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Sample records for advancing organizational change

  1. Organizational Change.

    ERIC Educational Resources Information Center

    Woodard, Dudley B., Jr.; Love, Patrick; Komives, Susan R.

    2000-01-01

    Management of student affairs is a complex and unpredictable task that requires thoughtful planning and sensitivity. Managers who set priorities in a planned way, act strategically to implement plans, and make adjustments based on changing conditions can make a difference. Managers must work collaboratively to achieve mutual purposes through…

  2. Managing Organizational Change.

    ERIC Educational Resources Information Center

    Watwood, Britt; And Others

    Based on studies comparing leadership in two rural community colleges undergoing change and examining the management of change at Maryland's Allegany College, this paper presents a conceptual framework and model for managing organizational change. First, a framework for understanding the community college chair's role in organizational change is…

  3. Local Institutional Development and Organizational Change for Advancing Sustainable Urban Water Futures

    NASA Astrophysics Data System (ADS)

    Brown, Rebekah R.

    2008-02-01

    This paper presents the local institutional and organizational development insights from a five-year ongoing interdisciplinary research project focused on advancing the implementation of sustainable urban water management. While it is broadly acknowledged that the inertia associated with administrative systems is possibly the most significant obstacle to advancing sustainable urban water management, contemporary research still largely prioritizes investigations at the technological level. This research is explicitly concerned with critically informing the design of methodologies for mobilizing and overcoming the administrative inertia of traditional urban water management practice. The results of fourteen in-depth case studies of local government organizations across Metropolitan Sydney primarily reveal that (i) the political institutionalization of environmental concern and (ii) the commitment to local leadership and organizational learning are key corporate attributes for enabling sustainable management. A typology of five organizational development phases has been proposed as both a heuristic and capacity benchmarking tool for urban water strategists, policy makers, and decision makers that are focused on improving the level of local implementation of sustainable urban water management activity. While this investigation has focused on local government, these findings do provide guideposts for assessing the development needs of future capacity building programs across a range of different institutional contexts.

  4. Local institutional development and organizational change for advancing sustainable urban water futures.

    PubMed

    Brown, Rebekah R

    2008-02-01

    This paper presents the local institutional and organizational development insights from a five-year ongoing interdisciplinary research project focused on advancing the implementation of sustainable urban water management. While it is broadly acknowledged that the inertia associated with administrative systems is possibly the most significant obstacle to advancing sustainable urban water management, contemporary research still largely prioritizes investigations at the technological level. This research is explicitly concerned with critically informing the design of methodologies for mobilizing and overcoming the administrative inertia of traditional urban water management practice. The results of fourteen in-depth case studies of local government organizations across Metropolitan Sydney primarily reveal that (i) the political institutionalization of environmental concern and (ii) the commitment to local leadership and organizational learning are key corporate attributes for enabling sustainable management. A typology of five organizational development phases has been proposed as both a heuristic and capacity benchmarking tool for urban water strategists, policy makers, and decision makers that are focused on improving the level of local implementation of sustainable urban water management activity. While this investigation has focused on local government, these findings do provide guideposts for assessing the development needs of future capacity building programs across a range of different institutional contexts.

  5. Organizational change: Incentives and resistance

    NASA Technical Reports Server (NTRS)

    Bishop, Peter C.

    1992-01-01

    Topics concerning Space Exploration Initiative technical interchange are presented in viewgraph form and include the following: models of change, elements of the current period, the signs of change, leaders' contribution, paradigms - our worldview, paradigm change, the effects of revealing paradigms, a checklist for change, and organizational control.

  6. Organizational change: Incentives and resistance

    NASA Astrophysics Data System (ADS)

    Bishop, Peter C.

    Topics concerning Space Exploration Initiative technical interchange are presented in viewgraph form and include the following: models of change, elements of the current period, the signs of change, leaders' contribution, paradigms - our worldview, paradigm change, the effects of revealing paradigms, a checklist for change, and organizational control.

  7. Building blocks for organizational change.

    PubMed

    Daly, Rich

    2014-05-01

    To understand the types of organizational change that will best help them meet strategic goals, hospitals and health systems are: Projecting their quality and savings goals for the coming years and weighing their ability to meet them. Looking for partner organizations that share their culture, goals, and capabilities. Assessing the types of organizational arrangements that will provide the desired benefits. Determining the key components needed to make the arrangement fit their goals and culture.

