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Sample records for understanding organizational change

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

    Science.gov (United States)

    Thompson, Jon M

    2010-01-01

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

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

    Science.gov (United States)

    Lucas, Colleen; Kline, Theresa

    2008-01-01

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

  3. Managing Organizational Change.

    Science.gov (United States)

    Watwood, Britt; And Others

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

  4. Change in higher education: understanding and responding to individual and organizational resistance.

    Science.gov (United States)

    Lane, India F

    2007-01-01

    In many fields, the ability of educators and practitioners to cope with rapid change is essential to sustained success. In veterinary medical education, as in other scientific disciplines, meaningful change is challenging to achieve and subject to resistance from many individual and organizational norms. Individual concerns often relate to fears of instability or uncertainty, loss of current status, or effects on individual time and workload. Sources of organizational resistance may include a conservative culture, fierce protection of current practices, and prevalence of disciplinary or territorial viewpoints. In academia, especially in scientific or medical fields, individuals appear to be strongly independent and conservative in nature, and generally skeptical of educational change. In this environment, a highly participatory process, with regular communication strategies and demonstrations or evidence that supports proposed changes, can be useful in facilitating change. An understanding of the nature of complex change, as well as of the reasons underlying resistance to change, and some methods to overcome these barriers are highly valuable tools for educational leaders.

  5. Translating organizational change

    DEFF Research Database (Denmark)

    Scheuer, John Damm

    2016-01-01

    This paper takes it point of departure in actor-network-theory (ANT). It responds to the Next Management Theory tracks call for papers that address and further develops our understanding of organizational change as translation processes. It moreover addresses a critique of ANT researchers...... in organizational studies for making descriptions of studied empirical phenomena rather than developing theories and giving normative advice about how organizations or organizational change processes may be theorized, analyzed, managed and/or organized better. A new ANT-inspired theory about the characteristics...... of organizations, organizational change and change agents is therefore developed combining ANT with other theories. The relevance of this view is demonstrated in an analysis of a case where a nurse and the leader of a clinic for orthopedic surgery try to translate and thus implement a risk-management and deviation...

  6. A Case Study of Liberal Arts Colleges in the 21st Century: Understanding Organizational Change and Evolution in Higher Education

    Science.gov (United States)

    Baker, Vicki L.; Baldwin, Roger G.

    2015-01-01

    We draw upon the evolutionary model of change in order to examine the organizational transformation of three liberal arts colleges (Albion College, Allegheny College, Kenyon College). Relying on our prior research (Baker, Baldwin, & Makker, 2012), we seek to continue our exploration and understanding of the evolution occurring in the important…

  7. Management of Organizational Change Processes

    OpenAIRE

    Vladimir-Codrin Ionescu; Cristina Bolcaș

    2015-01-01

    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 o...

  8. CYNICISM IN ORGANIZATIONAL CHANGE

    Directory of Open Access Journals (Sweden)

    Blanca S. GRAMA

    2013-10-01

    Full Text Available The dynamic features of the labor market outline the perfect background in which organization are constantly dealing with the necessity to implement change in strategy, structure, processes or culture. On this background the factors that can damage the process of organizational change receive more and more attention. Cynicism in organizational change is a possible source of resistance which starts to capture researchers interests. Organizational cynicism research represents a new subject in the specialized literature of Romania. Research on this topic show that organizational cynicism is the result of attitudes made out of beliefs, affects and behavior toward organization. On the basis of the reviews and conceptualization we propose a research agenda of cynicism on organizational change.

  9. Understanding Organizational Advantage

    DEFF Research Database (Denmark)

    Stea, Diego; Linder, Stefan; Foss, Nicolai Juul

    2015-01-01

    The attention-based view (ABV) of the firm highlights the role of decision makers’ attention in firm behavior. The ABV vastly improves our understanding of decision makers’ focus of attention; how that focus is situated in an organization’s procedural and communication channels; and how the distr......The attention-based view (ABV) of the firm highlights the role of decision makers’ attention in firm behavior. The ABV vastly improves our understanding of decision makers’ focus of attention; how that focus is situated in an organization’s procedural and communication channels; and how...... the distribution of the focus of attention among decision makers participating in those procedural and communication channels affects their understanding of a situation, their motivation to act, and, ultimately, their behavior. Significant progress has been made in recent years in refining and extending the ABV....... However, the role of individual differences in the capacity to read other people’s desires, intentions, knowledge, and beliefs that is, the theory of mind (ToM) has remained on the sidelines. The ToM is a natural complement to the ABV. In this study, we explore how the ToM allows for an understanding...

  10. Routines and Organizational Change

    DEFF Research Database (Denmark)

    Yi, Sangyoon; Becker, Markus; Knudsen, Thorbjørn

    2014-01-01

    Routines have been perceived as a source of inertia in the process of organizational change. In this study, we suggest an overlooked, but prevalent, mechanism by which the inertial nature of routines helps, rather than hinders, organizational adaptation. Routine-level inertia plays a hidden role...

  11. 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

  12. Changing organizational culture to implement organizational change.

    Science.gov (United States)

    Ferrara-Love, R

    1997-02-01

    With the advent of managed care and the restructuring of hospitals, health care is in a state of transition. In the past, healthcare executives seemed to believe that they were isolated from the changes that were occurring in corporate America. However, the need for change in both organizational culture and performance is here. To successfully navigate the "permanent white water" of health care change, examples from business are needed. These examples include work redesign, restructuring, and behavior modification to promote the changes needed for health care to move forward.

  13. Building blocks for organizational change.

    Science.gov (United States)

    Daly, Rich

    2014-05-01

    To understand the types of organizational change that will best help them meet strategic goals, hospitals and health systems are: Projecting their quality and savings goals for the coming years and weighing their ability to meet them. Looking for partner organizations that share their culture, goals, and capabilities. Assessing the types of organizational arrangements that will provide the desired benefits. Determining the key components needed to make the arrangement fit their goals and culture.

  14. Investigating organizational change

    OpenAIRE

    Skogly, Marthe Lorentzen; Rognan, Maria Bø

    2017-01-01

    Masteroppgave(MSc) in Master of Science in Leadership and Organizational Psychology - Handelshøyskolen BI, 2017 In today’s business world, most organizations have to change in order to meet the required demands from their surrounding environments, e.g. because of opportunities for growth, economic trends, consumer needs or new technologies. Most organizations have settled with the phrase “change or die”, which constitutes the importance of the changing. However, change is diffi...

  15. Organizational learning in the theory of organizational change

    Directory of Open Access Journals (Sweden)

    Janićijević Nebojša

    2006-01-01

    Full Text Available The concept of organizational learning has been presented and placed within the referential frame of the organizational change theory. It appears that organizational changes shows to be a wider concept than organizational learning, since every learning includes change, but every change does not necessarily include learning. Organizational learning presents a particular type of organizational change, one which comprises creation and utilization of knowledge, includes changes of both cognitive structures and behaviors of organizational members, and necessarily is normative by its nature. The referential frame of the theory of organizational change is based on the classification of organizational changes and put together all theories into four perspectives: organizational development, organizational transformation, organizational adaptation and process perspective. It can be concluded that the concept of organizational learning is eclectic one, since it includes all types of organizational changes and encompasses all mentioned perspectives of organizational changes. .

  16. Organizational issues = change.

    Science.gov (United States)

    Lorenzi, Nancy M; Riley, Robert T

    2003-03-01

    Information systems fail for a number of reasons. Several failure reasons include communication, complexity, organization, technology, and leadership. Failure can be outlined in four major categories: technical shortcomings, project management shortcomings, organizational issues, and the continuing information explosion. Change management is the process of assisting individuals and organizations in passing from an old way of doing things to a new way of doing things. Change management starts early in a technical process, as the need for making major changes starts at the conceptual level. This paper briefly covers the people side of implementing new information systems, and describes resistance to change and various strategies to manage technological change.

  17. 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…

  18. Organizational Change and Vested Interest

    NARCIS (Netherlands)

    Hendrikse, G.W.J.

    1996-01-01

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

  19. Leadership, Culture and Organizational Change

    OpenAIRE

    Vladimir-Codrin Ionescu

    2014-01-01

    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 coor...

  20. Organizational Change and Vested Interests

    NARCIS (Netherlands)

    G.W.J. Hendrikse (George)

    2000-01-01

    textabstractThe nature of organizational change and the value of headquarters is analyzed in a dynamic bargaining model. Organizational change can be either imposed, or voluntary and immediate, or voluntary and delayed. Headquarters derives it value from preventing surplus reducing endogenous

  1. Change, Resistance to Change and Organizational Cynicism

    Directory of Open Access Journals (Sweden)

    Grama Blanca

    2016-12-01

    Full Text Available Over the past decades, the focus of the scientists has shifted towards the area of organizational change. The concept has been approached from several perspectives and studied by numerous disciplines and refers to a shift or transformation of an organization, of several components of the organization or of the processes that lie within. Being in an environment characterized by competitiveness and complexity, organizations are under a constant need of change, of progress, while the aim of each change is to improve the aspects that make this happen. The dynamics of the labour force market has contributed to the creation of an environment in which organizations are permanently facing the need to implement various changes regarding their strategy, structure, processes or culture. Henceforth, the factors that can alter the implementation of change benefit from an increased focus. Understanding the reason for which some employees can resist change can have major financial implications for the organization. When considering the human resources involved in the change, nothing seems simple; most of the times things are not as they should be, and most of the employees experience a resistance to change, sometimes in the form of change-specific cynicism, a notion defined as the belief of employees that the organization in which they work lacks integrity. This paper represents the cultural adaptation of Change-Specific Cynicism Scale (a scale proposed by David J. Stanley in 1998, validated on the Canadian population, to the specifics of the Romanian population and supplies a method of evaluating change-specific cynicism for the specialized literature. Statistic results have shown that the Change-Specific Cynicism Scale has a high level of internal consistency (α=0,84 and can be used exclusively for equivalent populations. Moreover, this paper aims to approach the term organizational cynicism and its role in the context of organizational change.

  2. IS-related Organizational Change

    DEFF Research Database (Denmark)

    Reinwald, Anja

    The link between information systems (IS) and organizational change has been well established in the IS literature. This dissertation introduces the Complex Responsive Processes perspective as a novel approach to the study of IS-related organizational change. By combining insights from complexity...... science with insights from social science, attention is directed to differences, and the related conflict and power balance as the basis of change. An interpretive case study was conducted of a process towards realizing the digital school unfolding within a Danish municipality. Through observations...... this novel approach to the study of IS-related organizational change, the dissertation identifies the role of conflict as a potential driver of IS-related organizational change as well as the need for ongoing initiatives to ensure the needed local changes. Further, power is emphasized as a relational...

  3. The Bikestuff Simulation: Experiencing the Challenge of Organizational Change

    Science.gov (United States)

    Rollag, Keith; Parise, Salvatore

    2005-01-01

    This article describes a 2-hour experiential simulation that helps students understand (a) the challenge of even simple organizational changes, (b) the importance of communication between change agents and organizational members, and (c) the source of resistance to organizational change efforts. Teams of students compete to process the most…

  4. Organizational change and resistance: An identity perspective

    NARCIS (Netherlands)

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

    2016-01-01

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

  5. 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 organizati......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...

  6. Processes in Organizational Change

    Science.gov (United States)

    1987-06-01

    Jauch , Glueck . & Os- born. 1978; Koch & Steers, 1978; Morris & Sherman. 1981: Porter, Crampon. & Smith. 1976; Steers. 1977: Stevens. Beyer, & Trice... Jauch , L. R.. Glueck , W F.. & Osborn. R.N. (1978). Organizational loyalty, professional comrrunt-I merit. and academic research productivity. Academy

  7. Impact of organizational change on organizational culture: implications for introducing evidence-based practice.

    Science.gov (United States)

    Austin, Michael J; Claassen, Jennette

    2008-01-01

    Evidence-based practice (EBP) seeks to integrate the expertise of individual practitioners with the best available evidence within the context of the values and expectations of clients. Prior to implementing EBP, it is important to understand the significance that organizational change and organizational culture play. This article seeks to explore the literature associated with both organizational change and organizational culture. The analysis of organizational culture and change draw upon findings from both the private, for-profit sector, and the public, non-profit field. It is divided into four sections: organizational change and innovation, organizational culture, managing organizational culture and change, and finally, applying the findings to the implementation of EBP. While the audience for this analysis is managers in public and nonprofit human service organizations who are considering implementing EBP into their work environment, it is not intended to provide a "how to" guide, but rather a framework for critical thinking.

  8. Dimensions of organizational change

    Directory of Open Access Journals (Sweden)

    Jure Kovač

    2000-01-01

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

  9. Organizational change: Incentives and resistance

    Science.gov (United States)

    Bishop, Peter C.

    1992-01-01

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

  10. Discontinuous Change: Leading Organizational Transformation.

    Science.gov (United States)

    Nadler, David A.; And Others

    This book provides insights into the dynamics of organizational transformation and presents a diagnostic framework for leading organizations through periods of radical change. Part 1 provides a framework for looking at the different types of change and the action strategies for dealing with them. Chapters include: (1) "Change Leadership: Core…

  11. Organizational change strategies within healthcare.

    Science.gov (United States)

    Steinke, Claudia; Dastmalchian, Ali; Blyton, Paul; Hasselback, Paul

    2013-01-01

    This study explores ways in which healthcare organizations can improve their organizational fitness for change using Beer and Nohria's framework of Theory E (concentrating on the economic value of change) and Theory O (concentrating on the organization's long-term capabilities for change). Data were collected from senior leaders/medical directors from health regions in Alberta. The results show that even though there is a tendency for reliance on Theory E change strategies, the respondents demonstrated other preferred approaches to change.

  12. Organizational change and resistance: An identity perspective

    OpenAIRE

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

    2016-01-01

    A classic term in popular and scholarly literature on change management is ‘resistance to change’. It understands resistance in terms of opposition to managerial strategies for organizational change. Since change is generally viewed as reasonable and desirable within this literature, resistance to change promulgates the image of employees digging in their heels, refusing to offer support, and hindering a natural and necessary course of events (e.g., Kotter & Schlesinger, 1979). More recently,...

  13. Investigating organizational change

    OpenAIRE

    Skogly, Marthe Lorentzen; Rognan, Maria Bø

    2017-01-01

    In today’s business world, most organizations have to change in order to meet the required demands from their surrounding environments, e.g. because of opportunities for growth, economic trends, consumer needs or new technologies. Most organizations have settled with the phrase “change or die”, which constitutes the importance of the changing. However, change is difficult to pull off, and most change processes ends in failure do to errors related to the implementation. It is ...

  14. Exploring Effective Communication for Organizational Change

    Science.gov (United States)

    Nordin, Eric John

    2013-01-01

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

  15. Organizational Transition and Change Resistance

    Directory of Open Access Journals (Sweden)

    Ciprian Nicolescu

    2006-09-01

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

  16. Organizational Transition and Change Resistance

    Directory of Open Access Journals (Sweden)

    Ovidiu Nicolescu

    2006-07-01

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

  17. Cultural Synergy and Organizational Change

    DEFF Research Database (Denmark)

    Strøbæk, Pernille Solveig; Vogt, Joachim

    2013-01-01

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

  18. Resisting Organizational Change

    OpenAIRE

    Andersson, Gunnar

    2015-01-01

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

  19. Anticipating Organizational Change

    DEFF Research Database (Denmark)

    Krogh, Simon

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

  20. Organizational Change Processes: A Bibliography With Commentary.

    Science.gov (United States)

    Baldridge, J. Victor

    This bibliography deals with a wide variety of organizational dynamics and is related to the definition of organizational change developed by the Stanford Center's Organizational Change project. This definition, discussed in detail, focuses on deliberate change instituted to reformulate official policy. A topical outline of the bibliography is…

  1. Organizational change through Lean Thinking.

    Science.gov (United States)

    Tsasis, Peter; Bruce-Barrett, Cindy

    2008-08-01

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

  2. 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.

  3. The influence of organizational culture on organizational preferences towards the choice of organizational change strategy

    Directory of Open Access Journals (Sweden)

    Janićijević Nebojša

    2012-01-01

    Full Text Available Organizational culture, through its assumptions, values, norms and symbols, determines the way in which the members of an organization perceive and interpret the reality within and around their organization, as well as the way they behave in that reality. For this reason we may assume that organizational culture has an impact on the way in which an organization changes, and that matching of organizational culture and change strategy will improve the efficiency of the change process. In this paper specific hypotheses about the causal relationship between certain types of organizational culture and certain change strategies are formulated. Types of organizational culture are differentiated according to Handy’s and Trompenaars’ classifications. Organizational change strategies have been differentiated according to previous work of Chin & Benne but one more strategy has been added. Classifications of both the organizational cultures and of the organizational change strategies are based on the same criteria of differentiation: distribution of power in an organization and orientation toward relationships or tasks. For this reason it is possible to formulate hypotheses about the causal relationship between certain types of organizational cultures and certain types of organizational change strategies. Thus, eight hypotheses are formulated in this paper, relating particular change strategies with particular types of organizational culture.

  4. A theory of organizational readiness for change

    OpenAIRE

    Weiner Bryan J

    2009-01-01

    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 devel...

  5. Resistance as Organizational Change Dynamic:

    DEFF Research Database (Denmark)

    Plotnikof, Mie

    2017-01-01

    processes (Vangen & Winchester, 2013; Purdy, 2012; Plotnikof, 2016). Therefore, issues such as diversity management, process design and power are being investigated; however, central matters of e.g. resistance are surprisingly overseen – although resistance to political changes and welfare reform processes...... is not novel. As such, resistance is not given much attention in the governance literature, if so merely as a destructive obstacle or as lacking individual adaptability to change amongst stakeholders (Kumar et al., 2007). Contrary to this, resistance is a central theme to a stream of research on organizational...... change processes (Thomas & Davies, 2005; Ford, Ford & D’amelio, 2008; Hernes & Maitlis, 2010; Plotnikof, 2015). These studies take a discursive perspective to approach resistance and power as intertwined in change dynamics, thus offering theorizing valuable to governance studies concerning political...

  6. Performance pressure and organizational change

    DEFF Research Database (Denmark)

    Nielsen, Peter

    2016-01-01

    , discretion and learning in the work practices. Finally the effect of change, involvement, autonomy and problem solving on innovative behavior and on well-being among the employees are examined. Empirical data is from the Danish Meadow survey http://www.meadow-project.eu/. This survey links information from...... of the analysis show that change with significant impact on work assignments is common in both sectors. The employees are to varying degrees involved directly or indirectly in the change processes, even in the early phases. The autonomy of the employees is often embedded in team organizations and discretion......During the last ten years, employees in both the Danish health and the education sector have experienced political reforms, which have increased performance pressure and organizational change. Both sectors are characterized by professional organizations in which knowledge is important. This article...

  7. A theory of organizational readiness for change.

    Science.gov (United States)

    Weiner, Bryan J

    2009-10-19

    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. 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. 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 examining organizational changes where collective behavior

  8. A theory of organizational readiness for change

    Directory of Open Access Journals (Sweden)

    Weiner Bryan J

    2009-10-01

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

  9. Stakeholder approach for evaluating organizational change projects.

    Science.gov (United States)

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

    2008-01-01

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

  10. Knowledge Sharing and Organizational Change in Higher Education

    Science.gov (United States)

    Dee, Jay; Leisyte, Liudvika

    2017-01-01

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

  11. Psychodynamic Perspective of Organizational Change

    Directory of Open Access Journals (Sweden)

    Barabasz Adela

    2016-05-01

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

  12. Shared identity in organizational stress and change.

    Science.gov (United States)

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

    2017-11-17

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

  13. Understanding organizational change for alliancing

    NARCIS (Netherlands)

    B.M. Keers, Bianca; C. van Fenema, Paul; Zijm, Henk

    2017-01-01

    Purpose: The purpose of this paper is to examine an organization’s operational alignment in the process of alliance formation. Design/methodology/approach: A literature study was conducted on the strategic importance of assessing and aligning organizations’ operations for alliancing. Furthermore, an

  14. 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 implemen......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...

  15. A theoretical framework of organizational change

    NARCIS (Netherlands)

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

    2013-01-01

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

  16. Organizational Change: Is the United States Air Force Doing it Right?

    Science.gov (United States)

    1997-03-01

    lasting organizational change ? A review of organizational theory research shows that to change an organization, leaders must first understand how an...from several perspectives or frameworks to understand its inner workings. Organizational change theories call for leaders to unfreeze, restructure

  17. An evaluation of organizational change in the Housing & Development Board

    OpenAIRE

    Tan, Ai Ling

    2010-01-01

    The need for change is constant in the current business environment. As customers become more informed and demanding, organizations must undergo transformation to meet customers’ expectation. While organizations understand the need for change, organizational transformation is never an easy task. Theories indicated that successful organizational changes are results oriented. They often include a series of critical steps with pitfalls that organization must avoid. The critical steps inc...

  18. 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.

  19. Software Process Improvement as Organizational Change

    DEFF Research Database (Denmark)

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

    2010-01-01

    that present new avenues for research. The current literature offers important insights into organizational change in SPI when viewed through machine, organism, flux and transformation, and brain metaphors. Practitioners may use these articles to guide SPI initiatives. In contrast, the impact of culture......Software Process Improvement (SPI) typically involves rather complex organizational changes. Acknowledging that managers can approach these changes in quite different ways, this paper addresses the following question: What perspectives do the research literature offer on SPI as organizational...... change and how is this knowledge presented and published? To answer this question, we analyzed SPI research publications with a main emphasis on organizational change using Gareth Morgan’s organizational metaphors (1996) as analytical lenses. In addition, we characterized each article along the following...

  20. Organizational Change Perspectives on Software Process Improvement

    DEFF Research Database (Denmark)

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

    Many software organizations have engaged in Software Process Improvement (SPI) and experienced the challenges related to managing such complex organizational change efforts. As a result, there is an increasing body of research investigating change management in SPI. To provide an overview of what...... we know and don't know about SPI as organizational change, this paper addresses the following question: What are the dominant perspectives on SPI as organizational change in the literature and how is this knowledge presented and published? All journals on the AIS ranking list were screened...... to identify relevant articles and Gareth Morgan's organizational metaphors (1996) were used to analyze this literature considering the following dimensions of each article: organizational perspective (metaphor), knowledge orientation (normative versus descriptive), theoretical emphasis (high versus low), main...

  1. Process-orientation versus outcome-orientation during organizational change: The role of organizational identification

    NARCIS (Netherlands)

    van Knippenberg, B.M.; Martin, L.; Tyler, T.

    2006-01-01

    In this paper we argue that organizational identification is predictive of employee interests and concerns during periods of organizational change. More specifically, we assert that organizational identification may largely determine whether employees may be focused upon the change related outcomes

  2. Organizational change. Success factors and risks

    International Nuclear Information System (INIS)

    Lundqvist, K.

    2002-01-01

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

  3. 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

  4. Understanding Organizational Culture and Communication through a Gyroscope Metaphor

    Science.gov (United States)

    Bisel, Ryan S.; Messersmith, Amber S.; Keyton, Joann

    2010-01-01

    To fill a critical void in organizational culture pedagogy, the authors present an instructional system that employs the metaphor of a gyroscope to help students understand implicit assumptions in culture research. Working from Martin's nexus approach to organizational culture and Fairhurst and Putnam's tripartite theory of organizational…

  5. Leading and managing organizational change initiatives

    OpenAIRE

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

    2009-01-01

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

  6. Sustaining organizational culture change in health systems.

    Science.gov (United States)

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

    2016-01-01

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

  7. COMMUNICATIONAL APPROACH IN THE ORGANIZATIONAL CHANGE

    Directory of Open Access Journals (Sweden)

    Vasile Dragos Constantin

    2009-05-01

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

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

    DEFF Research Database (Denmark)

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

    2015-01-01

    This article presents top and middle managers’ experiences and understandings of how organizational identity and culture were entangled with transformational change as it unfolded over a 5-year period in Carlsberg Group. Combining ethnography and grounded theory methods with engaged scholarship...... their organization’s identity led middle managers and employees both to support and resist new organizational identity claims made by top management. Within these identity activation processes we found frequent references relating new identity claims to organizational culture. Further analysis of the data revealed...... tensions of intention, pacing, and focus arising between the “old” culture and new claims, as well as evidence that cultural change mechanisms, including dis-embedding, dis-enchanting, and dis-respecting the “old” culture, had been used. We conclude that organizational identity and culture were related...

