interviews, informing a collaborative process well suited to improving organizational structures and systems to support health literacy best practices. The customized needs assessment contributed to an ongoing collaborative process to implement organizational changes that aided in addressing health literacy needs.

  15. The Directions of Formation and Development of Organizational Knowledge of Enterprise

    Directory of Open Access Journals (Sweden)

    Otenko Iryna P.

    2017-12-01

    Full Text Available The change in strategic management paradigms has been a consequence of solving the new challenges that are increasingly being faced by management systems of industrial enterprises. So, new control systems should differ from classical ones in dynamism, flexibility, ability not only to react promptly to changes of external environment, but also to change them. In such circumstances, there is a need to develop a comprehensive methodological provision for the formation and development of management potential, which includes organizational knowledge and the ability of the management staff to implement strategic goals.

  16. DETERMINATION OF DIVERSITY OF THE WORKSTATUSES IN THE IMPLEMENTATION PROCESS

    Directory of Open Access Journals (Sweden)

    TKACH T. V.

    2017-05-01

    Full Text Available Raising of problem. Implementation of the plans is accompanied by an increase in the uncertainty of the state of the production system, which largely depends on the organizational and technological decisions laid down in the calendar plan at the stage of its development. Determining the changes in the diversity of the system statuses, in terms of the implementation stages of the plan, will allow to outline the likely crisis periods and to prepare for them in advance. In accordance with this, research in the field of improving of the methodology for developing the calendar plans in order to expand of the factors on which its feasibility is assessed, determines the relevance of this work. Purpose of the article. To determine the impact of organizational and technological decisions of the calendar plan on the appearance of parametric failures of a separate work. Conclusion. A methodology for calculating the dynamics of the diversity of possible statuses the process of the eхecuting of a separate work, to monitor the intensity of the increase in the uncertainty of the system status by the stages of the implementation of the calendar plan.

  17. 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.

  18. Aggressive Neglect, Matrix Organization, and Student Development Implementation

    Science.gov (United States)

    Borland, David T.

    1977-01-01

    Organizational facilitation of student development is a significant but difficult process in colleges and universities with traditional priorities on academic concerns. Organizational factors are analyzed and a model is proposed implementing student development through the accommodation of diverse organizational elements and by an integrated…

  19. Interface methods for using intranet portal organizational memory information system.

    Science.gov (United States)

    Ji, Yong Gu; Salvendy, Gavriel

    2004-12-01

    In this paper, an intranet portal is considered as an information infrastructure (organizational memory information system, OMIS) supporting organizational learning. The properties and the hierarchical structure of information and knowledge in an intranet portal OMIS was identified as a problem for navigation tools of an intranet portal interface. The problem relates to navigation and retrieval functions of intranet portal OMIS and is expected to adversely affect user performance, satisfaction, and usefulness. To solve the problem, a conceptual model for navigation tools of an intranet portal interface was proposed and an experiment using a crossover design was conducted with 10 participants. In the experiment, a separate access method (tabbed tree tool) was compared to an unified access method (single tree tool). The results indicate that each information/knowledge repository for which a user has a different structural knowledge should be handled separately with a separate access to increase user satisfaction and the usefulness of the OMIS and to improve user performance in navigation.

  20. Moderating effects of nurses' organizational justice between organizational support and organizational citizenship behaviors for evidence-based practice.

    Science.gov (United States)

    Chang, Ching-Sheng

    2014-10-01

    Lack of existing literature on the correlation among organizational justice, organizational support, and organizational citizenship behaviors has created a research gap in previous evidence-based practice (EBP) studies on nursing personnel. To investigate whether organizational justice among nurses has a moderating effect between their organizational support and organizational citizenship behaviors in order to bridge such a gap of existing literature with the EBP study on nursing personnel. Nursing staff of one large and influential hospital in Taiwan was surveyed. Four hundred questionnaires were distributed, and 386 were collected with a valid response rate of 96.50%. SPSS 17.0 and Amos 17.0 statistical software packages were used for data analysis. Nurses' organizational support positively influences their organizational citizenship behaviors, and their organizational justice perception has a positive moderating effect between organizational support and organizational citizenship behaviors. Results call hospitals' attention to the type of individual behaviors that may improve organizational performance. When nursing staff perceive fair and impartial treatment by the organization and supportive emotional attachment, behaviors beneficial for the organization are expressed in return. Subjective perceptions of nursing staff play an important role in organizational exchange relationship; the higher the degree of nursing staff's perceived organizational justice, the higher the degree of their organizational support, perception, and exhibition of organizational citizenship behaviors such as altruistic behavior and dedication to the work. © 2014 Sigma Theta Tau International.

