Showing papers on "Culture change published in 1997"

`Family Friendly' Employment Policies: A Route to Changing Organizational Culture or Playing About at the Margins?

Abstract: Formal ‘family friendly’ policies, including flexible or reduced hours of work and periods of leave, designed to help employees to balance work and family demands have the potential to challenge traditional models of work and organizational values. However, while these policies can reduce stress for individual employees, it is argued that there is less evidence of widespread organizational culture change. This paper draws on case studies of organizations at various stages of developing ‘family friendly’ policies to identify two barriers to fundamental shifts in organizational culture; low sense of entitlement to consideration of family needs, and organizational discourses of time as representing productivity, commitment and value. Some conditions under which broader culture change may be achieved are explored.

Changing Equality Cultures to Move Beyond ‘Women’s Problems’

Abstract: Conventional equality measures have made a limited impact on women’s position in the workforce. This is not simply the result of measures being inadequately pursued. Instead, this paper argues, there is a more fundamental difficulty with the policy approach: that it focuses on women as having problems which need to be redressed rather than on changing organizations. As a result women are seen as inadequate and men become resentful of the ‘special treatment’ that follows. Changing these perceptions requires cultural change which cannot be achieved via conventional personnel-based equality initiatives. Many organizations are looking for new ways to present and pursue equality programmes such as a stress on providing a ‘business case’ or through a consideration of the value of workforce diversity. The paper assesses the ability of these initiatives to change the culture for equality. It argues that many organizations are merely pursuing a defensive approach which centres on language change and modified initiatives rather than new approaches to winning consent. In contrast it argues that culture change will only be achieved through a more pro-active approach. Various initiatives such as skills audits and training for men are discussed which indicate what can be done in practice.

Knowledge Management Benchmarks

Abstract: Knowledge Management is now one of the major driving forces of organizational change and wealth creation. This paper reviews some of the major concepts and approaches as discussed at a recent international congress on the subject. Beginning with an examination of some of the factors propelling the global knowledge economy, the paper then explores knowledge‐based organizational strategy, illustrated by a number of case studies from leading practitioners, including British Petroleum, Glaxo Wellcome, ICL, Nokia Telecommunications, the UK Post Office and Zeneca Pharmaceuticals. The concept of intellectual capital lies at the heart of Knowledge Management. Some companies define intellectual capital in terms of value creation, for others it is value extraction. The two different approaches, illustrated by Skandia and the Dow Chemical Company, are reviewed, along with a new tool for measuring intellectual capital.

Organizational restructuring and the achievement of an equal opportunity culture

Abstract: The Opportunity 2000 Campaign has recognized that equal opportunity policy change has to be accompanied by a process of culture change in organizations. However, sustaining commitment to an equal opportunity culture may be a difficult task in times of rapid and varied organizational change. In particular, the volume and scope of 'restructuring' that follow mergers, acquisitions, divestment, the introduction of internal markets, and other changes in business strategy often lead to 'downsizing', 'delayering', and outsourcing of business functions. This can have very variable outcomes for the careers of women managers. For them the experience of organizational restructuring is akin to participation in a lottery in which they are occasionally winners, but usually losers. This is the main finding from in-depth case studies of three large organizations in the public sector, pharmaceuticals, and financial services, which have all experienced some form of 'restructuring' over the last five years. The main conclusion of this research is that unless restructuring involves an expansion of managerial positions it is likely to disadvantage women managers. The reasons for this are that it leads to job losses in functions where women are concentrated; highlights the disadvantages of poor line manager support; reinforces exclusion from the valuable informal organizational networks that provide access to career development opportunities; and renders formal equal opportunity policy monitoring ineffective. These findings have considerable implications for organizational and national policy initiatives to achieve an equal opportunity business culture.

Increasing the Probability of Re‐Engineering/Culture Change Success Through Effective Internal Communication

Abstract: In the short time that it has been around business process re-engineering (BPR) has become one of the more fashionable ways of bringing about strategic organizational change. Many BPR programmes have been seen to fail during implementation due to employee resistance. One of the most overlooked activities within any type of strategic change programme is internal communication. Without an effective method of letting people know what has to change, how it has to change and how the changes will affect them individually people will always resist change. To increase the probability of re-engineering or culture change success an effective internal communication process, that allows everyone within the organization to participate and contribute, is essential. The problem is developing one. © 1997 by John Wiley & Sons, Ltd.