  8. Organizational change strategies within healthcare.

    PubMed

    Steinke, Claudia; Dastmalchian, Ali; Blyton, Paul; Hasselback, Paul

    2013-01-01

    This study explores ways in which healthcare organizations can improve their organizational fitness for change using Beer and Nohria's framework of Theory E (concentrating on the economic value of change) and Theory O (concentrating on the organization's long-term capabilities for change). Data were collected from senior leaders/medical directors from health regions in Alberta. The results show that even though there is a tendency for reliance on Theory E change strategies, the respondents demonstrated other preferred approaches to change.

  9. Communicating Change in Organizational Chaos.

    ERIC Educational Resources Information Center

    Payne, Kay E.

    A study examined the reactions of organizational members to ownership change. Participant observation during a 2-week stay in each of two national corporations, American Broadcasting Company (ABC) and Union Underwear, provided data in the study. Results showed different reactions to change illustrated through corporate differences in structure,…

  10. Exploring Effective Communication for Organizational Change

    ERIC Educational Resources Information Center

    Nordin, Eric John

    2013-01-01

    The purpose of this case study was to explore experiences and perceptions of organizational leaders regarding organizational change communication to improve change results in an organizational setting. Building on a conceptual framework of organizational theory, 25 full-time online faculty at an institution of higher learning in the southwestern…

  11. Organizational Culture: Analysis and Change

    DTIC Science & Technology

    1983-09-01

    of the organization; 2. The assumptions, values, and perspectives of a given culture emerge as... perspectives of a culture can be changed without disturbing its basic assumptions or values to any great . degree. Workers in the system can see that some...ABSTRACT (Continue an reverse aide It neceseary and identify by block number)This paper examines the concept of organizational culture , and presents a

  12. Organizational change through Lean Thinking.

    PubMed

    Tsasis, Peter; Bruce-Barrett, Cindy

    2008-08-01

    In production and manufacturing plants, Lean Thinking has been used to improve processes by eliminating waste and thus enhancing efficiency. In health care, Lean Thinking has emerged as a comprehensive approach towards improving processes embedded in the diagnostic, treatment and care activities of health-care organizations with cost containment results. This paper provides a case study example where Lean Thinking is not only used to improve efficiency and cost containment, but also as an approach to effective organizational change.

  13. A theory of organizational readiness for change

    PubMed Central

    Weiner, Bryan J

    2009-01-01

    Background Change management experts have emphasized the importance of establishing organizational readiness for change and recommended various strategies for creating it. Although the advice seems reasonable, the scientific basis for it is limited. Unlike individual readiness for change, organizational readiness for change has not been subject to extensive theoretical development or empirical study. In this article, I conceptually define organizational readiness for change and develop a theory of its determinants and outcomes. I focus on the organizational level of analysis because many promising approaches to improving healthcare delivery entail collective behavior change in the form of systems redesign--that is, multiple, simultaneous changes in staffing, work flow, decision making, communication, and reward systems. Discussion Organizational readiness for change is a multi-level, multi-faceted construct. As an organization-level construct, readiness for change refers to organizational members' shared resolve to implement a change (change commitment) and shared belief in their collective capability to do so (change efficacy). Organizational readiness for change varies as a function of how much organizational members value the change and how favorably they appraise three key determinants of implementation capability: task demands, resource availability, and situational factors. When organizational readiness for change is high, organizational members are more likely to initiate change, exert greater effort, exhibit greater persistence, and display more cooperative behavior. The result is more effective implementation. Summary The theory described in this article treats organizational readiness as a shared psychological state in which organizational members feel committed to implementing an organizational change and confident in their collective abilities to do so. This way of thinking about organizational readiness is best suited for examining organizational

  14. Organizational Learning, Change and Socialization. Symposium.

    ERIC Educational Resources Information Center

    2002

    This symposium is comprised of three papers on organizational learning, change, and socialization. "A Study of the Organizational Learning Profile (OLP)" (Rae Dorai, Adela J. McMurray) reports findings that show the OLP (Pace et al. 1998) is a reliable instrument for measuring organizational learning and its content validity is high.…

