Showing papers on "Culture change published in 1996"

Shared care: a review of the literature

Abstract: This review examines broad issues of concern regarding the primary/secondary care interface. The main purpose was to identify areas of good practice which could be adapted for more general use. One of the most fundamental aspects identified was communication, which is discussed in some detail. Also covered are shared prescribing and disease management. The data suggest that the most effective system(s) of shared care has yet to be established. Further qualitative and economic evaluations are required, taking into account patient preferences. Although the literature does describe certain practice exemplars, it is clear that inter- and intra-professional communication continues to be a problem. Whilst information technology may provide some of the solutions, it is concluded that a culture change, which compels health professionals to make sharing of patient information a much higher priority, is required.

The organizational culture saga ‐ from OD to TQM: a critical review of the literature. Part 2 ‐ applications

Abstract: Presents the second in a series of two articles tracing the saga of the organizational culture literature from the organization development model through to the recent interest in total quality management (TQM), forming a link between the three concepts. It is argued that, while TQM has separate origins from the culture movement, the two fields have recently converged with the idea that to achieve “excellence” and “quality”, it is necessary either to change or work with the culture of an organization. Following on from the first article which dealt with literature that was mainly of academic interest, such as concepts and methods of study, diagnosis and measurement, reviews the literature that heralds and then reflects the growing interest in utilitarianism. This literature is concerned with attempts to study, implement and measure culture change, and with the emerging relationship between culture and TQM.

Culture and change : an introduction

Abstract: Preface Introduction Culture Context Evolution and Change Processes of Change Change Agents and Focal Groups Culture Change Strategies Dynamics of Change Accomplishing Change Conclusions and Prospects Bibliography Index

Implementing cultural change through human resources: the elusive organization alchemy?

Abstract: Examines approaches taken by two UK hotels for survival in the current complex environment in which greater competition, market changes and technological advances are affecting the manner in which the hospitality industry is operating. Examines strategies which have been implemented in an attempt to ensure long‐term success. Analyses the manner in which these organizations have undertaken the process of culture change in order to achieve and maintain a competitive advantage. Focuses on the role of human resource management within this process.

Technology management and american culture: Implications for business process redesign

Abstract: Seeing beyond corporate cultural boundaries is a necessary first step toward effective process integration and corporate transformation. But to ignore national culture is to invite failure. OVERVIEW: Culture creates barriers to business process reengineering. Three distinctive levels of culture must be recognized in process redesign-national, corporate and work group culture. American national culture has the most profound influence. Individualism and autonomy are key features of American culture that work against the logic of process integration and commonization by rewarding individuals for pursuing their own self-interests. This tendency also generates a lack of trust, which in turn creates barriers to sharing electronic data. Reengineering difficulties are exacerbated by an American fascination with technological solutions, and a view of new technology as a "silver bullet" that yields benefits automatically. Often, process redesign cannot be implemented without culture change. Culture can be influenced by exposing internal groups to external pressures, ensuring employee participation in reengineering, recognizing that training alone does not achieve culture change, redefining group boundaries, managing anti-champions, building trust, and leveraging the strengths of national and corporate culture. To compete effectively in world markets, many American corporations are attempting to redesign basic processes in ways that enable closer collaboration or integration of Marietta Baba is professor and chair of the Department of Anthropology at Wayne State University, in Detroit, Michigan. She is founder of the department's graduate program in business and industrial anthropology. She has been on loan to the National Science Foundation during 19941996 to direct the launch of NSF's new industry-funded research program on Transformations to Quality Organizations. She holds a Ph.D. in anthropology and an MBA. E-mail address: Internet:75031.322@compuserve.com Donald Falkenburg is professor and chair of the Department of Industrial and Manufacturing Engineering at Wayne State University. Previously, he was vice president for research and acting president of the Industrial Technology Institute in Ann Arbor, Michigan. He has a Ph.D. in systems engineering. David Hill has an executive background in information management, manufacturing and international trade obtained through a variety of operating assignments with General Motors Corporation in the United States and abroad. Most recently, he was executive in charge, Corporate Information Management. He holds an M.S. in mechanical engineering. internal functions and/or external relationships. Integration of business processes often is equated with the introduction of new information technology (IT). Investing in IT, however, does not guarantee benefits. In a review of several recent studies, Majchrzak reported failure rates for the implementation of computer-automated technology in American industry that ranged from 30 to 75 percent (1). One explanation for these difficulties is that IT is only an enabler of better business processes; as an enabler, it cannot of itself achieve process improvement. Adler and others have reviewed in detail changes in workforce skills, work procedures, organizational structure, strategy, and culture that must accompany the introduction of advanced computer-automation if corporations are to realize the full benefits of IT (2). Culture in particular is mentioned frequently as an important factor affecting redesign efforts, but its nature and implications typically are not understood sufficiently to provide a base of knowledge for planned culture change. In this article, we address this need by exploring the role of culture in business process-redesign, and by providing suggestions for managers who are engaged in implementing new information technology aimed at process change. Although cultural factors may affect virtually any element of a process redesign initiation (e. …

