Showing papers on "Culture change published in 1998"

Human Resource Management: A Strategic Introduction

Abstract: 1. SHRM: A New Way of Managing? 2. Linking Organisational and Human Resource Strategies. 3. SHRM in a Global Context. 4. Performance Management Strategies. 5. Training & Development Styrategies. 6. International Human Resource Management. 7. Organizational Structuring and Restructuring. 8. Beyond Organisational Structure: The end of classical forms? 9. Employment Relations. 10. Learning Organizations. 11. Promoting Learning in Organizations. 12. Managing the Process of Training & Development Strategies. 13. Change Management Strategies and Assumptions. 14. Change Management Choices and Outcomes. 15. The Role of Culture in Organisational Performance. 16. The Possibilities of Culture Change. 17. Some Key Difficulties. 18. The Redefining of People and Organisations?

Strategic Culture Change: The Door to Achieving High Performance and Inclusion:

Abstract: Diversity is one of the most significant forces influencing organizational change in the 1990s. The number of diversity workshops, videos, journal articles, boardgames, handbooks and CD-ROMs testif...

Africa and Africans in the making of the Atlantic world, 1400–1800: Transformations of African culture in the Atlantic world

Abstract: African slaves arriving in Atlantic colonies did not face as many barriers to cultural transmission as scholars such as Mintz and Price have maintained. However, they probably also did not simply recommence an African culture in the New World. If they met sufficient people from their nation to keep language and culture from dying out, this did not mean that they maintained them intact. They were, after all, in a new environment, with a new political and economic system. They had communication with people who did not share their heritage or that of their near African neighbors, including Europeans and Euro-Americans. Even if they were able to transmit their culture to a new generation, the culture passed on was not the original African culture. Afro- Atlantic culture became more homogeneous than the diverse African cultures that composed it, merging these cultures together and including European culture as well. The evidence suggests that the slaves were not militant cultural nationalists who sought to preserve everything African but rather showed great flexibility in adapting and changing their culture. Culture change in the Atlantic world: dynamics of culture In order to understand the process of cultural maintenance, transformation, and transmission, one must first understand something about what is meant by culture and particularly cultural dynamics. Anthropologists define it as a total lifeway for a society, including among other things kinship, political structure, language and literature, art, music and dance, and religion.

Do TQM interventions change management culture? Findings and implications.

Abstract: This study assesses the impact of TQM/CQI interventions on the culture and performance of top management teams. The findings suggest culture is related to performance but that TQM/CQI interventions are not associated with either performance or culture change. Implications for additional research and for practice are discussed.

Developing a Learning Culture: Empowering People to Deliver Quality, Innovation and Long-Term Success

Abstract: The competitive case for knowledge and skills the training trap organizational culture - from training trap to competitiveness a collaborative working culture - key to continuous learning and cost-effective training priorities for trainers 1 - top management commitment to culture change priorities for trainers 2 - overcoming barriers through structural changes traditional blocks on survivability - the cost of not changing to a learning culture training approaches core transferable skills a core training and working vehicle implementing a learning culture for quality, innovation and long-term success building a learning culture.

Reinventing the university

Abstract: Since significant new resources are unlikely to be available to most UK institutions to develop online operations, existing internal resources need to be re-engineered to bring them into line behind the chosen venture. Small scale, bottom-up experiments are unlikely to succeed in re-engineering sufficient resources to achieve lasting institution-wide change. Re-engineering the campus requires a culture change, which needs to be led from the top, through an unbroken chain of champions down through the organization, including the resource managers at middle management level. A minimum of two years needs to be allowed for evaluation of the impact of change. During that initial period central coordination of, and support for, individual projects is essential to ensure delivery against targets of time, cost and quality. Nevertheless institutional change can best be achieved by encouraging local ownership, which means allowing local autonomy and avoiding premature imposition of standards. DOI: 10.1080/0968776980060305

Learning organisations: A suitable model for improving mental health services?

Abstract: Objective: The aim of this paper was to describe an organisational model that has created interest in recent business management literature as supporting learning, adaptation and continuous improvementMethod: Some key features of the literature on learning organisations are outlined, including the values and processes involved, together with a structural and cultural template that has been applied to a community child and adolescent mental health service Some blocks to learning and the leadership skills required to develop adaptive services are describedResults: The experience of applying the model has led to a change in mental health service organisational structure and culture towards greater support for research, quality improvement, experimentation and adaptationConclusions: The learning organisation model offers a more comprehensive framework for designing adaptive mental health services and supporting quality management practices than any other recent organisational form

Developing Cultural Competency in Clinical Practice: Treatment Considerations for Chinese Cultural Groups in the United States

Abstract: The incorporation of specific cultural beliefs and behaviors into standard clinical treatments is sorely needed to improve our ability to provide services to people from diverse settings. Findings from a critical review of empirical research provides the basis for the modification of an integrative model of differential treatment selection. The relative influence of cultural beliefs and behaviors on patient characteristics, relationship variables, and treatment context are discussed. This article suggests ways to include cultural considerations at various steps within the model. Specific concerns, such as immigration, culture change, and conceptualizations of mental health, are discussed for one cultural group, the Chinese in the United States. A series of clinical practice decisions are suggested to guide clinicians in their efforts to incorporate specific cultural beliefs, including an analysis of the match between cultures and an assessment of the client's perceived opportunity within the culture of settlement. Types of interventions are suggested based on these decisions. A case study of a short-term treatment of a Chinese woman provides an illustration of the ways in which strategies and techniques in the model are modified.

