Showing papers on "Culture change published in 2001"

Demography and Cultural Innovation: a Model and its Implications for the Emergence of Modern Human Culture

Abstract: In recent years there has been a major growth of interest in exploring the analogies between the genetic transmission of information from one generation to the next and the processes of cultural transmission, in an attempt to obtain a greater understanding of how culture change occurs. This article uses computer simulation to explore the implications of a specific model of the relationship between demography and innovation within an evolutionary framework. The consequences of innovation appear far more successful in larger populations than in smaller ones. In conclusion, it is suggested that the model has major implications for the origins of modern human culture in the last 50,000 years, which may be seen not as the result of genetic mutations leading to improved cognitive capacities of individuals, but as a population consequence of the demographic growth and increased contact range which are evident at this time. It is also proposed that the model may be of general relevance for understanding the process of cultural evolution in modern and pre-modern humans.

Champions, adapters, consultants and synergists: the new change agents in HRM

Abstract: At the centre of many HRM approaches to organisational transformation and culture change is the concept of the personnel or HR professional as change agent. Storey highlighted the emerging significance of the 'changemaker' role in the UK almost a decade ago, and Ulrich has offered a powerful reinterpretation of the personnel function that affirms the significance of the HR change agent in championing competitiveness in many large US corporations. However, while the scope and influence of this role has often been questioned, the variety of forms it takes has not been satisfactorily addressed. The new survey findings and interview evidence from major UK companies presented here indicates that the change agent role has grown in significance and complexity.To partly capture these changes, a new four-fold typology of HR change agent roles is proposed: champions, adapters, consultants and synergists.

The International Handbook of Organizational Culture and Climate

Abstract: About the Editors. List of Contributors. Introduction (C. Cooper, et al.). CONCEPTUAL ISSUES AND PERSPECTIVES (P. Earley). Organizational Culture: A Sociological Perspective (R. Goffee & G. Jones). Time Flies Like an Arrow: Tracing Antecedents and Consequences of Temporal Elements of Organizational Culture (M. Zellmer--Bruhn, et al.). Multinational Groups and the Structuration of Organizational Culture: a Sociological Perspective (C. Butler & P. Earley). ASSESSMENT AND RESEARCH METHODS (P. Sparrow). Developing Diagnostics for High Performance Organization Cultures (P. Sparrow). A Three Dimensional Framework for Analyzing and Assessing Culture/Climate and its Relevance to Culturale Change (R. Payne). Recent Approaches to the Qualitative Analysis of Organizational Culture (K. Davey & G. Symon). Cultural Complexity in Organizations: The Value and Limitations of Qualitative Methodology and Approaches (S. Sackmann). Assessment of Cultures: A Way to Problem Solving or a Way to Problematic Solutions? (I. Smit). CULTURE AND ITS IMPLICATIONS FOR INDIVIDUALS AND ORGANIZATIONS (J. Chatman). Modeling Organizational Culture: Demography and Influence Networks (J. Harrison & G. Carroll). Economics and Corporate Culture (B. Hermalin). Strong Cultures and Innovation: Oxymoron or Opportunity? (F. Flynn & J. Chatman). Does Culture Always Flow Downstream? Linking Group Consensus and Organizational Culture (E. Mannix, et al.). CULTURE AND CHANGE (T. Cummings). Culture Change in the Strategic Enterprise: Lessons from the Field (D. Nadler, et al.). Working with Cultures: Social Rules Perspective (C. Lundberg). Organizational Culture: Can it be a Key Lever for Driving Organizational Change? (D. Denison). CULTURE: THE INTERNATIONAL DIMENSION (N. Holden). The Modes of Social Relation in Japanese Management Practice (C. Tackney). Stereotyping in International Business (A. Zarkada--Fraser). Management Change in Central and Eastern Europe (K. Gilbert). Managing Globalization: Constructivist Perspective (N. Holden & D. Salskov--Iversen). Direct/Indirect and Formal/Informal Communication: A Re--assessment (M.--T. Claes). Intercultural Issues in Management and Business: The Interdisciplinary Challenge (G. Fink & W. Mayrhofer). Towards an Innovation Culture: What are its National, Corporate, Marketing and Engineering Aspects, Some Experimental Evidence (J. Ulijin & M. Weggeman). THE FUTURE OF ORGANIZATIONAL CULTURES (W. Starbuck). Where are Organizational Cultures Going? (P. Baumard & W. Starbuck). Collaborative Insight or Privacy Invasion? Trust Climate as a Lens for Understanding Acceptance of Awareness Systems (D. McKnight & J. Webster). In Diversity is There Strength? Ruminations on Changing Faces in Business (N. Pant & K. Singh). Culture in--the--Making in Telework Settings (R. Dunbar & R. Garud). Organizational Culture and Imaginary Organizations (B. Hedberg & C. Maravelias). Author Index. Subject Index.