  15. Organizational Change. Symposium 19. [AHRD Conference, 2001].

    ERIC Educational Resources Information Center

    2001

    This symposium on organizational change consists of three presentations. "Institutionalizing Organizational Change Through Cascade Training: Implications for Human Resource Development (HRD) Research" (Ronald L. Jacobs, Darlene Russ-Eft, Suhail Zidan) proposes the institutionalization of change should be addressed as a major part of the…

  16. The complexity of organizational change: describing communication during organizational turbulence.

    PubMed

    Salem, Philip

    2013-01-01

    Organizational researchers and practitioners have been interested in organizational change for some time. Historically, they have directed most of their efforts at improving the efficiency of planned top-down change. These efforts were strategic attempts at altering parameters leading to transformational change. Most efforts failed to meet their intended purposes. Transformational organizational change has not been likely. The legitimate systems have been robust. There has been little systematic investigation of the communication occurring during these efforts. The purpose of this essay is to describe results of a mixed methods research project answering two research questions. (a) How do organizational members communicate during a time of turbulence? (b) What features of this communication suggest the potential for or resistance to transformative change? Comparing the results at the beginning of the period to other periods, gives insight into how social actors communicate and enact the organization during a threshold period where transformational change was possible. Results reveal identifiable patterns of communication as communication strategies, parameters, or basins of attraction. The overall pattern explains how micro communication patterns intersect and how the accumulation of these patterns may resist or accomplish change at a macro level.

  17. Organizational Change through Metaphorical Expression of Values.

    ERIC Educational Resources Information Center

    Karathanos, Patricia Hager; Huter, La Vonne

    1995-01-01

    States that organizational values (a subset of organizational culture) provide behavioral guidelines for employees in organizations. Proposes that metaphorical imagery can heighten the usefulness of corporate values as behavioral guideposts. Notes managerial implications for change and suggests a process for change. (PA)

  18. Exploiting Instability: A Model for Managing Organizational Change.

    ERIC Educational Resources Information Center

    Frank, Debra; Rocks, William

    In response to decreased levels of funding and declining enrollments, increased competition, and major technological advances, Allegany Community College, in Maryland, has developed a model for managing organizational change. The model incorporates the following four components for effective transition and change: conceptualization; communication;…

  19. Implementation: The Glue of Organizational Change.

    ERIC Educational Resources Information Center

    Addison, Roger M.; Lloyd, Clayton R.

    1999-01-01

    Discussion of organizational change and performance improvement programs focuses on 10 guidelines for developing successful implementation plans. Highlights include defining a vision and mission; cultural considerations; forming a team; contingency plans; communication; employee education; monitoring mechanisms; and rewarding and recognizing…

  20. Expectation Effects in Organizational Change

    ERIC Educational Resources Information Center

    King, Albert S.

    1974-01-01

    The experiment reported here was conducted during a 12-month period at four plants owned by the same company. Managers were given artificial reports about previous findings obtained in implementing job enlargement and job rotation programs. Led to expect higher productivity as a result of these organizational innovations, the managers increased…

  1. National Call for Organizational Change from Sheltered to Integrated Employment

    ERIC Educational Resources Information Center

    Rogan, Patricia; Rinne, Susan

    2011-01-01

    Our purpose in this article is to contend that organizational change from sheltered to integrated employment is not only possible but necessary, and a federal Employment First agenda must be advanced. Findings are reported from interviews with senior managers from 10 organizations that have shifted their service delivery to community employment,…

  2. Information Technology: A Force for Organizational Change

    DTIC Science & Technology

    1992-04-01

    Information Technology is changing the face of the world as we know it. Business use of technologies like Decision Support Systems and Electronic...explores three new technologies and relates them to organizational change. Two of these are information technology -related while the third is a new spin-off

  3. Impact of organizational change on organizational culture: implications for introducing evidence-based practice.

    PubMed

    Austin, Michael J; Claassen, Jennette

    2008-01-01

    Evidence-based practice (EBP) seeks to integrate the expertise of individual practitioners with the best available evidence within the context of the values and expectations of clients. Prior to implementing EBP, it is important to understand the significance that organizational change and organizational culture play. This article seeks to explore the literature associated with both organizational change and organizational culture. The analysis of organizational culture and change draw upon findings from both the private, for-profit sector, and the public, non-profit field. It is divided into four sections: organizational change and innovation, organizational culture, managing organizational culture and change, and finally, applying the findings to the implementation of EBP. While the audience for this analysis is managers in public and nonprofit human service organizations who are considering implementing EBP into their work environment, it is not intended to provide a "how to" guide, but rather a framework for critical thinking.

