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.

Long-Term Care in the United States: Policy Themes and Promising Practices

Abstract: This analysis provides an overview of the major policy themes and promising practices emerging in recent years as policymakers and researchers struggle to design a long-term care system that meets the needs of an aging population. Themes that have dominated the long-term care policy debates include: recruiting and retaining a qualified long-term care workforce; devising financing mechanisms for those requiring long-term care; and moving away from an institutional-based long-term care system towards more home- and community-based services. Three promising practices that have emerged in the past few decades include: the culture change movement; service integration that combines medical and social care; and various forms of community residential care that bring together housing and services in a more home-like environment. It concludes with long-term care recommendations for policymakers.

Implementing total quality

Abstract: This paper argues that there is widespread agreement amongst practitioners and researchers in the field of total quality (TQ) that its implementation is fundamentally a process of culture change. It goes on to suggest that many of the problems companies are experiencing in implementing TQ are due to the models they are using to make sense of organisational culture and, as a consequence, how it might be changed. On the basis of a number of case studies researching how organisations have approached TQ implementation four generic models are identified: total institution; adaptive/survival; learning organisation; and transformational/dialectic. Initial findings indicate that companies tend to start adopting those models which are most compatible with their existing organisational culture, and later may move on to other models when they discover the inherent limitations contained in any of them. It is suggested that this process is inevitable in culture change – there can be no one best method.

Managers as change agents: implications for human resource managers engaging with culture change

Abstract: Purpose – The purpose of this paper is to explore the merger of two large State departments and the cultural change program orchestrated by the Human Resources (HR) department. This study reveals the instrumental role played by some managers who accelerated the cultural change process through utilising formal and informal agencies of change in their management roles.Design/methodology/approach – The paper explores a two‐year investigation of a major State organisation trying to reshape the culture and values of the organisation after a politically determined merger. This paper reviews the context for this change process, the associated concepts from the literature, and adapts Gidden's Structuration Theory to provide a model of manager action during the change process that may also be used to explore subsequent change practices.Findings – The findings from the sequenced phases of data collection provide new evidence from a strategic HR perspective of the multiple ways managers act to embed a culture change...

Crossing cultures: insights from master teachers

Abstract: Section 1 Not the Beginning 1 Culture, Passion, and Play Section 2 Framing the Culture Concept: What is Culture / How can we Characterize it? 2 Are we the Same or are we Different? - A Social Psychological Perspective of Culture 3 What is Culture and Why Does it Matter? - Current Conceptualizations from Anthropology 4 One's Many Cultures: A multiple Cultures Perspective 5 Learning about Our and Other Selves: Multiple Identities and Their Sources Section 3 Culture Scanning and Sense-Making: How do we 'Learn' and Characterize Culture? 6 Context / Culture Interaction: Teaching Thick Descriptions of Culture 7 Cultural Scanning: An Integrated Cultural Frameworks Approach 8 Teaching Cultural Sensemaking 9 Examining Culture Change Through 'Fiddler on the Roof' Section 4 The Experience of Crossing Cultures 10 Using the Hero's Journey: A Framework for Making Sense of the Transformational Expatriate Experience 11 Apples and Oranges: An Experimental Exercise in Crossing Cultures 12 Building Transpatriate Skills: The Star Trek Case 13 Cultural Transitions: A Biophysical Model for Cultural Adaption, Section 5 Going Deeper: Developing a Global Mindset 14 Turning Frogs into Interculturalists: A Student Centered Developmental Approach to Teaching Intercultural Competence 15 Shaping the Global Mindset: Designing Educational Experiences for Effective Global Thinking and Action 16 Limitations of the Culture Perspective in Teaching International Management: The Case of Transitional Economies 17 Reflective Silence: Developing the Capacity for Meaningful Global Leadership Section 6 The Cultural Context of Work: Collaborative Relationships Today 18 Building Multinational Teams: Learning to Manage the Challenges of Homogeneity and Heterogeneity 19 Teaching Culture 'On the Fly' and 'Learning in Working' with Global Teams 20 Teaching Mindful Intercultural Conflict Management 21 Effective Cross-Cultural Leadership: Tips and Techniques for Developing Capacity Section 7 The Cultural Context of Work: Impacts on Functional Performance 22 Global Ethics 23 Negotiating Culture 24 Conceptualizing and Designing a Course in International Human Resource Management 25 Incorporating Culture in Joint Venture and Alliance Instruction: The Alliance Culture Exercise 26 Teaching Culture in the Capstone Strategy Course Section 8 Not the End 27 As We Go Forward