Managing culture change: can it ever be ethical?

Abstract: Considers corporate culture management as an area where ethical concern and analysis has been weak. Examines justification of corporate culture management as an essential ingredient for corporate success, and finds little evidence to support a consequentialist ethic. Proceeds to identify areas where ethical issues might arise in the process of corporate culture change, particularly the role of change agents, and the ethical outcomes of the “unfreeze‐change‐refreeze” process. Illustrates these by reference to two case studies of corporate culture change programmes. Finally, concludes with reflection on potential ethical frameworks for the interpretation and guidance of corporate culture management initiatives. Makes a case for communitarian ethics, and outlines their implications for culture management.

The organizational culture saga ‐ from OD to TQM: a critical review of the literature. Part 1 ‐ concepts and early trends

Abstract: The first in a series of two articles, traces the saga of the organizational culture literature from the organization development model through to the recent interest in total quality management, forming a link between the three concepts. The literature has, at various times ‐ and sometimes concurrently ‐ defined the concept of culture, prescribed methods of study and diagnosis, discussed the possibility of culture change and often prescribed change methods, recommended methods to evaluate the extent and success of change and, most recently, looked at the part culture and culture change play in achieving total quality through the medium of total quality management. With few exceptions, the notion of managerial control is not addressed. Argues that, while TQM had separate origins from the culture movement, the two fields have converged recently with the idea that to achieve “excellence” and “quality”, it is necessary either to change or work with the culture of an organization. Reviews the literature concerned with defining the concept of culture itself and recommended methods of study, diagnosis and measurement, themes that occur predominantly in the early literature.

Designing for Change: A Practical Guide to Business Transformation

Abstract: CHANGE: PROBLEMS AND RESPONSES. Aspects of Change. Designing for Change : Making Sense of Process. Overview of Approach. DESIGNING FOR CHANGE. Process Redesign. Process: From Design to Specification. BUILDING FOR CHANGE. Human Resources. Culture Change. Information Technology. Tools and Techniques. MAKING CHANGE STICK. Deployment or ''Making it Stick''. Programme Management. Education and Communication. Index.

Critical incident story creation and culture formation in a self‐directed work team

Abstract: Storytelling has been identified as an important vehicle for culture transmission. Explores the role of story creation and storytelling in culture change and culture formation. Using an anthropological approach, the research was conducted using qualitative methodology and a holistic definition of culture. Based on research in a company which had recently reorganized knowledge workers into self‐directed work teams, describes the process by which a critical incident becomes a story used to form culture. Addresses the questions: how does culture form in an organization? How can one identify its presence when one cannot assume that every grouping has culture? Can one see culture forming? What part do stories have to play in culture formation and change? Contributes to our understanding of some of the issues involved in managing self‐directed work teams.

Cross-cultural team building : guidelines for more effective communication and negotiation

Abstract: Introduction to cross-cultural team building the business of culture and the culture of business management and the structure of culture bridging the language gap through international networking culture change and team building in Hungary training Germans and Americans in conflict management team building in the United Nations team building in Asia diversity and team building reducing prejudice between unions and management leading and facilitating international teams facilitation skills for cross-cultural learning.

Braving a New World: Cambodian (Khmer) Refugees in an American City

Abstract: Introduction Material Culture: Meeting Basic Needs Patterns of Kinship Patterns of Social Organization Ideology Agents of Culture Change: Individuals and Institutions Cambodian Children in American Schools Conclusion References Index

Corporate Culture/Team Culture: Removing the Hidden Barriers to Team Success

Abstract: The challenge and meeting it sometimes it is not working corporate culture - the missing link changing culture to support teams a culture change model for success using the model - needs asessment using the model - executive direction using the model - infrastructure using the model - collaterall organization using the model - training using the model - evaluation using the model - putting it all together.

