Showing papers on "Culture change published in 1999"

Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework

Abstract: Preface. Acknowledgments. The Authors. 1. An Introduction to Changing Organizational Culture. The Need to Manage Organizational Culture. The Need for Culture Change. The Power of Culture Change. The Meaning of Organizational Culture. Caveats. 2. The Organizational Culture Assessment Instrument. Instructions for Diagnosing Organizational Culture. Scoring the OCAI. 3. The Competing Values Framework. The Value of Frameworks. Development of the Competing Values Framework. The Four Major Culture Types. Applicability of the Competing Values Model. Total Quality Management. Human Resource Management Roles. Culture Change over Time. Culture Change in a Mature Organization. Summary. 4. Constructing an Organizational Culture Profile. Plotting a Profile. Interpreting the Culture Profiles. Summary. 5. Using the Framework to Diagnose and Change Organizational Culture. Planning for Culture Change: An Example. Steps for Designing an Organizational Culture Change Process. Supplementing the OCAI Methodology. 6. Individual Change as a Key to Culture Change. Critical Management Skills. Personal Management Skills Profile. Personal Improvement Agendas. 7. A Condensed Formula for Organizational Culture Change. Appendix A: Organizational Culture Assessment Instrument (OCAI): Definition, Dimensions, Reliability, and Validity. Appendix B: Psychometric Analyses of the Management Skills Assessment Instrument (MSAI). Appendix C: Hints for Initiating Organizational Culture Change in Each Quadrant. Appendix D: Suggestions for Improving Personal Management Competencies. Appendix E: Forms for Plotting Profiles. References and Suggested Reading. Index.

Human Behavior in Global Perspective: An Introduction to Cross Cultural Psychology

Abstract: Preface 1The Socio-Cultural Nature of Human Beings How to Comprehend Behavior and Culture The Centrality of Learning The Essence of Being Human Anthropological Perspectives on Culture Culture and Biology Race: Can This Tenacious Concept Be Supplanted? The Point of View of This Book The Scope of This Book 2Cross-Cultural Research: Scope and Methods A Conceptual Framework for Cross-Cultural Psychology The Social and Cultural Context: Basic Concepts Cross-Cultural Psychology's Paradigm: A Balanced Approach An Antecedent of the Eco-Cultural Framework: The Culture and Personality School Methodology in Cross-Cultural Research: Some Problems and Some Solutions Conclusion 3Human Development and Informal Education Why Study Developmental Psychology Cross-Culturally? The Developmental Niche Informal Education Adolescence, Life Span, and Old Age Conclusion 4Perceptual and Cognitive Processes Perception and Visual Illusions Categorization Memory Problem Solving The Cognitive Consequences of Literacy and Schooling Experimental Anthropology Conclusion 5Alternative Views on Human Competence: General Intelligence and Genetic Epistemology The Historical Legacy General Intelligence Deficiency versus Difference Interpretations of Cognitive achievement Genetic Epistemology Conclusion 6Everyday Cognition and Cognitive Anthropology The Sociohistorical Approach: Piaget versus Vygotsky Ethnography of Daily Life Cognitive Anthropology or Ethnoscience Everyday Knowledge of Arithmetic Everyday Space and Geometry Transfer and Generalization Learning and Teaching Processes The Sociocultural Paradigm Conclusion 7Motives, Beliefs, and Values Why Study Values Cross-Culturally? Culturally-Influenced Beliefs about Illness Measurement of Values Problems Involved in Assessing Cultural Values Other Value Domains Some Concluding Observations 8Males and Females and the Relations between Them Why Study Sex and Gender Cross-Culturally? Psychological Differences between the Sexes Differing Socialization for Boys and Girls: Why and with What Consequences Gender Identity: Self-Perceptions of Men and Women across Cultures Sex Role Ideology: Culture and Male-Female Relationships A Sociocultural Theory of Human Sexuality Conclusion 9Culture and Aggression How Is Aggression Related to Crime? A Conceptual Framework for Aggression Research Cross-Cultural Studies of Gender Differences in Aggression Conclusion 10Intercultural Relations in a Shrinking World From Parochialism toward Global Consciousness? Implications of Various Kinds of Ethnocentrism Ethnic Conflict Some Conclusions and Tentative Prescriptions 11Acculturation Culture Change Acculturation Psychological Acculturation An Acculturation Framework Some Possible Applications 12Conclusions On the Importance of the Sociocultural Context Cross-Cultural Psychology vis-a-vis General Psychology Practical Implications of Cross-Cultural Research Summary and Future Directions Bibliography Name Index Subject Index