  9. UNDERSTANDING RESISTANCE TO CHANGE: A Challenge for Universities

    OpenAIRE

    Gail D. CARUTH; Donald L. CARUTH

    2013-01-01

    Change is inevitable. Today more than ever the pace of change is accelerating. Where there is organizational change there will be resistance to this change. To deal with the resistance effectively university administrators must understand the nature and causes of resistance to change. Only by dealing effectively with resistance to change can organizational change be implemented successfully. This paper explores organizational change and the challenge it poses for universities. Because univers...

  10. Tennessee Promise: A Response to Organizational Change

    Science.gov (United States)

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

    2018-01-01

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

  11. Organizational Experiments and the Change of Meaning

    DEFF Research Database (Denmark)

    Christiansen, John K.; Gasparin, Marta

    2017-01-01

    The present paper advocates for a bolder use of real life experiments in and with organizations. We illustrate how real life - in-vivo experiments - can lead to wide organizational changes by creating new meanings and change sensemaking, which makes it possible for a company to address its...... challenges from a new position. We argue that having a Dionysian perspective when using organizational experiments makes it possible to plan and execute experiments inspired by high ambitions and visions to explore new ways of organizing in an explorative manner. This includes the willingness to forget past...

  12. ORGANIZATIONAL CHANGE READINNES PADA UNIVERSITAS X

    Directory of Open Access Journals (Sweden)

    Azhar El Hami

    2016-02-01

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

  13. Spouse Influence in Army Organizational Change

    Science.gov (United States)

    2008-01-01

    must create readiness for the change (RFC). The Armenakis and Harris revisions to the Lewin organizational change model describe the need for a...and adopt business models to aid their military change efforts. While there are many such models to choose from, most are based upon Kurt Lewin’s...9 Kurt Lewin , "Frontiers in Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibria and Social Change " Human Relations 1

  14. CONDITIONS FOR IMPLEMENTING ORGANIZATIONAL CHANGES

    OpenAIRE

    Renata Winkler

    2015-01-01

    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 ...

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

    NARCIS (Netherlands)

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

    2008-01-01

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

  16. 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.

  17. Understanding and Representing Changing Work Structures and Practices through Art

    Science.gov (United States)

    Wieland, Stacey M. B.

    2018-01-01

    Courses: Organizational Communication, Advanced Organizational Communication, Organizing Work, Management/Organizational History. Objectives: This activity will help students to understand major shifts in the organization of work and creatively represent changing work structures and practices. An optional follow-up assignment is included. A…

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

    Directory of Open Access Journals (Sweden)

    Javier Villar Olaeta

    2017-05-01

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

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

    Science.gov (United States)

    Choi, Myungweon; Ruona, Wendy E. A.

    2011-01-01

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

  20. Multiple legitimacy narratives and planned organizational change

    NARCIS (Netherlands)

    Landau, Dana; Drori, Israel; Terjesen, Siri

    2014-01-01

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

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

    Science.gov (United States)

    Witmer, Hope; Mellinger, Marcela Sarmiento

    2016-05-24

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

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

    Energy Technology Data Exchange (ETDEWEB)

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

    1995-02-01

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

  3. Conceptualization of actors’ emerging-object-of-activities as hidden exploitative resource for managing organizational change

    OpenAIRE

    Sanda, Mohammed-Aminu

    2011-01-01

    This paper discusses the concept of an “actor’s emerging-object-of-activity” and its potential use towards increased understanding and learning of the complexity of organizational change management in organizations. The argument that organizations, as activity systems, offers managers of organizational change an antidote to simplistic interpretations of the nature of individual knowledge and action, and organizational cultures and competencies was critically appraised. Paths for understanding...

  4. Management struggles with organizational changes

    DEFF Research Database (Denmark)

    Jørgensen, Kenneth Mølbjerg

    This dissertation concerns change processes in organizations. It concerns how different types of knowledge interact in major change processes. Knowledge is to be understood as local and concrete practices, which are defined and exercised in a particular context. Thereby, knowledge is connected...

  5. Preparing for organizational change: Project: SAFETYfirst.

    Science.gov (United States)

    Pfortmiller, Deborah T; Mustain, Jane M; Lowry, Lois W; Wilhoit, Kathryn W

    2011-04-01

    A 15-facility healthcare organization utilized organizational change management techniques to aid with the adoption of a clinical information system to accomplish desired cultural transformation. The aim of this article was to provide a description of team member and physician attitudes toward change during conversion to a new clinical information system of electronic documentation. The tool developed and utilized was a change readiness survey to assess randomly selected team member and physician perceived readiness for the transition to an electronic documentation system. This article reviewed the rationale for using organizational change management techniques to facilitate adoption of a new clinical information system and discussed development of a change readiness survey tool. It explored the findings from the first 3 years of the survey.

  6. Understanding the role of organizational legitimacy within the realm ...

    African Journals Online (AJOL)

    .doi.org/10.4314/mcd.v12i1.2. Understanding the role of organizational legitimacy within the realm of the community-based conservation approach. Armand RandrianasoloI, Arilova A. RandrianasoloII. Correspondence: Armand Randrianasolo.

  7. Using Porterian Activity Analysis to Understand Organizational Capabilities

    DEFF Research Database (Denmark)

    Sheehan, Norman T.; Foss, Nicolai Juul

    2017-01-01

    conceptualized by Porter’s writings on the activity-based view. Porterian activity analysis is becoming more accepted in the strategy literature, but no strategy scholar has explicitly used Porter’s activities, and particularly his concept of drivers, to understand and analyze organizational capabilities...

  8. Overcoming resistance to organizational change.

    Science.gov (United States)

    Henry, P K

    1997-10-01

    Resistance to assertive organization change is inevitable because people are asked to reexamine and modify their behavior, which breeds resistance. Resistance serves to maintain equilibrium until the reasons for change are both conscious and compelling. Instead of accepting people's feelings as excuses, persistently push for what you know needs to happen in the face of today's harsh realities. Provide clarity, time, support, and the stability of a persistent message.

  9. Organizational Change and Impact of IT

    DEFF Research Database (Denmark)

    Carugati, Andrea; Mola, Lapo

    2008-01-01

    This section of the book covers topics related to the impact of IT on organizational change. After the recovery from the internet bubble, today's business players are beginning again to invest massively in technological innovation to increase their competitiveness. The world in which these new de...... systems continue to present complex challenges to researchers and practitioners. Changing the mindset and learning from change management successes as well as failures is a survival imperative for any organization.......This section of the book covers topics related to the impact of IT on organizational change. After the recovery from the internet bubble, today's business players are beginning again to invest massively in technological innovation to increase their competitiveness. The world in which these new...

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

    OpenAIRE

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

    2008-01-01

    In this paper two studies on the role of top management and direct supervisors on communicating organizational change are presented. The importance of leadership at all organizational levels is demonstrated and published in numerous studies, but empirically hardly tested. In this paper we will present two studies, in which we made a distinction between information and communication. Both concepts were measured, along with trust in top management, role of direct supervisors, support for change...

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

    Science.gov (United States)

    Shirey, Maria R

    2011-01-01

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

  12. Creating a culture of assessment: A catalyst for organizational change

    OpenAIRE

    Lakos, Amos; Phipps, Shelley

    2004-01-01

    In the rapidly changing information environment, libraries have to demonstrate that their services have relevance, value, and impact for stakeholders and customers. To deliver effective and high quality services, libraries have to assess their performance from the customer point of view. Moving to an assessment framework will be more successful if staff and leaders understand what is involved in organizational culture change. This paper describes the new paradigm of building a culture of asse...

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

    Science.gov (United States)

    Salmela, Susanne; Eriksson, Katie; Fagerström, Lisbeth

    2013-05-01

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

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

    Science.gov (United States)

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

    2017-06-01

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

  15. Staging constructions of authenticity in organizational change

    DEFF Research Database (Denmark)

    Dupret, Katia

    2018-01-01

    that are emotionally charged. Through a socio-material perspective this paper seeks to explore how change processes in organizations challenges the idea of authentic leadership as a merely individual ability or personality trait and suggest that the authentic leader is distributed into the practices of change....... The paper explores how staged organizational change where authentic role-play and scripts from everyday life combined with meta-reflection and feedback construct new forms of reflection where its ethical side-effects should be discussed....

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

    Science.gov (United States)

    Lucena, Juan C.

    2006-01-01

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

  17. Transformation of Installation Management: An Analysis of Organizational Change

    Science.gov (United States)

    2006-03-15

    This paper analyzes the dynamics of organizational change that led the Department of the Army (DA) to establish the Installation Management Agency...to establish the IMA. Viewed through the lenses of contingency and organizational theory this paper provides answers related to organizational change that are relevant to today’s strategic leaders.

  18. Consulting to Facilitate Planned Organizational Change in Schools

    Science.gov (United States)

    Zins, Joseph E.; Illback, Robert J.

    2007-01-01

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

  19. Global Leadership and Organizational Change from Past to Now

    Directory of Open Access Journals (Sweden)

    Alexander STELZER

    2015-10-01

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

  20. Understanding the Relationship Between Organizational Networking and Network Capability

    Directory of Open Access Journals (Sweden)

    Hutu Raul Alexandru

    2015-07-01

    Full Text Available Organizational networking refers to firms‘ behaviours as activities, routines, practices which enable an organization to make sense of and capitalize on their networks of direct and indirect business relationships. The relationships are more important today when the business environment is more competitive. The firms can develop their organizational networking strategies by developing their network capability which refers to its ability to build, handle and exploit relationships. These capabilities are included in a complex configuration with other capabilities and competencies. The aim of this paper is to explore how network capabilities are structured and we tried to understand how they could be improved in order to obtain higher performance. Achieving a good network position that allows firms to make use of business opportunities is a main strategic aim of firms

  1. Change Management Employees’ Resistance Towards Organizational Change

    OpenAIRE

    Liviu Tudor

    2014-01-01

    The paper presents the results of a study carried out using data from the AnticrisisManager platform, in order to identify the Romanian economy areas that offer the biggest opportunities for change. The model used in this study allows ranking the economic sectors on a scale from 1 (low variation/risk) to 10 (high variation/risk), each industry / sub-industry being correlated with a risk factor. Taking into consideration the high rate of failure for change projects, approx. 70% according to th...

  2. Organizational Change and the Meaning of Time

    Directory of Open Access Journals (Sweden)

    Ursula Wetzel

    2007-09-01

    Full Text Available This paper probes into the social process of sense making in changing organizations, trying to observe how participant individuals interpret contextual events and configure their notion of time. This notion of time then interacts with the dynamics of the lives of individuals and contributes to the adaptation to the new reality they are facing. The study was conducted in eight organizations and data were collected by means of 133 in-depth interviews with participants in the change processes. Results indicate that individuals establish a reference to central events in their attempt to make sense out of changes and in their effort to adapt to the new situation. In accordance with Lewis and Weigert (1981, the results also indicate the dominance of institutional time over interaction time as well as over self time. Finally, the results suggest that such configurations of time are influenced by official organizational rhetoric and by actions in change management.

  3. Environmental management systems and organizational change

    DEFF Research Database (Denmark)

    Jørgensen, Tine Herreborg

    2000-01-01

    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 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...... 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...

  4. Staging constructions of authenticity in organizational change

    DEFF Research Database (Denmark)

    Dupret, Katia

    2018-01-01

    that are emotionally charged. Through a socio-material perspective this paper seeks to explore how change processes in organizations challenges the idea of authentic leadership as a merely individual ability or personality trait and suggest that the authentic leader is distributed into the practices of change......Authenticity in organizations has gained increased focus in recent years. Authentic management and leadership are ways to motivate and make sustainable changes in the organization. But authenticity is also strategically worked with in order to serve social and political functions....... The paper explores how staged organizational change where authentic role-play and scripts from everyday life combined with meta-reflection and feedback construct new forms of reflection where its ethical side-effects should be discussed....

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

    Science.gov (United States)

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

    2014-01-01

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

  6. Organizational Change Around an Older Workforce.

    Science.gov (United States)

    Moen, Phyllis; Kojola, Erik; Schaefers, Kate

    2017-10-01

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

  7. Understanding climatic change

    International Nuclear Information System (INIS)

    Fellous, J.L.; Gautier, C.; Andre, J.C.; Balstad, R.; Boucher, O.; Brasseur, G.; Chahine, M.T.; Chanin, M.L.; Ciais, P.; Corell, W.; Duplessy, J.C.; Hourcade, J.C.; Jouzel, J.; Kaufman, Y.J.; Laval, K.; Le Treut, H.; Minster, J.F.; Moore, B. III; Morel, P.; Rasool, S.I.; Remy, F.; Smith, R.C.; Somerville, R.C.J.; Wood, E.F.; Wood, H.; Wunsch, C.

    2007-01-01

    Climatic change is gaining ground and with no doubt is stimulated by human activities. It is therefore urgent to better understand its nature, importance and potential impacts. The chapters of this book have been written by US and French experts of the global warming question. After a description of the Intergovernmental Panel on Climate Change (IPCC, GIEC in French) consensus, they present the past and present researches on each of the main component of the climate system, on the question of climatic change impacts and on the possible answers. The conclusion summarizes the results of each chapter. Content: presentation of the IPCC; greenhouse effect, radiation balance and clouds; atmospheric aerosols and climatic change; global water cycle and climate; influence of climatic change on the continental hydrologic cycle; ocean and climate; ice and climate; global carbon cycle; about some impacts of climatic change on Europe and the Atlantic Ocean; interaction between atmospheric chemistry and climate; climate and society, the human dimension. (J.S.)

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

    Science.gov (United States)

    McCaffrey, Dena M.

    2012-01-01

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

  9. Organizational Change in the United States Air Force

    Science.gov (United States)

    2003-01-14

    organizational change on the part of the Air Force. This exploratory study analyzes the transition between the Cold War and post-Cold War periods to identify key variables in the organizational change process that might be susceptible to policy intervention. In particular, it highlights the importance of an external change agent in the form of a directed change in mission, or an internal change agent in the form of organizational learning, as essential factors in transforming the Air Force’s organizational strategy, which is the first step in

  10. 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.

  11. General Merrill A. McPeak Leadership and Organizational Change

    Science.gov (United States)

    2001-06-01

    GENERAL MERRILL A. MCPEAK LEADERSHIP AND ORGANIZATIONAL CHANGE BY MAJOR THOMAS A. BUSSIERE A THESIS PRESENTED TO THE...Covered (from... to) - Title and Subtitle General Merrill A. McPeak Leadership and Organizational Change Contract Number Grant Number Program Element...General McPeak�s leadership. The sections of each case focus on the particular issues associated with organizational change and leadership. The

  12. Organizational Change for Improved C2 in the Information Age

    Science.gov (United States)

    2006-10-23

    FINAL 3. DATES COVERED (From - To) 4. TITLE AND SUBTITLE Organizational Change for Improved C2 in the Information Age 5a. CONTRACT NUMBER... Organizational Change for Improved C2 in the Information Age by Todd A. Beltz CDR USN A paper submitted to the Faculty of the Naval War...reiterated that a SJFHQ is an important step in increasing the ability to respond to… the global security environment.1 This organizational change is an

  13. Striving for Sustainable Organizational Changes in Hypercomplex Settings

    DEFF Research Database (Denmark)

    Neisig, Margit

    2017-01-01

    changes in hypercomplex settings. Practical implications Has strategic interest when developing and implementing performance management and measurement systems in both public and private sectors, and contributes to a discussion on, what it means to have adequate measures for success and failure....../methodology/approach 1. Clarifying this articles understanding of the interrelated emergence of human resource management, new public management and performance management systems as producing a shared reservoir of semantics shaping other social systems through translation processes, structural coupling and coevolution......, and to enable organizational development (OD) to address the big question of the day. Originality/Value: The article adds to organizational development, HRM, NPM and performance management by providing a conception on, what it takes to become reflective of a higher order as to strive towards sustainability...

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

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

    2016-04-28

    level capacity for sustainable development through action research. Through participation in IDRC's Resource Mobilization for Research (RMR) project, IDID staff undertook an ambitious set of organizational changes. They:

  15. Organizational change management in mental health.

    Science.gov (United States)

    Callaly, Tom; Arya, Dinesh

    2005-06-01

    To discuss change management as applicable to mental health. As mental health care grows increasingly complex, and the network of accountability widens, change is both inevitable and necessary. Strategies to introduce change effectively are essential. Resistance by medical staff to change often has a sound basis and must be acknowledged and explored. Change in clinical systems and practice is facilitated by careful planning and preparation, and by engaging clinicians in all phases of the change process; change will fail if this is not achieved. A number of management models facilitate the understanding and process of change.

  16. 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...

  17. Perceived threats in changing the traits of organizational identity

    OpenAIRE

    Illia, Laura

    2006-01-01

    This research documents the empirical results of intentional change in an organizational identity where resistance emerges. We develop and test a theoretical model describing why members of an organization in such situations of change perceive a threat of organizational identity traits. Research results illustrate that the essentiality of organizational identity traits and their influence on members’ self-esteem represent two antecedents that contribute to explaining such perceptions of threa...

  18. Achieving organizational change in pediatric pain management

    Science.gov (United States)

    Dowden, Stephanie; McCarthy, Maria; Chalkiadis, George

    2008-01-01

    BACKGROUND: Pain in hospitalized children is often under-treated. Little information exists to guide the process of organizational change with a view to improving pain management practices. OBJECTIVES: To describe the process and results of a hospital-wide review of pain management practices designed to identify deficiencies in service provision and recommend directions for change in a pediatric hospital. DESIGN: Prospective consultation of the clinical staff of a specialist pediatric hospital, using qualitative research methodology involving semistructured individual and group interviews. Recommendations based on the interview findings were made by a hospital-appointed working party. RESULTS: A total of 454 staff (27% of all clinical staff) from a variety of professional backgrounds, representing almost every hospital unit or department, were interviewed. Procedural and persistent (chronic) pain was identified as the area needing the most improvement. Barriers to improving pain management included variability in practice, outmoded beliefs and inadequate knowledge, factors which were seen to contribute to a culture of slow or no change. Recommendations of the working party and changes achieved after the review are described. CONCLUSION: The review process identified deficiencies in the management of pain in children, and barriers to its effective management. With institutional support, the present review has guided improvement. PMID:18719714

  19. Understanding a Resistance to Change: A Challenge for Universities

    Science.gov (United States)

    Caruth, Gail D.; Caruth, Donald L.

    2013-01-01

    Change is inevitable. Today more than ever the pace of change is accelerating. Where there is organizational change there will be resistance to this change. To deal with the resistance effectively university administrators must understand the nature and causes of resistance to change. Only by dealing effectively with resistance to change can…

  20. Organizational Change in the United States Air Force

    National Research Council Canada - National Science Library

    Thomas, William

    2003-01-01

    .... In particular, it highlights the importance of an external change agent in the form of a directed change in mission, or an internal change agent in the form of organizational learning, as essential...

  1. 28 CFR 0.190 - Changes within organizational units.

    Science.gov (United States)

    2010-07-01

    ... 28 Judicial Administration 1 2010-07-01 2010-07-01 false Changes within organizational units. 0.190 Section 0.190 Judicial Administration DEPARTMENT OF JUSTICE ORGANIZATION OF THE DEPARTMENT OF JUSTICE Sections and Subunits § 0.190 Changes within organizational units. (a) The head of each Office...

  2. Organizational Change Effectiveness: A Few Significant Indicators for Romanian Companies

    Directory of Open Access Journals (Sweden)

    Orlando Voica

    2013-12-01

    Full Text Available This paper examines organizational change, focusing on the outputs of the implementation process. Through a questionnaire-based survey, we sought after factors that characterize the outputs of organizational changes within Romanian companies. We have shown that among various outputs, a few of them characterize the successful achievement of the change’s goals.

  3. 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…

  4. Influence of organizational change and stress on employee ...

    African Journals Online (AJOL)

    The study investigated the influence of organizational changes, stress, and working experience on well being of bankers in Lagos state. The study adopted descriptive research design of survey type to investigate the effects of organizational change and stress on employee psychological wellbeing among workers in private ...

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

    Directory of Open Access Journals (Sweden)

    Catalina Soriana Sitnikov

    2012-06-01

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

  6. Organizational Change for Acquisition Reform: Proposed Core Competencies

    National Research Council Canada - National Science Library

    Green, Robert

    1997-01-01

    .... These core competencies are derived from a comparison of theory with actual practice. A discussion of possible change strategies shows various matters/methods to achieve Lewin's framework of organizational change...

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2002-01-01

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

  8. NOTE FOR EDITOR: Understanding Resistance To Change: A Challenge For Universities

    OpenAIRE

    CARUTH, Gail D.; CARUTH, Donald L.

    2013-01-01

    Change is inevitable. Today more than ever the pace of change is accelerating. Where there is organizational change there will be resistance to this change. To deal with the resistance effectively university administrators must understand the nature and causes of resistance to change. Only by dealing effectively with resistance to change can organizational change be implemented successfully. This paper explores organizational change and the challenge it poses for universities. Because univers...

  9. NOTE FOR EDITOR: Understanding Resistance To Change: A Challenge For Universities

    OpenAIRE

    CARUTH, Gail D.; CARUTH, Donald L.

    2015-01-01

    Change is inevitable. Today more than ever the pace of change is accelerating. Where there is organizational change there will be resistance to this change. To deal with the resistance effectively university administrators must understand the nature and causes of resistance to change. Only by dealing effectively with resistance to change can organizational change be implemented successfully. This paper explores organizational change and the challenge it poses for universities. Because univers...

  10. Assessing organizational change in multisector community health alliances.

    Science.gov (United States)

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

    2015-02-01

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

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

    Science.gov (United States)

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

    2012-01-01

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

  12. Sustaining Motivation and Productivity during Significant Organizational Change.

    Science.gov (United States)

    Pellak, Mary T.

    2001-01-01

    Discussion of organizational change and possible negative effects which can impact organizational performance focuses on ways a manager can identify problems with employee motivation and productivity and address them in a supportive manner. Topics include clear expectations, open communication, and recognizing employee efforts. (Author/LRW)

  13. A Case Study on Organizational Culture and Its Role in the Creation of Organizational Change Efforts Within a Government Agency

    Science.gov (United States)

    2010-03-01

    organizational change efforts within government agencies. The government agency studied seeking organizational change was the U.S. Army Armament Research, Development, and Engineering Center (ARDEC) and the organizational change effort analyzed was the Technology and Product Development Process, otherwise known as Vector, currently in development at ARDEC. The considerations presented were based upon historic information from literature by leading subject matter experts in the field of organizational change .

  14. Understanding the Organizational Context of Academic Program Development

    Science.gov (United States)

    Dee, Jay R.; Heineman, William A.

    2016-01-01

    This chapter provides a conceptual model that academic leaders can use to navigate the complex, and often contentious, organizational terrain of academic program development. The model includes concepts related to the institution's external environment, as well as internal organizational structures, cultures, and politics. Drawing from the…

  15. 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.

  16. 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

  17. Leadership Evidences: Communication and the Organizational Change Success

    Directory of Open Access Journals (Sweden)

    Orlando Voica

    2013-05-01

    Full Text Available The aim of this paper is to highlight the importance of the organizational communication to the most important leadership effects - the success of changes within the Romanian companies. A set of hypotheses are tested in order to identify the links between the success of change implementation and elements such as objectives and organizational communication components. A set of hypothesis was tested during our research, using specific methods of quantitative and qualitative analysis and the SPSS software. The results of our research, limited to the purpose and the sample size, shows that that organizational communication is liable to the success of changes promoted by leaders within Romanian firms.

  18. UNDERSTANDING RESISTANCE TO CHANGE: A Challenge for Universities

    Directory of Open Access Journals (Sweden)

    Gail D. CARUTH

    2013-04-01

    Full Text Available Change is inevitable. Today more than ever the pace of change is accelerating. Where there is organizational change there will be resistance to this change. To deal with the resistance effectively university administrators must understand the nature and causes of resistance to change. Only by dealing effectively with resistance to change can organizational change be implemented successfully. This paper explores organizational change and the challenge it poses for universities. Because universities are slow to change due to maintaining a balance of tradition and change successful implementation of change will continue to be a challenge both now and in the future. The challenge of change is real but the task is not impossible. Historically, universities have met the challenges that faced them; they must be prepared to confront this challenge too.