  1. Organizational culture associated with provider satisfaction.

    Science.gov (United States)

    Scammon, Debra L; Tabler, Jennifer; Brunisholz, Kimberly; Gren, Lisa H; Kim, Jaewhan; Tomoaia-Cotisel, Andrada; Day, Julie; Farrell, Timothy W; Waitzman, Norman J; Magill, Michael K

    2014-01-01

    Organizational culture is key to the successful implementation of major improvement strategies. Transformation to a patient-centered medical home (PCHM) is such an improvement strategy, requiring a shift from provider-centric care to team-based care. Because this shift may impact provider satisfaction, it is important to understand the relationship between provider satisfaction and organizational culture, specifically in the context of practices that have transformed to a PCMH model. This was a cross-sectional study of surveys conducted in 2011 among providers and staff in 10 primary care clinics implementing their version of a PCMH: Care by Design. Measures included the Organizational Culture Assessment Instrument and the American Medical Group Association provider satisfaction survey. Providers were most satisfied with quality of care (mean, 4.14; scale of 1-5) and interactions with patients (mean, 4.12) and were least satisfied with time spent working (mean, 3.47), paperwork (mean, 3.45), and compensation (mean, 3.35). Culture profiles differed across clinics, with family/clan and hierarchical cultures the most common. Significant correlations (P ≤ .05) between provider satisfaction and clinic culture archetypes included family/clan culture negatively correlated with administrative work; entrepreneurial culture positively correlated with the Time Spent Working dimension; market/rational culture positively correlated with how practices were facing economic and strategic challenges; and hierarchical culture negatively correlated with the Relationships with Staff and Resource dimensions. Provider satisfaction is an important metric for assessing experiences with features of a PCMH model. Identification of clinic-specific culture archetypes and archetype associations with provider satisfaction can help inform practice redesign. Attention to effective methods for changing organizational culture is recommended.

  2. Making housing first happen: organizational leadership in VA's expansion of permanent supportive housing.

    Science.gov (United States)

    Kertesz, Stefan G; Austin, Erika Laine; Holmes, Sally K; Pollio, David E; Schumacher, Joseph E; White, Bert; Lukas, Carol VanDeusen

    2014-12-01

    While most organizational literature has focused on initiatives that transpire inside the hospital walls, the redesign of American health care increasingly asks that health care institutions address matters outside their walls, targeting the health of populations. The US Department of Veterans Affairs (VA)'s national effort to end Veteran homelessness represents an externally focused organizational endeavor. Our aim was to evaluate the role of organizational practices in the implementation of Housing First (HF), an evidence-based homeless intervention for chronically homeless individuals. This was an interview-based comparative case study conducted across eight VA Medical Centers (VAMCs). Front line staff, mid-level managers, and senior leaders at VA Medical Centers were interviewed between February and December 2012. Using a structured narrative and numeric scoring, we assessed the correlation between successful HF implementation and organizational practices devised according to the organizational transformation model (OTM). Scoring results suggested a strong association between HF implementation and OTM practice. Strong impetus to house Veterans came from national leadership, reinforced by Medical Center directors closely tracking results. More effective Medical Center leaders differentiated themselves by joining front-line staff in the work (at public events and in process improvement exercises), by elevating homeless-knowledgeable persons into senior leadership, and by exerting themselves to resolve logistic challenges. Vertical alignment and horizontal integration advanced at sites that fostered work groups cutting across service lines and hierarchical levels. By contrast, weak alignment from top to bottom typically also hindered cooperation across departments. Staff commitment to ending homelessness was high, though sustainability planning was limited in this baseline year of observation. Key organizational practices correlated with more successful

  3. THE MEDIATING ROLE OF ORGANIZATIONAL TRUST IN THE EFFECT OF PERCEIVED ORGANIZATIONAL SUPPORT ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR

    OpenAIRE

    Ozan BÜYÜKYILMAZ; Yahya FİDAN

    2017-01-01

    This study investigates direct and indirect relationships between perceived organizational support, organizational trust and organizational citizenship behavior. The aim of the study is to determine the effect of employee perceptions of organizational support on the tendency to exhibit organizational citizenship behavior and to determine the mediating role of perceived trust in perceived organizational support and organizational citizenship behavior relationship. The data used in the study we...

  4. THE MEDIATING ROLE OF ORGANIZATIONAL TRUST IN THE EFFECT OF PERCEIVED ORGANIZATIONAL SUPPORT ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR

    Directory of Open Access Journals (Sweden)

    Ozan BÜYÜKYILMAZ

    2017-12-01

    Full Text Available This study investigates direct and indirect relationships between perceived organizational support, organizational trust and organizational citizenship behavior. The aim of the study is to determine the effect of employee perceptions of organizational support on the tendency to exhibit organizational citizenship behavior and to determine the mediating role of perceived trust in perceived organizational support and organizational citizenship behavior relationship. The data used in the study were gathered by questionnaire from 228 graduate students studying at the Karabuk University Institute of Social Sciences and at the same time working in state and private institutions. In the process of testing the hypotheses, path analysis was used in the context of structural equation modeling. As a result of the study, it was determined that organizational trust fully mediates the relationship between perceived organizational support and the dimensions of altruism, conscientiousness and sportsmanship of organizational citizenship behavior and partially mediates the relationship between perceived organizational support and the dimensions of courtesy and civic virtue of organizational citizenship behavior.