The corporate culture survival guide : sense and nonsense about culture change

Abstract: Foreword Preface The Author CORPORATE CULTURE BASICS Why Does Corporate Culture Matter? What is Corporate Culture Anyway? What is Corporate Culture Built On? So How Can You Assess Your Corporate Culture? CORPORATE CULTURE IN ACTION Culture Creation, Evolution, and Change in Start-Up Companies Transformative Change: Unlearning and Relearning Culture Corporate Culture Dynamics in the Mature Company When Cultures Meets: Acquisitions, Mergers, Joint Ventures, and Other Blended Organizations Cultural Realities for the Serious Culture Leader References Index.

The New Corporate Cultures: Revitalizing The Workplace After Downsizing, Mergers, And Reengineering

Abstract: Strong cultures - the new old rule for business success values - the core of the culture heroes - the corporate right stuff rites and rituals - culture in action communications - working the cultural network Putting cultures into practice: corporate tribes - identifying the cultures diagnosis - learning to read cultures symbolic managers - managing the culture change - reshaping cultures cultures of the future - the atomized organization

Organizational culture change: An inter‐group attributional analysis

Abstract: Attempts by researchers to quantify organizational culture and culture change have been severely hindered by a lack of theoretical models to aid empirical investigation. This paper has two aims. First, a socio-cognitive model of organizational culture is discussed which dee nes ‘ culture’ as the product of a dynamic and collective process of ‘ sense-making’ undertaken by members of a group or organization. Second, an empirical case study is presented which uses attributional analysis to quantify the beliefs held by key stakeholder groups involved in a culture change programme within a multi-national manufacturing organization. A total of 1230 attributional statements were coded using a modie ed version of the Leeds Attributional Coding System (LACS), which included four main dimensions: stable‐ unstable, global‐ specie c, internal‐ external, controllable‐ uncontrollable. Results indicated considerable inter-group di Verences between managers, trainers and trainees in their cognitive maps as sense-making heuristics of this planned change process. The implications of this model and the usefulness of attributional analysis as a method for evaluating dynamic aspects of organizational culture and culture change are discussed.

Modernization, stress, and blood pressure: new directions in research.

Abstract: The relationship between modernization and blood pressure has been formally examined in anthropology for some 3 decades. A prominent hypothesis to account for the increase in blood pressure in more modernized (or economically developed) communities is the stressful nature of cultural and social change. Research has progressed from hypothesizing that culture change is stressful to trying to operationalize theoretical models of what it is about culture change that is stressful and in turn relating those more precise variables to blood pressure variability within and between communities. Here, I selectively review the literature on modernization and blood pressure, especially the research literature that explicitly uses models of the stress process to guide that research. The most interesting results have been obtained when the use of the stress model has been informed by careful ethnographic work. This has enabled researchers to adapt models of the stress process to be culturally appropriate in local populations. In addition, incorporating an explicit model of culture, especially one that is sensitive to intracultural diversity, has led to new hypotheses regarding the modification of the effects of stressors by social and cultural context. I conclude with a discussion of recent innovations in ethnographic methods, specifically the cultural consensus model, and the use of those methods in operationalizing relevant variables in culturally appropriate and sensitive ways. The utility of combining these methods in the study of modernization and blood pressure is illustrated by recent research in Brazil.

An investigation of quality culture development in UK industry

Abstract: Describes results of research at the University of Liverpool into the level of quality culture development in UK manufacturing industries. The study identified the important factors that influence the development of a culture that complements total quality implementation. These factors are the basis for the development of a framework to assist in culture change. The research approach consisted of a questionnaire survey and structured interviews in industrial organisations to examine development in the identified areas of quality culture – senior management leadership, employee involvement and empowerment, customer focus, supplier partnership, teamwork, effect of CEO and open corporate culture. The research results provide an understanding of the vital relationships between quality culture and the activities undertaken by organisations, and serve as a guide for the development of a much desired but often elusive organisational culture.

From subjective experience to cultural change.

