Showing papers on "Culture change published in 1995"

Organization Culture, Distribution and Amount of Control, and Perceptions of Quality An Empirical Study of Linkages

Abstract: Normative aspects of organization culture, the distribution and total amount of control, employee performance and perceived quality of service were investigated in a cross-sectional study (n = 823) involving subjects from 159 organizations. A model integrating these constructs is presented, followed by an empirical investigation of hypothesized linkages. Significant relationships were found between organization culture and control distribution, culture and total amount of control, culture and service quality, culture and employee performance, and total control and service quality. Contemporary organizations are making substantial financial and human resource investments in training in problem analysis and problem solving techniques, within the context of Total Quality Management (TQM) programs and, in some cases, culture change efforts (Beer, Eisenstat, & Spector, 1990). These investments are being made in the belief, rooted partly in the "human relations management" movement (Fayol, 1946; Likert, 1961; M...

Psychopathology and personal agency: Modernity, culture change and eating disorders in South Asian societies

Abstract: The cultural contribution to psychopathology may become more salient in situations of social change, but it remains difficult to distinguish individual agency among wider social and economic transitions, such as 'modernization' or simply 'culture change', which carry the potential for recourse to new patterns. Eating disorders, a biosocial pattern once identified exclusively with European societies, do occur among South Asian women including those living in the West. This seems not just a simple appropriation of contemporary Western ideals of female morphology--the 'fear of fatness'-but a reassertion of an instrumental strategy of self-renunciation in situations of experienced constraint.

Appropriating Competence: the competency movement, the New Right and the ‘culture change’ project

Abstract: This paper raises some critical issues concerning ‘competency’ as represented, today, by the National Council for Vocational Qualifications and, earlier, by the Manpower Services Commission. It is argued that the narrowly behaviouristic model supported by the ‘competency movement’ is only one of the many ways in which competence has been approached within the social sciences. The issue of why those agencies should have promoted this particular model of competence is explored, using Bernstein's concept of ‘pedagogic discourse’. It is argued that competency should be located within the political context of the policies with which it is associated. The promotion of competency can be understood in terms of political aspirations of the New Right to change the culture of British institutions and economic life in the direction of a neo‐liberal market ideology. The problems of competency are explored with reference to its methodology and the manner in which it represents ‘the world of work’ and competenc...

Intervening in the Cultural Constitution of Systems—Methodological Complementarism and other Visions for Systems Research

Abstract: This paper uses a culture perspective to examine the complementarist idea of combining hard, soft and critical methodologies in systems research The culture perspective is adopted because it reminds us that all research is underpinned by socially constructed meanings that often severely constrain the range of options that are possible It is particularly appropriate, therefore, in the context of a situation where systems researchers are being urged to develop their research capabilities in distinctive ways The future prospects for complementarism are examined in relation to two major factors—its cultural ‘content’, and the overall level of receptiveness to culture change in the systems community

Principles, criteria and indicators: applying Ockham’s Razor to the people-forestry link

Abstract: This concept paper addresses those elements in the people-forest interface which we perceive as critical to sustainable forest management, based on our own training and experience, as well as two field tests of the conceptual framework (in Kalimantan and Cote d'Ivoire ) Initially, we define our use of important terms, like sustainability, well being/needs, and people; and make clear some of our assumptions We briefly allude to four pertinent conceptual and policy issues, including the role of people in relation to the forest; the significance of maintaining cultural diversity; the relationships among cultural integrity, culture change, and stakeholder participation; and finally, policy issues pertaining to land use, population, and people's participation The body of the paper discusses two principles, each with three associated criteria An appendix lists principles, criteria, indicators and verifiers found useful in our field tests We conclude briefly by describing future research plans, focused on refining our definitions of stakeholders, testing the importance of inter- generational access to resources and people's participation in sustainable forest management, and testing the applicability of such criteria and indicators for community forestry contexts

Mentoring in the mainstream

Abstract: Argues that mentoring can play an important role in the emerging mainstream of management development and in achieving organizational change. Discusses the roles and benefits of mentoring for the mentor, the mentee and the organization in terms of leadership/management development, succession planning, communication improvement, culture change, key competence identification and inculcating a cross‐functional approach to management. Concludes that, although mentoring on its own cannot create organizational change, it can allow an organization to keep pace with change and unleash individual potential and talent.