  19. Narrating Corporate Values and Co-Creating Organizational Change

    DEFF Research Database (Denmark)

    Ravazzani, Silvia; Mormino, Sara

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

  20. Narrating Corporate Values and Co-Creating Organizational Change

    DEFF Research Database (Denmark)

    Ravazzani, Silvia; Mormino, Sara

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

  1. A case study on organizational culture and its role in the creation of organizational change efforts within a government agency

    OpenAIRE

    Torres, Frank; Faust, Timothy

    2009-01-01

    Approved for public release, distribution unlimited Joint Applied Project In this Joint Applied Project, we present organizational culture implications and lessons-learned to consider during organizational change efforts within government agencies. The government agency studied seeking organizational change was the U.S. Army Armament Research, Development, and Engineering Center (ARDEC) and the organizational change effort analyzed was the Technology and Product Development Process, ot...

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

    NARCIS (Netherlands)

    Van den Heuvel, M.

    2013-01-01

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

  3. 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.

  4. 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

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

    Science.gov (United States)

    Boyal, Amunpreet; Hewison, Alistair

    2016-01-01

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

  6. Emotion regulation requirements and affective forecasts regarding expected organizational changes

    Directory of Open Access Journals (Sweden)

    Bettina Kubicek

    2014-01-01

    Full Text Available In organizational change processes, employees develop expectations of future events and make affective forecasts about their affective reactions to these events. When making such affective forecasts, people often project their current affect onto future events without considering the unique characteristics of the events. Although affective forecasts have been assessed in several applied settings, only a few studies have examined work contexts. Therefore, the objective of this study was to assess whether employees making work-related affective forecasts also rely on current affect. Moreover, the study investigated whether employees whose work frequently requires regulation of their emotions are less likely to project their current work-related affect into the future. Cross-sectional data gathered from 1610 Austrian eldercare workers supported these assumptions. Employees relied heavily on current affect when making work-related affective forecasts. However, employees who reported that their work demanded high levels of emotion regulation exhibited a weaker relationship between current affect and predicted affect. We suggest that these findings have implications for understanding and managing organizational change processes.

  7. Understanding Organizational Agility: A Work-Design Perspective

    National Research Council Canada - National Science Library

    Holsapple, Clyde W; Li, Xun

    2008-01-01

    .... Here, we organize a review of existing definitions and conceptual models of organizational agility, and proceed to advance a relatively comprehensive model built from a work-design perspective...

  8. Identifying the Reducing Resistance to Change Phase in an Organizational Change Model

    OpenAIRE

    Daniela Bradutanu

    2012-01-01

    In this article we examine where in an organizational change process it is better to place the reducing resistance to change phase, so that employees would accept the new changes easier and not manifest too much resistance. After analyzing twelve organizational change models we have concluded that the place of the reducing resistance to change phase in an organizational change process is not the same, it being modified according to the type of change. The results of this study are helpful for...

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

    National Research Council Canada - National Science Library

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

    2005-01-01

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

  10. 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.

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

    OpenAIRE

    Paola Giuri; Salvatore Torrisi; Natalia Zinovyeva

    2008-01-01

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

  12. Leadership Evidences: Communication and the Organizational Change Success

    OpenAIRE

    Orlando Voica; Marian Vasile

    2013-01-01

    The aim of this paper is to highlight the importance of the organizational communication to the most important leadership effects - the success of changes within the Romanian companies. A set of hypotheses are tested in order to identify the links between the success of change implementation and elements such as objectives and organizational communication components. A set of hypothesis was tested during our research, using specific methods of quantitative and qualitative analysis and the SPS...

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

    Science.gov (United States)

    Rivas, Olivia; Jones, Irma S.

    2014-01-01

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

  14. STRATEGIC HUMAN RESOURCES MANAGEMENT, ORGANIZATIONAL CHANGE, ORGANIZATIONAL RESILIENCE AND IMPROVEMENT OF ORGANIZATION PERFORMANCE ON THE HOSPITALITY INDUSTRY

    OpenAIRE

    Idayanti

    2012-01-01

    A research that relates to strategic human resources management has not been conducted extensively, particularly when it is related to the organizational change and organizational resilience on the hospitality industry. Objective of this research is to analyze the influence of strategic human resources management, organizational change, and organizational resilience on the organization performance. The research was conducted o the hospitality industry, which included 234 hot...

  15. How Leaders Learn to Be Successful during Large-Scale Organizational Change

    Science.gov (United States)

    Rey, Donna S.

    2009-01-01

    The purpose of this study was to understand the strategies leaders used to learn new roles during large-scale organizational change and to understand what organizations can do to support the learning process. This was accomplished by exploring the experience of 15 school principals who learned to lead in the midst of two complex organizational…

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

    OpenAIRE

    Williams, Kim C.

    2001-01-01

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

  17. The socio-materiality of designing organizational change

    DEFF Research Database (Denmark)

    Stang Våland, Marianne; Georg, Susse

    2014-01-01

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

  18. UNDERSTANDING INFORMAL CONSTITUTIONAL CHANGE

    Directory of Open Access Journals (Sweden)

    Stephen M. Griffin

    2016-01-01

    Full Text Available Amid much recent American work on the problem of informal constitutional change, this article stakes out a distinctive position. I argue that theories of constitutional change in the US must address the question of the relationship between the “small c” and “big C” Constitution and treat seriously the possibility of conflict between them. I stress the unavoidable role the text of the Constitution and structural doctrines of federalism and separation of powers play in this relationship and thus in constitutional change, both formal and informal. I therefore counsel against theories that rely solely on a practice-based approach or analogies between “small c” constitutional developments and British or Commonwealth traditions of the “unwritten” constitution and constitutional “conventions.” The alternative I advocate is to approach constitutional change from a historicist perspective that focuses attention on state building and the creation of new institutional capacities. This approach will allow us to make progress by highlighting that there can be multiple constitutional orders in a given historical era, thus accounting for the conflictual nature of contemporary constitutional development in the US.

  19. Effecting Organizational Change at the Macro Level of Professions

    Science.gov (United States)

    Green, Robert Anthony

    2017-01-01

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

  20. Wisconsin Technical College Presidential Perspectives on Leading Organizational Change

    Science.gov (United States)

    Borowicz, Laurie S.

    2012-01-01

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

  1. Leveraging organizational dynamics in buildings to change behavior

    Science.gov (United States)

    Hewitt, Elizabeth L.

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

  2. The Development of Danish OHS Regulation - Organizational Understanding and Program Theory

    DEFF Research Database (Denmark)

    Seim, Rikke; Jensen, Per Langaa; Møller, Niels

    2014-01-01

    This paper focuses on a major recent amendment of the Danish Working Environment regulation concerning the cooperation of health and safety between employees and employer. The amendment, which came into force in October 2010, consists of four elements: 1) change of terminology, 2) flexibility...... in organizing OHS, 3) link between the companies’ overall strategic management and OHS and 4) continuously competence development for the health and safety representatives. In this paper we present and analyze the individual elements of the legislative amendment. Subsequent we investigate the organizational...... understanding that underlies the amendment and we explore the program theory that the different elements of the reform subscribe to....

  3. Mental health providers confronting organizational change: process, problems, and strategies.

    Science.gov (United States)

    Gabel, S; Oster, G D

    1998-01-01

    Under the influence of managed care and diminished funding, the mental health field is undergoing a major transformation. Existing mental health programs, departments, and agencies are downsizing and restructuring to develop new types of service delivery systems. Organizations must change to survive; yet necessary and adaptive change may be resisted in numerous ways by providers whose reactions and behaviors may reduce the viability of their own programs and agencies. This paper explores various characteristics and reactions of mental health care professionals as they face great stress, professional devaluation, and necessary organizational change and restructuring. Adaptive and maladaptive patterns in response to potential organizational change are explored. The role of the leader in guiding and implementing programmatic changes and in dealing with denial and resistance is highlighted. Strategies to enhance the prospects for adaptive organizational change are offered.

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

    OpenAIRE

    Naar, Liisa; Våland, Marianne Stang

    2014-01-01

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

  5. Developing an Organizational Understanding of Faculty Mentoring Programs in Academic Medicine in Major American Research Universities

    Science.gov (United States)

    Fischer Zellers, Darlene

    2013-01-01

    This study examines the organizational and contextual factors associated with faculty mentoring programs in academic medicine within major research institutions in the United States, and explores the usefulness of organizational behavior theory in understanding these relationships. To date, many formal faculty mentoring programs are in operation…

  6. The cricket and the ant : organizational tradeoffs in changing environments

    NARCIS (Netherlands)

    Péli, G.

    2001-01-01

    Organizations face tradeoffs when they adopt strategies in changing resource environments. The type of tradeoff depends on the type of resource change. The paper gives an organizational tradeoff model for quantitative change. I call that the "Cricket and Ant" (CA), because the pertaining strategies

  7. Fostering Learning Opportunities through Employee Participation amid Organizational Change

    Science.gov (United States)

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

    2015-01-01

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

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

    DEFF Research Database (Denmark)

    Rikhardsson, Pall; Rohde, Carsten; Christensen, Leif

    The economic crisis in 2008 had widespread effects on the banking industry including changes in various management control elements. This paper reports on a qualitative field study of management controls and organizational change due to the 2008 economic crisis in 6 financial organizations in two...... countries. The paper identifies and explains the roles of different management controls in the organizational change processes initiated after an economic crisis. It shows how management control elements were used to change interpretive schemes and control archetypes to reflect a new operating environment....... The findings show that use of management controls in organizational change is critical. The type and severity of crisis influences what elements of the management control package are used, how they are coupled together and characteristics of the resulting control archetypes. In one context the organizations...

  9. Moving to understanding and change.

    Science.gov (United States)

    Washington, Deborah

    2010-05-01

    Creating an environment of inclusion for a culturally diverse nursing workforce is complex. The demographic shift in the country forecasted for over a decade has arrived. Today programs set up to recruit and retain multicultural and multilingual nursing staff are important organizational priorities. Employers want to build responsive and welcoming workplaces in which all feel engaged. This requires several things. Leaders must oversee system changes stimulated by a workforce similar to newly emerging cultural groups in their areas of service. The need exists for managers to possess non-ethnocentric management skills and are competent to take charge of teams motivated by a broad range of culture based values and beliefs. Diversity training, mentoring of staff and leadership development are benchmarks of an organization at the "tipping point" of change related to employing a diverse workforce.

  10. Managing the Impact of Organizational Change on Volunteers.

    Science.gov (United States)

    Grubbs, Arlene

    1998-01-01

    Volunteers are affected by organizational change, though with a different focus and priority. There may be tension between volunteers and paid staff. Volunteers may pass through stages of resistance, confusion, integration and recommitment; they may have different change styles: resisters, adapters, or seekers. (SK)

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

    Science.gov (United States)

    Frank, Debra; Rocks, William

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

  12. The Effect of Organizational Change on Trust and an Application

    Directory of Open Access Journals (Sweden)

    Taylan Şahin

    2017-05-01

    Full Text Available The purpose of this study is to examine the effect of organizational change on organizational trust. The questionnaire of this study was given to 500 people who worked for a private company in the mining sector in Kütahya. 404 valid questionnaires were collected back and analyzed. First of all, explaratory factor analysis was conducted to the data to find out factor distribution. Then, confirmatory factor anal-yses and reliability analysis were conducted to determine the reliability and the scale validity of the questionnaires, respectively. Subsequently, the hypotheses of the model were tested with the structural equation modeling. According to the findings, planned change positively and significantly affects organizational trust.

  13. Strategies for organizational change from group homes to individualized supports.

    Science.gov (United States)

    Walker, Pam

    2012-10-01

    Organizations are increasingly looking to convert from facility-based services for adults with developmental disabilities to individualized supports. Such conversion involves not only a change in services but a transformation of organizational culture. This qualitative study involved four organizations that have made sustained efforts to transform. Although the approach taken by each organization was unique, there were also some common strategies, which included generating commitment to common values and mission, a turn or return to authentic person-centered planning, shifting power and control, using community supports and relationships, moving away from facility-based settings, and nurturing staff engagement. Ultimately, organizational change is an ongoing process that requires organizational perseverance and commitment.

  14. Managing dualities in organizational change projects

    OpenAIRE

    Shaw, David

    2016-01-01

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

  15. Effects of Habitual Anger on Employees’ Behavior during Organizational Change

    Directory of Open Access Journals (Sweden)

    Mareike Bönigk

    2013-11-01

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

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

    Science.gov (United States)

    Bönigk, Mareike; Steffgen, Georges

    2013-11-25

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

  17. Effects of Habitual Anger on Employees’ Behavior during Organizational Change

    Science.gov (United States)

    Bönigk, Mareike; Steffgen, Georges

    2013-01-01

    Organizational change is a particularly emotional event for those being confronted with it. Anger is a frequently experienced emotion under these conditions. This study analyses the influence of employees’ habitual anger reactions on their reported behavior during organizational change. It was explored whether anger reactions conducive to recovering or increasing individual well-being will enhance the likelihood of functional change behavior. Dysfunctional regulation strategies in terms of individual well-being are expected to decrease the likelihood of functional change behavior—mediated by the commitment to change. Four hundred and twelve employees of different organizations in Luxembourg undergoing organizational change participated in the study. Findings indicate that the anger regulation strategy venting, and humor increase the likelihood of deviant resistance to change. Downplaying the incident’s negative impact and feedback increase the likelihood of active support for change. The mediating effect of commitment to change has been found for humor and submission. The empirical findings suggest that a differentiated conceptualization of resistance to change is required. Specific implications for practical change management and for future research are discussed. PMID:24287849

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

    Science.gov (United States)

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

    2013-01-01

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

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

    Science.gov (United States)

    Bullis, Connie; Bach, Betsy Wackernagel

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

  20. How psychological resources facilitate adaptation to organizational change

    NARCIS (Netherlands)

    van den Heuvel, M.; Demerouti, E.; Bakker, A.B.

    2014-01-01

    The purpose of this 1-year follow-up study among 580 police officers is to investigate whether identity-related resources are positively related to adaptive behaviour during times of organizational change. Combining the social identity perspective with resources theories, we hypothesized that

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

    Science.gov (United States)

    Andrade, Maureen Snow

    2016-01-01

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

  2. Surviving Organizational Change: How management communication helps balancing mixed feelings

    NARCIS (Netherlands)

    Nelissen, P.W.M.; Selm, M. van

    2008-01-01

    This study aims to examine the correspondence between the use and evaluation of management communication on the one hand and positive and negative responses to a planned organizational change on the other hand. Design/methodology/approach – The study was conducted among employees of a Dutch branch

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

    DEFF Research Database (Denmark)

    Naar, Liisa; Stang Våland, Marianne

    2014-01-01

    Increasing interest in ‘design thinking’ in the fields of management and organization has resulted in a concern with using design-oriented approaches as means to support organizational change and innovation. To this end, conceptual ideas such as Boland and Collopy’s ‘managing as designing’ have a...

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

    Science.gov (United States)

    Rogan, Patricia; Rinne, Susan

    2011-01-01

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

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

    Science.gov (United States)

    Walker, Pam

    2012-01-01

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

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

    Science.gov (United States)

    Schlosser, Melanie

    2011-01-01

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

  7. Revisiting Knowledge Sharing from the Organizational Change Perspective

    Science.gov (United States)

    Park, Sunyoung; Kim, Eun-Jee

    2015-01-01

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

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

    Science.gov (United States)

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

    2011-01-01

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

  9. Marketing Higher Education Means Organizational Change. AIR Forum 1981 Paper.

    Science.gov (United States)

    Miklich, Beverly

    The issues, organizational changes, and institutional reactions that colleges and universities perceive as associated with implementation of new marketing practices were identified in a review of the literature and interviews with officials from 25 institutions primarily in or near Los Angeles, California. Several trends were revealed: successful…

  10. Understanding employee motivation and organizational performance: Arguments for a set-theoretic approach

    Directory of Open Access Journals (Sweden)

    Michael T. Lee

    2016-09-01

    Full Text Available Empirical evidence demonstrates that motivated employees mean better organizational performance. The objective of this conceptual paper is to articulate the progress that has been made in understanding employee motivation and organizational performance, and to suggest how the theory concerning employee motivation and organizational performance may be advanced. We acknowledge the existing limitations of theory development and suggest an alternative research approach. Current motivation theory development is based on conventional quantitative analysis (e.g., multiple regression analysis, structural equation modeling. Since researchers are interested in context and understanding of this social phenomena holistically, they think in terms of combinations and configurations of a set of pertinent variables. We suggest that researchers take a set-theoretic approach to complement existing conventional quantitative analysis. To advance current thinking, we propose a set-theoretic approach to leverage employee motivation for organizational performance.

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

    Directory of Open Access Journals (Sweden)

    Stig O. Johannessen

    2015-09-01

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

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

    NARCIS (Netherlands)

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

    2013-01-01

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

  13. Organizational Design and Management Accounting Change

    NARCIS (Netherlands)

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

    2000-01-01

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

  14. Organizational change: a review of theoretical conceptions that explain how and why young firms change

    NARCIS (Netherlands)

    Parastuty, Zulaicha; Schwarz, Erich J.; Breitenecker, Robert J.; Harms, Rainer

    2015-01-01

    Change in new ventures is a vibrant research topic. Scholars can draw on a number of theories that emerged as a result of decades of research in organizational and social sciences focused on large and established firms. A review on organizational change theories that address young firms is still

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

    Science.gov (United States)

    Schultz, Christie

    2014-01-01

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

  16. Learning and Organizational Change in SPI Initiatives

    Science.gov (United States)

    Heikkilä, Marikka

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

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

    Science.gov (United States)

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

    2018-02-01

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

  18. Defeat: A Motivation for Organizational Change?

    National Research Council Canada - National Science Library

    Carlson, Scott M

    2007-01-01

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

  19. Effecting Organizational Change at the Macro Level of Professions

    Science.gov (United States)

    Green, Robert Anthony

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

  20. Discourse of transformation in organizational change management

    Directory of Open Access Journals (Sweden)

    Della Christiantine

    2017-01-01

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

  1. The need for organizational change in patient safety initiatives.

    Science.gov (United States)

    Anderson, James G; Ramanujam, Rangaraj; Hensel, Devon; Anderson, Marilyn M; Sirio, Carl A

    2006-12-01

    This study describes a computer simulation model that has been developed to explore organizational changes required to improve patient safety based on a medication error reporting system. Model parameters for the simulation model were estimated from data submitted to the MEDMARX medication error reporting system from 570 healthcare facilities in the U.S. The model's results were validated with data from the Pittsburgh Regional Healthcare Initiative consisting of 44 hospitals in Pennsylvania that have adopted the MEDMARX medication error reporting system. The model was used to examine the effects of organizational changes in response to the error reporting system. Four interventions were simulated involving the implementation of computerized physician order entry, decision support systems and a clinical pharmacist on hospital rounds. Results of the analysis indicate that improved patient safety requires more than clinical initiatives and voluntary reporting of errors. Organizational change is essential for significant improvements in patient safety. In order to be successful, these initiatives must be designed and implemented through organizational support structures and institutionalized through enhanced education, training, and implementation of information technology that improves work flow capabilities.

  2. From patient surveys to organizational change

    DEFF Research Database (Denmark)

    Nielsen, Jørn Flohr; Riiskjær, Erik

    2013-01-01

    the information to change procedures and increase patient satisfaction. Thus, the article analyses the local adoption of semi-customized patient surveys and actor responses to survey results. Patient survey data from 100 Danish wards are related to ex post comments from department heads/hospital managers...... and to follow-up interviews with key employees and managers in four hospitals. The results indicate that gaining legitimacy of initiatives is crucial and point to three conditions for rational change: (1) key professionals perceiving the surveys to be of sufficient technical quality, (2) ward...

  3. 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.

  4. Understanding Organizational Learning via Knowledge Management in Government-Link Companies in Malaysia

    Science.gov (United States)

    Helmi, Asleena; Ahmad, Zainal Ariffin; Hung, Daisy Kee Mui

    The knowledge management or KM discipline conjures a host of understanding and impact upon the global business community albeit commercially or socially. Regardless of the different approach to KM, it has inarguably brought about changes in viewing the knowledge capabilities and capacities of organizations. Peter Drucker (1998) argued that knowledge has become the key economic resource and the only source of competitive advantage. Hence organizational learning is an integral part of KM initiatives and has been widely practiced in many large organizations and across nations such as Europe, North America and Asia Pacific. Thus, this paper explores the KM initiatives of government link companies (GLCs) in Malaysia via synergizing knowledge strategy and capabilities in order to achieve competitive advantage.

  5. Management of organizational changes in the joint stock company

    OpenAIRE

    Vladimír Štípek

    2005-01-01

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

  6. Improving quality and operational reliability through organizational change

    OpenAIRE

    Heiska, Otto

    2015-01-01

    This thesis is based on an organizational change project initiated by Lufthansa Cargo management and Swissport Cargo Services management in late autumn 2014. The idea of the project was to improve the quality and operational reliability of an outsourced Lufthansa Cargo dedicated service unit. The unit operating under Swissport Cargo Services in Helsinki airport was to be restructured and redeveloped to better suit the changed operational environment. The purpose of this thesis is to prese...

  7. ORGANIZATIONAL CHANGE: BUSINESS PROCESS REENGINEERING OR OUTSOURCING?

    Directory of Open Access Journals (Sweden)

    Pellicelli Michela

    2012-12-01

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

  8. Reactions to organizational identity threats in times of change: illustrations from the German police

    NARCIS (Netherlands)

    Jacobs, G.; Christe-Zeyse, J.; Keegan, A.; Polos, L.

    2008-01-01

    Change projects can affect core features of an organization's identity, because changes made to the managerial practices of an organization can result in misalignments with existing organizational culture. Such misalignments produce threats to organizational identity generating uncertainty and

  9. Understanding Early Educators' Readiness to Change

    Science.gov (United States)

    Peterson, Shira M.

    2012-01-01

    Researchers in the fields of humanistic psychology, counseling, organizational change, and implementation science have been asking a question that is at the heart of today's early care and education quality improvement efforts: When it comes to changing one's behavior, what makes a person ready to change? Although the concept of readiness to…

  10. Understanding childbirth practices as an organizational cultural phenomenon: a conceptual framework.

    Science.gov (United States)

    Behruzi, Roxana; Hatem, Marie; Goulet, Lise; Fraser, William; Misago, Chizuru

    2013-11-11

    Understanding the main values and beliefs that might promote humanized birth practices in the specialized hospitals requires articulating the theoretical knowledge of the social and cultural characteristics of the childbirth field and the relations between these and the institution. This paper aims to provide a conceptual framework allowing examination of childbirth practices through the lens of an organizational culture theory. A literature review performed to extrapolate the social and cultural factors contribute to birth practices and the factors likely overlap and mutually reinforce one another, instead of complying with the organizational culture of the birth place. The proposed conceptual framework in this paper examined childbirth patterns as an organizational cultural phenomenon in a highly specialized hospital, in Montreal, Canada. Allaire and Firsirotu's organizational culture theory served as a guide in the development of the framework. We discussed the application of our conceptual model in understanding the influences of organizational culture components in the humanization of birth practices in the highly specialized hospitals and explained how these components configure both the birth practice and women's choice in highly specialized hospitals. The proposed framework can be used as a tool for understanding the barriers and facilitating factors encountered birth practices in specialized hospitals.

  11. Role of the reward system in managing changes of organizational culture

    Directory of Open Access Journals (Sweden)

    Bogićević-Milikić Biljana

    2007-01-01

    Full Text Available The paper intends to investigate how companies can efficiently manage their organizational cultures through changes in the reward system. The paper is based on a research which has taken place in one Serbian company which decided to change its organizational culture, as a prerequisite for further organizational changes. As the main instrument for changing organizational culture, the top management used changes in the reward system. The findings suggest that in the short run only narrow changes of organizational culture are likely to occur. The influence of the reward system on cultural changes is quite limited, and therefore should be strengthened by using various HRM policies.

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

    DEFF Research Database (Denmark)

    Nielsen, Jørn Flohr

    2006-01-01

    change processes. This chapter attempts to close this gap by illustrating how recent developments in change theory may be useful in understanding the actual adoption and implementation of emergent Internet technologies. Empirically, the paper draws on two surveys of Internet-technology adoption by Nordic...... actual processes and outcomes, including how organizational change emerges and develop in adapting to Internet technology based on characteristics of organizations at different stages of Internet adoption. They may also help to explain the apparently small impact of participation. In a practical......Theories of organizational design provide limited guidance in the ongoing adjustment to web technologies. There is also a gap between the rather sophisticated theories of change that analyze how and why change occurs and the practice-oriented focus of the implementation and guidance of actual...