  5. Joint-Service Integration: An Organizational Culture Study of the United States Department of Defense Voluntary Education System

    Science.gov (United States)

    Benson, Martin K.

    2010-01-01

    The purpose of the descriptive case study with a multiple case framework was to (a) describe the organizational cultures of education programs and leaders in the United States (U.S.) Department of Defense (DoD) voluntary education system on Oahu, Hawaii; (b) determine if an overlapping common organizational culture exists; and (c) assess the…

  6. [Do organizational barriers to pneumococcal and influenza vaccine access exist?].

    Science.gov (United States)

    Rousseau, Louise; Guay, Maryse; Archambault, Denis; El m'ala, Zahra; Abdelaziz, Nadia

    2007-01-01

    Despite the implementation of a Quebec immunization program against influenza and pneumococcal disease (PQIIP), vaccine coverage has remained low. There have been many studies on personal barriers to vaccination, but few have explored other kinds of barriers. To explore the presence of barriers in relation to the organization of the health care system and to propose recommendations for increasing vaccine coverage. Within a mixed protocol, a phone survey of 996 people in the target population and a case study implicating the follow-up of the PQIIP with all the site and actor categories via 43 semistructured interviews and 4 focus groups were realized. Survey data underwent a descriptive statistical analysis. Qualitative analysis followed the Miles and Huberman approach. The results indicate the presence of barriers with regard to information accessibility. These include access to: the physicians' recommendation, knowledge of the efficacy or the security of vaccines, and admissibility of clients to the PQIIP. Organizational barriers were also found to limit access to vaccination, especially in terms of restricted choices of time and location. Coordination and incentives mechanisms are not optimal. Removal of organizational barriers depends more on strategic rather than structural factors. Addressing organizational barriers should be an important component of strategies aimed at improving vaccine coverage. Public health authorities should focus on strategic management of the information and inter-organizational environment.

  7. Implementation and adoption of mechanical patient lift equipment in the hospital setting: The importance of organizational and cultural factors.

    Science.gov (United States)

    Schoenfisch, Ashley L; Myers, Douglas J; Pompeii, Lisa A; Lipscomb, Hester J

    2011-12-01

    Work focused on understanding implementation and adoption of interventions designed to prevent patient-handling injuries in the hospital setting is lacking in the injury literature and may be more insightful than more traditional evaluation measures. Data from focus groups with health care workers were used to describe barriers and promoters of the adoption of patient lift equipment and a shift to a "minimal-manual lift environment" at two affiliated hospitals. Several factors influencing the adoption of the lift equipment and patient-handling policy were noted: time, knowledge/ability, staffing, patient characteristics, and organizational and cultural aspects of work. The adoption process was complex, and considerable variability by hospital and across units was observed. The use of qualitative data can enhance the understanding of factors that influence implementation and adoption of interventions designed to prevent patient-handling injuries among health care workers. Copyright © 2011 Wiley Periodicals, Inc.

  8. The Influence of Organizational Culture on School-Based Obesity Prevention Interventions: A Systematic Review of the Literature.

    Science.gov (United States)

    Fair, Kayla N; Solari Williams, Kayce D; Warren, Judith; McKyer, E Lisako Jones; Ory, Marcia G

    2018-06-01

    Although the influence of organizational culture has been examined on a variety of student outcomes, few studies consider the influence that culture may have on school-based obesity prevention interventions. We present a systematic review of the literature to examine how elements of organizational culture may affect the adoption, implementation, and sustainability of school-based obesity prevention interventions. Fourteen studies examining the impact of organizational-level characteristics on school-based obesity prevention interventions were identified through the online databases EBSCO (CINAHL, ERIC, Agricola), Web of Science, Medline (PubMed), and Scopus. Five themes were identified as elements of organizational culture that influence the adoption, implementation, and sustainability of school-based obesity prevention interventions: organizational response to limited resources, value placed on staff training and professional development, internal support, organizational values, and school climate. Organizational culture can greatly influence the success of school-based obesity interventions. The collection of data related to organizational-level factors may be used to identify strategies for creating and sustaining a supportive environment for obesity prevention interventions in the school setting. © 2018, American School Health Association.

  9. How does organizational culture influence organizational learning in a shipping company?

    OpenAIRE

    Jimenez, Jorge Mario Garzon

    2016-01-01

    This project targets on organizational culture and organizational learning, aiming to reveal how organizational culture influences on organizational learning within the shipping industry. The main research question is: How does organizational culture influence organizational learning within a shipping company? The two research sub-questions are: 1) Which components of organizational culture are especially important for organizational learning? 2) How is organizational structure...

