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.

Learning organisations: A suitable model for improving mental health services?

Abstract: Objective: The aim of this paper was to describe an organisational model that has created interest in recent business management literature as supporting learning, adaptation and continuous improvementMethod: Some key features of the literature on learning organisations are outlined, including the values and processes involved, together with a structural and cultural template that has been applied to a community child and adolescent mental health service Some blocks to learning and the leadership skills required to develop adaptive services are describedResults: The experience of applying the model has led to a change in mental health service organisational structure and culture towards greater support for research, quality improvement, experimentation and adaptationConclusions: The learning organisation model offers a more comprehensive framework for designing adaptive mental health services and supporting quality management practices than any other recent organisational form

Growing the scholarship of teaching and learning through institutional culture change

Abstract: The scholarship of teaching and learning represents an important movement within higher education. Through this work, the profession of teaching is able to build upon itself through sustained inquiry and an evidence-based culture. However, for the scholarship of teaching and learning to take hold on a campus, a culture shift often needs to occur, during which time actions by campus leaders, change agents and facilitators lay the groundwork for, and effect, institutional change. This paper uses an organizational theory approach to sketch out a model by which this culture change can occur. It then uses our experiences at a regional comprehensive university in the Midwestern United States to elaborate on culture change models. Our experiences teach valuable lessons about how the scholarship of teaching and learning can become an important element within a campus culture.

Culture change in a for-profit nursing home chain: an evaluation

Abstract: Beverly Healthcare—one of the nation's largest nursing home chains—launched a culture change initiative in 2002, called resident-centered care (RCC). This report presents findings from a 12-month evaluation of that initiative. While most prior culture change models had been implemented by nonprofit organizations in a small number of facilities, this project marked a major departure for the culture change movement because it was the first time that a large national for-profit chain implemented culture change. The RCC initiative was successful in that it introduced new organizational practices, made improvements in resident quality of life (e.g., in choice and autonomy), and created better work environments for staff. The RCC initiative did not achieve short-term financial gains. The business case for culture change, however, should be based on long-term goals to reposition the nursing home within an evolving continuum of care.

Using the Competing Values Framework to identify the ideal culture profile for TQM: a UK perspective

Abstract: There is growing concern about why some organisations fail in their attempts to implement TQM and so few gain the benefits of such implementation. The literature often points to the constraining effects of an organisation's culture as a major barrier. Few studies, however, link organisational culture and TQM implementation. In short, understanding the relationship between an organisation's culture and TQM philosophy can provide a greater insight into the TQM implementation process. A well known framework for an organisational model, the Competing Values Framework (CVF), was used to identify the ideal cultural profile for TQM implementation. A questionnaire using the CVF, was sent to "Quality Experts" in the UK to help identify the ideal cultural characteristics that they believed would support the TQM philosophy and facilitate its implementation. The findings indicated that the ideal cultural characteristics in the context of TQM can be classified as a group and developmental culture. Its characteristics tend to be flexible and customer oriented which emphasises participation, innovation, concern for human resource development and an attempt to decentralise decision making. This paper shows that the CVF can be a useful tool in helping organisations study the change needed to reach a desired quality culture.