Culture change

About: Culture change is a research topic. Over the lifetime, 1531 publications have been published within this topic receiving 41922 citations. The topic is also known as: cultural change & culture changes.

TQM and Culture Change

Abstract: Describes a TQM methodology model for achieving lasting culture change. Asserts that TQM effectiveness is often limited or negated by a failure to adequately consider the relationship between productivity and cultural behaviour. Proposes a model and techniques that integrate strategies and tasks with values and behaviours to accelerate the TQM process. Asserts that the values held in the organization should be compatible with its strategic goals. Advizes on how to choose domains for gathering and analysis of data. Concludes that successful quality interventions change people′s behaviour and related attitudes.

Creating a coaching culture: relational field coaching

Abstract: Purpose – This paper aims to highlight a link between the rise of executive coaching practice and less importance being place on growing a coaching culture in organizations. This paper seeks to outline how a coaching culture can be fostered through an emphasis on a relational field coaching approach.Design/methodology/approach – The main research method is based on case studies and action research from the author's own organizational practice.Findings – The paper emphasizes that a focus on the context or situation of coaching is just as important as individual considerations in a coaching dyad.Practical implications – The paper calls for a review of the effectiveness of one‐to‐one coaching compared to establishing an organizational coaching culture.Originality/value – This paper is a timely reminder to leaders, managers and HR practitioners to review the cost effectiveness of procuring external coaching versus developing internal coaching capability. In addition, it challenges organizations to refocus on ...

Negotiated risk and resident autonomy: Frontline care staff perspectives on culture change in long term care in Nova Scotia, Canada

Abstract: Background Regulating risk, freedom of action, and autonomy in decision making are problems shared by both caregivers and residents in long term care settings, and may become the subject of tension and constant negotiation. Objective This study focuses on long term care staff and management perceptions of day to day life in a care community which has gone through a culture change transition, where small residentially scaled households replace large instutional models of care. In each household, the setting is considered to be home for the 8-12 residents, creating a major shift of roles for the caregivers; they are, in essence, coming into a home rather than institutional environment as a place of work. This potentially changes the dynamics of both patterns of work for caregivers and patterns of daily living for residents. Methods Participant observations and care staff interviews. Results Several key themes emrged which include: teamwork; the culture of care; regulating risk; the physical environment and care staff empowerment. Conclusions An unexpected outcome was the consensus among care staff that it is they who feel at home while working in the care households, leading to empowerment in their work roles and a deeper understanding of the importance of their role in the lives of the residents.

Changing Organizations for Their Likely Mass-Casualties Future

Abstract: The threat of bioterrorism presents an opportunity for health care organizations to transform into more resilient, learning organizations. Rather than focusing solely on preparing for what is known or expected in a bioterrorist attack, organizations should strengthen their infrastructures to better manage surprises of all types. We advocate a combination of guidelines derived from conventional and complexity science perspectives on organizational change, including the need for leadership commitment, self-organization, culture change, and interorganizational connections.

The Precarious “Middle Ground”: Exchange and the Reconfiguration of Social Identity in the Hawaiian Kingdom

Abstract: Exchange is a vital nexus for the dynamic construction of social identities that people materialize in portable and nonportable artifacts. Social identity and culture change are emergent phenomena and so their study is germane to historians, archaeologists, and other scholars who seek to understand the consequences of European and American colonialism before and during the nineteenth century (Stein 2005). Yet, most archaeological studies of contact and colonialism focus on changes in the technologies, economies, and identities of groups (e.g., communities, societies, and cultures), rather than on individuals, since macroeconomic processes are generally more accessible in the archaeological record (e.g., Bayman 2003, 2007; Carter 1990). While this macroscalar approach provides invaluable insights on the materialization of interaction and identity in colonial settings, complementary studies of individuals are also needed to understand exchange and domestic behavior during periods of culture contact (Flannery 1999, Lightfoot et al. 1998). This microscalar approach promises a more detailed perspective on exchange, personhood (sensu Howard 1990), and its relationship to the construction of social identity. In so doing, archaeology can develop a more refined theoretical perspective on the nature of culture change in postcontact settings.