  10. Interventions to Support System-level Implementation of Health Promoting Schools: A Scoping Review

    Directory of Open Access Journals (Sweden)

    Jessie-Lee D. McIsaac

    2016-02-01

    Full Text Available Health promoting schools (HPS is recognized globally as a multifaceted approach that can support health behaviours. There is increasing clarity around factors that influence HPS at a school level but limited synthesized knowledge on the broader system-level elements that may impact local implementation barriers and support uptake of a HPS approach. This study comprised a scoping review to identify, summarise and disseminate the range of research to support the uptake of a HPS approach across school systems. Two reviewers screened and extracted data according to inclusion/exclusion criteria. Relevant studies were identified using a multi-phased approach including searching electronic bibliographic databases of peer reviewed literature, hand-searching reference lists and article recommendations from experts. In total, 41 articles met the inclusion criteria for the review, representing studies across nine international school systems. Overall, studies described policies that provided high-level direction and resources within school jurisdictions to support implementation of a HPS approach. Various multifaceted organizational and professional interventions were identified, including strategies to enable and restructure school environments through education, training, modelling and incentives. A systematic realist review of the literature may be warranted to identify the types of intervention that work best for whom, in what circumstance to create healthier schools and students.

  11. Interventions to Support System-level Implementation of Health Promoting Schools: A Scoping Review

    Science.gov (United States)

    McIsaac, Jessie-Lee D.; Hernandez, Kimberley J.; Kirk, Sara F.L.; Curran, Janet A.

    2016-01-01

    Health promoting schools (HPS) is recognized globally as a multifaceted approach that can support health behaviours. There is increasing clarity around factors that influence HPS at a school level but limited synthesized knowledge on the broader system-level elements that may impact local implementation barriers and support uptake of a HPS approach. This study comprised a scoping review to identify, summarise and disseminate the range of research to support the uptake of a HPS approach across school systems. Two reviewers screened and extracted data according to inclusion/exclusion criteria. Relevant studies were identified using a multi-phased approach including searching electronic bibliographic databases of peer reviewed literature, hand-searching reference lists and article recommendations from experts. In total, 41 articles met the inclusion criteria for the review, representing studies across nine international school systems. Overall, studies described policies that provided high-level direction and resources within school jurisdictions to support implementation of a HPS approach. Various multifaceted organizational and professional interventions were identified, including strategies to enable and restructure school environments through education, training, modelling and incentives. A systematic realist review of the literature may be warranted to identify the types of intervention that work best for whom, in what circumstance to create healthier schools and students. PMID:26861376

  12. 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.

  13. Using enterprise systems to enhance organizational agility

    Directory of Open Access Journals (Sweden)

    Sanjay Mathrani

    Full Text Available In the corporate use of Information and Communication Technology (ICT, deployment of enterprise systems (ESs technology in particular, has been the most vital development towards improving an organization\\'s effectiveness. ESs make up the value chain of an enterprise allowing the organization to become significantly flexible and efficient. This paper investigates the use of ESs to increase agility within three New Zealand manufacturing organizations. Case findings reveal several aspects of ES utilization in agile manufacturing strategies such as concurrent engineering, value chain integration, and creation of virtual enterprise to proactively align work streams and increase responsiveness and flexibility. The paper discusses the importance of agile thinking in business and how an ES enables knowledge-based processes in critical functional areas to improve organizational agility.

  14. 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...

  15. Organizational learning in developing the integrated quality management

    Directory of Open Access Journals (Sweden)

    Juhani Anttila

    2018-04-01

    Full Text Available High quality is organizations’ competitive advantage. It is beneficial to base this on professional approach, and basic concepts and definitions with scientific foundation. The necessary main concepts consist of quality, quality management, quality improvement and quality assurance. Organizations' top management is responsible of the quality management decisions and implementations. The present practical situation is fragmented and the implementations are most often based on the instrumental means of the different methodological schools, which is confusing and detrimental to the understanding and usefulness of the concept of quality management. It is not beneficial to build a special system for quality management by only following the requirements of the general standard. This cannot ensure competitive business advantage. In this article, we present an alternative approach that is a natural practical way to realize quality management as the teleological solution, Quality Integration, in which the general and specific quality concepts, principles and methodology are embedded within the normal business management activities. Our Quality Integration is based on the thinking of organizational learning. Its framework covers both running the current business and improving the overall business performance. This model has been used as the thinking framework in practical organizational cases since 1990’s. As the business circumstances change constantly, the organization must be constantly ready to renew through both small and radical changes. This change also receives resistance, and the development takes place according to a multi-phase process towards the new integration and requires a proper recognition and decisions. Principles of the organizational learning can help organizations in a consistent way. Evaluation of the overall organizational performance is an important quality management practice and should take into account performance enablers

  16. Hospital IT adoption strategies associated with implementation success: implications for achieving meaningful use.

    Science.gov (United States)