  4. The Bikestuff Simulation: Experiencing the Challenge of Organizational Change

    ERIC Educational Resources Information Center

    Rollag, Keith; Parise, Salvatore

    2005-01-01

    This article describes a 2-hour experiential simulation that helps students understand (a) the challenge of even simple organizational changes, (b) the importance of communication between change agents and organizational members, and (c) the source of resistance to organizational change efforts. Teams of students compete to process the most…

  5. Sammons departure portends organizational changes.

    PubMed

    Riddick, F A; Hartfield, J E

    1990-01-01

    The American Medical Association enters the '90s at a peak of its power and influence. Its recovery from the institutional doldrums of the mid-1970s is now complete. The surprise resignation of Executive Vice President James Sammons, MD, following the Interim Meeting of the AMA House of Delegates could position the AMA for further changes and for an increasingly influential voice in health care policy making. The College Delegate and Alternate Delegate to the AMA House report on the December 1989 meeting.

  6. Employees' Responses to an Organizational Merger: Intraindividual Change in Organizational Identification, Attachment, and Turnover.

    PubMed

    Sung, Wookje; Woehler, Meredith L; Fagan, Jesse M; Grosser, Travis J; Floyd, Theresa M; Labianca, Giuseppe Joe

    2017-03-09

    The authors used pre-post merger data from 599 employees experiencing a major corporate merger to compare 3 conceptual models based on the logic of social identity theory (SIT) and exchange theory to explain employees' merger responses. At issue is how perceived change in employees' own jobs and roles (i.e., personal valence) and perceived change in their organization's status and merger appropriateness (i.e., organizational valence) affect their changing organizational identification, attachment attitudes, and voluntary turnover. The first model suggests that organizational identification and organizational attachment develop independently and have distinct antecedents. The second model posits that organizational identification mediates the relationships between change in organizational and personal valence and change in attachment and turnover. The third model posits that change in personal valence moderates the relationship between changes in organizational valence and in organizational identification and attachment. Using latent difference score (LDS) modeling in an SEM framework and survival analysis, the results suggest an emergent fourth model that integrates the first and second models: Although change in organizational identification during the merger mediates the relationship between change in personal status and organizational valence and change in attachment, there is a direct and unmediated relationship between change in personal valence and attachment. This integrated model has implications for M&A theory and practice. (PsycINFO Database Record

  7. Understanding the Influence of Organizational Culture and Group Dynamics on Organizational Change and Learning

    ERIC Educational Resources Information Center

    Lucas, Colleen; Kline, Theresa

    2008-01-01

    Purpose: The purpose of this study is to investigate the relationship between organizational culture, group dynamics, and organizational learning in the context of organizational change. Design/methodology/approach: A case study was used to examine cultural and group level factors that potentially influence groups' learning in the context of…

  8. Consulting to Facilitate Planned Organizational Change in Schools

    ERIC Educational Resources Information Center

    Zins, Joseph E.; Illback, Robert J.

    2007-01-01

    We present an update of our 1984 chapter on organizational interventions in educational settings. Our view of the organizational change process is described, followed by a discussion of the gap between current theory and practice. We describe several examples of promising organizational change initiatives, followed by our observations of future…

  9. PRINCIPLES AND STRATEGIES OF DIRECTING ORGANIZATIONAL CHANGE VIA LABORATORY TRAINING.

    ERIC Educational Resources Information Center

    BENNIS, WARREN G.