Abstract: This book emphasizes the evolving rather than homeostatic aspects of human behavior Beginning with theories of complexity and self generation of behavior, Inghilleri emphasizes the central role of psychic functioning in the domain of biological and cultural evolution Psychic processes, considered determined, autonomous, and generative with respect to the processes of biological and cultural evolution, are viewed in relation to greater processes of complexity and autonomy of organization The theory of Self-Determination, developed by Deci and Ryan, and the theory of Flow, developed by Csikszentmihalyi, are considered from this point of view In addition, the theoretical framework offered by Inghilleri is tested in specific fields: academia, creativity, mental health, and culture change processes

Accelerating The Learning Of All Students: Cultivating Culture Change In Schools, Classrooms And Individuals

Abstract: * List of Tables and Figures * Foreword by Henry M. Levin * Foreword by Joseph S. Renzulli * Introduction * 1. The Multiple Meanings of Acceleration * Acceleration Defined * Acceleration for a Few or for All: The Social and Historical Context * Toward Acceleration for All * 2. Accelerate = Serving Gifted and Talented Students * Candidates for Acceleration: Who Is Identified? * Why Accelerate Learning for Gifted and Talented Students? * Models of Acceleration for Gifted and Talented Students * From Identification to Development of Gifts and Talents * Conclusion * 3. Accelerate = Targeting Low-Achieving Students * Remediation or Acceleration? * Who Are Low Achievers? * A Model of Acceleration for Low-Achieving Students * Programs That Accelerate Low-Achieving Students * Conclusion * 4. Accelerate = Challenging All Students * The Impetus for Acceleration of All * A Research Framework Supporting Accelerated Learning for All Students * Accelerated Learning Programs, Projects, and Educational Strategies * The Keys to Acceleration for All Students * 5. Cultivating Culture Change to Accelerate the Learning of All Students * Cultivating Acceleration * What Is Culture? * Societal Assumptions Influencing School and Classroom Culture * Cultivating Culture Change * Notes * 6. Cultivating Acceleration Within School Cultures * Basic Assumptions Shaping School Culture * Assumptions Adults Hold for Children * Assumptions Students Hold About Themselves and Their Future * Assumptions Related to Expectations for Adults (Teachers, Principals, and Parents) * Assumptions About Educational Practices That Are Considered "Acceptable," * Assumptions About the Value of Change * Moving School Culture Toward Acceleration * 7. Cultivating Acceleration Within Classroom Cultures * Basic Assumptions Shaping Classroom Culture * Assumptions Shaping Expectations for Student Learning and Appropriate Behavior * Assumptions Related to Appropriate Communication and Discourse * Assumptions Related to Appropriate Adult Behavior * Assumptions Related to Appropriate Educational Practices * Moving Classroom Culture Toward Acceleration * Notes * 8. Individuals as Cultivators: Acting on Changed Assumptions Within and Beyond the School * Assumptions, Beliefs, and Actions * Responsibilities of Individuals Within Schools and Classrooms * Responsibilities of Individuals Outside of Schools * So How Do We Do This? * Notes * References * Index

Long-Term Care: Managing Across the Continuum

Abstract: This book is intended as both a college text and a reference source for professionals, policy makers, and regulators. The text provides a sound reference source for anyone wishing to gain a better understanding of the long-term care system. It is concise, but complete, defining the various segments of the system. It also describes how the system developed to its current state, compares it to an ideal system, and projects future trends likely to impact the system. The earlier editions have been used by multiple colleges and universities for their long-term care administration courses. It has also been adopted as a cited reference for the national licensing examination prepared by the National Association of Long-Term Care Administrator Boards (NAB) which is used by all fifty state licensing boards (and the District of Columbia), and for the Certification examination of the American College of Health Care Administrators (ACHCA). It covers the full continuum of long-term care in enough detail to develop a sound understanding of the system, yet does not get bogged down in overly-specific detail as some texts do. Features: 1. Explains how the long-term care system developed and compares it to an ideal system, 2. Describes the primary types of long-term care providers (nursing facilities, assisted living, subacute care, senior housing, community-based care), presenting each in a similar manner, making it easy to compare and contrast them, 3. Covers how the providers interact with each other and with consumers and regulators - focusing specifically on how they compete, cooperate, and integrate; how they are regulated; financing; quality; ethical issues, 4. Discusses how long-term care providers are governed and managed, with chapters also devoted to leadership and culture change, technology, and marketing, 5. Outlines future trends and their projected impact on long-term care, and discusses how managers should act for success in the future. Students will find: 1. Case studies with each of the provider chapters, showing how they serve specific consumers. 2. Discussion questions and vocab terms at the end of each chapter 3. Online supplemental materials with both chapter-based interactive flash cards and an overall Glossary on-line

Turning Child and Adolescent Mental-Health Services into Learning Organizations

Abstract: In the past few years, the business management literature has seen an exponential rise in articles on the concept of the Learning Organization. This organizational form is said to encourage innovation and creativity, improve adaptation and capacity for change, and enhance the commitment of staff. The model has been applied in a Child and Adolescent Mental-Health Service with some promising indications that it does indeed support experimentation, eclecticism and openness to change. This article provides an introduction to recent management literature on organizational design, and outlines some of the theory and practice of building structures and cultures which support ongoing evaluation and continuous quality improvement.