    Ford, Eric W; Menachemi, Nir; Huerta, Timothy R; Yu, Feliciano

    2010-01-01

    Health systems are facing significant pressure to either implement health information technology (HIT) systems that have "certified" electronic health record applications and that fulfill the federal government's definition of "meaningful use" or risk substantial financial penalties in the near future. To this end, hospitals have adopted one of three strategies, described as "best of breed," "best of suite," and "single vendor," to meet organizational and regulatory demands. The single-vendor strategy is used by the simple majority of U.S. hospitals, but is it the most effective mode for achieving full implementation? Moreover, what are the implications of adopting this strategy for achieving meaningful use? The simple answer to the first question is that the hospitals using the hybrid best of suite strategy had fully implemented HIT systems in significantly greater proportions than did hospitals employing either of the other strategies. Nonprofit and system-affiliated hospitals were more likely to have fully implemented their HIT systems. In addition, increased health maintenance organization market penetration rates were positively correlated with complete implementation rates. These results have ongoing implications for achieving meaningful use in the near term. The federal government's rewards and incentives program related to the meaningful use of HIT in hospitals has created an organizational imperative to implement such systems. For hospitals that have not begun systemwide implementation, pursuing a best of suite strategy may provide the greatest chance for achieving all or some of the meaningful use targets in the near term or at least avoiding future penalties scheduled to begin in 2015.

  17. The impact of gendered organizational systems on women?s career advancement

    OpenAIRE

    O?Neil, Deborah A.; Hopkins, Margaret M.

    2015-01-01

    In this Perspective article we propose that in order to pave the way for women’s career advancement into the senior ranks of organizations, attention must be directed at the systemic norms and structures that drive the gendered nature of the workplace. A focus on individual level issues, i.e., women lacking confidence and women opting out, detracts from the work that must be done at the organizational level in order to dismantle the system of pervasive, structural disadvantage facing women se...

  18. Understanding Organizational Agility: A Work-Design Perspective

    National Research Council Canada - National Science Library

    Holsapple, Clyde W; Li, Xun

    2008-01-01

    This paper introduces a unified theoretical model of organizational agility and investigates the attributes of knowledge-intensive work-design systems, which contribute to achieving and sustaining organizational agility...

  19. 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.

  20. 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...

  1. 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.

  2. Organizational Commitment In Fast Food Franchising Businesses: The Case of Denizli

    OpenAIRE

    Onur Görkem

    2015-01-01

    The sector of food and beverage growing in paralel with the rapid change of food habits on a global scale has witnessed the raising of the fast food businesses that franchising system has been implemented. As the development mentioned has increased the employment needs of fast food businesses, it has brought the necessity of giving importance to the activities related to improving the organizational commitment of personnel. Accordingly, the purpose of the study is to reveal compatatively the ...

  3. Organizational Learning to Implementation: Development of Post-Secondary Online Degree Programs

    Science.gov (United States)

    Davis, Kirk Alan

    2011-01-01

    The purpose of this study was to analyze organizational learning and the facilitating factors and critical elements for development of post-secondary distance education and online degree programs at three universities in Hawaii: University of Hawaii at Hilo (public), Hawaii Pacific University and Chaminade University (both private). The researcher…

  4. Designing organizational memories: Concept and method

    NARCIS (Netherlands)

    Wijnhoven, Alphonsus B.J.M.

    1998-01-01

    Organizational memory, has become a popular theme in management studies, leading to theoretically valuable conceptualizations, which, however, often fail in their practical usability. Recently, organizational memory has also become a topic in the field of information systems. This article tries to

  5. Using kaizen to improve employee well-being: Results from two organizational intervention studies

    Science.gov (United States)

    von Thiele Schwarz, Ulrica; Nielsen, Karina M; Stenfors-Hayes, Terese; Hasson, Henna

    2016-01-01

    Participatory intervention approaches that are embedded in existing organizational structures may improve the efficiency and effectiveness of organizational interventions, but concrete tools are lacking. In the present article, we use a realist evaluation approach to explore the role of kaizen, a lean tool for participatory continuous improvement, in improving employee well-being in two cluster-randomized, controlled participatory intervention studies. Case 1 is from the Danish Postal Service, where kaizen boards were used to implement action plans. The results of multi-group structural equation modeling showed that kaizen served as a mechanism that increased the level of awareness of and capacity to manage psychosocial issues, which, in turn, predicted increased job satisfaction and mental health. Case 2 is from a regional hospital in Sweden that integrated occupational health processes with a pre-existing kaizen system. Multi-group structural equation modeling revealed that, in the intervention group, kaizen work predicted better integration of organizational and employee objectives after 12 months, which, in turn, predicted increased job satisfaction and decreased discomfort at 24 months. The findings suggest that participatory and structured problem-solving approaches that are familiar and visual to employees can facilitate organizational interventions. PMID:28736455

  6. Using kaizen to improve employee well-being: Results from two organizational intervention studies.

    Science.gov (United States)

    von Thiele Schwarz, Ulrica; Nielsen, Karina M; Stenfors-Hayes, Terese; Hasson, Henna

    2017-08-01

    Participatory intervention approaches that are embedded in existing organizational structures may improve the efficiency and effectiveness of organizational interventions, but concrete tools are lacking. In the present article, we use a realist evaluation approach to explore the role of kaizen, a lean tool for participatory continuous improvement, in improving employee well-being in two cluster-randomized, controlled participatory intervention studies. Case 1 is from the Danish Postal Service, where kaizen boards were used to implement action plans. The results of multi-group structural equation modeling showed that kaizen served as a mechanism that increased the level of awareness of and capacity to manage psychosocial issues, which, in turn, predicted increased job satisfaction and mental health. Case 2 is from a regional hospital in Sweden that integrated occupational health processes with a pre-existing kaizen system. Multi-group structural equation modeling revealed that, in the intervention group, kaizen work predicted better integration of organizational and employee objectives after 12 months, which, in turn, predicted increased job satisfaction and decreased discomfort at 24 months. The findings suggest that participatory and structured problem-solving approaches that are familiar and visual to employees can facilitate organizational interventions.

