Showing papers on "Culture change published in 1993"

On cultural change: Using the competing values framework to help leaders execute a transformational strategy

Abstract: This article describes how the Competing Values Framework (Quinn, 1988) can be used to assess an organization's existing and desired culture and how one organization consultant uses the assessments of an organization's existing and desired cultures to bring about major cultural changes. A process is described that assesses what leaders or leadership teams mean when they say they want to change the culture of their organization, what benefits they expect to accrue from the desired cultural change, what action steps they will take to achieve the desired cultural change, and how evaluation can be carried out to assess whether culture change has actually been achieved. © 1993 by John Wiley & Sons, Inc.

Creating Culture Change: The Key to Successful Total Quality Management

Abstract: (1993). Creating Culture Change: The Key to Successful Total Quality Management. Journal of the Operational Research Society: Vol. 44, No. 5, pp. 525-526.

Structure and History

Abstract: This chapter is an exploration of some of the problems encountered in combining archaeological, historical, and ethnographic data in synthetic studies of culture change in the contact period. Combining these sorts of data effectively is critical for understanding cultural change in the context of contact situations. It is worth exploring the kinds of problems we often encounter in combining these various data because the examination points to theoretical, disciplinary, and epistemological conflicts that can frustrate the objectives of research concerning culture change undertaken in the context of a contact situation.

Of Mergers, Marriage and Divorce: THE ISSUES OF STAFF RETENTION

Abstract: Mergers and acquisitions frequently result in job losses. At the same time, many organizations experience an unplanned and often undesirable exodus of talented personnel post merger or acquisition. Objective merger reselection procedures can play a useful role in guiding organizational retention decisions, but such procedures are likely to take time and may be ineffective in stemming the more immediate post‐acquisition drift. Individuals may leave the organization because they find themselves incongruent with the new culture; but they may also leave because they are uncertain, confused, or finding themselves in an ambiguous working environment. Discusses the similarities between merger and marriage, and outlines three types of organizational marriage and their implications for culture change.

Psychological type and corporate culture: Relationship and dynamics

Abstract: The interaction of a manager's psychological type and the corporate culture in which he or she works is explored, finding that certain psychological types predominate in certain cultures. The relationship is most pronounced amongst senior managers and can lead to ‘type homogeneity’ in top management teams. This tendency of managers of a similar psychological type to congregate and form homogeneous enclaves has a number of implications for organizational effectiveness. Type homogeneity may have positive consequences such as team harmony and cohesion, as well as negative consequences like strategic myopia, unfairness in promotion and difficulty of culture change. These issues are discussed and explored to provide a deeper understanding of how type and culture interact and the resulting consequences for organizational effectiveness.

Facilitating public sector organisatonal culture change through the processes of transformational leadership: A study integrating strategic options development and analysis with the cultural values survey

Abstract: The management of change is increasingly important in the public sector. Legislative change and the demands of society are presenting new challenges to a sector that is, perhaps, noted more for its bureaucracy than its adaptability. The change goes deeper than the normal addition of statutory responsibilities and has a significant impact on the managerial philosophies and organisational cultures. There is a growing requirement for all levels of organisation to think strategically, to lead are well as to manage. If the public sector is to meet these challenges, and to enable service provision in an effective and efficient manner, then it must adapt to meet changes in the environment. Change manifests itself in different ways for particular services. For example, in education, LEAs are experiencing a high degree of turbulence because of a variety of Government initiatives such as ’Opting Out’, Local Management of Schools, and the changing roles of advisors, inspectors, head teachers and governors. Social Services continue to digest the implications of Care in the Community, often together with major reorganisations involving the creation of devolved or area structures. However, despite these differences, the common theme is one of ever-increasing change demanding an organisational response that is frequently nothing less than a radical transformation.

Employee involvement and communication Strategies for managing change

Abstract: During the 1980s, many companies embarked on ‘culture change’ programmes that were designed to achieve a shift from traditional command and control models of management to more open, participative styles founded on employee involvement. New employee relations initiatives designed to communicate change and get closer to employees were a fundamental feature of this transformation. Here, Dr Caldwell proposes a model of employee involvement and communication, which helps to clarify the nature of the shift from the closed to the open organization of the future.

Corporate Change Programmes: A False Panacea?

Abstract: Argues that groups within the organization play a significant role in enabling it to face a hostile environment. Describes how groups translate their culture into work patterns and argues that this is an important factor in any change programme. Questions the motives and effectiveness of culture change programmes. Questions the use of corporate structural reorganizations as a response to external environmental factors and suggests it may not be as effective as may be thought due to these groups. Concludes that the paradox of stability and change must be created to manage the organization effectively through these turbulent times.

The development and content validation of a preliminary multidimensional and multicultural measure of culture change for Italian-Canadians

Abstract: Examines to what degree Italian-Canadians have been adapting to English-Canadian life and culture.