Understanding the fundamentals for managing change

Abstract: Industrial and commercial organizations are socio‐technological systems: the social sub‐system is a prime factor in the achievement of growth through the introduction of technology. The efficient and effective utilization of the technological sub‐system depends on the leadership and decision making which underpins the organizational mission. The inter‐relationship between the technological and social sub‐systems is both an important part of, and directly affects, the culture of the organization. This culture changes over time ‐ in accordance with the demands of, and changing values of, society. In recent years, TQM has been a major influence on culture change in organizations ‐ such devices as quality circles, small group activities, continuous improvement projects, self‐managing teams, and total employee involvement programmes are aimed directly at raising the contribution of employees but are instrumental in the process of culture change, which is the primary focus of TQM. Discusses how an organization can bring about such change.

Symbols of the NHS: Understanding the Culture and Communication Processes of a General Hospital

Abstract: This paper explores the organizational culture of a general hospital from. a symbolic perspective. It is suggested that traditional symbols or stereotypes associated with certain professions within the Health Service may affect the way in which people both within and outside the NHS understand these professional roles. In particular, the hierarchy and power differentiations which exist (or are assumed to exist) between professions may have an effect on any culture change programmes. The paper is based on a study of communications within a large general hospital in the East Midlands. The idea is explored that these symbolic images of different health care groups may constitutean implicit element in the organization culture of any British hospital and thereby influence the communications within it.

Managing Risk When You're Reinventing the Bank

Abstract: Strategy shifts and a new work behavior are redefining risk, which demands new ways of measuring performance Watching and advising banks has never been more interesting! Progressive managers are everywhere scrambling to "reinvent" their institutions, grappling with two adversaries at once. The external adversary, of course, is the legion of faster, leaner, less regulated competitors. The internal adversary is the dead hand of banking history, stifling accountability and banking's own initiative, and sales-mindedness. This unfolding drama is further heightened by the nagging suspicion that a generally successful outcome is far from assured. The irreversible transformations sweeping through banks today are leading to profound changes in the perception of risk. The redefinition of risk, in turn, is bringing new ways of measuring performance and establishing performance standards. Conversations with many banks, coupled with close observation of two in particular, have convinced us, moreover, that these redefinitions derive from the new kinds of work behavior required to manage strategic change successfully. Thus we are indeed glimpsing the future style of banking, not a temporary fad induced by regulators or consultants. We'll begin with a look at the non-traditional behavior patterns that have come to guide the actual work of strategic transformation. The new behavior: team-based At all "self-reinventing" banks we know, revenue-generating innovations-whether supermarket branches, a "home page" on the Internet, direct banking l through a telephone center, non-fiduciary asset management, and so forth--are planned in detail by teams pulled together for each project. A new style of management is emerging from the work of these teams, often affecting the nature of the entire organization. Collegiality, empowerment, and a sense of service are all supplanting the old authoritarian tradition. A symbol of this chart that is favored by both $5.8 billion Centura Banks, Inc., Rocky Mount, N.C., and Centerbank, the main unit of $3.6 billion Center Financial Corp., Waterbury, Conn. In these organization charts, the customer is at the top, customer-contact people form the next level, and so forth. Senior executives are at the bottom level, creating the atmosphere in which all other employees can best thrive. At both Centura and Centerbank, the earliest opportunities for exploring the challenges and rewards of deadline-driven teamwork came with implementing the acquisitions each of these companies were making. But in the words of Maureen Frank, Centerbank executive vice-president for Advanced Delivery Systems, the template for effective project management was truly forged when technology "propeller-heads" finally learned to work with sales-minded product marketers to create a home page on the Internet. This "bonding" among the discipline leaders at Centerbank energized three major projects, starting in early 1996 on the heels of the Internet project. These were: (a) supermarket branching, (b) direct banking via a telephone center, and (c) branch automation based on smart terminals linked to a new data warehouse. The last two initiatives were suspended when Centerbank agreed this past June to merge with technology-adept First Union Corp. Redefinition of risk--no more "silos" In addition to the profound culture change that the project team concept is contributing, there is a further set of changes that these teams are bringing to their banks, namely the redefinition of risk. To be specific, the team members have discovered that several distinct risks are "blended" in each strategic initiative, especially if a new delivery system is part of the transformation. Thus, credit risk, rate risk, operations risk, and even reputation risk may be identified per project. If this is so, the implication is unavoidable that the entire portfolio of risks should be overseen together. …