TQM: the role of leadership and culture

Abstract: Examines the effects of a total quality management initiative on a department in a mid‐sized utility company in the USA. A longitudinal design was used to examine the effects of total quality management on performance measures and employee satisfaction over time, and a cross‐sectional survey was used to measure the perceived effects of leadership and culture on these outcomes. Results suggested that a culture change characterized by empowerment, employee development, and teamwork occurred immediately after the intervention, and was sustained over the next two years. However, a shift back to the pre‐intervention culture was evidenced by the end of the study, a shift accompanied by a significant decline in employee job satisfaction. Possible explanations for the organization’s failure to sustain the culture change are discussed, including the role of leadership, external threats and the threat‐rigidity hypothesis, and changes in the intervention itself.

Stepping Out: Rhetorical Devices and Culture Change Management in the UK Civil Service

Abstract: Organizational culture is the pattern of values and beliefs held by members of an organization and the management of culture is now one of the most frequently discussed of all organizational concepts. The excitement associated with culture is attributable to two factors. First, it is argued that culture is the key to organizational performance; simply stated, a strong organizational culture can be a source of competitive advantage. Second, culture is perceived as an alternative method of control to traditional and technocratic forms of management and can be manipulated to ensure that employees are enthusiastic and committed to organizational objectives. Despite the extensive interest in this topic, culture remains an elusive concept. This paper investigates the nature of culture and considers strategies for introducing cultural change. Specifically, the aims of the paper are threefold. First, to locate and explain the interests and significance of culture change for the public sector. Second, using a case study of a newly created agency, to investigate the problems and issues affecting cultural change in the civil service. Third, to reassess and critically evaluate the claims for culture management made in the literature. Finally, this paper questions some of the assumptions in the literature, which with few exceptions are biased toward top management and the unitary conception of organization, an ideological frame of reference which is particularly problematic in the public sector.

Transformating multinational enterprises: towards a process model of strategic HRM change

Abstract: How MNEs control and co-ordinate their subsidiaries' human resources has been a mtter of some debate in recent years. The corporate centre's human resource (HR) department is frequently accorded a key role in shaping direction through programme of strategic change involving best practice transfer or culture change. Such programmes, however, have been questioned by academics and practitioners for their ability to deliver on the promises made for them and for the failure to recognize the problems of top-down programmes of change. In this paper, we address the question of what it might take to deliver a coherent and acceptable corporate-wide strategic HR change initiative whilst allowing for simultaneous subsidiary development and innovation? Drawing on our direct experience of case studies and building on the more general strategic change literature, we develop a process model of strategic HR changes in MNEs, which identifies the key factors that lead to successful change outcomes. The main contribution of ...