Can specialists be general managers

Abstract: The plight of the middle manager has received considerable attention recently as this endangered species has been delayered, rationalised and subjected to many organisational change programmes. These changes have pushed the middle manager into an increasing number of apparently contradictory and paradoxical situations. In the postmodern world, reality is chaotic and unstable and middle managers in particular cannot rely on unambiguous models of thinking to steer them through this uncertainty. This paper identifies some of the ways in which a paradoxical perspective can illuminate the tensions faced by middle managers and the impact of culture change programmes on their ability to make decisions informed by reflective thinking. Discussion is given to considering what actions might be taken to develop a paradoxical perspective in middle managers and this framework is applied to a management development programme, General Management or Specialists, currently being run at Cranfield School of Management. This is used as a practical example of the usefulness of a paradoxical perspective in helping managers make real choices about the world in which they work.

Soft Skills: The Neglected Factor in Workplace Participation?

Abstract: The rhetoric proposes that transitions from ‘Fordist’ to ‘post-Fordist’ structures will result in a flexible, multi-skilled workforce operating in a decentralised, participative environment. Whilst employee participation and a consensual management style have frequently been espoused as prerequisites for cultural change and improved organisational performance, the importance of soft skills in the process is seldom mentioned. This paper attempts to redress the balance by examining participation and soft skills against a framework of management style and organisational culture. Two different companies were studied, one which had undergone a culture change program in an attempt to move from a Fordist to a post-Fordist structure and one which had not. The results indicate that ‘intention to empower for participation’ is not enough, as without enhanced soft skills the process is unlikely to prove successful.

Factors affecting a senior management culture change for total quality metamorphosis

Abstract: A three‐year joint research study focuses on the in‐depth investigation of the quality parameters that are necessary to bring about change in senior management (SM) culture for improved leadership quality, as well as factors of “how” to succeed in its implementation. Analysis reveals overall agreement on the most important success factors, which are presented in this paper. This enables the development of an analytic model (one based on quantitative results and one based on qualitative results) for a CEO’s culture change implementation process, required to achieve total quality metamorphosis (TQm) and SM leadership

From Maturity to Entrepreneurship: A Stakeholder Model of Innovation

Abstract: In this paper I set out a framework which is intended to act as a guide for managers of smaller firms in mature sectors who want to develop an entrepreneurial culture. Such a culture is defined as the ability to adopt new working practices within the organisation as well as introducing new products and services. There are two key factors in the proposed framework, first, stakeholding which encourages mutual commitment between employer and employee. Secondly, IT which is seen as the catalyst in culture change by stimulating the sharing of information across all organisational boundaries.

Barriers, boundaries and leaks in an organization development intervention

Abstract: Reflects on an organizational development (OD) intervention which addressed strategic culture change with the senior management team of a UK‐based international manufacturing organization. In line with emergent theory and practice OD consultants, authors intervened at the three levels: strategy, culture and top team dynamics. Whilst the client seemed happy with the outcomes, the authors believed that the intervention had failed to effect transformational change and were thus motivated to re‐examine practice in the light of recent contributions to the OD and organizational learning literature. This analysis suggests that future OD practice should be grounded in processes of dialogue permeating all phases of the intervention. At the diagnostic phase, there is a need to identify more clearly the enablers and barriers to productive learning. Subsequently, during implementation, the boundaries of the intervention with particular reference to politics, authority and task should be managed more carefully and explicitly.

Educating towards clinical governance.

Abstract: Clinical governance represents a culture change in the NHS, making managers of health care institutions responsible for clinical standards as well as the financial bottom line Doctors and managers will need to be educated to play their full part in this new culture

Railway and grade: the historical construction of contemporary

Abstract: This thesis attempts to understand the role and meaning of occupational identity in the contemporary British railway industry. It examines the way in which culture change initiatives and programmes have explicitly targeted an older 'railroad culture'. The study explores the way such a culture was portrayed by successive Conservative Governments and management as being a major obstacle to change, and a historic reason why the industry has under performed. The notion of the past failure of the industry, and a cultural analysis predicated on such assumptions, is challenged. Employing a historical and comparative research strategy, it is argued here that grade and industry culture is an emergent autonomous property of the workforce itself and as such attempts to change it are misguided, and at times positively harmful to the organisation. The research uses a variety of material collected from London Underground and former British Rail companies, including documentary sources, semi-structured interviews and non-participant observation techniques.