  13. Building a Launchpad for Youth Impact and Organizational Change

    Directory of Open Access Journals (Sweden)

    Ben Silliman

    2009-03-01

    Full Text Available A recent report, 4-H Critical Indicators of Youth Development Outcomes for Mission Mandates, outlines a nationwide evaluation of youth program quality and impact of three new programming initiatives. The plan is presented as a model for youth development impact and organizational change. Discussion focuses on the three components of the plan, including evaluation context, framework for assessing program quality and outcomes, and implementation issues critical to successful evaluation.

  14. Organizational change : an assessment of trust and cynicism : final report.

    Science.gov (United States)

    2000-05-01

    In the organizational science literature, organizational cynicism is generally considered to be conceptually distinct from organizational trust. This proposition, however, has not been adequately assessed. The present study attempts to distinguish th...

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

    NARCIS (Netherlands)

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

    2013-01-01

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

  16. 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

  17. [The development of organizational comfort: organizational training as strategic instrument for changing].

    Science.gov (United States)

    Stocchi, M; Giobbe, T; Boscolo, P; Di Giampaolo, P; Di Giampaolo, L

    2010-01-01

    The organizational comfort has been defined as the relationship between people and work environment. The supervisor's functions imply organizing and relation competences, listening and observation, communication and negotiation. Unfortunately, the reality is quite different: there are often situations of communication disorder between the supervisor and the worker, where the first, unaware of his role and responsibility, doesn't understand the worker's needs, doesn't communicate rightly the risk, doesn't develop any emphatic attitude and organize work without thinking to individual inclinations and limitations. The worker perceives this situation as increasing sensation of tiredness and working stress. The workers, often involved in this organization, have to ask overtime medical examinations to obtain some limitations. Observing this big increase of limitations in some firms with working people relatively young, we have decided to elaborate an experimental project involving both the occupational doctor and the psychologist. We analyzed the relations between the supervisor and the worker, with the aim to increase organizational comfort, through the diffusion of anonymous questionnaires or training courses about behaviour analyses and communication strategies, verifying any possible modifications of the organization after our intervention.

  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. An Integrative Model for Understanding Team Organizational Citizenship Behavior: Its Antecedents and Consequences for Educational Teams

    Science.gov (United States)

    Somech, Anit; Khotaba, Soha

    2017-01-01

    Purpose: The purpose of this paper is to use a model to broaden the understanding of the organizational citizenship behavior (OCB) phenomenon in educational teams and examines team OCB's mediating role in the relation of the contextual variables of team justice climate (distributive justice, procedural justice, interpersonal justice) to team…

  20. 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…

  1. Managing organizational and educational changes in vocational institutional environment

    Directory of Open Access Journals (Sweden)

    Лариса Миколаївна Сергеєва

    2016-01-01

    Full Text Available This research describes the environment surrounding a vocational school, which consists of a multitude of social, economic and political institutions. It concludes that to remain competitive, a training institution needs to constantly change, introducing organizational changes and thus ensuring sustainable institutional development. The research also outlines factors and key components of forming educational institutional environment and objectives for postgraduate education in order to create necessary conditions and base for implementing tasks needed to improve the quality of vocational education and training

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

    Science.gov (United States)

    Field, Laurie

    2011-01-01

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

  3. Nurses amidst change: the concept of change fatigue offers an alternative perspective on organizational change.

    Science.gov (United States)

    McMillan, Kim; Perron, Amélie

    2013-02-01

    This article aims to clarify the concept of change fatigue and deems further exploration of the concept within the discipline of nursing is relevant and necessary. The concept of change fatigue has evolved from the discipline of management as a means to explore organization change and its associated triumphs and failures. Change fatigue has typically been described as one and the same as change resistance, with very little literature acknowledging that they are in fact distinct concepts. Concept clarification has highlighted the striking differences and few similarities that exist between the concepts of change fatigue and change resistance. Further exploration and subsequent research on the concept of change fatigue is needed within the discipline of nursing. The concept not only presents new and alternative perspectives on the processes of organization change, but provides opportunity for theory development that recognizes the impact organizational change has on nurses' work lives.

  4. Organizational Change Questionnaire-Climate of Change, Processes, and Readiness: development of a new instrument.

    Science.gov (United States)

    Bouckenooghe, Dave; Devos, Geert; van den Broeck, Herman

    2009-12-01

    On the basis of a step-by-step procedure (see T. R. Hinkin, 1998), the authors discuss the design and evaluation of a self-report battery (Organizational Change Questionnaire-Climate of Change, Processes, and Readiness; OCQ-C, P, R) that researchers can use to gauge the internal context or climate of change, the process factors of change, and readiness for change. The authors describe 4 studies used to develop a psychometrically sound 42-item assessment tool that researchers can administer in organizational settings. More than 3,000 organizational members from public and private sector organizations participated in the validation procedure of the OCQ-C, P, R. The information obtained from the analyses yielded 5 climate-of-change dimensions, 3 process-of-change dimensions, and 3 readiness-for-change dimensions.

  5. Assessing Resilience: How Plans, Strategies, and After Action Reports Can Improve Our Understanding of Organizational Preparedness

    Science.gov (United States)

    2016-09-01

    indicator, but these documents are strategic in nature —a high-level approach ; therefore an absent roles and responsibilities indicator is not alarming...Continuity of Operations DHS Department of Homeland Security DPS Texas Department of Public Safety EMS Emergency Medical Services ESL English as a Second...no systemic way to holistically understand organizational resilience in public safety agencies. A methodical approach can provide an understanding

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

    Directory of Open Access Journals (Sweden)

    Rotileanu Adina

    2017-07-01

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

  7. 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.

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

    Science.gov (United States)

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

    2015-10-01

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

  9. Organizational Culture

    Directory of Open Access Journals (Sweden)

    Adrian HUDREA

    2006-02-01

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

  10. 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.

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

    DEFF Research Database (Denmark)

    Edwards, Kasper; Lundstrøm, Sanne Lykke

    2014-01-01

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

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

    Science.gov (United States)

    McMillan, Kim

    2016-09-01

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

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

    NARCIS (Netherlands)

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

    2008-01-01

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

  14. ORGANIZATIONAL CHANGE STRATEGIES IN THE CURRENT ECONOMIC AND SOCIAL CONTEXT

    Directory of Open Access Journals (Sweden)

    Iuliana, TALMACIU

    2014-11-01

    Full Text Available The purpose of this paper is to analyze the main strategies for implementing organizational changes in the current social and economic context, characterized by an unprecedented dynamism. As a result, the paper presents the results of the research that have led to the identification of the factors determining the application of a particular strategy or even the usage of their mix. To achieve the established objectives set we have used as a research method the content analysis of various Romanian and foreign authors' work.

  15. National call for organizational change from sheltered to integrated employment.

    Science.gov (United States)

    Rogan, Patricia; Rinne, Susan

    2011-08-01

    Our purpose in this article is to contend that organizational change from sheltered to integrated employment is not only possible but necessary, and a federal Employment First agenda must be advanced. Findings are reported from interviews with senior managers from 10 organizations that have shifted their service delivery to community employment, and recommendations are provided based on these findings. Results reveal the commonalities among a diverse group of agencies, suggesting the viability of transformation of our current systems with the support and leadership of state and federal agencies and programs.

  16. Identifying the Reducing Resistance to Change Phase in an Organizational Change Model

    Directory of Open Access Journals (Sweden)

    Daniela Bradutanu

    2012-04-01

    Full Text Available In this article we examine where in an organizational change process it is better to placethe reducing resistance to change phase, so that employees would accept the new changes easier andnot manifest too much resistance. After analyzing twelve organizational change models we haveconcluded that the place of the reducing resistanceto change phase in an organizational changeprocess is not the same, it being modified according to the type of change. The results of this studyare helpful for researchers, but especially for organizational change leaders. As change leaders areusually the ones confronted with resistance from their subordinates, they must know exactly how todeal with it and when is the best moment to reduceit, depending on the type of change that is desiredto be implemented. The key contribution to this paper is that the best way to gain employee’s supportand change attachment is to try and reduce resistance to change before the actual implementation.Only when an immediate or imposed change is required to be implemented, the methods and ways forovercoming resistance should be applied during andafter the implementation stage, to ensure asuccessful implementation of the change.

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

    Science.gov (United States)

    2000

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

  18. 7 CFR 3560.405 - Borrower organizational structure or ownership interest changes.

    Science.gov (United States)

    2010-01-01

    ...) Organizational structure and ownership documentation must include the following items: (i) A current organization... 7 Agriculture 15 2010-01-01 2010-01-01 false Borrower organizational structure or ownership... Servicing § 3560.405 Borrower organizational structure or ownership interest changes. (a) General. The...

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

    Science.gov (United States)

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

    2016-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Matevž Rasković

    2012-06-01

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

  1. 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…

  2. E-Tools of Change: An Analysis of a Corporate Intranet Promoting Organizational Change

    Science.gov (United States)

    Bennett, Elisabeth E.

    2008-01-01

    Through analysis of a qualitative case study, this paper argues that aspects of a hospital's environment affect the process of change promoted through the intranet. Specifically, the conditions of network readiness and continual change allowed the intranet to be accepted by organizational members and accomplished both surface change and deeper…

  3. Patient surveys-A key to organizational change?

    DEFF Research Database (Denmark)

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

    2009-01-01

    ) patient surveys administered in eight public hospitals with a total of 2200 beds in a Danish county; (2) questionnaires completed by the hospital and clinical department managers; and (3) data from the county's Management Information System. RESULTS: Patient satisfaction surveys were widely accepted......OBJECTIVE: The objective was to investigate whether semi-customized patient satisfaction surveys are seen as useful by hospital management, and to explore their possible effects on quality improvement over time at a low organizational level. METHODS: Data were collected from three sources: (1...... as a tool for change. Bad results seemed to be an incentive for improvement unless hindered by fluctuation in patient turnover. Acceptance of the patient surveys as a way to generate change diminished over time. CONCLUSION: Patient surveys may be an incentive for change if: (1) they have sufficient validity...

  4. Management of change for nurses: lessons from the discipline of organizational studies.

    Science.gov (United States)

    Shanley, Chris

    2007-07-01

    This paper explores the literature on change management from the discipline of organizational studies to provide insights that nurse managers can use in their professional practice. The paper will benefit nurse managers by extending the nursing discourse on change management to include wider theoretical and academic perspectives. Important aspects of change management explored are the roles of power and political behaviour, how much change can be planned and controlled, how to combine top-down and bottom-up approaches to change, the role of emotions in the change management process, a comparison of prescriptive and analytical approaches to understanding change, and the connection between theory and practice in managing change. While nurses can draw much useful information from within the nursing discipline, they can also benefit by exploring other disciplinary areas. In the case of change management, there are many useful lessons nurses can carry over into their professional practice.

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

    Science.gov (United States)

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

    2008-01-01

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

  6. Sustainability and Organizational Change by Sustainable Crediting Therapy

    Directory of Open Access Journals (Sweden)

    Dragoş Ilie

    2012-06-01

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

  7. ORGANIZATIONAL CULTURE AND CHANGE MANAGEMENT OF MUNICIPAL COLLEGE PALHOÇA

    Directory of Open Access Journals (Sweden)

    Joici Lilian Rodrigues

    2015-11-01

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

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

    Science.gov (United States)

    Hill, Beverly D.; Ledford, Alice T.

    2016-01-01

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

  9. 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.

  10. Implementation of Organizational Change in the Air Force: a Case Study

    Science.gov (United States)

    1989-09-01

    ve) Lfl DTIC &’ELECTE IMPLEMENTATION OF ORGANIZATIONAL CHANGE IN THE AIR FORCE: A CASE STUDY THESIS Ronald D. Taylor First Lieutenant, USAF AFIT/GLM...022 AFIT/GLM/LSR/89S-66 IMPLEMENTATION OF ORGANIZATIONAL CHANGE IN THE AIR FORCE: A CASE STUDY THESIS Ronald D. Taylor First Lieutenant, USAF AFIT/GLM...Department of Defense. AFIT/GLM/LSR/89S-66 IMPLEMENTATION OF ORGANIZATIONAL CHANGE IN THE AIR FORCE: A CASE STUDY THESIS Presented to the Faculty of the

  11. A Process-Philosophical Understanding of Organizational Learning as "Wayfinding": Process, Practices and Sensitivity to Environmental Affordances

    Science.gov (United States)

    Chia, Robert

    2017-01-01

    Purpose: This paper aims to articulate a practice-based, non-cognitivist approach to organizational learning. Design/methodology/approach: This paper explores the potential contribution of a process-based "practice turn" in social theory for understanding organizational learning. Findings: In complex, turbulent environments, robust…

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

    DEFF Research Database (Denmark)

    Holm, Anna B.; Ulhøi, John Parm

    This paper examines some theoretical underpinnings of distributed leadership and its ability to serve as change leadership during the process of major organizational changes in healthcare organizations. The study was initiated as part of a larger research project on distributed leadership (DL...

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

    Science.gov (United States)

    Wee, Elijah X M; Taylor, M Susan

    2018-01-01

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

  14. Crafting the change: the role of job crafting and regulatory focus in adaptation to organizational change

    NARCIS (Netherlands)

    Petrou, P.

    2013-01-01

    Background Organizations change rapidly nowadays. However, little is known about successful ways in which employees can adapt to the new situation that arises throughout organizational change. The present dissertation addressed job crafting as a proactive employee strategy in order to deal with and

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

    DEFF Research Database (Denmark)

    Edwards, Kasper; Lundstrøm, Sanne Lykke

    2014-01-01

    This study presents results from an original empirical study of 11 organizational change projects in different wards at two Danish hospitals. The purpose of the study was to study was to study changes in relation coordination as a consequence of organizational change. We measured relational...

  16. From youth worker professional development to organizational change.

    Science.gov (United States)

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

    2013-01-01

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

  17. Organizational change and human expertise in nuclear power plants

    International Nuclear Information System (INIS)

    Masson, M.; Malaisc, N.

    1992-01-01

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

  18. Transformational Leadership and the New Zealand Defence Force: Supporting Effective Organizational Change

    Science.gov (United States)

    2016-06-10

    Psychological Capital, and Performance.” Journal of Leadership and Organizational Studies 15, no. 4 (May 2009): 353-367. Harms, Peter D., and Marcus...TRANSFORMATIONAL LEADERSHIP AND THE NEW ZEALAND DEFENCE FORCE: SUPPORTING EFFECTIVE ORGANIZATIONAL CHANGE A thesis...Force: Supporting Effective Organizational Change 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) Major Ian

  19. Fooling the company – The Corporate Jester As Driving Force For Organizational Change

    OpenAIRE

    Thomas Köllen

    2012-01-01

    This conceptual article proposes the establishing of the position of a corporate jester to support organizational change processes. The article focuses on the inevitable transformations companies have to go through, given the diversification and pluralization of the workforce. The corporate jester theoretically is framed as part of an organizational "comical artifact staging", that by utilizing humor as an element of organizational change, experiences more openness and less res...

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

    NARCIS (Netherlands)

    Man, Huibert de

    1988-01-01

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

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

    Science.gov (United States)

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

    2012-01-01

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

  2. Using the Malcolm Baldridge criteria: a viable tool for assessing organizational change

    Energy Technology Data Exchange (ETDEWEB)

    Stack, J.M.

    1998-04-01

    How does understanding and using the Malcolm Baldrige criteria impact library organizational change? In September 1997, the Los Alarnos National Laboratory Research Library used the criteria to apply for a Quality New Mexico Award (QNMA). This paper will provide a fimdamental background on the Malcolm Baldrige criteria and outline the Library project to apply for the award. The Research Library learned from the project and feedback and has started implementing steps to increase its effectiveness providing viable products and services to its customers. This has been a step forward to strengthen our competitive edge to assure our fiture prosperity within the Laboratory.

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

    Science.gov (United States)

    Alyahya, Mohammad

    2012-02-01

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

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

    Science.gov (United States)

    Enomoto, Ernestine K.; Conley, Sharon

    2008-01-01

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

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

    Science.gov (United States)

    Alase, Abayomi Oluwatosin

    2017-01-01

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

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

    Science.gov (United States)

    Rose, Laurence Michael

    2013-01-01

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

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

    Science.gov (United States)

    Argon, Türkan; Dilekçi, Ümit

    2016-01-01

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

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

    Science.gov (United States)

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

    2008-01-01

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

  9. Improving hospital efficiency: a process model of organizational change commitments.

    Science.gov (United States)

    Nigam, Amit; Huising, Ruthanne; Golden, Brian R

    2014-02-01

    Improving hospital efficiency is a critical goal for managers and policy makers. We draw on participant observation of the perioperative coaching program in seven Ontario hospitals to develop knowledge of the process by which the content of change initiatives to increase hospital efficiency is defined. The coaching program was a change initiative involving the use of external facilitators with the goal of increasing perioperative efficiency. Focusing on the role of subjective understandings in shaping initiatives to improve efficiency, we show that physicians, nurses, administrators, and external facilitators all have differing frames of the problems that limit efficiency, and propose different changes that could enhance efficiency. Dynamics of strategic and contested framing ultimately shaped hospital change commitments. We build on work identifying factors that enhance the success of change efforts to improve hospital efficiency, highlighting the importance of subjective understandings and the politics of meaning-making in defining what hospitals change.

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

    Directory of Open Access Journals (Sweden)

    Vanessa de Fátima Nery

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

  11. Understanding Unintended Consequences and Health Information Technology:. Contribution from the IMIA Organizational and Social Issues Working Group.

    Science.gov (United States)

    Kuziemsky, C E; Randell, R; Borycki, E M

    2016-11-10

    No framework exists to identify and study unintended consequences (UICs) with a focus on organizational and social issues (OSIs). To address this shortcoming, we conducted a literature review to develop a framework for considering UICs and health information technology (HIT) from the perspective of OSIs. A literature review was conducted for the period 2000- 2015 using the search terms "unintended consequences" and "health information technology". 67 papers were screened, of which 18 met inclusion criteria. Data extraction was focused on the types of technologies studied, types of UICs identified, and methods of data collection and analysis used. A thematic analysis was used to identify themes related to UICs. We identified two overarching themes. One was the definition and terminology of how people classify and discuss UICs. Second was OSIs and UICs. For the OSI theme, we also identified four sub-themes: process change and evolution, individual-collaborative interchange, context of use, and approaches to model, study, and understand UICs. While there is a wide body of research on UICs, there is a lack of overall consensus on how they should be classified and reported, limiting our ability to understand the implications of UICs and how to manage them. More mixed-methods research and better proactive identification of UICs remain priorities. Our findings and framework of OSI considerations for studying UICs and HIT extend existing work on HIT and UICs by focusing on organizational and social issues.

  12. Managing hospitals in turbulent times: do organizational changes improve hospital survival?

    Science.gov (United States)

    Lee, S Y; Alexander, J A

    1999-10-01

    To examine (1) the degree to which organizational changes affected hospital survival; (2) whether core and peripheral organizational changes affected hospital survival differently; and (3) how simultaneous organizational changes affected hospital survival. AHA Hospital Surveys, the Area Resource File, and the AHA Hospital Guides, Part B: Multihospital Systems. The study employed a longitudinal panel design. We followed changes in all community hospitals in the continental United States from 1981 through 1994. The dependent variable, hospital closure, was examined as a function of multiple changes in a hospital's core and peripheral structures as well as the hospital's organizational and environmental characteristics. Cox regression models were used to test the expectations that core changes increased closure risk while peripheral changes decreased such risk, and that simultaneous core and peripheral changes would lead to higher risk of closure. Results indicated more peripheral than core changes in community hospitals. Overall, findings contradicted our expectations. Change in specialty, a core change, was beneficial for hospitals, because it reduced closure risk. The two most frequent peripheral changes, downsizing and leadership change, were positively associated with closure. Simultaneous organizational changes displayed a similar pattern: multiple core changes reduced closure risk, while multiple peripheral changes increased the risk. These patterns held regardless of the level of uncertainty in hospital environments. Organizational changes are not all beneficial for hospitals, suggesting that hospital leaders should be both cautious and selective in their efforts to turn their hospitals around.

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

    OpenAIRE

    Stig O. Johannessen

    2015-01-01

    The paper lays out the origins of the organizational culture myth and how ideas from populist movements of cultural change together with organizational control ideologies have come to be adopted as the panacea for the ills of the Norwegian Police. The paper then draws attention to how the above trends can be explored from a process theoretical perspective with a view towards organizational culture as practices emerging from patterns of communication, power, identity and moral ethics. The disc...

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

    Science.gov (United States)

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

    2017-01-01

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

  15. Understanding Culture and Influencing Change

    Science.gov (United States)

    2010-03-01

    difference to significantly change the society from a collectivist to individualist culture.42 Pakistan scores fourteen which indicates a strongly...Pakistan which possess strong uncertainty avoidance scores (70) and low individualistic scores (14) - and are collectivists - rules and laws are...score lower than fifty indicating a more collectivist society. This helps the strategic leader to appreciate the importance class and culture play on

  16. Understanding Grammars through Diachronic Change

    Science.gov (United States)

    Madariaga, Nerea

    2017-01-01

    In this paper, I will vindicate the importance of syntactic change for the study of synchronic stages of natural languages, according to the following outline. First, I will analyze the relationship between the diachrony and synchrony of grammars, introducing some basic concepts: the notions of I-language/E-language, the role of Chomsky's (2005) three factors in language change, and some assumptions about language acquisition. I will briefly describe the different approaches to syntactic change adopted in generative accounts, as well as their assumptions and implications (Lightfoot, 1999, 2006; van Gelderen, 2004; Biberauer et al., 2010; Roberts, 2012). Finally, I will illustrate the convenience of introducing the diachronic dimension into the study of at least certain synchronic phenomena with the help of a practical example: variation in object case marking of several verbs in Modern Russian, namely, the verbs denoting avoidance and the verbs slušat'sja “obey” and dožidat'sja “expect,” which show two object case-marking patterns, genitive case in standard varieties and accusative case in colloquial varieties. To do so, I will review previous descriptive and/or functionalist accounts on this or equivalent phenomena (Jakobson, 1984 [1936]; Clancy, 2006; Nesset and Kuznetsova, 2015a,b). Then, I will present a formal—but just synchronic—account, applying Sigurðsson (2011) hypothesis on the expression of morphological case to this phenomenon. Finally, I will show that a formal account including the diachronic dimension is superior (i.e., more explanative) than purely synchronic accounts. PMID:28824474

  17. 1992 Mary J. Nielubowicz Award recipient. Nursing organizational restructure: choosing to change.

    Science.gov (United States)

    Ahrens, W D

    1993-04-01

    Major organizational change frequently results in fear, anxiety, and resistance. Change is often initiated in response to a perceived threat. However, intentional changes to historical patterns of nursing care delivery are now more prevalent, in the absence of crisis, as leaders anticipate new challenges and fulfill today's nurses' need for high-level professional satisfaction. This essay describes factors which inspired nursing organizational restructure at a naval hospital. The specific modifications made and strategies for managing them are reviewed in the context of using planned change principles and risk-taking behavior to achieve organizational growth.

  18. An Organizational Culture Perspective of Strategic Leadership and Organizational Change: Shaping the Future of the Army

    Science.gov (United States)

    1991-04-02

    theory , practice and research in strategy formulation, leadership , and organizational development and endeavors to integrate these concepts with the...its senior leadership . However, all subordinate leaders or managers in ar organization are part of the strategic process to lesser and varying degrees...e.g., Hersey and Blanchard’s Situational Leadership Theory , which claims follower maturity determines the best leader behavior. Recently, Richard M

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

    Science.gov (United States)

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

    2010-01-01

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

  20. 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…

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

    Science.gov (United States)

    Mitchler, Jenna

    2017-01-01

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

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

    Science.gov (United States)

    Neirotti, Paolo; Paolucci, Emilio

    2013-01-01

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

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

    Science.gov (United States)

    Tiplic, Dijana

    2011-01-01

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

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

    Science.gov (United States)

    Reich, Christine A.

    2014-01-01

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

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

    Science.gov (United States)

    Azevedo, Creuza da Silva

    2010-06-01

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

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

    Science.gov (United States)

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

    2007-01-01

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

  7. Climate change 101 : understanding and responding to global climate change

    Science.gov (United States)

    2009-01-01

    To inform the climate change dialogue, the Pew Center on Global Climate Change and the Pew Center on the States have developed a series of brief reports entitled Climate Change 101: Understanding and Responding to Global Climate Change. These reports...