Families and nursing home placements: A cross-cultural study

Abstract: With the aging of many populations, health careworkers and families increasingly findthemselves jointly involved in situationsinvolving decisions about nursing homeplacements. How each approaches suchsituations is affected by beliefs andassumptions about the role of family members inthe care of family members and the decisionmaking process. This paper explores theresponses of people from four cultural groupsliving in Australia (Anglo-Celtic Australian,Chinese, Greek, Lebanese) to a criticalincident scenario about a Russian family inAustralia faced with such a decision. Theresponses to this scenario were remarkablysimilar across the four cultural groups. Allsaw making such a decision as difficult, butthe reasons for the difficulty suggest someinteresting cross-cultural distinctions. Somegroups viewed care of a family member more interms of a social and role obligation whileothers addressed it as a personalresponsibility. To not care for elderlyparents in the home was accompanied by a senseof guilt among some respondents and a sense ofpublic social shame among others. Ambivalenceabout nursing homes and placing a family memberin a nursing home, culture change andcross-generational differences, and roles androle support were other important themes. Theresults are consistent with other data analysedin conjunction with the InterculturalInteraction Project. The findings from thisresearch suggests a need to examine moreclosely the beliefs and assumptions associatedwith nursing home placements and one way tohelp students and health professionals to doso.

Developing a culture of quality within the United Kingdom healthcare system

Abstract: It is established that there are three levels of quality, technical, generic and systemic with systemic being the preferred goal for Salford Royal Hospitals NHS Trust (SRHT). In an effort to achieve their goal SRHT embarked on using the EFQM Excellence Model to provide one overarching framework for all their quality initiatives. The article explains SRHT’s approach to implementation and integration in addition to providing a flavour of the outcomes observed from the journey so far. In essence, many benefits were realised, some aspired to, some unexpected and all worthwhile and welcomed. However, even after seven years the organisation still does not have full deployment, which confirms that efforts to assure excellence need to be relentless if there is to be a sustainable culture change that puts quality at the heart of day‐to‐day decision making.

Sociology for a New Century

Abstract: Graphics Preface 1. A Global View of Society. How Can Sociology Help Us Understanding Global Trends - Y.W. Bradshaw The Interconnected World Sociology's Contribution to Understanding Global Issues A Global Perspective The Book's Themes: Global Trends A Look Forward Key Concepts Active Learning Topical Essay. My Personal Journey to a Global Perspective - T.J. Dawson 2. Sociology and Society. How Does Sociological Theory Help Us Interpret the World - J.F. Healey The Origins of Sociology The Sociological Perspective The Continuing Relevance of Marx, Weber, and Durkheim Conclusion Key Concepts Active Learning Topical Essay. The Globalization of Taste - N. Hart 3. Sociology and Science. How Do Sociologists Investigate Questions about Society? - J.F. Healey Using Science to Examine a Social Problem: Is American Society Disintegrating? Approaching the Problem: The Scientific Method Gathering Data Conclusion Key Concepts Active Learning 4. Culture and Society. Can Local Culture Coexist with Global Culture? - J.F. Healey A Sociological Perspective on Culture Culture and Community Elements of Culture The Construction of Culture Culture Change The Globalization of Culture Conclusion Key Concepts Active Learning Topical Essay. How Culture Shapes Schooling - S. Brint Topical Essay. Loal Gods and Universal Faiths - L.R. Kurtz 5. Inequality. Are the Rich Getting Richer and the Poor Getting Poorer? - J.F. Healey Sociological Perspective on Inequality The Evolution of Inequality Increasing Inequality in the United States Inequality around the Globe Conclusion Key Concepts Active Learning 6. Assimilation and Pluralism. Will Racial and Ethnic Groups Persist? - J.F. Healey Global Species Consolidation: Analyzing Race and Ethnicity Social Relations in a Differentiated World Contact Situations: Conquest and Colonization Contact Situations: Immigration Conclusion Key Concepts Active Learning 7. Gender. How Is Globalization Affecting Inequalities between Women and Men? - P. Fernandez-Kelly & K.M. Fallon Sociological Perspectives on Gender Relations Gender Inequality Today: A Global Concern Gender in Comparative Perspective Conclusion Key Concepts Active Learning Topical Essay. Sex as a Global Commodity - J. Nagel 8. Families. What Is Happening to Families in a Changing World? - D. Lye and Y.W. Bradshaw A Sociological Approach to the Family Recent Trends in Family Life The Causes of Family Change The Conseuquences of Family Change Conclusion Key Concepts Active Learning 9. Crime and Punishment. Can Crime be Controlled? - J.F. Healey Defining and Measuring Crime Theorizing about the Causes of Crime Controlling Crime Conclusion Key Concepts Active Learning 10. Economics and Politics. Does Democracy Have a Future? - J. Markoff The Rise of the Modern State Globalization and the State, Yesterday and Today Challenges to the Economic and Political Status Quo Threatened Democracy Attempts by States (and Their Citizens) to Control Globalization Conclusion Key Concepts Active Learning Topical Essa. Activists Crusade against Sweatshops - G.W. Seidman PART II. AT ISSUE: SOCIOLOGY EXAMINES A NEW CENTURY 11. The Changing Face of War - Y.W. Bradshaw Yugoslavia, 1990s: Lessons Unlearned Voices of War The Responsibility to Stop Someone Else's War The Limitations of Peacekeeping Five Recommendations for Ending War Thinking about the Topic of War 12. The Future of Work - K.T. Leicht Workplace Change and Your Labor Market Prospects The Social Consequences of the Changing Workplace The Hopes and Fears of the New Workplace Thinking about the Topic of Work 13. Can the World Develop and Sustain Its Environment? - M.M. Bell We Consuming Humans Owning Up to What We Own The Sociology of Environmental Inaction The Social Organization of Consumption Social Power and the Social Organization of Consumption Virtual Environmentalism and the Social Reorganization of Consumption Thinking about the Topic of Sustainable Development 14. How Many People Is Too Many People? - D. Lye How Does Population Grow? How Many People Can Earth Support? Can We Slow Population Growth? A Reality Check Thinking about the Topic of Population Growth 15. The Global Healthcare Challenge - N. Mbugua The Grim Reality of Healthcare in Lower-Income Countries The Great Divide: Haves versus Have-nots The Healthcare Challenge of the Twenty-First Century Thinking about the Topic of Healthcare 16. Creating Positive Social Change - Y.W. Bradshaw What Solutions Does Sociology Suggest? What Can Individuals Do? Thinking about the Topic of Positive Social Change Authors and Contributors References Photo Credits Glossary/Index Appendix: A Sociologist's Atlas - K.M. Fallon