    THIS CHAPTER OF A LARGER WORK ON THE SOCIOLOGY OF ORGANIZATIONAL CHANGE SUGGESTS GUIDELINES FOR USING LABORATORY TRAINING WITHIN ORGANIZATIONAL SOCIAL SYSTEMS. THE ULTIMATE AIM OF SUCH TRAINING IS NOT ONLY TO IMPART HUMAN RELATIONS SKILLS TO THE PARTICIPANTS, BUT ALSO TO CHANGE ORGANIZATIONAL VALUES SO THAT HUMAN FEELINGS ARE REGARDED AS…

  10. Designing Work, Family & Health Organizational Change Initiatives

    PubMed Central

    Hammer, Leslie B.; Kelly, Erin L.; Moen, Phyllis

    2014-01-01

    Executive Summary For decades, leaders and scholars have been advocating change efforts to improve work-life relationships. Yet most initiatives have lacked rigor and not been developed using scientific principles. This has created an evidence gap for employer support of work and personal life as a win–win for productivity and employees’ well-being. This paper examines the approach used by the U.S. Work Family Health Network (WFRN) to develop an innovative workplace intervention to improve employee and family health. The change initiative was designed to reduce organizationally based work-family conflict in two contrasting contexts representative of major segments of today’s U.S. workforce: health care employees and informational technology professionals. The WFRN Intervention (called STAR) had three theoretically based change elements. They were: 1) increase job control over work time and schedule; 2) increase supervisor social support for family and job effectiveness; and 3) improve organizational culture and job design processes to foster results orientation. Seven practical lessons for developing work-life interventions emerged from this groundbreaking endeavor. PMID:24683279

  11. Designing Work, Family & Health Organizational Change Initiatives.

    PubMed

    Kossek, Ellen Ernst; Hammer, Leslie B; Kelly, Erin L; Moen, Phyllis

    2014-01-01

    For decades, leaders and scholars have been advocating change efforts to improve work-life relationships. Yet most initiatives have lacked rigor and not been developed using scientific principles. This has created an evidence gap for employer support of work and personal life as a win-win for productivity and employees' well-being. This paper examines the approach used by the U.S. Work Family Health Network (WFRN) to develop an innovative workplace intervention to improve employee and family health. The change initiative was designed to reduce organizationally based work-family conflict in two contrasting contexts representative of major segments of today's U.S. workforce: health care employees and informational technology professionals. The WFRN Intervention (called STAR) had three theoretically based change elements. They were: 1) increase job control over work time and schedule; 2) increase supervisor social support for family and job effectiveness; and 3) improve organizational culture and job design processes to foster results orientation. Seven practical lessons for developing work-life interventions emerged from this groundbreaking endeavor.

  12. Organizational change tactics: the evidence base in the literature.

    PubMed

    Packard, Thomas; Shih, Amber

    2014-01-01

    Planned organizational change processes can be used to address the many challenges facing human service organizations (HSOs) and improve organizational outcomes. There is massive literature on organizational change, ranging from popular management books to academic research on specific aspects of change. Regarding HSOs, there is a growing literature, including increasing attention to implementation science and evidence-based practices. However, research which offers generalizable, evidence-based guidelines for implementing change is not common. The purpose of the authors was to assess the evidence base in this organizational change literature to lay the groundwork for more systematic knowledge development in this important field.

  13. Organizational change theory: implications for health promotion practice.

    PubMed

    Batras, Dimitri; Duff, Cameron; Smith, Ben J

    2016-03-01

    Sophisticated understandings of organizational dynamics and processes of organizational change are crucial for the development and success of health promotion initiatives. Theory has a valuable contribution to make in understanding organizational change, for identifying influential factors that should be the focus of change efforts and for selecting the strategies that can be applied to promote change. This article reviews select organizational change models to identify the most pertinent insights for health promotion practitioners. Theoretically derived considerations for practitioners who seek to foster organizational change include the extent to which the initiative is modifiable to fit with the internal context; the amount of time that is allocated to truly institutionalize change; the ability of the agents of change to build short-term success deliberately into their implementation plan; whether or not the shared group experience of action for change is positive or negative and the degree to which agencies that are the intended recipients of change are resourced to focus on internal factors. In reviewing theories of organizational change, the article also addresses strategies for facilitating the adoption of key theoretical insights into the design and implementation of health promotion initiatives in diverse organizational settings. If nothing else, aligning health promotion with organizational change theory promises insights into what it is that health promoters do and the time that it can take to do it effectively.