Management development and a mismatch of objectives: the culture change process in the NHS

Abstract: Analyses the contribution of management development to culture change in the health service. Is concerned with the public sector managerialism promoted in the health service by government reforms since the Griffiths Report. In the hospital trust which is the focus of the study there is resistance to such an agenda because the expectations of the various stakeholders are not matched. The lesson for strategists is that management development programmes need to recognize where participants are starting from if they are to promote culture change.

Training in Conflict-Habituated Systems: Lessons from Cyprus

Abstract: For several years, a consortium of organizations has been delivering training workshops in conflict resolution to individuals from both communities on Cyprus. The result is a broadly-based, multi-track citizen peacebuilding movement that involves hundreds of Greek and Turkish Cypriots in bi-communal training, dialogue and cooperative activity. This set of workshops is grounded in a theory of practice that holds conflict resolution to be a transformational process engaging peoples' hearts and minds, and addressing the deep-rooted patterns that characterize conflict-habituated systems.The article posits six ways the training operates as a systems' intervention: as a forum for learning, where learning itself becomes a meta-goal; for capacity building, where useful skills become resources for peacebuilding; for dialogue, where participants have a safe space for engaging each other on subjects of critical interest; for community building, where people form alliances and deep bonds as a human infrastructure for peacebuilding; for modeling, where the training staff demonstrates the principles and practices it teaches; and for culture change, where the culture created in the learning community acts as an agent of change within the culture of the conflict-habituated system. This article discusses critical training issues relevant to the Cyprus project, including cultural appropriateness, linkages to Track One initiatives, evaluation, and lasting effects of the program. Lessons are drawn out that can be useful in other conflict-habituated systems.

Equal Opportunity versus Elitism? Culture Change in a New ‘Old University’

Abstract: This paper examines aspects of the experience of a male University Pro-Vice-Chancellor with responsibilities for equal opportunity (EO). It reflects upon attitudes within the university and efforts at equalizing opportunity; on some practical obstacles; and on some devices used to promote EO. This responsibility is anchored and explained in the context of an interest in organization development, organization culture, and the management of innovation. The paper considers EO but also scans other attempts to achieve cultural change in support of other policy aspirations: strengthening a ‘research culture’, creating a ‘teaching culture’, fostering staff development, access and community service. It considers how far change has been internally or externally driven and has been intrinsic or extrinsic, rational, persuasive or coercive, principled or pragmatic, interested or disinterested, and with what success it has been promoted by formal and informal means. The university’s membership of Opportunity 2000 is located within this analysis. An attempt is made to illuminate what has worked and why, taking account of the resilience with which change can be subverted; informal as well as formal modes of working; and the extent to which working with the grain may be effective. The paper combines practical experience of promoting EO with reflection upon the experience.

How do I do it

Abstract: The core message of this book is that the responsibility for change, whether he likes it or not, rests with each and every individual to take action to confront the company politics that detract from the productivity of the organisation. Whilst much has been said in the past decade about instilling a ‘Passion for Excellence’ in organisations by creating a culture of shared values and goals in a safe climate little has been said to mobilise passion and action on a personal level. This is one of the main reasons why conventional culture change programmes have been so ineffective in the long term.

Comparing Spoken Attributions by German and UK Engineers: Evaluating the Success of a Culture Change Programme

Abstract: This article examines how the analysis of spoken attributions can be used to explore organizational sensemaking. A case study is presented to illustrate differences and similarities in the attributions produced by engineers taking part in a culture change programme within a multinational manufacturing organization. Semi-structured interviews with six UK and five German engineers elicited 419 attributions which were coded using a modified version of the Leeds Attributional Coding System. Findings indicate that, in comparison with German engineers, UK engineers produced more global attributions for the change programme and perceived it as having a company-wide influence upon employee behaviour. In addition, although UK engineers produced more attributions describing the company as causing negative outcomes, similar attributions from German engineers were more stable, suggesting that the company was perceived as having a more permanent influence. The potential uses and limitations of this approach within a c...