  7. THE RELATIONSHIP BETWEEN THE USE OF A PERFORMANCE MEASUREMENT SYSTEM, ORGANIZATIONAL FACTORS, ACCOUNTABILITY, AND THE PERFORMANCE OF PUBLIC SECTOR ORGANIZATIONS

    Directory of Open Access Journals (Sweden)

    Muhammad Ahyaruddin

    2016-01-01

    Full Text Available This research studies the accountability and performance of public sector organizations. It provides empirical evidence about the relationship between the use of a performance measurement system and the organizational factors of accountability and organizational performance. We investigate the three roles of a performance measurement system (its operational use, incentive use, and exploratory use, and three organizational factors (contractibility, the legislative mandate, and management commitment. A mixed method approach with sequential explanatory design was used to answer the research question. The hypotheses testing used Structural Equation Modelling-Partial Least Square (SEM-PLS. Our findings were based on survey data from 137 SKPD officers in the local government of Yogyakarta Province, and showed that management commitment had a positive association with accountability and organizational performance. We also found a positive association between the legislative mandate and accountability. However, this research did not find any significant association among the three roles of the performance measurement system with accountability and organizational performance. Based on the institutional theory, our findings show substantial contributions by the institutional isomorphism, which was used in an appropriate manner to explain the context of public sector organizations, especially in the local government of Yogyakarta Province.

  8. Risk based maintenance: Resource requirements and organizational challenges

    International Nuclear Information System (INIS)

    Weerakkody, S.D.

    2000-01-01

    10CFR50.65 'Requirements for Monitoring the Effectiveness of Maintenance at Nuclear Power Plants' required licensees to monitor the performance or condition of structures, systems, or components (SSCs) against licensee established goals, in a manner sufficient to provide reasonable assurance that such SSCs are capable of fulfilling their intended functions. The goals were required to be commensurate with safety significance and operating experience. Northeast Utilities relied upon PRAs to implement 10CFR50.65, which is also referred to as the 'Maintenance Rule'. The Maintenance Rule changed some aspects of maintenance of structures, systems, and components (SSC) at nuclear power plants. One objective of the rule was to focus the maintenance resources based on risk significance of components. This paper will discuss the organizational challenges and resource requirements associated with implementation of the Maintenance Rule at nuclear facilities that are supported by the Northeast Utilities Services Company (NUSCo). The paper will discuss (a) how these challenges were addressed, (b) the resources required for ongoing efforts to support the Maintenance Rule, and (c) several key safety benefits derived from the implementation of the Maintenance Rule. (author)

  9. A Cultural Competence Organizational Review for Community Health Services: Insights From a Participatory Approach.

    Science.gov (United States)

    Truong, Mandy; Gibbs, Lisa; Pradel, Veronika; Morris, Michal; Gwatirisa, Pauline; Tadic, Maryanne; de Silva, Andrea; Hall, Martin; Young, Dana; Riggs, Elisha; Calache, Hanny; Gussy, Mark; Watt, Richard; Gondal, Iqbal; Waters, Elizabeth

    2017-05-01

    Cultural competence is an important aspect of health service access and delivery in health promotion and community health. Although a number of frameworks and tools are available to assist health service organizations improve their services to diverse communities, there are few published studies describing organizational cultural competence assessments and the extent to which these tools facilitate cultural competence. This article addresses this gap by describing the development of a cultural competence assessment, intervention, and evaluation tool called the Cultural Competence Organizational Review (CORe) and its implementation in three community sector organizations. Baseline and follow-up staff surveys and document audits were conducted at each participating organization. Process data and organizational documentation were used to evaluate and monitor the experience of CORe within the organizations. Results at follow-up indicated an overall positive trend in organizational cultural competence at each organization in terms of both policy and practice. Organizations that are able to embed actions to improve organizational cultural competence within broader organizational plans increase the likelihood of sustainable changes to policies, procedures, and practice within the organization. The benefits and lessons learned from the implementation of CORe are discussed.

  10. 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.

  11. A Strategic Governance Review for Multi-Organizational Systems of Education, Training, and Professional Development

    National Research Council Canada - National Science Library

    Daley, Glenn

    2003-01-01

    ...) through both DoD and non-DoD providers. This network of ET&D providers and users constitutes a multi-organizational, multi-stakeholder system that is at present loosely coordinated and incompletely understood...