Managing change, human resource management and Timex

Abstract: This article: sets out the attempts to bring about strategic change at Timex in Dundee over a 50 year association with the city; discusses the problems of moving from a mass production, make-for-stock strategy to a subcontracting, make-to-order strategy in the context of the Timex corporation's global strategy and organizational configuration; discusses the role of leadership, management style and human resource management in bringing about culture change: explains the problems of Timex as a failure of the US and home-based management to think strategically and think culturally

Television and cultural politics in Mexico: Some notes on Televisa, the state, and transnational culture

Abstract: The Mexican state's recent adoption of neoliberal policies has accentuated the mass media's role in construction of Mexico's national culture. The focus of this article is the shift of the locus of ideological influences from a function of the state to the domain of the culture industries. Specifically, the article examines how the private television conglomerate Televisa's power and prestige have grown while a shifting marketplace, rapid technological change, and political discord have caused the government largely to abandon its role as caretaker of Mexican culture identity. As the government has become increasingly unstable, Televisa—privately owned, largely free of government control, and adept at negotiating the global market—has emerged as one of the more stable institutions in Mexico and as the unlikely, but central, force in defining national culture. These political and economic processes have converged to reshape the contours of national culture, and frame possibilities for the reinterpretation ...

The democratic dimension of quality, innovation and long‐term success

Abstract: Contrasts traditional western organizations with more democratically run high performance cultures. Opposing interpersonal attitudes and skills at the root of this contrast are identified. Illustrates academic evasion of the democratic dimension, allowing managers to marginalize vital attitudes and skills, and misapply strategies to reinforce the traditional command‐and‐control culture. Prevailing hierarchical attitudes are exemplified to be the cause of the high failure rate of TQM, employee involvement, customer care programmes, etc. Consultants and academics are urged to highlight the need to tackle core attitudes at the head of organizations as the key prerequisite of radical culture change, high learning and innovation, and long‐term competitiveness.

Privatization : implications for corporate culture change

Abstract: Global privatization privatization - implications for corporate culture change theorectical views of culture and culture change the British case studies UK cross case analysis - Jaguar cars, BNFL, BA and BAA Usiminas - the Brazilian case study summmary and conclusions.

Improving health service quality from within: the case of United Leeds Teaching Hospitals NHS Trust.

Abstract: Illustrates how the implementation of the internal customer concept has assisted United Leeds Teaching Hospitals NHS Trust to establish a culture for quality. Explains the conceptual framework on which the notion of the internal customer is derived. Describes how, from 1992 to date, the Trust's quality management approach was designed to apply these management principles in a large teaching hospital setting. Outlines how this quality management approach has been successful in enabling departmental managers to recognize, develop and improve internal customer/supplier relationships. Concludes by explaining that business process re-engineering is now being applied as a prime quality tool to help deliver a major culture change throughout the organization.

Releasing middle management potential: part 1

Abstract: Presents findings of research into culture change among middle managers. Middle managers from 46 privatized organizations in the UK formed the survey group, and their attitudes towards the process of privatization and the culture change from public to private sector were recorded and discussed. Results show that managers have a positive attitude towards the changes and a willingness to adapt their role by becoming more proactive in the change process.

Human Resources in a Changing Society: Balancing Compliance and Development

Abstract: Foreword Preface Introduction The Issues The Bogged Down Process: Human Resources as a Tangled Web The Imbalances in Human Resources: Problems with the Web Creating a Synergistic Process: The Challenge to Change A Look at Ineffective Human Resource Management: Gazing into Our Past and Present The Strategy The Search for Blended Skills: Describing the Balance in Compliance and Development The Process of Change: How An Organization Prepares for the Future Restructuring Human Resources Functions: Putting Thoughts and Words into Action Embracing Technological Advances A Step-by-Step Approach to Human Resources Culture Change The Changes A Workshop for Change: Walking the Path Toward Development and Compliance A Case Study in Culture Change Creating a New Human Resources Department The Courage to Be: Embracing Compliance and Development in a Human Resources Department Appendix

Culture change for total quality: An action guide for managers in social and health care services

Abstract: Many managers will be aware that culture is a vital ingredient of a successful quality programme, but may have concerns over whether they can achieve it. This book aims to provide the answers. Written in the form of a practical action guide, it takes the reader through a series of steps which will begin the process of developing a total quality culture throughout any care sector organization. In addition to factors relevant in any organization, issues central to the culture of a care service are dealt with, including empowerment of the service users, relationships with governing bodies, and the effects of bureaucracy. Emphasis is on practical guidance throughout, drawing on actual examples with supporting theory where appropriate.

Assessing and developing team effectiveness.