Building on trust: a co-operative approach to construction procurement

Abstract: The central argument of this paper is that the key to successful implementation of relationship-based procurement strategies lies in trust. Trust is essential to relationships because it is the glue that binds co-operative relationships together. It is a multidimensional, multifaceted social phenomenon, which is regarded by some as an attitude, by others as a personality trait and by yet others as a vital social lubricant. We focus on those particular aspects germane to partnering approaches to construction procurement. Trust is defined as the willingness to rely upon the actions of others, to be dependent upon them, and thus be vulnerable to their actions. Others argue that collaboration can be achieved, not through trust, but only through trading power or incentives. The paradox here is that the one industry, which has most extensively developed subcontracting, should prove to be so resistant to the collaborative approaches to procurement. How to move forward in an adversarial sector is described. Increased co-operation is only possible if we accept increased vulnerability; that is why we need trust. The greater the risk to which we are exposed in co-operating with others, the greater our need for trust. Partnering is an attempt to gain the benefits of increased co-operation, and in seeking that, any individual firm must increase its vulnerability to the potential for others to harm them. Interview data presented demonstrates that moves are already taking place to working practices and processes to make it more likely that trust will develop. To establish any relationship, a minimal degree of trust has to be offered. Trust deepens only where the co-operation of the other parties gives evidence of their competence, their ability to keep promises, to communicate openly and honestly, sharing information, to produce mutually beneficial outcomes. Confidence increases, the relationship becomes closer, more open and more trusting so that the partners are in a virtuous cycle. Finally, theoretical justification and some empirical support for the contention that culture change is possible in construction, notwithstanding its unenviable record for adversarial relations, is offered.