Collaborative management development pays off

Abstract: Blames hierarchical management behaviours, attitudes and priorities ‐ characteristic of the traditional “exclusive” Anglo‐Saxon business culture ‐ for the small number of UK world‐class companies referred to in the Government’s third Competitiveness White Paper. Contrasts the “inclusive” collaborative approach of best practice and the core skills and attitudes which underpin it. Considers that widespread neglect of the culture issue is the reason why so many management and training initiatives intended to increase efficiency, quality and innovation, are unsuccessful. Discusses the key role of top management in achieving best practice and points to an inclusive “genuine team” management and training method which can be integrated effectively into day‐to‐day activities in the workplace. Indicates a strategy for initiating and managing radical ‐ yet cost‐effective culture change necessary for removing the barriers to world‐class performance.

Influence of organizational culture on human error

Abstract: Much has been written in contemporary business literature during the last decade describing the role that corporate culture plays in virtually every aspect of a firm`s success. In 1990 Kotter and Heskett wrote, {open_quotes}We found that firms with cultures that emphasized all of the key managerial constituencies (customers, stockholders, and employees) and leadership from managers at all levels out-performed firms that did not have those cultural traits by a huge margin. Over an eleven year period, the former increased revenues by an average of 682 percent versus 166 percent for the latter, expanded their workforce by 282 percent versus 36 percent, grew their stock prices by 901 percent versus 74 percent, and improved their net incomes by 756 percent versus 1 percent.{close_quotes} Since the mid-1980s, several electric utilities have documented their efforts to undertake strategic culture change. In almost every case, these efforts have yielded dramatic improvements in the {open_quotes}bottom-line{close_quotes} operational and financial results (e.g., Western Resources, Arizona Public Service, San Diego Gas & Electric, and Electricity Trust of South Australia). Given the body of evidence that indicates a relationship between high-performing organizational culture and the financial and business success of a firm, Pennsylvania Power & Light Company undertook amore » study to identify the relationship between organizational culture and the frequency, severity, and nature of human error at the Susquehanna Steam Electric Station. The underlying proposition for this asssessment is that organizational culture is an independent variable that transforms external events into organizational performance.« less

Selection in the TQM Environment: What's Needed and How Do We Know Who's Got It?:

Abstract: Allow me to begin with a healthy dose of skepticism. In the 17 years in which I have had the privilege to function as an industrial/organizational psychologist, I have seen a variety of "movements" come (and go) - all of which were designed to help organizations produce goods and services more effectively and efficiently. These initiatives have garnered a wide variety of labels employee involvement, quality circles, and total quality management (TQM). A more recent label is re-engineering. Each has its different emphasis, methodologies, and measurement strategies. All are seeking to accomplish the same thing. All are based on a number of fundamental premises: * The "old ways" of doing business need to be changed; * These changes will require different behaviors and skills of all individuals in the workplace, both individual contributors and supervisors\managers; * Some of our fundamental assumptions about workplace relationships, customers, processes, etc. need to be critically examined and, perhaps, altered; * While many of the skills and behaviors can be taught, supported, and reinforced with an existing workforce, it is likely that selection decisions will continue to be made. This paper will examine some theory and practice regarding the selection of individuals in a "TQM environment." The issue will be examined with two groups of individuals - individual contributors and supervisors/managers - and addressed from the perspectives of required competencies and what selection methodologies might measure these competencies. The premise here is that performance in a TQM environment (or any other environment) is a function of both selection and "care and feeding." The better job we do in selection, the more likely it is that we will achieve desired outcomes. The question now becomes, "what skills are required and how do we know if someone has them?" So whether or not you share my skepticism, it's hard to argue that more capable employees will help our organizations and that better selection is a good place to start in our quest for better individual and organizational performance. The Conceptual Shifts The first major change for selection assessment in a TQM environment is conceptual. Three major conceptual leaps are required: * What is required for success; * Who are the stakeholders in a hiring decision; * Only some of what's important can be learned. The first conceptual shift enlarges the requirements of any position, both individual contributor and supervisor\manager. A TQM environment simply requires more of all its employees. Having sufficient technical skills in one's discipline no longer equips one with sufficient capability to contribute. Supervisors and managers must, in addition to their usual functions, take on a whole new set of responsibilities designed to promote culture change and a more innovative, agile, and responsive organization. In order to accomplish this, we need to decrease our overwhelming focus on technical skills as the primary, and sometimes sole, assessment criteria. Possessing sufficient technical skills, while certainly desirable and in many cases critical, simply is not enough. Many of our selection assessment procedures, however, have not been sufficiently refocused to measure the additional requirements. Thus, the adage "if you don't know what you're looking for, you're not likely to find it" applies here. One of the major problems, particularly in a merit system environment, is that many of the TQM skills are "soft," as opposed to more objective technical skill measurements. Many of our assessment systems are set up to measure competence by training and experience ratings or objective scores on measures of relevant job knowledge. While these may be necessary, they clearly are insufficient to assess additional requirements. The second conceptual shift involves examining our premises regarding power, input, and decision making. …