Abstract: Introduction of new decision-oriented information technology, a powerful means of improving competitive performance, can be viewed as one of six elements of culture change. By creating more knowledgeable employees, old hierarchical norms become counterproductive. This demands upgrading job descriptions, collaborative skills, cross-functional networking, pay and progression systems, and leadership styles.

Total Quality Management : the development, application and analysis of a Total Quality Management paradigm in healthcare.

Abstract: The research programme focuses on Total Quality Management adoption and application TQM which is established in a number of businesses and industries has more recently been introduced into healthcare TQM definition and eclectic paradigm has been developed and tested for establishing quality performance and distinguishing radical change and continuous improvement approach A number of critical elements and variables concerning implementation and application are identified which pertain to organisations which through size and bureaucracy operate with diverse missions, a wide range of systems and are characterised by degrees of rigidity from an employee mix of multiple knowledge, understanding competences skills and hence commitment Research was conducted in healthcare provider organisations, which involved eighty-three NHS hospitals/Trusts, wherein two pilot, twelve TQM demonstration and sixty-nine sites were involved The main focus concerned a case study Trust, which although demonstrating keen interest in quality management had not reached the formative stages of developing TQM definition or paradigm The research framework is based on a number of approaches in that methods selected for evaluation were appropriate both to the situation and the context of TQM strategies being examined Intention was to identify successes and failures of the TQM processes applied, establish similarities and distinguishable differences and determine extent to which TOM objectives were achieved and the impact of the processes on specific groups The investigation was undertaken using longitudinal analysis which involved in-depth interviews with top managers and clinicians and a mix of employees, customers, potential customers and purchasers in the form of managers, consultants, hospital doctors, nurses, support services personnel, patients, members of the public and GPs TOM Awareness and Action Seminars and Workshops involving personnel from a variety of international healthcare organisations provided an additional source of data Self-completion questionnaires were also used Data analysis compares and contrasts varying TQM models, processes, activities and results from degree of emphasis placed on critical elements and variables Stage predictions and resulting outcomes are presented and quality of care improvements suggested from analysis of customer perceptions of quality and value The findings show significant variations in approach between the hospitals/Trusts in matters which concern organisation, management and culture issues, resulting in a high proportion viewing TOM process as evolution from quality assurance to radical change, hospital process re-engineering and patient focused care A minority only included such processes in their application of TQM Key conclusions result from attempt at establishing some measure of success and failure from TQM implementation and application Findings contribute to the extant literature specifically in that beyond top management and clinician commitment to high level strategic focus is a combination of facilitator-led culture change, motivation and shared values directing attention to exceeding that of merely doing enough for reducing poor quality and customer complaints Patient involvement in TOM is more problematic than literature suggests from both the patients and professionals perspectives of patient empowerment Bottom-up action focused TQM paradigm working simultaneously with top down support and commitment requires barrier breaking, culture transformation and the establishment of internal/external customer and supplier chains and seeking to establish opportunities for continuous improvement and radical change in advance of attempts at in-depth implementation and evaluation It is not over-statement to conclude that the majority of managers and clinicians were unaware of the costs of getting things wrong Despite TOM being acted upon as driving force for competition most had limited knowledge of how much non-quality cost them, suggesting that they had not earlier thought it necessary to measure the costs of none or low quality Research results, irrespective of applications definition or paradigm, question the views that TQM is long-term process Whether these may be concluded as desire to integrate TOM with other foci or vacuum sucking in panaceas was unclear It was clear however that although quality in healthcare is sacred total quality management is not

Organizational culture change and management development

Abstract: The approach adopted in the facilitation of this change process was based on extensive experience of working in the Public Sector over the last decade. Culture change is a much debated issue, and whilst a rigorous examination of such approaches is beyond the scope of the discussion here, we argue that any efforts in this arena must acknowledge the complexity of the task. In practice organizational culture is not a single, identifiable phenomenon: it is experienced differently and variously throughout an organization. We do find, however, that as a concept it has value in organizational development as a means of facilitating the exploration of key aspects of behaviour and performance. We are thus not seeking certainty and precision, but rather looking for open discussion, a sense of ownership rather than mere involvement, and a developing consensus rather than agreement. The iterative nature of the change process is central. In the case presented here we identify progress in defining and operationalising a new culture throughout the organization, but we would not claim to have established a common view of that culture. Nor would we claim that the task is complete. The struggle of this programme has been to engage in open and challenging dialogue, to work with conflict, and to live simultaneously with both a sense of achievement and a sense of stuckness.