Topic
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.
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TL;DR: The study developed a valid and reliable instrument with which to gauge the different attributes of care culture perceived by healthcare staff with potential for organisational benchmarking.
Abstract: Objective Concerns about care quality have prompted calls to create workplace cultures conducive to high-quality, safe and compassionate care and to provide a supportive environment in which staff can operate effectively. How healthcare organisations assess their culture of care is an important first step in creating such cultures. This article reports on the development and validation of a tool, the Culture of Care Barometer, designed to assess perceptions of a caring culture among healthcare workers preliminary to culture change. Design/setting/participants An exploratory mixed methods study designed to develop and test the validity of a tool to measure ‘culture of care’ through focus groups and questionnaires. Questionnaire development was facilitated through: a literature review, experts generating items of interest and focus group discussions with healthcare staff across specialities, roles and seniority within three types of public healthcare organisations in the UK. The tool was designed to be multiprofessional and pilot tested with a sample of 467 nurses and healthcare support workers in acute care and then validated with a sample of 1698 staff working across acute, mental health and community services in England. Exploratory factor analysis was used to identify dimensions underlying the Barometer. Results Psychometric testing resulted in the development of a 30-item questionnaire linked to four domains with retained items loading to four factors: organisational values (α=0.93, valid n=1568, M=3.7), team support (α=0.93, valid n=1557, M=3.2), relationships with colleagues (α=0.84, valid n=1617, M=4.0) and job constraints (α=0.70, valid n=1616, M=3.3). Conclusions The study developed a valid and reliable instrument with which to gauge the different attributes of care culture perceived by healthcare staff with potential for organisational benchmarking.
39 citations
Book•
01 Feb 1998
TL;DR: 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 as mentioned in this paper.
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.
39 citations
TL;DR: In this paper, the authors propose an unbroken chain of champions down through the organization, including the resource managers at middle management level, who need to be re-engineered to bring them into line behind the chosen venture.
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
39 citations
TL;DR: In this paper, the authors describe the methodology, outline the case study, explain each perspective, and explore the culture change process from that perspective, concluding with a discussion of the usefulness of the analysis for understanding and organizing culture change in educational settings.
Abstract: The concept of organizational culture continues to be widely used for descriptive and explanatory purposes in academic, policy, and managerial debates in education and other contexts. The range of perspectives on its meaning, which are readily apparent in both educational and non-educational literature, is directly relevant to the analysis of organizational culture change. This article contributes to organizational culture change theory in education by conceptualizing different perspectives on organizational culture—external reality, interpretation, organization, competing subcultures, and process. It then analyzes aspects of an 8-year culture change process in a school staff group using the different perspectives to illustrate their utility. In the paper, we describe the methodology, outline the case study, explain each perspective, and explore the culture change process from that perspective. The paper concludes with a discussion of the usefulness of the analysis for understanding and organizing culture change in educational settings.
39 citations
TL;DR: The British Airways story of British Airways is one of the most widely used inspirational accounts of changing culture as discussed by the authors, where culture change is presented as the only explanation for the transformation that occurred.
38 citations