Accelerating the culture change

Abstract: Exide Electronics, a major supplier of uninterruptible power system equipment, embarked on a journey of changing a culture to improve quality, enhance customer responsiveness, and reduce costs. This case study examines the evolution of change over a period of seven years, with particular emphasis on the most recent years, 1992 through 1995. The article focuses on the Raleigh plant operations and describes how each succeeding year built on the successes and fixed the shortcomings of the prior years to accelerate the culture change, including corrective action and continuous improvement processes, organizational structures, expectations, goals, achievements, and pitfalls. The real challenge to changing the culture was structuring a dynamic approach to accelerate change! The presentation also examines how the evolutionary process itself can be created and accelerated through ongoing communication, regular feedback of progress and goals, constant evaluation and direction of the process, and measuring and paying for performance.

The application of faith-based principles. Mission leaders can facilitate an organization's cultural transformation.

Abstract: Cultural factors account for a high percentage of the less-than-successful mergers, partnerships, and joint ventures that are taking place in today's healthcare marketplace. Culture is found wherever people live and work together in relative stability. Those in the Catholic healthcare ministry are in need of faith-based wisdom to deal with the challenges of cultural transformation. Five principles may be helpful: Take time as a team to return in a reflective way to the wellsprings of our ministry. Remember that this is a three-way undertaking--you, your co-workers, and God. Remember that to hear God speak to us, to recognize God's presence, we need to keep ourselves centered and deeply attentive. Help one another sort out motivations and maintain a clean heart. Appreciate the affective potential in the cultural elements of symbol, myth, and ritual. Using these principles, leaders can begin to focus on how they can positively affect culture change through the following conceptual model of culture: The symbolic dimension of symbols, myths, and rituals. The dimension of espoused beliefs, purpose, and values. The mini-expressive dimension of revealing everyday comments and behaviors. The hidden dimension of sentiments, convictions, and commitments.

Comprehensive Program Review: Applying TQM Principles.

Abstract: Implementation of TQM requires both planned staff training and organization-wide culture change. Introducing this change through a comprehensive program review, multiyear evaluation, and planning process involving all staff in a student affairs department is beneficial.

A study of the quality culture for service industries.

Abstract: Many organisations in UK and Europe underwent significant change during the 1980s. The UK Government focus was on value for money and nationalised industries and public utilities began to be privatised. Total Quality Management represented a new opportunity to improve organisational effectiveness by focusing on the customer and continuous improvement. Methodologies developed in Japan by Americans such as Deming and Juran were adapted and implemented in US organisations and later in UK organisations.From a study of service industries a pattem has emerged of the adoption of Total Quality Management as a means of improving organisational effectiveness. With this came the adoption of the European Quality Award model as a basis for self-assessment and for measuring how far an organisation has progressed on the journey to Total Quality. Similar problems and challenges faced by service industries were identified within Royal Mail (part of the British Post Office) and this thesis looks in depth at the implementation of Total Quality Management and the use of the European Quality Award model as a model for self-assessment in that organisation.The thesis examines the origins of Total Quality Management, the issue of the quality culture in organisations and the impact of self-assessment in the context of culture change. It looks at the transformation process in terms of comparing current state and desired future state during a period 1988 to 1996. It draws learning opportunities in terms of successes and pitfalls in the implementation of Total Quality Management. In looking at the issues of controlling processes and gaining commitment of people, the thesis considers the importance of leadership in achieving a balanced approach.