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

    Science.gov (United States)

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

    2012-01-01

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

  9. Organizational Change: A Case Study in Implementing a Breast Cancer Screening Clinic

    Science.gov (United States)

    1993-08-01

    ANO SUBTITLE S. FUNDING NUMBERS ORGANIZATIONAL CHANGE : A CASE STUDY IN IMPLEMENTING A BREAST CANCER SCREENING CLINIC 4. AUTHOR(S) i MAJ PATRICIA A...4psrANcsrBbed by ANS. SWOIl. UM-E S 6.~~ AUHO1S ORGANIZATIONAL CHANGE : A CASE STUDY IN IMPLEMENTING A BREAST CANCER SCREENING CLINIC A Graduate Management...Major Patricia A. Hayes, AN May 1993 Running head : ORGANIZATIONAL CHANGE 94-13 74BIH|iU •9 4 ,5 0 2 00 6 I] ACKNOWLEDGEMENTS A special thanks to COL

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

    Science.gov (United States)

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

    2015-01-01

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

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

    OpenAIRE

    Matiushenko Yuliua V.

    2017-01-01

    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 re...

  12. SUBJECTIVITY AT WORK AND ORGANIZATIONAL CHANGE: sustentation and reconstruction of the employee's Identity

    OpenAIRE

    Airton Luiz Backes

    2014-01-01

    The discussion developed in this paper, from a descriptive-qualitative research, deals with the employee´s subjective experience at a company during important organizational changing processes. The scope of the research is to verify how the subjective experience of organizational changes is reflected on the sustentation and reconstruction of the employee´s identity within the company. The ongoing changes in the company studied relate to controller and managers replacing, the insertion of new...

  13. CROSS SECTIONAL EXAMINATION OF TEAM PERFORMANCE AND IMPACT OF ORGANIZATIONAL CHANGE ON TEAM BUILDING

    OpenAIRE

    Yasin Munir; Prof. Dr. Muhammad Ehsan Malik; Faiqa Ejaz; Aqsa Alam; Aqsa Abbas

    2012-01-01

    In organizations proper process is made that helps the employees to bring an effective change for best team performance. Team building and change management are important factors in organizational environment. Both of these factors focus to have an outcome that affects self development, positive communication, leadership skills, and ability to work together as a team for solving problems. The main objective of our research is to know that how team building and organizational change can make b...

  14. 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.

  15. Reducing Psychiatric Inpatient Readmissions Using an Organizational Change Model.

    Science.gov (United States)

    Molfenter, Todd; Connor, Tim; Ford, James H; Hyatt, John; Zimmerman, Dan

    2016-06-01

    Thirty-day hospital readmission rates have become a quality indicator for many regulators and payers, but published accounts of reducing these rates across a patient population are lacking. This article describes and evaluates the Wisconsin Mental Health Readmissions Project, which aimed to reduce psychiatric inpatient 30-day readmission rates in Wisconsin. Nineteen county human services boards representing 23 of Wisconsin's 72 counties and 61% of the state's residential admissions participated in a statewide quality improvement collaborative from January 1, 2010 to December 31, 2013. Participants applied a standardized organizational change model, called NIATx, in the context of a multicounty quality improvement collaborative to reduce 30-day readmission rates. Readmission rates were tracked through national and state databases, using 2009 as a baseline, and analyzed using a chi-square analysis to test the proportion of means. The study team compared readmission rates of Wisconsin counties that participated in the statewide collaborative with those that did not. Between 2009 and 2013, the 30-day readmission rates in Wisconsin declined significantly for counties that participated in the project when compared to those that did not (2009-2013) [Χ2(4) = 54.503, P < .001], based on a 2.5% decline for participants vs a 0.7% decline for nonparticipants. Reductions to behavioral health inpatient readmission rates beyond individual case examples have been difficult to document. This analysis evaluates a method that Wisconsin behavioral health providers applied as part of a multicounty program addressing readmission rates. The findings highlight quality improvement program design elements and interventions to consider in reducing inpatient behavioral health readmissions, as well as the need for further research on this complex systems issue.

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

    Directory of Open Access Journals (Sweden)

    Ferid Azemi

    2017-09-01

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

  17. Contrasting Perspectives on Organizational Culture Change in Schools

    Science.gov (United States)

    Connolly, Michael; James, Chris; Beales, Bill

    2011-01-01

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

  18. Creating a climate and culture for sustainable organizational change

    Directory of Open Access Journals (Sweden)

    Mahsa Zolghadr

    2016-11-01

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

  19. Organizational Change in the U.S. Customs and Border Protection Agency

    Science.gov (United States)

    2012-05-17

    meets CBP’s requirements. Models of organizational change , like the Burke-Litwin model, facilitate an assessment of CBP’s transformation because they identify factors influencing the durability and acceptance of reforms.

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

    Science.gov (United States)

    Martinez, Magdalena

    2015-01-01

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

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

    Science.gov (United States)

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

    2017-06-01

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

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

    NARCIS (Netherlands)

    Bank, L.; Jippes, M.; van Luijk, S.J.; den Rooyen, C.; Scherpbier, A.J.J.A.; Scheele, F.

    2015-01-01

    Abstract Background: In postgraduate medical education (PGME), programs have been restructured according to competency-based frameworks. The scale and implications of these adjustments justify a comprehensive implementation plan. Organizational Readiness for Change (ORC) is seen as a critical

  3. The relevance of transformational leadership in shaping employee attitudes towards organizational change

    Directory of Open Access Journals (Sweden)

    Penava Suada

    2014-01-01

    Full Text Available The subject of the research presented in this paper is the role of the leadership of change agents in the implementation of organizational change. The focus of research is on the micro-aspect of change, specifically on the impact of changes in employees and their attitudes and behaviors that have a direct and significant impact on change success. The results of empirical research conducted in one Bosnian company show that the transformational behavior of the change agent is not equally relevant and effective in the case of the three organizational changes implemented in the company. The explanation for this can be found in the characteristics of the changes themselves, both those related to their cause and those related to the depth of the intervention and the expected consequences of change in the organizational culture.

  4. Understanding the dynamics of change and the impact on psychiatric education.

    Science.gov (United States)

    Feldmann, Theodore B

    2014-12-01

    Academic departments of psychiatry are experiencing unprecedented changes that are difficult and challenging for faculty and administrators. This article examines the factors that influence change and the barriers to effective change. The author reviewed the business literature on change in organizations and examined the psychodynamic factors that mediate individual and organizational response to change. Several business models for effective change management exist and can be utilized by psychiatric educators. The psychodynamic models of change are useful for understanding the psychological impact of change on organizations and individuals. Effective management of change requires careful attention to the goals of the organization, development of a detailed plan to implement change, adequate resources to carry out the change, effective leadership and communication, and contingency plans for unforeseen events. Individual and organizational needs must also be considered. A model for dealing with change in education is presented.

  5. Understanding and supporting emergent and temporary collaboration across and beyond community and organizational boundaries

    DEFF Research Database (Denmark)

    Abou Amsha, Khuloud; Grönvall, Erik; Saad-Sulonen, Joanna

    2017-01-01

    The way the Computer Supported Cooperative work (CSCW) community talks about, defines and investigates ‘work’ has changed since the early workplace studies. In the current literature, work has been described as being distributed, cross-organizational and multi-actor dependent, volunteer......-based, fleeting, opportunistic, inbetween and community-based. Collaborative work has also been examined in the formation of Publics, as Infrastructuring or as Knotworking. Work and collaborative work is indeed something that can be unforeseen by most or all of the involved actors. It can emerge and take place......, temporary communities of action, at the boundaries of established communities or organizations, to address issue that challenges current organization of work. The aim of the workshop is to open a space of reflection on relevant concepts, through the discussion of concrete examples and cases....

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

    DEFF Research Database (Denmark)

    Holm, Anna B.; Ulhøi, John Parm

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

  7. Organizational context, systems change, and adopting treatment delivery systems in the criminal justice system.

    Science.gov (United States)

    Taxman, Faye S; Henderson, Craig E; Belenko, Steven

    2009-08-01

    The correctional system does not include service provision as a primary goal, even though individuals in prison, jail, and on probation/parole have large unmet substance abuse treatment needs. In response to mandates in the U.S. Constitution for basic health care, services are provided for incarcerated offenders, but generally do not include substance abuse treatment. The system does little to extend any type of health care service to individuals in community settings. This leaves the majority of offenders (6 million under community supervision in the U.S.) basically unattended, even with substance abuse disorders that are four times greater than the general public. The challenge of adapting the correctional system to be part of an integrated service provision system - working in conjunction with the public and private community-based service delivery sector - has intrigued researchers and policy makers over the last two decades. A series of articles using data from the National Criminal Justice Treatment Practices survey have examined factors that influence the adoption of a myriad of substance abuse treatment services for offender populations in various settings. These articles explore the factors that affect adoption and implementation, and provide guidance on issues relevant to organizational change and a dual mission of correctional agencies to advance public safety and public health. This special issue of Drug and Alcohol Dependence is devoted to understanding organizational constructs and factors to improve health outcomes for offenders.

  8. Organizational change--key to capacity building and effective health promotion.

    Science.gov (United States)

    Heward, Sue; Hutchins, Cheryl; Keleher, Helen

    2007-06-01

    Contemporary health promotion is now a well-defined discipline with a strong (albeit diverse) theoretical base, proven technologies (based on program planning) for addressing complex social problems, processes to guide practice and a body of evidence of efficacy and increasingly, effectiveness. Health promotion has evolved principally within the health sector where it is frequently considered optional rather than core business. To maximize effectiveness, quality health promotion technologies and practices need to be adopted as core business by the health sector and by organizations in other sectors. It has proven difficult to develop the infrastructure, workforce and resource base needed to ensure the routine introduction of high-quality health promotion into organizations. Recognizing these problems, this paper explores the use of organizational theory and practice in building the capacity of organizations to design, deliver and evaluate health promotion effectively and efficiently. The paper argues that organizational change is an essential but under-recognized function for the sustainability of health promotion practice and a necessary component of capacity-building frameworks. The interdependence of quality health promotion with organizational change is discussed in this paper through three case studies. While each focused on different aspects of health promotion development, the centrality of organizational change in each of them was striking. This paper draws out elements of organizational change to demonstrate that health promotion specialists and practitioners, wherever they are located, should be building organizational change into both their practice and capacity-building frameworks because without it, effectiveness and sustainability are at risk.

  9. Critical success factors and sustainability criteria in the organizational change management: a case study in a chemical and petrochemincal company

    Directory of Open Access Journals (Sweden)

    Paulo André Souto Mayor Reis

    2016-03-01

    Full Text Available Changes can be seen as normal situations within the management process of an organization. Two elements are strong contributors as systematic support: management of change (MOC and the critical success factors (CSF for change, which also should desirable to be sustainable. The general goal of this work consists in identifying which CSF are determinant in the organizational change process, in specific in the approach of a Brazilian chemical and petrochemical company’s organizational MOC process in addition to the inclusion of proactive corporate sustainability management through a present scenario diagnosis. The aim of this paper is to identify which are the decisive CSF in the organizational change process, associated to the proactive management of corporate sustainability, through sustainability criteria. The methodology for the research was the case study. Main results identified forty-five CSF related to the organization’s MOC process and the Global Report Initiative (GRI model as being the most adopted in the world business. Contributions from the literature were identified in CSF in the MOC process within the organization, such as constant and efficient communication process and resources, aiming to incorporate practices to the current organizational change model. Leadership and resources were the most relevant dimensions of CSF identified in the case study. Regarding the understanding of sustainability concepts, it was found among the answerers a vision that emphasizes the environmental dimension, despite social and economic dimensions, as well as gaps in their understanding of sustainability concepts and the connection of this subject with CSF in the MOC

  10. Adventure Learning: Influence of Collectivism on Team and Organizational Attitudinal Changes.

    Science.gov (United States)

    Ng, H. Alvin

    2001-01-01

    For 345 Asian participants in adventure learning, the cultural value of collectivism was negatively related to changes in task participation and social support. Changes in these two teamwork attitudes predicted similar changes in team spirit and organizational identification. Adventure learning might produce higher attitude changes in Western…

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

    Science.gov (United States)

    Mayner, Stephen W.

    2017-01-01

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

  12. Interaction between the Process Used to Introduce Change and the Personality of Organizational Members: An International Test

    National Research Council Canada - National Science Library

    Riddle, Terry W., Jr

    2005-01-01

    .... Drawing from literature in the areas of organizational change and personality characteristics, this study seeks to uncover the influence personality has on an individual's readiness for change...

  13. Towards a better understanding of the link between participation in decision-making and organizational citizenship behaviour : A multilevel analysis

    NARCIS (Netherlands)

    Van Yperen, N.W.; van den Berg, A.E.; Willering, M.C

    In the present study, two models were tested that can improve understanding of the link between participation in decision-making and organizational citizenship behaviour (OCB). In Model 1, it is assumed that perceived supervisory support mediates the link between participation in decision-making and

  14. Exploring the Usefulness of Two Conceptual Frameworks for Understanding How Organizational Factors Influence Innovation Implementation in Cancer Care

    Science.gov (United States)

    Urquhart, Robin; Sargeant, Joan; Grunfeld, Eva

    2013-01-01

    Moving knowledge into practice and the implementation of innovations in health care remain significant challenges. Few researchers adequately address the influence of organizations on the implementation of innovations in health care. The aims of this article are to (1) present 2 conceptual frameworks for understanding the organizational factors…

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

    Science.gov (United States)

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

    2013-09-01

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

  16. Organizational Justice as a Framework for Understanding Union-Management Relations in Education

    Science.gov (United States)

    Poole, Wendy L.

    2007-01-01

    In this article, I have conceptualized union-management relations using an organizational justice framework. I consider organizational justice theory, including distributive, procedural, interactional, and what I call relational justice perspectives. Utilizing examples from my experience and research, I illustrate and discuss various forms of…

  17. Understanding the Organizational Nature of Student Persistence: Empirically-based Recommendations for Practice.

    Science.gov (United States)

    Berger, Joseph B.

    2002-01-01

    Builds on the assumption that colleges and universities are organizations and subsequently that the organizational perspective provides important insights for improving retention on campuses. A review of existing organizational studies of undergraduate persistence serves as the basis for ten empirically-based recommendations for practice that are…

  18. Three Tails of Organizational Innovation: from the Value Creation Perspective

    DEFF Research Database (Denmark)

    Lin, Chih-Cheng; Ma, Zheng

    2012-01-01

    of presenting the organizational innovation process: two-way interactive triggers for organizational innovation integrating three levels – individual, group and organization, and three tails of organizational innovation process. By exploring the organizational innovation process, this study has extended...... and organizations. More importantly, these three tails are not isolated but integrated - this can be viewed as three stages for organizational innovation process.......Several prior articles have emphasized the importance of organizational innovation and change. To advance our understanding, this paper seeks to address the following question: “in what ways the outcome of organizational innovation process distributed over time” by examining organizational...

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

    Directory of Open Access Journals (Sweden)

    Lin Shi

    2017-06-01

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

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

    Science.gov (United States)

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

    2017-02-01

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

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

    Science.gov (United States)

    Mize, Nicolas G.

    2016-01-01

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

  2. Teaching EBP: strategies for achieving sustainable organizational change toward evidence-based practice.

    Science.gov (United States)

    Fineout-Overholt, Ellen; Williamson, Kathleen M; Kent, Bridie; Hutchinson, Alison M

    2010-03-01

    Given that changes in health care are now the norm, organizational change needs to be part of all nurses' curricula. Engaging students in learning how change happens by sharing real world examples can make the learning meaningful for students and increase the likelihood that the knowledge will be applied to their practices.

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

    Science.gov (United States)

    Smith, Page A.; Maika, Sean A.

    2008-01-01

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

  4. Antecedents and consequences of organizational change : 'Institutionalizing' the behavioral theory of the firm

    NARCIS (Netherlands)

    Wezel, FC; Saka - Helmhout, Ayse

    In this paper, we highlight the conditions under which organizations initiate changes in two distinct institutional contexts. While the focus within behavioral research has been on aspiration-driven organizational change, the effect of institutional dynamics on the probability of change has been

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

    Science.gov (United States)

    Falls, Leigh; Jara, Teresa; Sever, Tim

    2009-01-01

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

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

    NARCIS (Netherlands)

    Peli, Gabor; Bruggeman, Jeroen

    2007-01-01

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

  7. 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…

  8. Organizational Networks

    DEFF Research Database (Denmark)

    Grande, Bård; Sørensen, Ole Henning

    1998-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Ujhelyi Maria

    2015-07-01

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

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

    Science.gov (United States)

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

    2011-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Janićijević Nebojša

    2017-01-01

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

  12. Acquiring organizational learning norms: a contingency approach for understanding deutero learning

    NARCIS (Netherlands)

    Wijnhoven, Alphonsus B.J.M.

    2001-01-01

    'The Learning Organization' is a configuration of learning norms (called a learning prototype here), which is seldom related to varying levels of learning needs. This article assumes that organizational environmental complexity and dynamics define four learning needs levels. Consequently, four

  13. Process, institutional and organizational approaches in sociological understanding of educational system

    Directory of Open Access Journals (Sweden)

    M. V. Klyov

    2016-10-01

    Full Text Available The article draws attention to the nature and characteristics of culture­centric, process, institutional and organizational approaches to form the essence of the educational process as a whole. The author examines the university not only as an educational and scientific center, but also as a spiritual center, forming a new type of professional identity. It is noted that as a social phenomenon, process and social institution, education makes social changes in society, and the transparent nature of social processes, the dominance of market relations in turn affect the educational institute. However, the institutional approach makes it possible to consider the educational processes on social, and personal levels. It is observed that the institutionalization of higher education as a particular social institution within the entire social institution of education occurred in the second half of the twentieth century, which allowed to talk about the leading role of universities in modern culture. The author stresses that the theory of higher education is the widely recognized thesis that has multiple arguments. They are governed by national law based on national finance, train specialists for the national economy. In fact, the emergence of new forms of relationships is a positive social process, but there are also negative effects. Their premise, according to some researchers, was globalization, the effect of «market forces» that contribute to the development of «a world without borders».

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

    DEFF Research Database (Denmark)

    Madsen, Mona Toft; Madsen, Henning

    Much research on organizational change and middle management has emphasized the idea of flatter more performance- and customer focused organizations, in which middle managers’ main responsibilities concern elements of organizational change and development such as strategy involvement, and managing...... people. An important condition for this is, however, that middle managers also perceive such responsibilities as important. This paper is based on a survey of Managers in Danish organizations. Findings with different but related angels are highlighted here. First, only a small percentage of participating...... changes in their perception of people management. Implications for research and practice are addressed in the discussion....

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

    DEFF Research Database (Denmark)

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

    2015-01-01

    This paper proposes that the emergence and boundaries of distributed leadership (DL) are developed in a dynamic interplay with planned as well as emergent organizational change. The empirical findings are based on a qualitative, longitudinal case study with interviews conducted at two different...... hospital units in the context of a larger hospital merger within the Danish health care system. The paper adds to prior studies arguing that DL contributes positively to planned organizational change by instead providing examples of how ongoing changes in contextual conditions such as routine...

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

    Directory of Open Access Journals (Sweden)

    Ionel Scaunasu

    2012-12-01

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

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

    Science.gov (United States)

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

    2014-06-01

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

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

    Science.gov (United States)

    Lien, Mathilde; Saksvik, Per Øystein

    2016-10-01

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

  19. Organizational culture diagnosis - a new model

    Directory of Open Access Journals (Sweden)

    Ph. D. Ionuţ Constantin

    2010-05-01

    Full Text Available Organizational culture is a key source of competitive advantage. There is a demonstrated relation between organizational culture and organizational performance. This paper reviews previous research in the field and introduce a new model for understanding, diagnosing and changing organizational culture. The main advantage of the new model is based on regarding culture as the management and work practices that are either hindering or helping an organization's bottom line performance.

  20. Understanding Resistance to Change: The Jefferson Company Exercise.

    Science.gov (United States)

    Reilly, Anne H.

    1992-01-01

    Describes a four-character role-play exercise designed to show how employee and management resistance to change can hinder the implementation of an organizational change effort. The Jefferson Company is an old-line printing firm with new partners that must change its technology, equipment, and operating procedures in the face of increased…

  1. 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

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

    NARCIS (Netherlands)

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

    2012-01-01

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

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

    NARCIS (Netherlands)

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

    2018-01-01

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

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

    Science.gov (United States)

    McKinney, Lyle; Morris, Phillip A.

    2010-01-01

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

  5. 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…

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

    Science.gov (United States)

    Bryant, Johane

    2014-01-01

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

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

    African Journals Online (AJOL)

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

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

    DEFF Research Database (Denmark)

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

    2015-01-01

    hospital units in the context of a larger hospital merger within the Danish health care system. The paper adds to prior studies arguing that DL contributes positively to planned organizational change by instead providing examples of how ongoing changes in contextual conditions such as routine...

  9. 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.

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

    Science.gov (United States)

    Olla, Woyita W.

    2013-01-01

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

  11. Change Agent Research: Phase I-Organizational Audit and Communication Feedback Applied to Windsor Minor Lacrosse.

    Science.gov (United States)

    Moriarty, Dick; Jones, Patti

    This study reports the results of a pilot Change Agent Research (CAR) project initiated in the summer of 1975 by the Sports Institute for Research (SIR) for the Windsor Minor Lacrosse Association. The purpose of the project was to audit the association to diagnose the nature of its organizational problems and assist in initiating change in order…

  12. A Systematic Approach to Organizational Change and Its Application to Developmental Education

    Science.gov (United States)

    Blocher, Donald H.

    1977-01-01

    This article presents a systematic eclectic model for organizational change. It is a proactive model in which the change agent defines goals, assesses needs, and reaches out in an active, purposeful way to intervene in the target system. Paper prepared for the Chicago, 1975 Convention of the American Psychological Association. (Author/BP)

  13. Organizational change and employees' mental health: the protective role of sense of coherence.

    Science.gov (United States)

    Pahkin, Krista; Väänänen, Ari; Koskinen, Aki; Bergbom, Barbara; Kouvonen, Anne

    2011-02-01

    To examine the impact of sense of coherence (SOC) on psychiatric events in the context of organizational merger. Data were derived from a prospective "Still Working" study using questionnaire and health register data. The study population (n = 4279) consisted of employees with no psychiatric events prior to the 5-year mental health follow-up. Employees with a weaker premerger SOC were at a higher risk of perceiving the organizational change negatively (odds ratio = 1.83, 95% CI: 1.57 to 2.14) and had an elevated risk of postmerger psychiatric events (hazard ratio = 1.42, 95% CI: 1.04 to 1.94). A stronger SOC decreased the adverse effect of negative appraisal of change on psychiatric events. A strong premerger SOC seems to be a protective factor for mental health when the employee experiences negative changes during an organizational merger.

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

    DEFF Research Database (Denmark)

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

    2017-01-01

    Objective: This study examines the impact of organizational change and psychosocial work environment on non-disability early retirement among senior public service employees. Methods: In January and February 2011, Danish senior public service employees aged 58–64 years (N=3254) from the Capital...... Region of Denmark responded to a survey assessing psychosocial work environment (ie, social capital, organizational justice, and quality of management). Work-unit organizational changes (ie, change of management, merging, demerging, and relocation) were recorded from January 2009 to March 2011. Weekly...... data on non-disability early retirement transfer were obtained from the DREAM register database, which holds weekly information about all public benefit payments in Denmark. Hazard ratios (HR) for early retirement following employees’ 60th birthday were estimated with Cox regression adjusted for age...