A comparison of leadership vs. renovation in changing staff values.

Abstract: The authors compared the effects of the staff's perceptions of the culture in a LTC facility pre and post-intervention(s). One unit had significant architectural modification (physical intervention). On the second unit, efforts were directed toward culture change through management modification (social intervention through goal setting and role modeling). Lastly, both were compared to a third control unit where there was no planned change. On the unit with the social intervention model there was an attempt to support a "neighborhood" sense for residents and staff that would encourage residents to become more self-directed and self-sufficient rather than remain in the passive "good patient" role. Significant staff training resources and time were devoted to this effort. On the second unit, the architectural renovation sought to provide a distinctly home-like open, and relaxed atmosphere with a large, well-equipped day room. This encouraged closer resident and staff interactions and included a staff workstation that was part of the day room. On a third control unit, no changes were made.

KPMG: Revitalising Culture through Values

Abstract: The global accounting and consulting firm KPMG relies for much of its earnings on advising other companies on how to change. What happens when such anorganisation needs to change itself? A key element of KPMG’s globalisation process over the last two years has been an intense programme of culture change. Unusually, no special project team or steering group was set up to work on the culture change, and no separate Board or local meetings were held. Instead, one person, Jan Thornbury, was made responsible for designing and leading the process and it was fully integrated into the existing organisational programme. In this article, she describes the thinking behind the process and how it was introduced and implemented. She also discusses the culture model and the range of techniques used, emphasising the need for change agents to be sensitive to the dynamics of the organisation and to be creative in their approach. She appeals for pragmatism in culture change, identifying practical steps in implementation – the phase which many organisations find most difficult.She concludes by assessing what has been achieved in KPMG so far and theimplications for other organisations.

Transforming Organizations: Methods for Accelerating Culture Change Processes

Abstract: An approach is outlined for successful transformation of organizations.i¾ i¾ This approach builds on the premise that when efforts to implement change fail, a common cause is insufficient attention to the people side of change.i¾ i¾ The concept of people change levers is introduced and discussed.i¾ i¾ One of these levers, culture, is discussed in depth and a business case is used to illustrate the importance of understanding how work cultures shape individual and group behaviors.i¾ i¾ A five-phase process to achieve change is introduced.

The University as Learning Community

Abstract: Organizations are increasingly faced with the need to "reinvent" themselves as they adapt to a changing society. In this article, the university is examined as one such organization. Faced with enormous pressures to educate an increasingly diverse group of students, equip them with skills for the global marketplace, and prepare them to be responsible citizens, the university must become a more responsive institution that can respond effectively to these challenges. Various perspectives on how the university can become a “learning organization” are discussed. Central to the discussion is the need to change the university culture in ways that encourage and nurture more interdisciplinary programs and problem-focused teams that address the needs of communities. It is suggested that culture change is also necessary to encourage the development of new types of learning environments that nurture the spirit and the mind. Future business organizations are then compared with the university. A key issue that needs to be considered is how universities can better prepare students for the work settings of tomorrow. It is suggested that such preparation requires environments that help students adapt to change and encourage them to become lifelong learners.

Organizational Culture Change Through Action Learning

Abstract: The Problem and the Solution. Many people talk about culture change in organizations, but what exactly is meant by this? This chapter lays out the components of organizational culture and culture c...

The hyphenated American : the hidden injuries of culture

Abstract: Series Editor's Foreword by Paul Pederson Preface Introduction Some Basic Ideas Irish-American Culture Italian-American Culture Jewish-American Culture Greek-American Culture An Italian-WASP Marriage A Greek-Irish Marriage A Jewish-WASP Marriage Further Clinical Considerations Culture Change in American Society Bibliography Index

Effective practice in the NHS and the contribution from public health: a qualitative study

Abstract: Reports on a study which explored the views of key stakeholders regarding the meaning and implementation of effective health care and clinical governance in NHS Trusts, and the role for public health professionals. The authors used a national questionnaire survey to derive a sample for qualitative telephone interviews and two area case studies. The authors found that the meaning of effective health care and the means employed for implementation varied. Mergers were seen as hindrances to gaining organisational engagement whilst others, such as the White Paper on quality and the notion of clinical governance, were seen as facilitating. A widespread aspiration was a more integrated and corporate quality culture where quality was central, not marginal. The authors conclude that there is widespread concern among Trusts to change their culture and assert effective health care as a central value. Public health skills, rather than the discipline itself, are seen as important for such culture change.