Team building and culture change: Well-trained and committed teams can successfully roll out culture change programmes

Abstract: Many corporations set out on a journey — of organisational change — without checking what the start point is or what their destination will be. To them, change is a leap of faith — an assumption that it will happen. This is a naive view, seriously so where mergers and acquisitions are concerned. Various measurements should be made before, during and after change. Change may have to be implemented in order to close organisational culture gaps. Change is best effected through teams, and these will have to be developed for the job in hand. With mergers and acquisitions, team building should ideally start at board level. In addition, managers will need to be trained to help teams to cascade change initiatives through the organisation. Many managers will not have been trained to manage change. Even virtual teams can help drive change as part of the new corporate journey. These teams, alongside traditional teams, will require goals to be set and adhered to, and the goals should tie-in with the new corporate goa...

Industry Culture: A Need for Change

Abstract: The Cooperative Research Centre for Construction Innovation (CRC CI) research project 2001-008-C: 'Project Team Integration: Communication, Coordination and Decision Support', is supported by a number of Australian industry, government and university based project partners including: Queensland University of Technology (QUT); Commonwealth Scientific Industrial Research Organisation (CSIRO), University of Newcastle; Queensland Department of Public Works (QDPW); and the Queensland Department of Main Roads (QDMR). Supporting the project’s research aims and objectives, and as a major deliverable for the project, this report is not intended as a comprehensive statement of the construction industry's need or ability to change its existing culture. Rather, this report provides an overall snapshot of 'general' industry organisation experiences, characteristics and cultural attributes towards implementing a cultural or technological driven change, and considered as 'background literature' to an on-going and in-depth PhD investigation into AEC industry specific organisations and project team member values, attitudes and beliefs, etc. towards a technology driven culture change.

Clinical Governance, Organisational Culture and Change Management in the new NHS

Abstract: A study is reported that examined leadership of executives and non-executives in NHS trusts in implementing organisational interventions to support clinical governance Structured interviews were conducted face to face on site with up to four respondents per trust fulfilling the roles of chief executive, clinical governance lead and non-executive director with a lead role in clinical governance This yielded 151 interviews with staff in all 47 trusts in the West Midlands Respondents were asked their views on the vision for cultural change and the objectives for achieving change locally, the impact of clinical governance in the trusts, particularly on clinicians' attitudes and behaviour, the types of organisational interventions and external support for change used Results showed a more open culture was seen as a desirable outcome, but trust leaders do not explicitly take responsibility for leadership action to achieve change While clinical staff were reported in some trusts as having overwhelmingly either positive or negative attitudes, perceived ambivalence by clinical staff towards clinical governance was most commonly reported Education interventions and facilitative interventions predominate, with few examples of managerial interventions, such as performance review, at directorate or team level being used External sources of advice were used by few trusts, where reliance was most often upon individuals seeking education or advice from others, with very few involving external others in the trusts' clinical governance processes on a systematic basis Trust leaders are failing to take a systematic approach to the design and implementation of organisational interventions that could impact on the culture change goals of clinical governance

Patient safety: cultural changes needed [corrected].

Abstract: One essential aspect to improve patient safety and reduce medical errors focuses on the need for healthcare organizations to promote a patient-safety culture, and to banish the blame and shame culture and "conspiracy of silence"--traditional approaches within organizations when reacting to medical errors. Culture change arises when physicians, pharmacists, nurses and other self-regulated professionals are encouraged and expected to report errors without fear of retribution. A culture of patient safety will evolve in healthcare organizations and regulatory agencies only if top leaders demonstrate their commitment to change by making this a personal priority by assimilating new knowledge about medical errors and human behavior. Leaders must also promote strategies to integrate patient safety into every process that supports the system of patient-care delivery.

Preserving Historic Urban Districts: Issues of Culture Change, Stress, and Culture‐supportiveness

Abstract: This chapter was first published by EDRA in the Proceedings of the 32nd Annual Conference of the Environmental Design Research Association.