  15. The relationship between personality characteristics and the attitudes towards organizational change

    Directory of Open Access Journals (Sweden)

    Suvajdžić Katarina

    2015-01-01

    Full Text Available The aim of this research was to examine whether there is a relationship between personality characteristics and the attitudes towards organizational change, as well as to check whether, and if so, which personality characteristics are significant predictors of the attitudes towards organizational change. The survey was conducted from November 2013 to January 2014 on the sample of 300 employees in Serbia. The instrument used to investigate the attitudes towards organizational change was a four-level scale constructed by Vujić and Suvajdžić. The structure of the scale consists of four factors: flexibility of work engagement forms, necessity of the working conditions stability, resistance to systemic changes and initiation of changes. Personality characteristics were investigated through the Great Five Plus Two model, constructed by Smederevac, Mitrović and Čolović. This topic was expanded by adding generalized self-efficacy, by Schwarzer and Jerusalem, as well as Spector's Locus of Control Scale. The results of the research point to a significant correlation between personality characteristics and the attitudes towards organizational change. According to these results, both conservative and rigid persons who do not have a positive self-image and perceive themselves as not having a sufficient capacity to overcome the difficulties they might encounter will strive towards the preservation of the existing situation in the organization. Their tendency to experience everything that is new as potentially threatening contributes to the aspiration not to change anything in the working environment. The most important predictors of attitudes towards organizational change include the following: openness to experience, positive valence, self-efficacy, external locus of control, extroversion and neuroticism. Personality characteristics are good predictors of initiation of changes, while flexibility of work engagement forms, necessity of the working

  16. A New Trilogy to Understand the Relationship among Organizational Climate, Workplace Bullying and Employee Health

    Directory of Open Access Journals (Sweden)

    Muhammad Imran Qureshi

    2014-10-01

    Full Text Available Organizational Climate is a driving force in the organization behavior which provides foundations to many physical and psychological phenomena to the employees. Bullying is one of the major under considered phenomenon, usually caused by the organizational climate. The objective of the study is to examine the relationship between organizational climates, workplace bullying and workers’ health in selected higher education institutes of Pakistan. A proportionate random sample of 20 Universities comprising of 10 from public sector and 10 from private sector was selected for the study. The model of workplace bullying, organizational climate and worker's health was estimated by Structural Equation Modeling using AMOS software. The study found a negative relationship between organizational climate and bullying on one hand, while on the other hand, an increased workplace bullying effects employees’ health negatively due to affected sleeping hours. Drug abuse was treated as a moderator between health and affected sleeping hours. The study suggested that organizations should control workplace bullying which may cause physical and psychological effects on employee's health.

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

    NARCIS (Netherlands)

    Sorge, A; van Witteloostuijn, A

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

  18. DSS FOR ORGANIZATIONAL DIAGNOSIS

    NARCIS (Netherlands)

    FROWEIN, JC; POSTMA, TJBM

    1992-01-01

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

  19. Managing a new collaborative entity in business organizations: understanding organizational communities of practice effectiveness.

    Science.gov (United States)

    Kirkman, Bradley L; Mathieu, John E; Cordery, John L; Rosen, Benson; Kukenberger, Michael

    2011-11-01

    Companies worldwide are turning to organizational communities of practice (OCoPs) as vehicles to generate learning and enhance organizational performance. OCoPs are defined as groups of employees who share a concern, a set of problems, or a passion about a topic and who strengthen their knowledge and expertise by interacting on a consistent basis. To date, OCoP research has drawn almost exclusively from the community of practice (CoP) literature, even though the organizational form of CoPs shares attributes of traditional CoPs and of organizational teams. Drawing on Lave and Wenger's (1991) original theory of legitimate peripheral participation, we integrate theory and research from CoPs and organizational teams to develop and empirically examine a model of OCoP effectiveness that includes constructs such as leadership, empowerment, the structure of tasks, and OCoP relevance to organizational effectiveness. Using data from 32 OCoPs in a U.S.-based multinational mining and minerals processing firm, we found that external community leaders play an important role in enhancing OCoP empowerment, particularly to the extent that task interdependence is high. Empowerment, in turn, was positively related to OCoP effectiveness. We also found that OCoPs designated as "core" by the organization (e.g., working on critical issues) were more effective than those that were noncore. Task interdependence also was positively related to OCoP effectiveness. We provide scholars and practitioners with insights on how to effectively manage OCoPs in today's organizations. (c) 2011 APA, all rights reserved.

  20. Understanding the Dynamics of High Tech Knowledge Creation across Organizational Boundaries

    DEFF Research Database (Denmark)

    Smith, Pernille; Ulhøi, John Parm

    . Existing literature, however, offers little in-depth insight into why and how such inter-organizational collaborations often encounter difficulties in crossing these boundaries and thus in accomplishing the expected joint knowledge creation and exchange. Departing from Carlile's (2004) integrated framework...... for managing knowledge across boundaries, in this paper we identify the knowledge boundaries present in a longitudinal R&D collaboration between six organizations. We analyzed how these boundaries were partially overcome, and present a fourth knowledge boundary, which causes major challenges in the inter-organizational...

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

    National Research Council Canada - National Science Library

    Welborn, Jay

    2001-01-01

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

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

    Science.gov (United States)

    Edwards, Nigel; Saltman, Richard B

    2017-01-01

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

  3. Software Engineers' Attitudes Towards Organizational Change - an Industrial Case Study

    OpenAIRE

    Lenberg, Per; Wallgren, Lars Göran; Feldt, Robert

    2016-01-01

    In order to cope with a complex and changing environment, industries seek to find new and more efficient ways to conduct their business. According to previous research, many of these change efforts fail to achieve their intended aims. Researchers have therefore sought to identify factors that increase the likelihood of success and found that employees' attitude towards change is one of the most critical. The ability to manage change is especially important in software engineering organization...

  4. Decreasing the Resistance of the Human Resources to Organizational Changes

    OpenAIRE

    Ovidiu NICOLESCU; Ciprian NICOLESCU

    2011-01-01

    One of the most difficult problems faced by the management of all organizations within innovation and change processes is the resistance to change. This study, dealing with this issue, has the following main objectives: to identify the main sources of resistance to change, to outline the directions for reducing chang’s resistance, to design essentially managerial approaches in order to counter the resistance to change. The first part presents the 14 most frequent and most important sources of...

  5. THE IMPORTANCE OF COMMUNICATION IN ORGANIZATIONAL CHANGE PROCESS

    OpenAIRE

    Ramona Petrescu

    2011-01-01

    Change is one of the "constants" of our world, and is universal; in fact is a natural process. Therefore, the change might be seen as a necessity, and moreover, as a process with potential of adaptation and development for each person, organization, society, and one of the most important factors that differentiate a well implemented change and a bad implemented change are quality, quantity and adequacy of disclosure made.

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

    Science.gov (United States)

    Patten, Karen Prast

    2009-01-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

    Hayes, S.M.

    1996-02-01

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

  8. Understanding Alignment of Trust Behaviors and Their Effect on Organizational Trust at the Tank-Automotive and Armaments Command Life Cycle Management Command (TACOM LCMC)

    Science.gov (United States)

    2013-03-20

    trust, organizational commitment and personal need non-fulfillment. Journal of Occupational Psychology , 53, 39-52. Covey, S. M. (2006). The speed...L., & Perles, G. S. M. (2011). Towards a more humanistic understanding of organizational trust. Journal of Management Development, 30(6), 605- 614

  9. The knowledge dynamics of organizational innovation : understanding the implementation of decision support for planners

    NARCIS (Netherlands)

    Sjarbaini, Vivyane Larissa Ratna Nirma

    2009-01-01

    This thesis argues that a knowledge perspective on organizational innovation provides essential insights. A cognitive-semiotic model on knowledge dynamics is presented and used to perform an empirical study. We seek an answer to the question: What happens to the knowledge of planners during an

  10. Organizational philosophy as a new perspective on understanding the learning of professionalism.

    Science.gov (United States)

    Schafheutle, Ellen I; Hassell, Karen; Ashcroft, Darren M; Harrison, Stephen

    2013-12-16

    To define the concept of "organizational philosophy" through identification of elements within undergraduate pharmacy curricula in the United Kingdom that contribute to students' learning of professionalism. A qualitative study using curriculum mapping was conducted to identify "intended," "taught," and "received" curriculum in 3 schools of pharmacy. The study involved review of course materials, interviews with teaching staff members, focus groups with final year students, and observation of classes. "Organizational philosophy" (totality of all contributors) played a vital part in students' professionalism learning. Key contributions were not restricted to the "taught" curriculum but extended to the wider academic environment. Setting of high standards appeared important; role models had particular significance. Importance of professionalism learning being grounded and longitudinal throughout the curriculum was highlighted. An "integrated" organizational philosophy appeared to be achieved where maximum overlap occurred between "intended," "taught," and "received" curricula. Professionalism learning goes beyond the "taught" curriculum in pharmacy schools. The concept of "organizational philosophy" acknowledges the importance of integration between "intended," "taught," and "received" curriculum in the context of overall organization.

  11. The Strategic Fitness Process: A Collaborative Action Research Method for Developing and Understanding Organizational Prototypes and Dynamic Capabilities

    Directory of Open Access Journals (Sweden)

    Michael Beer

    2013-04-01

    Full Text Available Organizations underperform and sometimes fail because their leaders are unable to learn the unvarnished truth from relevant stakeholders about how the design and behavior of the organization is misaligned with its goals and strategy. The Strategic Fitness Process (SFP was designed to enable leaders to overcome organizational silence about the misalignment with the environment and chosen strategy. By enabling an honest, organization-wide and public conversation, senior management teams, working collaboratively with scholar-consultants and organizational members, have access to valid data (the unvarnished truth, can conduct a valid diagnosis, and can develop a valid plan to change the structure, processes, and behavior of an organization while at the same time developing commitment that ensures execution. SFP is also a research method. By applying SFP iteratively to new and challenging situations, scholar-consultants can invent new organizational prototypes as well as learn if a standardized and institutionalized organizational learning process like SFP can enhance dynamic capabilities. The SFP model is illustrated with an application to Hewlett-Packard’s Santa Rosa Systems Division.

  12. 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

  13. THE HUMAN FACTOR AND THE SUCCESS OF ORGANIZATIONAL CHANGE

    Directory of Open Access Journals (Sweden)

    Manolescu Aurel

    2010-07-01

    Full Text Available The topic chosen for this study regards the concept of change, associated nowadays with the notion of existence. Starting from statements according to which change involves the direct participation of the members of the organization, we have formulated the study hypothesis from the perspective of the symbolic-interpretative theories which sustain that social changes result from the interaction between organizations, their members and the social actors. Using specialty literature, we have offered a pertinent sociological perspective on change processes. We have discussed different analysis perspectives and some models of change analysis. We have investigated, on the basis of a research launched in the Academy of Economic Studies, the willingness to change of some young students that will graduate soon and we have drawn conclusions useful for the educational process in the field of business management.

  14. Identifying the Persons in Charge of an Organizational Change Process

    Directory of Open Access Journals (Sweden)

    Daniela BRĂDUŢANU

    2016-03-01

    Full Text Available The purpose of this research is to identify if there is a correlation between the change agent and resistance in order to change and to identify the persons who are in charge of conducting a change process within the Romanian organizations. To answer these two questions we have researched the current literature and carried out a research in the field, and discovered that even if in many cases the change agent can represent a force generating resistance to change within an organization, it does not apply to the analyzed sample. Also, we have identified the main categories of people who are in charge of implementing a new change and the results differ, depending on the size of the organization. This information is valuable for managers, researchers and practitioners.

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

    OpenAIRE

    Oliviana Bold, Ph. D Student

    2011-01-01

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

  16. STORIES OF ORGANIZATIONAL CHANGE : Qualitative analyses of individuals' experiences in merger cases

    OpenAIRE

    Huttula, Tiina

    2015-01-01

    Organizational change is a complex phenomenon and always comes hand in hand with change management. In the modern world, mergers and acquisitions are common ways for companies to increase their market share and try to keep making profit. In merger situations, it is crucial for a business to have both, solid management and clever leadership. Change communication acquires a lot of effort and for gaining the trust of the employees it needs to be as truthful and honest as possible. The purpos...

  17. Trenchant Remedying: Directional Disturbing of Organizational Change Effort

    Directory of Open Access Journals (Sweden)

    Jan Green

    2014-06-01

    Full Text Available Organisational change theory has a historic bias towards personal resistance and individuals adopting a passive or negative perspective to change initiatives. Perpetuating this view change literature presents management approaches to assist in overcoming resistance, which have shown negligible evolution beyond the view that individual involvement and participation, together with effective communication, provide assistance. This paper challenges this assumption by providing inspiration via a contrary conceptual approach to organisational change; proposing an antithesis to traditional change management solutions and contributes to the role of communication within the process of change management. Grounded theory is the methodology used, which enables the data to provide the concepts and connections required in the construction of the theory. This requires a no preconceptions dictum to enable the generation of theory, not verification of a previous theory or hypothesis. Trenchant remedying is the grounded theory generated from data and conceptualises the concern resolving behaviours undertaken during the change receptivity process. During analysis it became evident that vigour and effort were expended and a solution sought as a remedy, hence the naming of the core category. Keywords: change receptivity, change initiation, alertness, disruption, effort

  18. Understanding Controversies in Urban Climate Change Adaptation

    DEFF Research Database (Denmark)

    Baron, Nina; Petersen, Lars Kjerulf

    2015-01-01

    This article explores the controversies that exist in urban climate change adaptation and how these controversies influence the role of homeowners in urban adaptation planning. A concrete SUDS project in a housing cooperative in Copenhagen has been used as a case study thereby investigating...... the multiple understandings “Sustainable Urban Drainages System’s” (SUDS). Several different perspectives are identified with regard to what are and what will become the main climate problems in the urban environment as well as what are considered to be the best responses to these problems. Building...... on the actor-network inspired theory of “urban green assemblages” we argue that at least three different assemblages can be identified in urban climate change adaptation. Each assemblage frames problems and responses differently, and thereby assigns different types of roles to homeowners. As climate change...

  19. The Guerrillas in the Boardroom: What COIN Theory Teaches Leaders about Organizational Change, and How Corporate Change Models Could Transform Military Doctrine

    Science.gov (United States)

    2016-09-25

    Teaches Leaders about Organizational Change, and How Corporate Change Models Could Transform Military Doc What COIN Theory...Teaches Leaders about Organizational Change, and How Corporate Change Models Could Transform Military Doctrine By Douglas A. Pryer September 25...during Operation Iraqi Freedom, May 2003 – April 2004. His numerous essays about warfare’s moral and psychological dimensions have been published in

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

    Science.gov (United States)

    Yang, Po; Lin, Xiao Ying

    2014-01-01

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

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

    NARCIS (Netherlands)

    van den Oever, Koen

    2017-01-01

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

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

    Science.gov (United States)

    Susini, Domenico, III.

    2010-01-01

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

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

    Science.gov (United States)

    Frazier, Christina Coffee

    2011-01-01

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

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

    Science.gov (United States)

    Argaman, Einav

    2008-01-01

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

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

    Science.gov (United States)

    Plakhotnik, Maria S.

    2016-01-01

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

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

    Science.gov (United States)

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

    2009-01-01

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

  7. Explaining employees' evaluations of organizational change with the job-demands resources model

    NARCIS (Netherlands)

    I.J.H. van Emmerik (Hetty); A.B. Bakker (Arnold); M.C. Euwema (Martin)

    2009-01-01

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

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

    Science.gov (United States)

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

    2015-01-01

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

  9. SUBJECTIVITY AT WORK AND ORGANIZATIONAL CHANGE: sustentation and reconstruction of the employee's Identity

    Directory of Open Access Journals (Sweden)

    Airton Luiz Backes

    2014-07-01

    Full Text Available The discussion developed in this paper, from a descriptive-qualitative research, deals with the employee´s subjective experience at a company during important organizational changing processes. The scope of the research is to verify how the subjective experience of organizational changes is reflected on the sustentation and reconstruction of the employee´s identity within the company. The ongoing changes in the company studied relate to controller and managers replacing, the insertion of new values and organizational innovations. Theoretically, the article presents aspects related to the simbolic in the employment relationship, to the imaginary, to the identity and identity crisis, the imaginary and the ideology in the identity construction and organizational identity. It can be concluded that the subjective experience of changes occurred in the company imply about the destabilization of the employee's identity through the jeopardizing of the friendly atmosphere, the human being metaphor as a result of the imaginary, the increasing competitiveness and individualism and the search for a professional qualification because of a new ideology assimilation.

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

    Science.gov (United States)

    Fusch, Gene E.

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

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

    Science.gov (United States)

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

    2017-11-10

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

  12. Nurse managers' narratives of organizational change in the English National Health Service.

    Science.gov (United States)

    Hewison, Alistair

    2012-10-01

    To investigate nurse managers' accounts of organizational change. While the importance of the ward manager role in delivering quality care is recognized, less is known about ward managers' involvement in change. Face to face qualitative narrative interviews were conducted. They were audio recorded, transcribed verbatim and analysed thematically. Managers were experiencing change that was occurring at an increasing rate. They reported that being effective communicators was central to their approach to managing change. The hybrid nature of the role informed their approach to change and enabled them to initiate and control it to a degree at ward/department level. They did not base their management approach on theory and focused activity more on the practical and contextual nature of change. Organizational change has attracted a great deal of attention in research terms; however, there are few studies that examine nurse managers' experiences of change. The accumulated expertise and experience of this group of staff is an untapped resource in terms of mobilizing organizational change in hospitals in England. More attention to work-based learning and support would assist managers in their role. © 2012 Blackwell Publishing Ltd.

  13. Time for a New Agenda: Organizational Development in a Changing world with much Disruption

    DEFF Research Database (Denmark)

    Sørensen, Henrik B.

    2017-01-01

    and not on exploring new ones. The primary contribution of this paper is an alternative view outlining how companies can develop intern¬ally and change without expanding their bureaucratic structure. This view will allow companies to remain organic and retain their competitive edge in the disruptive world......Abstract – Traditional organizational theory tends to point out that organizational development follows a certain pattern where the structure of the company is said to become ever more bureaucratic. However, in a world where all companies and industries are faced with disruption, bureaucratic...... organizations neglect to support a disruptive strategy. By demonstrating the existence of another development path, this paper attempts, from a theoretical point of view, to give a new and a more nuanced perspective on organizational development in a disruptive world. This new path is supportive in a disruptive...

  14. High Level Competence: A Tool for Coping with Organizational Change

    Science.gov (United States)

    Heilmann, Pia

    2007-01-01

    Purpose: The purpose of this paper is to find out and understand the different competence development needs of managers and their ways of learning. The examined managers work in middle management in Finnish information and communication technology sector (ICT) and paper business sector. Design/methodology/approach: The research was qualitative by…

  15. Understanding organizational and cultural premises for quality of care in nursing homes: an ethnographic study.

    Science.gov (United States)

    Nakrem, Sigrid

    2015-11-13

    Internationally, there are concerns about the quality of care in nursing homes. The concept of 'corporate culture' as an internal variable could be seen as the means to improve quality of care and quality of life for the residents. The aim of this article was to describe the nursing home culture from the staff's perspective and to include how the residents describe quality of care. An ethnographic design was employed. A purposive sample of four municipal public nursing homes in Norway with long-term care residents was included in the study. Data were collected by participant observation including informal conversation with the staff, and in-depth interviews with 15 residents using a narrative approach. The main findings were that organizational cultures could be seen as relatively stable corporate cultures described as 'personalities' with characteristics that were common for all nursing homes (conformity) and typical traits that were present in some nursing homes, but that they were also like no other nursing home (distinctiveness). Conformity ('Every nursing home is like all other nursing homes') meant that nursing home organizations formed their services according to a perception of what residents in general need and expect. Trait ('Every nursing home is like some other nursing homes') expressed typologies of nursing homes: residency, medical, safeguard or family orientation. The distinctness of each nursing home ('Every nursing home is like no other nursing home') was expressed in unique features of the nursing home; the characteristics of the nursing home involved certain patterns of structure, cultural assumptions and interactions that were unique in each nursing home. Nursing home residents experienced quality of care as 'The nursing home as my home' and 'Interpersonal care quality'. The resident group in the different types of nursing homes were unique, and the experience of quality of care seemed to depend on whether their unique needs and expectations

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

    DEFF Research Database (Denmark)

    Kofoed, Lise; Gertsen, Frank; Jørgensen, Frances

    2002-01-01

    Describes a longitudinal single-case study in which continuous improvement (CI) was implemented during a radical organisational change process. In this case, numerous organisation factors greatly hindered the full integration of certain planned radical changes. In an effort to circumvent...... of the case study methodology, two phases of the change process and finally discussion of the findings....

  17. Occupational medicine. Organizational behavior.

    Science.gov (United States)

    Fallon, L F

    1989-01-01

    Work flow and the administrative processes by which it is controlled are fundamental in shaping the realities of the organization as a system of relationships. Organization is technology in the broadest sense: processes, procedures, policies, controls, formal authority structures, and techniques. Among groups or organizations, it is unusual for changes in sentiment to precede action or organizational rearrangements. Technology and structure must be changed first. This chapter has outlined organizational theory and structures. The components of each have been examined and potential causes of problems identified. Much space has been devoted to understanding group dynamics and behavior. In addition to understanding one's subordinates and peers, the effective manager understands the organizational forces that exist in the workplace. A willingness to listen, communicate, innovate and lead should result in both effectiveness and rewarding experiences for a manager.

  18. Organizational Campaigning

    DEFF Research Database (Denmark)

    Hertel, Frederik

    2015-01-01

    approach will in be named: organizational campaigning and means (e.g. Kotter, 2012, p. 9 and Clegg, Kornberger & Pitsis, 2009) that the manager takes control with communication and communication cannels in order to ensure successful organizational changes. Since the changes were not succeeding the approach...

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

    Science.gov (United States)

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

    2018-01-25

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

  20. Organizational Assessment

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

    Because organizations are made up of people, many of their activities are designed within the limits of the organizational members. One of the ... Each organizational unit has its way of carrying out work based on its goals and understanding of the appropriate technology required to meet its goals. Over the past two decades ...

  1. Organizational Justice

    Science.gov (United States)

    Burns, Travis

    2013-01-01

    Helping principals understand the importance of organizational justice is the first step in enhancing learning outcomes for all learners, regardless of their social class, race, abilities, sex, or gender. In schools, organizational justice may be defined as teachers' perceptions of fairness, respect, and equity that relate to their interactions…

  2. Understanding the DSM-5: stasis and change.

    Science.gov (United States)

    Cooper, Rachel

    2018-03-01

    This paper aims to understand the DSM-5 through situating it within the context of the historical development of the DSM series. When one looks at the sets of diagnostic criteria, the DSM-5 is strikingly similar to the DSM-IV. I argue that at this level the DSM has become 'locked-in' and difficult to change. At the same time, at the structural, or conceptual, level there have been radical changes, for example in the definition of 'mental disorder', in the role of theory and of values, and in the abandonment of the multiaxial approach to diagnosis. The way that the DSM-5 was constructed means that the overall conceptual framework of the classification only barely constrains the sets of diagnostic criteria it contains.

  3. Living systems theory as a paradigm for organizational behavior: understanding humans, organizations, and social processes.

    Science.gov (United States)

    Vancouver, J B

    1996-07-01

    Living systems theories have been used to model human, organization, and communication processes. This paper attempts to describe these models and to highlight the isomorphisms among the models. Particular emphasis is given to self-regulating properties of humans as a subsystem of social systems. Attention is given to the advantages of generalizing across levels and phenomena and integrating the middle-range theories that dominate the field of organizational behavior. Three broad recommendations for future research are discussed.

  4. Understanding the organizational integration of subcontracted tasks in inter-firm projects

    OpenAIRE

    Stephan Scheuner

    2011-01-01

    Project management researchers have recently emphasized the prevalence of inter-firm projects, i.e. projects which are carried out by multiple partners and hence cut across the organizational boundaries of one firm, in today’s business world (Bakker, Knoben, de Vries, & Oerlemanns, in Press). Especially in projects concerned with the delivery of what Hobday (Hobday, 1998) named complex products and systems (CoPS), where a diverse set of technological competences and high project budgets often...

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

    Science.gov (United States)

    Griffith-Cooper, Barber; King, Karyl

    2007-01-01

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

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

    Science.gov (United States)

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

    2009-01-01

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

  7. Conflict: Organizational

    DEFF Research Database (Denmark)

    Clegg, Stewart; Mikkelsen, Elisabeth Naima; Sewell, Graham

    2015-01-01

    This article examines four contemporary treatments of the problem of organizational conflict: social psychological, anthropological, neo-Darwinian, and neo-Machiavellian. Social psychological treatments of organizational conflict focus on the dyadic relationship between individual disputants....... In contrast, anthropological treatments take a more socially and historically embedded approach to organizational conflict, focusing on how organizational actors establish negotiated orders of understanding. In a break with the social psychological and anthropological approaches, neo-Darwinians explain...... the characteristics of organizational conflict by appealing to the concept of natural selection: all forms of organizational behavior, including conflictual relations, stem from the effects of heritable traits associated with a universal human nature. Finally, this article proposes a neo-Machiavellian view...