  14. Sport medicine and sport science practitioners' experiences of organizational change.

    PubMed

    Wagstaff, C R D; Gilmore, S; Thelwell, R C

    2015-10-01

    Despite the emergence of and widespread uptake of a growing range of medical and scientific professions in elite sport, such environs present a volatile professional domain characterized by change and unprecedentedly high turnover of personnel. This study explored sport medicine and science practitioners' experiences of organizational change using a longitudinal design over a 2-year period. Specifically, data were collected in three temporally defined phases via 49 semi-structured interviews with 20 sport medics and scientists employed by three organizations competing in the top tiers of English football and cricket. The findings indicated that change occurred over four distinct stages; anticipation and uncertainty, upheaval and realization, integration and experimentation, normalization and learning. Moreover, these data highlight salient emotional, behavioral, and attitudinal experiences of medics and scientists, the existence of poor employment practices, and direct and indirect implications for on-field performance following organizational change. The findings are discussed in line with advances to extant change theory and applied implications for prospective sport medics and scientists, sport organizations, and professional bodies responsible for the training and development of neophyte practitioners.

  15. The impact of gendered organizational systems on women's career advancement.

    PubMed

    O'Neil, Deborah A; Hopkins, Margaret M

    2015-01-01

    In this Perspective article we propose that in order to pave the way for women's career advancement into the senior ranks of organizations, attention must be directed at the systemic norms and structures that drive the gendered nature of the workplace. A focus on individual level issues, i.e., women lacking confidence and women opting out, detracts from the work that must be done at the organizational level in order to dismantle the system of pervasive, structural disadvantage facing women seeking to advance to senior leadership positions.

  16. Longitudinal Field Research Methods for Studying Processes of Organizational Change.

    ERIC Educational Resources Information Center

    Van de Ven, Andrew H.; Huber, George P.

    1990-01-01

    This and the next issue of "Organization Science" contain eight papers that deal with the process of organizational change. The five papers in this issue feature the theory of method and practice of researchers engaged in longitudinal field studies aimed at understanding processes of organizational change. (MLF)

  17. Successor Type and Organizational Change in the Corporate Enterprise

    ERIC Educational Resources Information Center

    Helmich, Donald L.; Brown, Warren B.

    1972-01-01

    Examines the hypothesis that corporate organizations experiencing inside succession in the office of the president exhibit less organizational change than firms undergoing outside succession. The type of succession is related to a combined measure of organizational change based on position shifts and personnel turnover in the executive role…

  18. From Here to There: Effectively Managing Organizational Change

    ERIC Educational Resources Information Center

    Wick, Casey J.

    2008-01-01

    Throughout organizational history it has been witnessed and written of time and again just how difficult initiating and leading change, as it relates to human behavior, can be. Initiating and implementing organizational change can be, and very often is, a journey characterized by periods of temporary progress followed by slow regression back to…

  19. 28 CFR 0.190 - Changes within organizational units.

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... 28 Judicial Administration 1 2010-07-01 2010-07-01 false Changes within organizational units. 0.190 Section 0.190 Judicial Administration DEPARTMENT OF JUSTICE ORGANIZATION OF THE DEPARTMENT OF JUSTICE Sections and Subunits § 0.190 Changes within organizational units. (a) The head of each...

  20. Understanding and managing organizational change: implications for public health management.

    PubMed

    Thompson, Jon M

    2010-01-01

    Managing organizational change has become a significant responsibility of managers. Managing the change process within public health organizations is important because appropriately and systematically managing change is linked to improved organizational performance. However, change is difficult and the change process poses formidable challenges for managers. Managers themselves face increased pressure to respond to environmental influences and provide the necessary leadership to their organizations in the change process. In fact, managing organizational change has become a key competency for healthcare managers. This article addresses the important topic of organizational change in public health organizations. It provides a conceptual foundation for understanding organizational change and its relationship to healthcare organizational performance, and then discusses the types and nature of change, using some examples and evidence from those organizations that have successfully managed change. A framework for guiding public health managers in the change management process is provided. The article concludes with suggested management competencies to establish a change-oriented organization with the culture and capacity for change.

  1. Transforming Cultures of Care: A Case Study in Organizational Change

    ERIC Educational Resources Information Center

    Purvis, Karyn; Cross, David; Jones, Daren; Buff, Gary

    2012-01-01

    The authors report on a small organizational case study highlighting the dimensions of trauma-informed care, the processes of organizational change, and the growth of caregiver expertise. The article is framed by the notion of caregiving cultures, which refers to the beliefs, languages, and practices of caregivers and caregiving organizations.…

  2. Perceptions of Organizational Culture and Women's Advancement in Organizations: A Cross-Cultural Examination.

    ERIC Educational Resources Information Center

    Bajdo, Linda M.; Dickson, Marcus W.