Hospital transformation and organisational learning.

Abstract: Kwong Wah Hospital was founded by the charity organisation Tung Wah Group of Hospitals some 88 years ago, with management transfer to the Hong Kong Hospital Authority in 1991. Capitalizing both from the traditional caring culture of its founder, as well as opportunities in the new management environment, the hospital has scored remarkable successes in service quality, community partnership, organisational effectiveness, and staff development. Underpinning these transformations were Structure, Process, People, and Culture strategies. The learning imperative is heavily mandated or the success of each of these strands of development. Indeed, the embodiment of a learning organisation culture provides the impetus in sustaining the change momentum, towards achieving the Vision of becoming a 'Most Preferred Hospital' in Hong Kong.

Newcastle Business School and Newcastle City Council: a developmental partnership

Abstract: The public sector in the UK now seems to be on a new course. The sharper business focus within the public sector has brought a recognition that organisations must invest training and development in their greatest asset – their staff. Regular surveys by the Industrial Society reveal a trend to using universities as external providers of training and development. Newcastle City Council and Newcastle Business School are building a developmental partnership through postgraduate management education. The aim of the partnership is to focus attention on the development of individuals, running parallel to organisational development and culture change. The article outlines the organisational contexts, the aims of the developmental pathway and the postgraduate provision. The logistics of the developmental partnership are presented, from selection to individual learning and development and the article concludes by offering significant learning points to those planning similar partnerships to facilitate HR development.

The application of TQM in the construction industry

Abstract: The UK Construction Industry has traditionally, earned a reputation as a costly, inefficient and confrontational business. In the late 1970's the British Research Establishment highlighted the need for change within the industry. They were followed by amongst others, NEDO in 1988 and then in 1989 by the University of Reading, who recognised the need for change and identified four key areas in which the industry needed to improve, namely: structure; image; education/training and R & D. The message was that to survive and prosper, the industry must change its management and practice. This research has concentrated on the way that concepts of Total Quality have been introduced within three different companies and industries. The Miller Group primarily known as a Civil Engineering/Construction company; British Telecom selling a service of telecommunications to businesses and the general public; and GKN Sinter Metals providing a service of power metallurgy in the manufacturing sector. This study has determined where there are common objectives and benefits; with the view to recommending the best practice for industries especially to the construction sector where Quality Management and more particularly Total Quality Management does not form a coherent part of their long·term strategy. The research also assessed and investigated the framework used by each of the companies in their understanding and implementation of Total Quality Management (TQM); the employee attitude and commitment by Senior Management; and the culture change that precipitated the introduction of TQM. The aim of this research was to highlight strengths, weaknesses and similarities between the companies and hence their industries, which is used as the basis for providing a check list of solutions and actions which organisations can consider implementing and building upon in the future. Lessons that were learnt from undertaking the research was that the construction sector still has limited input from their clients; there is no defined sector scheme and there is little or no understanding of the principles of Quality Management and Total Quality Management.

Organizational culture in the changing workplace: an employee assistance program perspective.

Abstract: The rapid change experienced in the work world today results in an often dramatic change in the organizational culture. In the process of culture change, employees experience loss of identity and loss of meaning in their work. These losses will manifest themselves in the workplace in the form of withdrawal, isolation, the failure of teamwork, and a high conflict milieu. It is helpful to the effective navigation of the change process to facilitate the grieving of these losses. Only when these losses have been successfully mitigated will employees experience a resurgence of energy and commitment.

Getting Serious About Leadership: What Do We Have to Hide.

Abstract: : The Army faces great challenges to meet the requirements of the future. New doctrine, equipment and means of employment will be required to succeed on technical, information-based battlefields of the future. We must also change the way we develop and select leaders for the future. That's what this paper is about. It examines the potential of the powerful personnel management tool of 360-degree, or multi-source feedback, as an evaluative and developmental tool for the Army. It also recognizes that a fundamental culture change will be required to implement the process and fully realize its many benefits. It concludes that the time for 360-degree feedback has arrived. The benefits for the Army of the future far outweigh any associated risks.