  8. Predictors and Predictive Effects of Attitudinal Inconsistency Towards Organizational Change

    Science.gov (United States)

    2012-03-01

    inconsistency of cognition and affect to reconfigure job satisfaction. Oreg and Sverdlik (2011) recently applied ambivalence between evaluations of the manager...Consistency, intensity, salience, accessibility, knowledge, centrality, embeddedness , complexity, importance, and vested interest have served as...occur because conditions for motivation are improved. Cole et al. (2006) found that the quality of the change procedure increased job satisfaction and

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

    Science.gov (United States)

    Davies, G

    1990-07-01

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

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

    Science.gov (United States)

    Smith, Jason Wayne

    2009-01-01

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

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

    OpenAIRE

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

    2018-01-01

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

  12. Exploring the interrelationship among patterns of service strategy changes and organizational design elements

    OpenAIRE

    Gebauer, Heiko; Fischer, Thomas; Fleisch, Elgar

    2010-01-01

    The paper explores patterns of service strategy changes in manufacturing firms and indicates how each pattern is interrelated with modifications in organizational design elements. The paper draws on a longitudinal study using a survey of 97 manufacturers of capital goods. In addition, 15 case studies have been conducted. Survey and qualitative data were obtained in 1997, 2001 and 2004. The findings highlight four patterns of service strategy changes: (1) from customer service strategy t...

  13. Employee resistance to organizational change: managerial influence tactics and leader-member exchange.

    Science.gov (United States)

    Furst, Stacie A; Cable, Daniel M

    2008-03-01

    The authors explored the relationship between managerial influence tactics and employee resistance to organizational change. Using attribution theory, the authors developed a series of hypotheses concerning the effects of influence tactics on employee resistance to change and the ways in which these relationships are moderated by leader-member exchange. Results, which are based on multisource data, suggest that employee resistance reflects both the type of influence a manager uses and the strength of leader-member exchange. Copyright 2008 APA

  14. Concepts of organizational behavior applied to occupational medicine.

    Science.gov (United States)

    Fallon, L F

    2001-01-01

    People in organizational settings exhibit predictable patterns of behavior. Effective managers understand the psychological underpinnings of group functions. Formal organizational rules and job expectations influence employees. Informal or group dynamics also exert powerful influences. Effective managers try to reduce conflict between organizational and group norms. Informal group cohesion can be harnessed and channeled towards achieving organizational goals and objectives, and informal leaders can be assets to organizational managers. While formal organizational structures can be changed, supervisors should try to accommodate informal group structures when possible. Understanding subordinates is an important skill of successful managers.

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

    OpenAIRE

    Yeadon-Lee, Annie

    2015-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Hulda Mjöll Gunnarsdóttir

    2016-03-01

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

  17. 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.

  18. Understanding Resistance to Climate Change Resistance.

    Science.gov (United States)

    Coyle, Maureen

    2014-12-01

    Fifty years after the emergence of warnings over the effects of the environmental impacts of industrialization and other conditions of a planet subjugated by humans, we are still entertaining discussions about the existence of the phenomena of climate change. Worse still, we have not checked the behaviors and conditions that exacerbate the rate of environmental destruction. Older people, particularly those who are economically vulnerable, are among those most at risk in disasters, including events resulting from climate change. By applying the "epistemologies of ignorance" outlined by Nancy Tuana, I attempt to understand the rooted ignorance that prevents acceptance of the environmental impact of human kind's unrepentant misuse of the world's natural resources and the refusal to curb the excesses that have lead to environmental damage that has had, and that will continue to have, dire consequences on the planet and for the most vulnerable denizens of Earth. Far from being a pessimistic project of abjection and despair, this article proposes that an examination of climate change denial can provide guidance for the development of a better counter-narrative. © The Author(s) 2015.

  19. Knowledge Management as Indispensable Factor in the Organizational Changes

    Directory of Open Access Journals (Sweden)

    Oliver Momcilovic

    2009-10-01

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

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

    Science.gov (United States)

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

    2015-01-01

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

  1. Work-life initiatives and organizational change: Overcoming mixed messages to move from the margin to the mainstream.

    Science.gov (United States)

    Kossek, Ellen Ernst; Lewis, Suzan; Hammer, Leslie B

    2010-01-01

    This article examines perspectives on employer work-life initiatives as potential organizational change phenomena. Work-life initiatives address two main organizational challenges: structural (flexible job design, human resource policies) and cultural (supportive supervisors, climate) factors. While work-life initiatives serve a purpose in highlighting the need for organizational adaptation to changing relationships between work, family, and personal life, we argue they usually are marginalized rather than mainstreamed into organizational systems. We note mixed consequences of work-life initiatives for individuals and organizations.While they may enable employees to manage work and caregiving, they can increase work intensification and perpetuate stereotypes of ideal workers. In order to advance the field, organizations and scholars need to frame both structural and cultural work-life changes as part of the core employment systems to enhance organizational effectiveness and not just as strategies to support disadvantaged, non-ideal workers. We conclude with an overview of the articles in this special issue.

  2. Research organizational factors

    International Nuclear Information System (INIS)

    Coffman, F.D. Jr.

    1990-01-01

    Organizational processes at nuclear power plants should be sufficient to prevent accidents and to protect public health and safety upon the occurrence of an accident. The role of regulatory research is to confirm that agency assessments of organization processes are on a firm technical basis and provide for improvements in the NRC [Nuclear Regulatory Commission] programs. A firm technical basis is achieved by reducing uncertainties associated with methods and measures used to assess organization processes. The general objective for regulatory research is to confirm that the agency has a coherent understanding of the organizational processes that are individually necessary and are collectively sufficient for safe operations, methods are available to reliably characterize organizational processes, and measures exist to monitor changes in the key organizational processes. The first specific objective was to develop a method to translate organizational processes into PRAs. The discussion provides feedback and insights from experience with the past and the ongoing organizational factors research. That experience suggests a set of ingredients that appear proper for performing regulatory research on organizational processes. By keeping focused upon these proper ingredients, the research will contribute to the regulatory assessments of utility management through the use of improved methods and measures in investigations, inspections, diagnostics, performance indicators, and PRA insights

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

    NARCIS (Netherlands)

    Wezel, FC; van Witteloostuijn, A

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

  4. Assessing the impact of dispositional resistance to change on organizational attraction.

    Science.gov (United States)

    Arciniega, Luis M; Maldonado, Adriana

    2011-11-01

    In recent years there has been an increasing interest among researchers and practitioners to analyze what makes a firm attractive in the eyes of university students, and if individual differences such as personality traits have an impact on this general affect towards a particular organization. The main goal of the present research is to demonstrate that a recently conceptualized narrow trait of personality named dispositional resistance to change (RTC), that is, the inherent tendency of individuals to avoid and oppose changes (Oreg, 2003), can predict organizational attraction of university students to firms that are perceived as innovative or conservative. Three complementary studies were carried out using a total sample of 443 college students from Mexico. In addition to validating the hypotheses, our findings suggest that as the formation of the images of organizations in students' minds is done through social cognitions, simple stimuli such as physical artifacts, when used in an isolated manner, do not have a significant impact on organizational attraction.

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

    Science.gov (United States)

    2016-09-01

    Human Resource Administration . 30VHA held a strategic planning summit in April 2016. One of the objectives of the summit was to make decisions to guide...before the realignment started, but according to senior task force officials, the task force did not establish a subgroup on human resources until...Monitor Organizational Structure Changes Needed What GAO Found Recent internal and external reviews of Veterans Health Administration (VHA

  6. The Executive Secretary as a Manager of Organizational Changes in the Automobile Sector

    OpenAIRE

    Karen Almeida Pereira; Jefferson David Araujo Sales

    2015-01-01

    The research reflects over the Executive Secretariat professional’s performance as a manager of organizational changes from the preparation of improvement proposals based on standardizing processes in a technical support of an automotive dealership from Sergipe. In order to achieve the results in this study, analisys, interpretations and confrontations of the data obtained at every stage of the research were performed, according to the following: observation, documental survey, interviews and...

  7. Explaining employees' evaluations of organizational change with the job-demands resources model

    OpenAIRE

    Emmerik, Hetty; Bakker, Arnold; Euwema, Martin

    2009-01-01

    textabstractPurpose: Departing from the Job Demands-Resources (JD-R) model, the paper examined the relationship between job demands and resources on the one hand, and employees' evaluations of organizational change on the other hand. Design/methodology/approach: Participants were 818 faculty members within six faculties of a Dutch university. Data were analyzed using multilevel analyses with faculty as the grouping variable. Findings: For the job demands, results show that emotional demands, ...

  8. Participation’s Effect on Organizational Readiness for Change: An Empirical Study

    Science.gov (United States)

    2003-03-01

    In his three-year field study, Huy employed the circumplex model of emotions to investigate the range of 7 emotional reactions that occurred...during an organizational change process. The circumplex model has two basic dimensions that capture a wide range of human emotions (viz., hedonic value...pleasant-unpleasant] and activation readiness [low versus high activation])” (p. C2). The two emotional dimensions of the circumplex model are

  9. A propitious moment in the midst of crisis: a case study of organizational change in an academic department.

    Science.gov (United States)

    Buckley, Peter F; Grigsby, R Kevin

    2011-01-01

    The authors analyze the change, growth, and healing process of the Department of Psychiatry and Health Behavior at the Medical College of Georgia School of Medicine, which came close to its demise when the department Chair and a senior faculty member were arrested and charged with criminal misconduct related to financial transactions in the department. The authors draw from the literature on leadership, organizational development, and culture change. The department experienced a complex, often exhausting process of organizational change, leading to documented improvement in departmental performance. The transformation of the department exemplifies many broad organizational principles of leadership and strategic development. Copyright © 2011 Academic Psychiatry

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

    Directory of Open Access Journals (Sweden)

    Mohammad Emami

    2013-10-01

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

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

    Directory of Open Access Journals (Sweden)

    Andi Dasmawati

    2014-05-01

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

  12. [Application of theory of organizational change for smoking cessation in workplace].

    Science.gov (United States)

    Gao, Jianing; Zheng, Pinpin; Gao, Junling; Fu, Hua

    2010-11-01

    To explore the feasibility and effectiveness of tobacco control program in manufacture workplace with stage theory of organizational change. Community intervention study was carried out among two manufacture plants of a multinational chemical company in Shanghai during 2008 to 2009. Totally 246 employees in control group and 233 in intervention group were involved. The average age was (34.7 +/- 13.2) years old and (31.1 +/- 11.9) years old, respectively. Four stages of the theory of organizational change were implemented in the intervention group. Self-administered questionnaire was employed prior to and after the interventions to collect the data on employees' smoking behaviours such as smoking prevalence, daily cigarette consumption, perception on smoking's health impact, as well as their quitting intention. After six months, urine cotinine test was given to assess the successful cessation. The current smoking prevalence rate in intervention group was reduced from 59.8% before the study to 39.1% in follow-up (P organizational change is feasible to be implemented within tobacco control program in manufacture workplace. Its application has effectiveness to decrease smoking prevalence and daily cigarette consumption with quitting intention raised. Successful cessation result was also indicated.

  13. REFLECTIVE PRACTICE IN ORGANIZATIONAL LEARNING, CULTURAL SELF-UNDERSTANDING, AND COMMUNITY SELF-STRENGTHENING.

    Science.gov (United States)

    Sparrow, Joshua

    2016-11-01

    The infant mental health field can amplify its effects when it extends its purview beyond the dyad to the larger contexts in which infants and adult caregivers interact and develop over time. Within health, mental health, education, and other human service organizations, the quality of relationships is a critical variable in the individual-level outcomes that such organizations seek. The goals of this work and the means for accomplishing them are highly dependent on human qualities and interactions that are shaped by organizational processes. In communities, too, processes that shape relationships also strongly influence child-, family-, and community-level outcomes. The Touchpoints approach to reflective practice can guide relational processes among professionals, parents, and infants in organizations and communities that influence these outcomes. © 2016 Michigan Association for Infant Mental Health.

  14. Transforming the U.S. Immigration System After 9/11: The Impact of Organizational Change and Collaboration in the Context of Homeland Security

    Science.gov (United States)

    2008-12-01

    it. Kurt Lewin David Nadler and Michael Tushman suggest different types of organizational change in “Organizational Frame Bending: Principles for...Security102 This model can serve as an effective mechanism to not only assist USCIS but also other DHS components in future organizational change ...IMMIGRATION SYSTEM AFTER 9/11: THE IMPACT OF ORGANIZATIONAL CHANGE AND COLLABORATION IN THE CONTEXT OF HOMELAND SECURITY by David Wolfe

  15. Exploring "patient-centered" hospitals: a systematic review to understand change.

    Science.gov (United States)

    Gabutti, Irene; Mascia, Daniele; Cicchetti, Americo

    2017-05-22

    The healthcare scenario in developed countries is changing deeply: patients, who are frequently affected by multi-pathological chronic conditions, have risen their expectations. Simultaneously, there exist dramatic financial pressures which require healthcare organizations to provide more and better services with equal (or decreasing) resources. In response to these challenges, hospitals are facing radical transformations by bridging, redesigning and engaging their organization and staff. This study has the ambitious aim to shed light and clearly label the trends of change hospitals are enhancing in developed economies, in order to fully understand the presence of common trends and which organizational models and features are inspiring the most innovative organizations. The purpose is to make stock of what is known in the field of hospital organization about how hospitals are changing, as well as of how such change may be implemented effectively through managerial tools. To do so the methodology adopted integrates a systematic literature review to a wider engaged research approach. Evidence suggests that the three main pillars of change of the system are given by the progressive patient care model, the patient-centered approach and the lean approach. However, there emerge a number of gaps in what is known about how to exploit drivers of change and their effects. This study confirms that efforts in literature are concentrated in analyzing circumscribed experiences in the implementation of new models and approaches, failing therefore to extend the analysis at the organizational and inter-organizational level in order to legitimately draw consequences to be generalized. There seem to be a number of "gaps" in what is known about how to exploit drivers of change and their effects, suggesting that the research approach privileged till now fails in providing a clear guidance to policy makers and to organizations' management on how to concretely and effectively implement

  16. Developing and Sustaining a Science and Technology Center Education Program: "Inquiry" as a Means for Organizational Change and Institutional Legitimacy

    Science.gov (United States)

    Ball, T.; Hunter, L.

    2010-12-01

    Formal organizations have become ubiquitous in contemporary society and since so many of us spend so much of our daily lives working, learning, and socializing in them it is important to understand not only how they govern our interactions but also how we can incite (and sustain) organizational change. This is especially true for STEM education; learning about science, technology, engineering or mathematics rarely occurs outside of formal settings and educators need to be aware of how learning goals, priorities and practices are permeable to the institutional processes that structure sponsoring organizations. Adopting a historical perspective, this paper reports on organizational changes at the Center for Adaptive Optics in relation to an emerging emphasis on inquiry learning. The results of our analysis show how the inquiry model functioned as a boundary object and was instrumental in transforming members' expectations and assumptions about educational practice in STEM while securing the institutional legitimacy of the CfAO as a whole. Our findings can inform the advancement of educational initiatives within the STEM research community and are particularly useful in relation to concerns around accommodating and integrating individuals from non-dominant backgrounds.

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

    Science.gov (United States)

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

    2018-02-08

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

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

    Directory of Open Access Journals (Sweden)

    M. Nedeljkovic

    2012-12-01

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

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

    Directory of Open Access Journals (Sweden)

    Dorel Mihai Paraschiv

    2012-06-01

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

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

    Science.gov (United States)

    Bartlett, Kenneth; Kang, Dae-seok

    2004-01-01

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

  1. Meeting the needs of cancer patients: is there a need for an organizational change?

    Science.gov (United States)

    Foà, Chiara; Mancini, Tiziana; Prandi, Rossella; Ghirardi, Linda; De Vincenzi, Franca; Cornelli, Maria Cristina; Copelli, Patrizia; Artioli, Giovanna

    2015-01-01

    As stated in the literature the most important needs of cancer patients are not adequately meet. Improving information, communication and education provided have not led to incisive changes in the organizational model of the oncology departments. The study contributes to this direction, by planning an "Integrated Operating Point" (I.O.P.) dedicated to cancer patients and their relatives in Italy. 42 Some professionals, patients and relatives were involved and 42 of them participated in focus group/or interviews. Results of thematic content analysis allow us to sketch out some key elements that I.O.P. should have in order to support cancer patients and their families. Integration of services, continuity of care, and cooperation between professionals involved are key elements that might qualify such organizational development.

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

    DEFF Research Database (Denmark)

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

    by a mechanism of blame, i.e. perceived culpability of those displaced employees with comparatively strong association to organizational failure. Comparing this new theoretical notion with the extant notion of stigma, we suggest that while both are mechanisms compensating for imperfect information, stigma....... Using unique hand-collected qualitative and quantitative data, we examine the careers of the organization’s displaced employees. At odds with extant theory on stigma, we do not find any general status loss. We explain this by the fast decline and aftermath after bankruptcy of this particular...... organization, allowing insufficient time for a stigmatization mechanism. We find that displaced employees most prone to status loss are those having worked organizationally and geographically proximately to the locus of the organization’s failure. We suggest that in lieu of stigma, status change is driven...

  3. Understanding the school 'climate': secondary school children and climate change

    International Nuclear Information System (INIS)

    Kovacs, Susan; Bernier, Sandrine; Blanchet, Aymeric; Derkenne, Chantal; Clement, Florence; Petitjean, Leslie

    2012-01-01

    held in the school under study. A critical description of the nature and content of communicated messages, activities and projects follows. Individual and collective initiatives which foster an interdisciplinary approach to climate change education are identified, as are the various obstacles to this approach, including organizational obstacles and the longstanding traditions of the French educational system which tend to hinder pedagogical innovation. Lastly, the reception of these projects and activities by school children in the second year of secondary school is analyzed. The results of this analysis are somewhat, but not always, encouraging. School children interviewed do not clearly understand the scientific phenomena surrounding climate change, and have difficulty considering this issue within its wider socio-political context. School children's interest in climate change and environmental science is largely dependent upon a perceived link with their own centers of interest or hobbies. School children express nonetheless the need for more and better adult mediation on the question of climate change, even though they see environmentally conscious behavior as contrary to the modern lifestyle of comfort that society offers them. Certain school projects and activities which had a particular impact on school children are discussed, in order to suggest criteria for evaluating the effectiveness (or non-effectiveness) of climate change projects in school. This study can be considered to be a tool for reflection and for the evaluation of the potential impact of climate change programs and messages produced for youngsters in school today

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

    Science.gov (United States)

    Oldenhof, Lieke; Stoopendaal, Annemiek; Putters, Kim

    2016-11-21

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

  5. Attitudes of cynicism, fear and acceptance with the organizational change in a group of executives in Lima (Peru.

    Directory of Open Access Journals (Sweden)

    Enrique Saravia Vergara

    2016-01-01

    Full Text Available The paper analyzes, exploratory level, validation of questionnaire to measure attitudes toward organizational change proposed by the Rabelo, Ros and Torres. The study led to 23 executives in Lima, obtained high levels of reliability and validity for each of the three-dimensional model of attitudes toward organizational change proposed by the authors: "attitudes of cynicism", "attitudes of fear" and "attitudes acceptance" to organizational change. However, factor analysis of each of the three dimensions of the model identified three sub-dimensions, identifying three different groups in each dimension. Results also show that attitudes of acceptance prevail and very closely, attitudes of fear to organizational change. On a lesser extent occurs cynicism reactions. On the other hand, the cluster analysis was able to identify four executive profiles according to their behavior or attitude in organizational change: On the other hand, the cluster analysis was able to identify four executive profiles according to their behavior or attitude in organizational change: a group of executives having a harmonic pattern of cognitions and affections, with high rates of acceptance and few negative attitudes of cynicism and fears; another group of executives who have clarity and coherence of attitudes, with low levels of acceptance and many negative attitudes of fear and cynicism; and a third group of executives having a divergent pattern of attitudes.

  6. Employee Readiness for Organizational Change: A Case Study in an Export Oriented Manufacturing Firm in Sri Lanka

    Directory of Open Access Journals (Sweden)

    Sanjee Udari SAMARANAYAKE

    2017-11-01

    Full Text Available In this article, we investigated the relationships between organizational commitment, trust in peers and management and employee change readiness. The effects of demographic factors such as gender, age, and working experience on employees’ organizational commitment, trust in peers and management and their change readiness were also examined. We conducted a cross sectional questionnaire survey to collect data from a sample of 185 randomly selected employees in an export oriented business firm in Sri Lanka. Pearson Productmoment Correlation test was used to test the strength and direction of the relationships in the hypotheses. A Multiple analysis of variance (MANOVA was employed to analyse the relationships between demographic variables and the three main variables concerned. This article unveiled that organizational commitment and trust in peers and management were significantly and positively correlated to employee readiness for organizational change. The article also revealed the significant association of certain demographic factors with trust in peers and management and employee readiness.

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

    Directory of Open Access Journals (Sweden)

    Armenia Androniceanu

    2012-06-01

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

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

    Directory of Open Access Journals (Sweden)

    Rolando Juan Soliz Estrada

    2007-09-01

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

  9. Specialty Training’s Organizational Readiness for curriculum Change (STORC: validation of a questionnaire

    Directory of Open Access Journals (Sweden)

    Bank L

    2018-01-01

    Full Text Available Lindsay Bank,1,2 Mariëlle Jippes,3 Jimmie Leppink,4 Albert JJA Scherpbier,4 Corry den Rooyen,5 Scheltus J van Luijk,6 Fedde Scheele1,2,7 1Department of Healthcare Education, OLVG Hospital, 2Faculty of Earth and Life Sciences, Athena Institute for Transdisciplinary Research, VU University, Amsterdam, 3Department of Plastic Surgery, Erasmus Medical Center, Rotterdam, 4Faculty of Health, Medicine and Life Sciences, School of Health Professions Education, Maastricht University, Maastricht, 5Movation BV, Maarssen, 6Department of Healthcare Education, Maastricht University Medical Center+, Maastricht, 7School of Medical Sciences, Institute for Education and Training, VU University Medical Center, Amsterdam, the Netherlands Background: The field of postgraduate medical education (PGME is continuously evolving as a result of social demands and advancing educational insights. Change experts contend that organizational readiness for change (ORC is a critical precursor for successful implementation of change initiatives. However, in PGME, assessing change readiness is rarely considered while it could be of great value for managing educational change such as curriculum change. Therefore, in a previous Delphi study the authors developed an instrument for assessing ORC in PGME: Specialty Training’s Organizational Readiness for curriculum Change (STORC. In this study, the psychometric properties of this questionnaire were further explored.Methods: In 2015, STORC was distributed among clinical teaching teams in the Netherlands. The authors conducted a confirmatory factor analysis on the internal factor structure of STORC. The reliability of the measurements was estimated by calculating Cronbach’s alpha for all subscales. Additionally, a behavioral support-for-change measure was distributed as well to assess correlations with change-related behavior.Results: In total, the STORC questionnaire was completed by 856 clinical teaching team members from 39

  10. Secure Supply Chains : Design Restrictions & Organizational Boundaries

    NARCIS (Netherlands)

    Ludema, M.W.

    2009-01-01

    An important issue in the design of secure supply chains is the understanding of the relation between supply chains and the organizational responsibility of specific parts of these supply chains. Organizational boundaries change over time by means of vertical and/or horizontal (des)-integration and

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

    Science.gov (United States)

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

    2013-04-01

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

  12. Global Environmental change: Understanding the Human Dimensions

    International Nuclear Information System (INIS)

    Morrisette, P.M.