  12. A systemic analysis of patterns of organizational breakdowns in accidents: A case from Helicopter Emergency Medical Service (HEMS) operations

    International Nuclear Information System (INIS)

    Kontogiannis, Tom; Malakis, Stathis

    2012-01-01

    In recent years, many accident models and techniques have shifted their focus from shortfalls in the actions of practitioners to systemic causes in the organization. Accident investigation techniques (e.g., STAMP) have been developed that looked into the flaws of control processes in the organization. Organizational models have looked into general patterns of breakdown related to structural vulnerabilities and gradual degradation of performance. Although some degree of cross-fertilization has been developed between these two trends, safety analysts are left on their own to integrate this gap between control flaws and patterns of organizational breakdown in accident investigation. This article attempts to elaborate the control dynamics of the Systems Theoretic Accident Model and Process (STAMP) technique on the basis of a theoretical model of organizational viability (i.e., the Viable Systems Model). The joint STAMP–VSM framework is applied to an accident from a Helicopter Emergency Medical Service (HEMS) organization to help analysts progress from the analysis of control flaws to the underlying patterns of breakdown. The joint framework may help analysts to rethink the safety organization, model new information loops and constraints, look at the adaptation and steering functions of the organization and finally, develop high leverage interventions. - Highlights: ► This article bridges the gap between two parallel trends in systemic accident models. ► Investigation techniques (i.e., STAMP) have looked into the flaws of safety management processes. ► The literature has highlighted many patterns (or archetypes) of organizational breakdowns. ► The Viable System Model is used with STAMP to link control flaws and organizational breakdowns.

  13. Organizational Influences on Interdisciplinary Interactions during Research and Design of Large-Scale Complex Engineered Systems

    Science.gov (United States)

    McGowan, Anna-Maria R.; Seifert, Colleen M.; Papalambros, Panos Y.

    2012-01-01

    The design of large-scale complex engineered systems (LaCES) such as an aircraft is inherently interdisciplinary. Multiple engineering disciplines, drawing from a team of hundreds to thousands of engineers and scientists, are woven together throughout the research, development, and systems engineering processes to realize one system. Though research and development (R&D) is typically focused in single disciplines, the interdependencies involved in LaCES require interdisciplinary R&D efforts. This study investigates the interdisciplinary interactions that take place during the R&D and early conceptual design phases in the design of LaCES. Our theoretical framework is informed by both engineering practices and social science research on complex organizations. This paper provides preliminary perspective on some of the organizational influences on interdisciplinary interactions based on organization theory (specifically sensemaking), data from a survey of LaCES experts, and the authors experience in the research and design. The analysis reveals couplings between the engineered system and the organization that creates it. Survey respondents noted the importance of interdisciplinary interactions and their significant benefit to the engineered system, such as innovation and problem mitigation. Substantial obstacles to interdisciplinarity are uncovered beyond engineering that include communication and organizational challenges. Addressing these challenges may ultimately foster greater efficiencies in the design and development of LaCES and improved system performance by assisting with the collective integration of interdependent knowledge bases early in the R&D effort. This research suggests that organizational and human dynamics heavily influence and even constrain the engineering effort for large-scale complex systems.

  14. Organizational Values and Innovative Organizational Knowledge Creation

    Directory of Open Access Journals (Sweden)

    Lilian Aparecida Pasquini Miguel

    2009-01-01

    Full Text Available Innovation is a source of competitive advantage and is based on the continuous creation of organizational knowledge, which is supported by the individual learning. The individual learning of traditional / comportamentalist and constructivist nature can be understood, by extension, as organizational learning. The knowledge can be innovative if, along with the enabling conditions that characterize it - intention, fluctuation or chaos, autonomy, redundancy and variety of requirements – the process of learning is based on a constructivist nature, the only one capable to generate new learning solutions. The organizational values are beliefs that guide the organizations behavior and constitute motivational goals. This work had as aim to identify the relationship between organizational values and the creation of knowledge. The descriptive exploratory research used the quantitative method. The organizational values appeared in this study mainly associated to the knowledge creation aspects in the internal sphere of the organizations. The orientation towards the external environment appeared less related to the organizational values.

  15. Organizational determinants of evaluation practice in Australian prevention agencies.

    Science.gov (United States)

    Schwarzman, J; Bauman, A; Gabbe, B; Rissel, C; Shilton, T; Smith, B J

    2018-06-01

    Program evaluation is essential to inform decision making, contribute to the evidence base for strategies, and facilitate learning in health promotion and disease prevention organizations. Theoretical frameworks of organizational learning, and studies of evaluation capacity building describe the organization as central to evaluation capacity. Australian prevention organizations recognize limitations to current evaluation effectiveness and are seeking guidance to build evaluation capacity. This qualitative study identifies organizational facilitators and barriers to evaluation practice, and explores their interactions in Australian prevention organizations. We conducted semi-structured interviews with 40 experienced practitioners from government and non-government organizations. Using thematic analysis, we identified seven key themes that influence evaluation practice: leadership, organizational culture, organizational systems and structures, partnerships, resources, workforce development and training and recruitment and skills mix. We found organizational determinants of evaluation to have multi-level interactions. Leadership and organizational culture influenced organizational systems, resource allocation and support of staff. Partnerships were important to overcome resource deficits, and systems were critical to embed evaluation within the organization. Organizational factors also influenced the opportunities for staff to develop skills and confidence. We argue that investment to improve these factors would allow organizations to address evaluation capacity at multiple levels, and ultimately facilitate effective evaluation practice.