Effecting change in management culture

Abstract: This article describes the outcome of a series of research-based organization development (OD) interventions used to bring about management culture change within one part of the British Civil Service. • The application of well-grounded and academically rigorous internal research findings to inform and shape the OD interventions designed to impact culture in support of strategic change are discussed. • The results reported lend support to the analysis of the concept of ‘cultural lag’ and its application. • It is argued that the credibility of the internal research base, derived from its academic credentials and the full commitment of a visionary leader, were significant factors in overcoming the restraining forces of ‘cultural lag’ applying at the time. • A case is made for more use within the UK of strategically led research-based approaches to management and organization development. © 1997 John Wiley & Sons, Ltd.

Shape, Impression and Blockage: a case of leadership and culture change

Abstract: Summary Although the changing role of high-level educational leaders has received increasing attention in recent years, few studies have targeted concerted culture change attempts by such important players. The data discussed in this article were drawn from the perceptions of one Australia state-level chief executive officer (CEO) and a group of administrators within his department during the first 18 months of his appointment. The study sought to describe briefly the leader, identify the shape of the culture he set out consciously to develop, the reasons behind the change attempt, the methods utilised to lead to change and the initial impressions of change success and blockages to acceptance. The rationale driving the attempt at change stemmed from the perceived failure of devolution, negative work attitudes, the CEO's own style and a system driven by micropolitical agendas. The culture change attempts utilised cultural and bureaucratic strategies. The blockages to culture change were related to the stre...

Commercial building research threat or opportunity for customer satisfaction

Abstract: This case study of VTT Building Technology comprehensively describes the reasoning, decisions and effects in the process of change caused by the transformation to improve the applicability of research results and to increase commercial income. The change in culture, management, organizational structure, organizational strategies and research, development and dissemination activities were designed to increase customer orientation, performance quality and effectiveness in all activities. The culture change from a scientific research community to a customer-oriented and flexible commercial organization is detailed. In addition to the deep vertical levels of knowledge gained from research, a horizontal capability is developed and promoted to provide applicable knowledge (know-how) in forms suitable to the Institute's customers. Clear targets for achieving the Institute's mission and financial performance have been established to gauge progress and provide incentive for rewards. VTT Building Technology a mene ...

Training librarians and information specialists to support academic staff using networks

Abstract: Libraries and learning resource centres occupy unique positions in campus networked information services. Managers and staff in academic libraries are in transition. Their roles as information specialists may not change; however, their methods of delivery will. Strategic planners recognize the impending culture change. How this culture change will affect academic libraries remains unclear (Fielden, 1996). The Joint Information Systems Committee of the HEFCs funded the Electronic Libraries Programme (eLib) to study culture change in academic libraries. TAPin is a West Midlands based consortium of six diverse universities committed to a three year study of their library services from training library staff in Internet skills to the delivery of support to Education, Law and Life Sciences academic staff. Provides a description of the training programme for librarians. This article and others reporting results from the research can be located at TAPin’s home page at http://www.uce.ac.uk/tapin/tapin.htm

Influence of organizational culture on human error

Abstract: Corporate culture plays an important role in the level of success an organization can achieve. Several electric utilities have documented strategic culture change resulting in improved operational and financial performance. Building on this, PP&L undertook a study to identify the relationship between organizational culture and human error at the Susquehanna Steam Electric Station, USA. Cultural values deemed important were determined and department employees were asked to indicate the level to which they believe these values are demonstrated. This assessment was performed during five quarters, while statistical human error data was also collected. A correlation was developed with organizational culture as the independent variable and human error frequency as the dependent variable. The finding was that organizational culture was a significant determinant of human error. Additional data being collected should further refine the understanding of the relationships, which may prove invaluable as the electric utility industry undergoes the transformation underway.

Marketing Graduate Studies Through Attitude And Culture Change

Abstract: This article highlights some of the external and internal dilemmas encountered by a graduate coordinator, other academics, researchers and practitioners as the rate of change and demands for high productivity and quality professional practice continues to increase. While we acknowledge the values of life-long learning and systematic research, we are under pressure to produce visible benefits and outcomes from smaller cost effective services. Where is the magic or easy plans and recipes? This describes the conditions and challenges which influenced the development and direction of graduate courses in the School of Occupational Therapy, Curtin University.