    1993-01-01

    This book is from the National Research Council's Committee on the Human dimensions of Global Change. The object is to examine what is known about human dimensions of global environmental change, identify the major immediate needs for knowledge, and recommend a strategy over the next 5-10 years. Case studies are used in human causes of global change. issues related to theory, methods, and data are covered, as well as institutional needs for interdicipinary approaches

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

    Science.gov (United States)

    Fläckman, Birgitta; Hansebo, Görel; Kihlgren, Annica

    2009-03-01

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

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

    Directory of Open Access Journals (Sweden)

    Víctor Alberto Betancourt-Gonzaga

    2017-04-01

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

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

    Directory of Open Access Journals (Sweden)

    LUMINIŢA CRISTINA CIOCAN

    2012-05-01

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

  16. Addressing Tobacco Through Organizational Change (ATTOC) in residential addiction treatment settings.

    Science.gov (United States)

    Guydish, Joseph; Ziedonis, Douglas; Tajima, Barbara; Seward, Greg; Passalacqua, Emma; Chan, Mable; Delucchi, Kevin; Zammarelli, Lucy; Levy, Michael; Kolodziej, Monika; Brigham, Greg

    2012-02-01

    Smoking prevalence among persons in addiction treatment is 3-4 times higher than in the general population. However, treatment programs often report organizational barriers to providing tobacco-related services. This study assessed the effectiveness of a six month organizational change intervention, Addressing Tobacco Through Organizational Change (ATTOC), to improve how programs address tobacco dependence. The ATTOC intervention, implemented in three residential treatment programs, included consultation, staff training, policy development, leadership support and access to nicotine replacement therapy (NRT) medication. Program staff and clients were surveyed at pre- and post-intervention, and at 6 month follow-up. The staff survey measured knowledge of the hazards of smoking, attitudes about and barriers to treating smoking, counselor self-efficacy in providing such services, and practices used to address tobacco. The client survey measured knowledge, attitudes, and tobacco-related services received. NRT use was tracked. From pre- to post-intervention, staff beliefs became more favorable toward treating tobacco dependence (F(1, 163)=7.15, p=0.008), NRT use increased, and tobacco-related practices increased in a non-significant trend (F(1, 123)=3.66, p=0.058). Client attitudes toward treating tobacco dependence became more favorable (F(1, 235)=10.58, p=0.0013) and clients received more tobacco-related services from their program (F(1, 235)=92.86, p<0.0001) and from their counselors (F(1, 235)=61.59, p<0.0001). Most changes remained at follow-up. The ATTOC intervention can help shift the treatment system culture and increase tobacco services in addiction treatment programs. Copyright © 2011 Elsevier Ireland Ltd. All rights reserved.

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

    Science.gov (United States)

    Korns, Michael T.

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

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

    Science.gov (United States)

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

    2018-01-01

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

  19. Stakeholders’ management & Design Thinking: A case study in organizational change project

    Directory of Open Access Journals (Sweden)

    Marcelo Vinicius Di Favari Grotti

    2017-11-01

    Full Text Available The purpose of this work is to investigate the stakeholders’ management within the context of organizational change projects. Furthermore, it also investigates how the stakeholders’ management can be aided by the Design Thinking method. The case study methodological approach was used, and the analysis unit was a project of team work processes integration. The results suggest a synergy between stakeholders’ management techniques and Design Thinking. The Design Thinking fostered greater cooperation and trust among stakeholders owing to its participative approach throughout the development of the project.

  20. Change Interventions of the Ministry of National Education: An Evaluation from an Organizational Perspective

    Directory of Open Access Journals (Sweden)

    Gökhan Kılıçoğlu

    2015-06-01

    Full Text Available Change movements in the Turkish education system have been ongoing since the first years of the Republic. It is clear that restructuring the Ministry of National Education through enacted regulations has moved the current state of the Turkish education system to a different position. In this study, change interventions of the Ministry of National Education are aimed to be examined and the theoretical foundations of these movements are intended to be revealed regarding the organizational theories. This study is designed as a qualitative study in which document analysis is utilized. Government policy documents like laws, legislations, regulations, notices, and decrees enacted between the years of 2009 and 2014 in Turkey are used as data source. By means of examining the conducted changes, this study is thought to present a holistic perspective about the future of the Turkish education system and the tenor in the change initiatives.

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

    Directory of Open Access Journals (Sweden)

    André Tavares de Aquino

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

  2. Understanding Transfer as Personal Change: Concerns, Intentions, and Resistance

    Science.gov (United States)

    Young, Jeani C.

    2013-01-01

    Adult education is about change. Change in knowledge and understanding. Change in attitudes and beliefs. Change in skills and behaviors. The transfer that adult educators and learners often want to achieve is that change. In situations where transfer equals change, models of change can be useful to describe, support, and predict transfer. This…

  3. Understanding a Successful Implementation of Organizational Social Media: A Multi-Site Case Study

    Science.gov (United States)

    Lahman, Caroline D.

    2017-01-01

    The purpose of this dissertation was to examine the successful implementation of social media strategies in multiple organizations. Examining the factors an organization used to implement social media can provide the understanding of the benefits and risks associated with this technology. Some businesses are considered successful using social…

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

    Science.gov (United States)

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

    2015-08-05

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

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

    Directory of Open Access Journals (Sweden)

    Fonseca Luis Miguel

    2017-07-01

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

  6. Information technology, organizational change and firm productivity: A panel study of complementarity effects and clustering patterns in Manufacturing and Services

    OpenAIRE

    Zand, Fardad; Van Beers, Cees; Van Leeuwen, George

    2011-01-01

    Organizational complementarities are an essential factor in the process of creating business value from information technology (IT) investments. Organizational change (OC) is an important complementarity. This paper investigates complementarities between IT capital and OC initiatives of the firm. It analyzes the productivity impact of different clusters of IT and OC in the manufacturing and services sectors of the economy. Three dimensions of OC are studied: process, structure, and boundary c...

  7. Emotions as mediating factors between perception of organizational change after a merger and job satisfaction and job performance

    OpenAIRE

    Delvaux, Ellen; Mesquita, Batja; Vanbeselaere, Norbert; Van Raes, Jan

    2009-01-01

    Job satisfaction and performance are of interest to many organizational researchers because they contribute to a healthy organization. After a merger, employees’ levels of job satisfaction and performance typically decrease. Although the goal of merging usually is to (re)gain financial success, this goal is often not reached due to employees’ merger-related stress reactions (e.g. Terry et al., 1996). Previous studies found that employees’ perception of organizational change due to a merg...

  8. Muscle changes in aging: understanding sarcopenia.

    Science.gov (United States)

    Siparsky, Patrick N; Kirkendall, Donald T; Garrett, William E

    2014-01-01

    Muscle physiology in the aging athlete is complex. Sarcopenia, the age-related decrease in lean muscle mass, can alter activity level and affect quality of life. This review addresses the microscopic and macroscopic changes in muscle with age, recognizes contributing factors including nutrition and changes in hormone levels, and identifies potential pharmacologic agents in clinical trial that may aid in the battle of this complex, costly, and disabling problem. Level 5.

  9. Paleoclimates: Understanding climate change past and present

    Science.gov (United States)

    Cronin, Thomas M.

    2010-01-01

    The field of paleoclimatology relies on physical, chemical, and biological proxies of past climate changes that have been preserved in natural archives such as glacial ice, tree rings, sediments, corals, and speleothems. Paleoclimate archives obtained through field investigations, ocean sediment coring expeditions, ice sheet coring programs, and other projects allow scientists to reconstruct climate change over much of earth's history. When combined with computer model simulations, paleoclimatic reconstructions are used to test hypotheses about the causes of climatic change, such as greenhouse gases, solar variability, earth's orbital variations, and hydrological, oceanic, and tectonic processes. This book is a comprehensive, state-of-the art synthesis of paleoclimate research covering all geological timescales, emphasizing topics that shed light on modern trends in the earth's climate. Thomas M. Cronin discusses recent discoveries about past periods of global warmth, changes in atmospheric greenhouse gas concentrations, abrupt climate and sea-level change, natural temperature variability, and other topics directly relevant to controversies over the causes and impacts of climate change. This text is geared toward advanced undergraduate and graduate students and researchers in geology, geography, biology, glaciology, oceanography, atmospheric sciences, and climate modeling, fields that contribute to paleoclimatology. This volume can also serve as a reference for those requiring a general background on natural climate variability.

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

    Science.gov (United States)

    Haedicke, Michael A

    2012-01-01

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

  11. Understanding Organizational Commitment and Satisfaction of TACOM Life Cycle Management Command Acquisition, Technology, and Logistics Associates

    Science.gov (United States)

    2012-04-01

    collection of information if it does not display a currently valid OMB control number. 1. REPORT DATE 23 MAY 2013 2. REPORT TYPE Academic Thesis 3...they needed the following in their lives to continue being a self-actualized person (Boeree, 2006): Truth, rather than dishonesty UNDERSTANDING...Survey Academic Users Guide 2004. University of Western Ontario. Mowday, R. T., Porter, L. W., & Steers, R. M. (1981). Employee-Organization

  12. Efficacy of Structured Organizational Change Intervention on HIV Testing in Correctional Facilities.

    Science.gov (United States)

    Belenko, Steven; Visher, Christy; Pearson, Frank; Swan, Holly; Pich, Michele; O'Connell, Daniel; Dembo, Richard; Frisman, Linda; Hamilton, Leah; Willett, Jennifer

    2017-06-01

    This article presents findings from a multisite cluster randomized trial of a structured organizational change intervention for improving HIV testing services in jails and prisons. Matched pairs of prison and jail facilities were randomized to experimental and control conditions; all facilities received baseline training about best practices in HIV testing and other HIV services and selected an area of HIV services on which to focus improvement efforts. The experimental facilities formed local change teams and were provided external coaching based on the Network for the Improvement of Addiction Treatment (NIATx) process improvement model. Difference-indifference analyses indicate a significant relative increase in HIV testing in the experimental compared to the control condition. Meta-analyses across the matched pairs indicated a small to medium effect of increased testing overall. The results indicate that the local change team model can achieve significant increases in HIV testing in correctional facilities. Implications for HIV testing policies and challenges for expanding testing are discussed.

  13. Global Environmental Change : Understanding the Human Dimensions

    National Research Council Canada - National Science Library

    Stern, Paul C; Druckman, Daniel; Young, Oran R; National Research Council; National Academy of Sciences; Stern, Paul C; Druckman, Daniel

    ... on the Human Dimensions of Global Change Commission on the Behavioral and Social Sciences and Education National Research Council NATIONAL ACADEMY PRESS Washington, D.C. 1992 Copyrightthe cannot be not from book, paper however, version for formatting, original authoritative the typesetting-specific the as from created publication files ...

  14. Understanding change: Wildfire in Larimer County, Colorado

    Science.gov (United States)

    Hannah Brenkert-Smith; Patricia A. Champ

    2013-01-01

    Wildfire activity continues to plague communities in the American West. Three causes are often identified as key contributors to the wildfire problem: accumulated fuels on public lands due to a history of suppressing wildfires; climate change; and an influx of residents into fire prone areas referred to as the wildland-urban interface (WUI). The latter of these...

  15. Understanding change: Wildfire in Boulder County, Colorado

    Science.gov (United States)

    Hannah Brenkert-Smith; Patricia A. Champ; Amy L. Telligman

    2013-01-01

    Wildfire activity continues to plague communities in the American West. Three causes are often identified as key contributors to the wildfire problem: accumulated fuels on public lands due to a history of suppressing wildfires; climate change; and an influx of residents into fire prone areas referred to as the wildland-urban interface (WUI). The latter of these...

  16. Understanding milling induced changes: Some results

    Indian Academy of Sciences (India)

    Unknown

    size refinement, milling has received wide acceptability due to its potential to drive the changes at ambient conditions which are either not possible or require vigorous condi- tions in conventional processing routes.1–3 For example, while unfavourable decom- position steps restrict the high temperature chemical reactions ...

  17. Understanding milling induced changes: Some results

    Indian Academy of Sciences (India)

    Unknown

    Milling is identified as one of the robust processing routes for synthesizing a variety of materials. Commonly applied to the materials in solid state, the most noticeable change with milling is the reduction in the particle size, generally to nanoscale. In addition to size refinement, milling has received wide acceptability due to its ...

  18. Global environmental change: understanding the human dimensions

    National Research Council Canada - National Science Library

    Stern, Paul C; Young, Oran R; Druckman, Daniel

    ... on the Human Dimensions of Global Change Commission on the Behavioral and Social Sciences and Education National Research Council NATIONAL ACADEMY PRESS Washington, D.C. 1992 Copyrightthe cannot be not from book, paper however, version for formatting, original authoritative the typesetting-specific the as from created publication files ...

  19. Enhancing the informal curriculum of a medical school: a case study in organizational culture change.

    Science.gov (United States)

    Cottingham, Ann H; Suchman, Anthony L; Litzelman, Debra K; Frankel, Richard M; Mossbarger, David L; Williamson, Penelope R; Baldwin, Dewitt C; Inui, Thomas S

    2008-06-01

    Calls for organizational culture change are audible in many health care discourses today, including those focused on medical education, patient safety, service quality, and translational research. In spite of many efforts, traditional "top-down" approaches to changing culture and relational patterns in organizations often disappoint. In an effort to better align our informal curriculum with our formal competency-based curriculum, Indiana University School of Medicine (IUSM) initiated a school-wide culture change project using an alternative, participatory approach that built on the interests, strengths, and values of IUSM individuals and microsystems. Employing a strategy of "emergent design," we began by gathering and presenting stories of IUSM's culture at its best to foster mindfulness of positive relational patterns already present in the IUSM environment. We then tracked and supported new initiatives stimulated by dissemination of the stories. The vision of a new IUSM culture combined with the initial narrative intervention have prompted significant unanticipated shifts in ordinary activities and behavior, including a redesigned admissions process, new relational practices at faculty meetings, student-initiated publications, and modifications of major administrative projects such as department chair performance reviews and mission-based management. Students' satisfaction with their educational experience rose sharply from historical patterns, and reflective narratives describe significant changes in the work and learning environment. This case study of emergent change in a medical school's informal curriculum illustrates the efficacy of novel approaches to organizational development. Large-scale change can be promoted with an emergent, non-prescriptive strategy, an appreciative perspective, and focused and sustained attention to everyday relational patterns.

  20. Organizational behavior in the new organizational era.

    Science.gov (United States)

    Rousseau, D M

    1997-01-01

    Changes in contemporary firms and their competitive environments translate into a new focus in organizational research. This chapter reviews organizational behavior research reflecting the shift from corporatist organizations to organizing. Key research themes include emerging employment relations, managing the performance paradox, goal setting and self-management, discontinuous information processing, organization learning, organizational change and individual transitions, and the implications of change for work-nonwork relations. Research into organizing is building upon and extending many of the field's traditional concepts. This chapter suggests that some assumptions of organizational behavior research are being superseded by those more responsive to the new organizational era.

  1. Exploring elementary students’ understanding of energy and climate change

    Directory of Open Access Journals (Sweden)

    Colin BOYLAN

    2008-10-01

    Full Text Available As environmental changes become a significant societal issue, elementary science curriculaneed to develop students’ understanding about the key concepts of energy and climate change.For teachers, developing quality learning experiences involves establishing what theirstudents’ prior understanding about energy and climate change are. A survey was developed toexplore what elementary students know and understand about renewable and non-renewablesources of energy and their relationship to climate change issues. The findings from thissurvey are reported in this paper.

  2. An Organizational Approach to Understanding Sex and Race Segregation in U.S. Workplaces

    Science.gov (United States)

    McTague, Tricia; Stainback, Kevin; Tomaskovic-Devey, Donald

    2009-01-01

    This article examines the influence of resource dependence and institutional processes on post-Civil Rights Act changes in private sector workplace segregation. We use data collected by the U.S. Equal Employment Opportunity Commission from 1966 through 2000 to examine organizations embedded within their firm, industry, local labor market and…

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

    International Nuclear Information System (INIS)

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

    2009-01-01

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

  4. Addressing Tobacco Use Through Organizational Change: A Case Study of an Addiction Treatment Organization†

    Science.gov (United States)

    Ziedonis, Douglas M.; Zammarelli, Lucy; Seward, Gregory; Oliver, Karen; Guydish, Joseph; Hobart, Marie; Meltzer, Bruce

    2010-01-01

    Compared to the general population, persons entering addiction treatment are three to four times more likely to be tobacco dependent and even addiction treatment staff members are two to three times more likely to be tobacco dependent. In these settings, tobacco use continues to be the norm; however addiction treatment programs are increasingly aware of the need to assess for and treat tobacco dependence. The problem is a cultural issue that is so ingrained that assumptions about tobacco use and dependence in addiction treatment are rarely questioned. Denial, minimization, and rationalization are common barriers to recovery from other addictions; now is the time to recognize how tobacco use and dependence must be similarly approached. This article describes the Addressing Tobacco through Organizational Change (ATTOC) model which has successfully helped many addiction treatment programs to more effectively address tobacco use. The article will review the six core strategies used to implement the ATTOC intervention, the 12-Step approach guiding the model, and describe a case study where the intervention was implemented in one clinic setting. Other treatment programs may use the experience and lessons learned from using the ATTOC organizational change model to better address tobacco use in the context of drug abuse treatment. PMID:18303702

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

    Energy Technology Data Exchange (ETDEWEB)

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

    2009-11-15

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

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

    Directory of Open Access Journals (Sweden)

    Pártlová Petra

    2017-09-01

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

  7. Climate changes - To understand and to react

    International Nuclear Information System (INIS)

    2011-01-01

    The first part of this report recalls the definition of the greenhouse effect, comments the climate past variations, outlines that climate changes are already here and that greenhouse effect has a human origin, and discusses the expected impacts during the 21. century. The second part presents the basis of international action in the struggle against climate change, outlines the necessity to strengthen this international action, describes the role of Europe in international negotiations on climate, outlines the need of an international agreement on climate, proposes an overview of the French climate policy (national and local actions), and outlines that some political responses do not match with sustainable development (nuclear energy, agro-fuels, carbon capture and storage, shale gas and oil). The third part indicates how one can compute his own impact on climate, and presents some collective and citizen innovative initiatives in the fields of agriculture and food, of energy, of transports and mobility, and of wastes

  8. Clinicians' perceptions of organizational readiness for change in the context of clinical information system projects: insights from two cross-sectional surveys

    Science.gov (United States)

    2011-01-01

    Organizational readiness is arguably a key factor involved in clinicians' initial support for clinical information system initiatives. As healthcare organizations continue to invest in information technologies to improve quality and continuity of care and reduce costs, understanding the factors that influence organizational readiness for change represents an important avenue for future research. PMID:21356080

  9. Clinicians' perceptions of organizational readiness for change in the context of clinical information system projects: insights from two cross-sectional surveys.

    Science.gov (United States)

    Paré, Guy; Sicotte, Claude; Poba-Nzaou, Placide; Balouzakis, George

    2011-02-28

    factor involved in clinicians' initial support for clinical information system initiatives. As healthcare organizations continue to invest in information technologies to improve quality and continuity of care and reduce costs, understanding the factors that influence organizational readiness for change represents an important avenue for future research.

  10. Clinicians' perceptions of organizational readiness for change in the context of clinical information system projects: insights from two cross-sectional surveys

    Directory of Open Access Journals (Sweden)

    Poba-Nzaou Placide

    2011-02-01

    are provided. Conclusions Organizational readiness is arguably a key factor involved in clinicians' initial support for clinical information system initiatives. As healthcare organizations continue to invest in information technologies to improve quality and continuity of care and reduce costs, understanding the factors that influence organizational readiness for change represents an important avenue for future research.

  11. Economic Approaches to Understanding Change in Happiness

    OpenAIRE

    Powdthavee, Nattavudh; Stutzer, Alois

    2014-01-01

    Are people condemned to an inherent level of experienced happiness? A review of the economic research on subjective well-being gives reason to the assessment that happiness can change. First, empirical findings clearly indicate that people are not indifferent to adverse living conditions when reporting their subjective well-being as observed for limited freedom of choice, low levels of democratization, unemployment, low income, etc. Second, considering people's adaptation to life events and (...

  12. CALM: Complex Adaptive System (CAS)-Based Decision Support for Enabling Organizational Change

    Science.gov (United States)

    Adler, Richard M.; Koehn, David J.

    Guiding organizations through transformational changes such as restructuring or adopting new technologies is a daunting task. Such changes generate workforce uncertainty, fear, and resistance, reducing morale, focus and performance. Conventional project management techniques fail to mitigate these disruptive effects, because social and individual changes are non-mechanistic, organic phenomena. CALM (for Change, Adaptation, Learning Model) is an innovative decision support system for enabling change based on CAS principles. CALM provides a low risk method for validating and refining change strategies that combines scenario planning techniques with "what-if" behavioral simulation. In essence, CALM "test drives" change strategies before rolling them out, allowing organizations to practice and learn from virtual rather than actual mistakes. This paper describes the CALM modeling methodology, including our metrics for measuring organizational readiness to respond to change and other major CALM scenario elements: prospective change strategies; alternate futures; and key situational dynamics. We then describe CALM's simulation engine for projecting scenario outcomes and its associated analytics. CALM's simulator unifies diverse behavioral simulation paradigms including: adaptive agents; system dynamics; Monte Carlo; event- and process-based techniques. CALM's embodiment of CAS dynamics helps organizations reduce risk and improve confidence and consistency in critical strategies for enabling transformations.

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

    Science.gov (United States)

    Johnson, Charlotte Clay

    2013-01-01

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

  14. The Race To Understand A Changing Planet

    Science.gov (United States)

    Sellers, Piers J.

    2012-01-01

    The Earth's climate is changing rapidly. In some respects, the rate of change is outpacing the predictions of only a few years ago. The challenge to Earth Science is to put forward credible projections of possible future climates so that the public and policy makers can make science-based decisions about energy development strategies. Models, observations and experiments all play strong roles in improving knowledge and increasing confidence in our predictions. The models have progressed from simple, coarse-resolution descriptions of atmospheric dynamics and physics only twenty years ago, to full-up Earth System models (ESMs) that include complete descriptions of the oceans and cryosphere. It has been convincingly argued that such complexity - the construction of realistic "toy" Earth's - is necessary to address the complex processes involved in climate change, including not only the physical atmosphere, oceans and cryosphere, but also the carbon cycle - both its natural and anthropogenic components - and the biosphere. Observations, particularly satellite observations, have more or less kept pace with the demands of the modelers, being able to observe progressively more and different facets of the Earth system, but the global satellite fleet is in need of an overhaul very soon. Lastly, field experiments and process studies confront the models with facts and allow us to develop more sophisticated and accurate satellite data algorithms. The challenges facing our relatively small Earth and planetary science communities are considerable and the stakes are significant. The stakeholders, now numbering 7 billion but soon to be 10 billion, will be relying on our results and capabilitie's to guide them into the future.

  15. Exploring Elementary Students' Understanding of Energy and Climate Change

    Science.gov (United States)

    Boylan, Colin

    2008-01-01

    As environmental changes become a significant societal issue, elementary science curricula need to develop students' understanding about the key concepts of energy and climate change. For teachers, developing quality learning experiences involves establishing what their students' prior understanding about energy and climate change are. A survey…

  16. Assessing Elementary Science Methods Students' Understanding about Global Climate Change

    Science.gov (United States)

    Lambert, Julie L.; Lindgren, Joan; Bleicher, Robert

    2012-01-01

    Global climate change, referred to as climate change in this paper, has become an important planetary issue, and given that K-12 students have numerous alternative conceptions or lack of prior knowledge, it is critical that teachers have an understanding of the fundamental science underlying climate change. Teachers need to understand the natural…

  17. Computers and Organizational Change Factors That Influence Useful Adoption of Computer Applications

    Science.gov (United States)

    Davis, Howard R.; Salasin, Susan E.

    1982-01-01

    The spread of computer applications and their usefulness in improving patient care and organizational change are impressive. However, an unevenness in the impact has occurred - as can be expected in the diffusion of innovation process, in general. Later-adopting persons and organizations need the attention of researchers and innovation experts in this field. Factors that can be addressed in fostering appropriate change through computer applications are: (1) feeling of the need for the application; (2) clarity on how to employ the technology; (3) degree of fit with the style and values of the host facilities; (4) special local circumstances and timing; (5) resistances, both rational and subtle; (6) anticipation, or direct experience of benefits from computer aplication; and (7) abilities and resources that are required for successful system operation.

  18. Creating Positive Employee Change Evaluation: The Role of Different Levels of Organizational Support and Change Participation

    OpenAIRE

    Fuchs, S; Prouska, R

    2014-01-01

    Organizations are faced with fast-paced change and the need to ensure ongoing change intervention success. There is, however, evidence that employees who have experienced poor change management in the past are more likely to resist new changes. This is because poor change management is likely to create more adverse attitudes towards new changes, such attitudes in turn are likely to increase employees' resistance to change, a key factor for change failure, which can further contribute to an em...

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

    Science.gov (United States)

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

    2017-06-01

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

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

    Science.gov (United States)

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

    2012-02-20

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