  16. Utilization of Community Institutional and Organizational Resources ...

    African Journals Online (AJOL)

    The study investigated the influence of the utilization of community institutional and community organizational resources on the implementation of adult basic literacy and functional literacy programmes in Cross River State. Two hypotheses were formulated and tested. The survey research design was adopted for the study.

  17. Organizational attributes of practices successful at a disease management program.

    Science.gov (United States)

    Cloutier, Michelle M; Wakefield, Dorothy B; Tsimikas, John; Hall, Charles B; Tennen, Howard; Brazil, Kevin

    2009-02-01

    To assess the contribution of organizational factors to implementation of 3 asthma quality measures: enrollment in a disease management program, development of a written treatment plan, and prescription of severity-appropriate anti-inflammatory therapy. A total of 138 pediatric clinicians and 247 office staff in 13 urban clinics and 23 nonurban private practices completed questionnaires about their practice's organizational characteristics (eg, leadership, communication, perceived effectiveness, job satisfaction). 94% of the clinicians and 92% of the office staff completed questionnaires. When adjusted for confounders, greater practice activity and perceived effectiveness in meeting family needs were associated with higher rates of enrollment in the Easy Breathing program, whereas higher scores for 3 organizational characteristics--communication timeliness, decision authority, and job satisfaction--were associated with both higher enrollment and a greater number of written treatment plans. None of the organizational characteristics was associated with greater use of anti-inflammatory therapy. Three organizational characteristics predicted 2 quality asthma measures: use of a disease management program and creation of a written asthma treatment plan. If these organizational characteristics were amenable to change, then our findings could help focus interventions in areas of effective and acceptable organizational change.

  18. The Relationship between Organizational Justice and Organizational Citizenship Behavior among Nurses (Examining the Mediating Role of Organizational Commitment, Organizational Trust, and Job Satisfaction

    Directory of Open Access Journals (Sweden)

    shadi Mahmoudi

    2017-04-01

    Full Text Available Introduction: Justice has been recognized as the pivot of different organizational research, that the designation of the causal pattern involving the most important variables associated with it was the main objective of the present study. Materials and Methods: This was a descriptive-survey study. The statistical population consisted of all nurses of Imam Khomeini hospital in Urmia (n= 420, of which 201 nurses were selected by using Morgan’s table and by random sampling method. The instruments included questionnaires of organizational justice, organizational commitment, organizational trust, job satisfaction, and Organizational Citizenship Behavior whose reliability and validity were confirmed. The structural equations model method was used to analyze the data.  Results:The results showed there was a positive and significant relationship between justice perception with organizational commitment, organizational trust, and job satisfaction. In addition, the mediating role of organizational commitment and trust was acknowledged in the relationship between justice and citizenship behavior in the model; however, the mediating role of satisfaction was not fitted in the relationship between justice and citizenship.  Conclusion: According the research results that there was a positive and significant relationship between perception of justice with organizational commitment, organizational trust, and job satisfaction, paying attention to organizational justice for improving the staff’s organizational citizenship behavior is critical and indicates the distinct position of this variable in improving all attitudinal and behavioral variables and consequently in the hospital employees’ performance.

  19. [Implementation of functional autonomy measurement system: barriers and facilitators in PISE-Dordogne project].

    Science.gov (United States)

    Gervais, Pauline; Hébert, Réjean; Lamontagne, Julie; Tousignant, Michel

    2011-12-01

    The objectives of the study were to identify the adjustments made during the implantation and the conditions favouring or limiting the SMAF utilisation. A multiqualitative quote was developed. The Functional autonomy measurement system (SMAF) was implanted in 11 French medico-social establishments. Analyses were made with the mixed type thematic method from Miles and Huberman. Principal adjustments that have been made during implantation concern the informatics assistance and clinical support. Strategic, organizational and individual factors explained adhesion level of actors and the subsequent flow of implantation. Establishment of SMAF and of the software eSMAF® in the medico-social establishments rests on a certain number of conditions which could be identified during the study. These conditions made it possible to work out structured recommendations for future implementations.

  20. Predicting Organizational Commitment from Organizational Culture in Turkish Primary Schools

    Science.gov (United States)

    Ipek, Cemalettin

    2010-01-01

    This study aims to describe organizational culture and commitment and to predict organizational commitment from organizational culture in Turkish primary schools. Organizational Culture Scale (Ipek "1999") and Organizational Commitment Scale (Balay "2000") were used in the data gathering process. The data were collected from…