The role of engineering in knowledge management - the key to wealth creation

Abstract: The term "knowledge economy" is now widely used to signify the growth of a new industrial era, encompassing the capture and exploitation of global knowledge, to create new, or improved, processes or products which, in turn, give rise to wealth creation. But how does knowledge arise and how is it part of the enabling process that leads to new processes or products? How are raw data turned into wealth creation? And what is the role of engineering in this process? This paper describes a Capability Framework, which shows how the collective operational competence of any organisation is driven by the procedures regulating its activity, the information availability and the human skills applied. It further shows how the learning and experience that support the decision making are fundamental in determining the quality and effectiveness of the process through which the activity is directed. The Capability Framework also shows the linkages with creativity and innovation which, applied through the transformation mechanism provided by engineering, can harness collective capability and with the Business Strategy establish wealth creation through technology introduction and new product development. This approach identifies the basis for the controlled management of business performance improvement by channelling effort through the three fundamental segments (staff development, information systems and operating processes) to provide a platform for the implementation of continuous improvement initiatives in a self-sustaining environment. Additionally, it highlights the importance of knowledge capture as a means of improving the decision making process, particularly in recognition of the increasing proliferation of basic technology that is the unavoidable by-product of specialisation. The importance of culture change, as the essential catalyst for sustainable improvement, is presented in the context of repositioning the field of engineering to reignite creativity and innovation as the drivers of wealth creation.

Culture change through applying competencies in development centres

Abstract: Lewisham Council is at the forefront of current local government reform that requires significant cultural shifts in management and service delivery. To achieve the required changes, the council recognised that it should implement management competencies that embedded its vision and values in the management of the authority. Management competencies were developed through extensive consultation before being piloted using innovative “third‐generation” development centres which involved working on real business issues and ongoing feedback (including peer to peer). The pilot showed the competencies to be a valuable management tool for 95 per cent of participating managers. Of the participants, 72 per cent also gained valuable personal development outcomes. Lewisham has been delighted with the business outcomes, observing significant shifts in the way participants work within the new culture. The centres delivered clear development outcomes and led to few follow‐on development interventions, thus providing substantial value for money.

An Analysis on the Cultural Factor for Corporate Governance and Its Policy Meaning for Reforming the State-owned Enterprises

Abstract: This article reviews the impact of culture on corporate governance. It points out the culture is one of important factors, which surports the shape and development of governance pattern from static view. But the hysteresis of culture change will block the change of governance structure. Every country should make the design or reform of its governance pattern in coodination with its culture character. Especially for Chinese enterprises, the culture should be layed enough stress on, and be changed synchronously with the reform of tangible institute.

The Culture Factor in Economic Development

Abstract: Economy, as a basic social activity, must be restricted by culture factor. It is a regret that the culture factor in the economic development was not deeply investigated in the previous economoc study. Culture forms in economic activity of which people are the subject and reversely culture restricts economic activity. The essential content of culture is economic consciousness. Culture change precedes economic change and economic change brings about culture change.

The Culture That Wouldn’t Budge: A Case Study

Abstract: Many organizational experts dream of developing a new organization from scratch, applying all of the existing knowledge there is about what makes an organization “good,” “healthy,” “effective,” and “productive.” Most new organizations start out with the intention of becoming models. Despite good intentions new organizations soon learn the realities of culture. Two common myths are soon dispelled: (1) culture is strong enough to resist all change—the fantasy that the new organization always will remain vigorous and fresh; and (2) culture change can be managed—the fantasy that the leaders of organizations will be able to successfully manage change so that the craftsmanship, and original mission, and tenets of the founders are not altered (Deal & Kennedy, 1999). As we learned earlier, once a new organization begins its lifecycle it changes continuously. Leaders and members of organizations come and go and leave their marks on the organization, but the forces of change and processes of growth or decline continually shape the organization’s future.

Adopting New-to-the-World Products

Abstract: In this chapter, we will look at what can be learned from the theory of the diffusion of innovation, from cognitive learning theory, and from anthropological and organizational behavior studies of culture change in organizations. The theoretical presentation is kept to a minimum (but with lots of references) so that we can move on to the theories’ practical implications for (i) why there are barriers to customers accepting innovative products, and (ii) how sellers — and buyers — can overcome these barriers.