    2001-01-01

    Surveyed female middle managers from organizations in three industries, examining the relationship between organizational culture and women's advancement to management. Results indicated that aspects of organizational culture typically associated with women related to women's progress. Organizational culture practices related to gender equity were…

  3. Leading Organizational Change Is Like Climbing a Mountain

    ERIC Educational Resources Information Center

    Zimmerman, Judith

    2004-01-01

    Leading organizational change is like climbing a mountain. Transformational leaders must prepare to lead change, understand the process and nature of change, and provide the essential gear so that those involved can be successful. The author draws on the literature and personal experiences as a hiker and change leader to provide a guide for…

  4. Wisconsin Technical College Presidential Perspectives on Leading Organizational Change

    ERIC Educational Resources Information Center

    Borowicz, Laurie S.

    2012-01-01

    This qualitative study examines leadership perceptions of attributes needed for effectively leading organizations within and through change. Current change forces substantiate the need for higher educational institutions to change in order to fulfill their missions. Creating a culture of organizational change presents a leadership challenge. The…

  5. The Structure and Function of Attitudes toward Organizational Change

    ERIC Educational Resources Information Center

    Lines, Rune

    2005-01-01

    In this article, an attitudinal perspective on organizational members' reactions to change is proposed and developed. By viewing change as an attitude object in this sense, a richer conceptualization of perceptions of change and reactions to change in terms of emotions, cognitions, and behaviors is achieved. The perspective also frames…

  6. Organizational Charts and Job Descriptions for the Advancement Office. The Sample File Series.

    ERIC Educational Resources Information Center

    Phair, Judith T.; King, Roland

    This document offers examples of advancement organizational charts for large public and private universities, small- to medium-sized public and private colleges and universities, community colleges, and independent schools. In addition, it provides organizational charts and sample job descriptions for various areas of institutional advancement,…

  7. Fostering Learning Opportunities through Employee Participation amid Organizational Change

    ERIC Educational Resources Information Center

    Valleala, Ulla Maija; Herranen, Sanna; Collin, Kaija; Paloniemi, Susanna

    2015-01-01

    Health care organizations are facing rapid changes, frequently involving modification of existing procedures. The case study reported here examined change processes and learning in a health care organization. The organizational change in question occurred in the emergency clinic of a Finnish central hospital where a new action model for…

  8. Predicting implementation from organizational readiness for change: a study protocol

    PubMed Central

    2011-01-01

    Background There is widespread interest in measuring organizational readiness to implement evidence-based practices in clinical care. However, there are a number of challenges to validating organizational measures, including inferential bias arising from the halo effect and method bias - two threats to validity that, while well-documented by organizational scholars, are often ignored in health services research. We describe a protocol to comprehensively assess the psychometric properties of a previously developed survey, the Organizational Readiness to Change Assessment. Objectives Our objective is to conduct a comprehensive assessment of the psychometric properties of the Organizational Readiness to Change Assessment incorporating methods specifically to address threats from halo effect and method bias. Methods and Design We will conduct three sets of analyses using longitudinal, secondary data from four partner projects, each testing interventions to improve the implementation of an evidence-based clinical practice. Partner projects field the Organizational Readiness to Change Assessment at baseline (n = 208 respondents; 53 facilities), and prospectively assesses the degree to which the evidence-based practice is implemented. We will conduct predictive and concurrent validities using hierarchical linear modeling and multivariate regression, respectively. For predictive validity, the outcome is the change from baseline to follow-up in the use of the evidence-based practice. We will use intra-class correlations derived from hierarchical linear models to assess inter-rater reliability. Two partner projects will also field measures of job satisfaction for convergent and discriminant validity analyses, and will field Organizational Readiness to Change Assessment measures at follow-up for concurrent validity (n = 158 respondents; 33 facilities). Convergent and discriminant validities will test associations between organizational readiness and different aspects of job

  9. Educational Technology and Organizational Development: A Collaborative Approach to Organizational Change.

    ERIC Educational Resources Information Center

    Forbes, Raymond L., Jr.; Nickols, Frederick W.

    The basic similarities between educational technology and organizational development provide a powerful rationale for collaboration. The two disciplines are essentially in the same business, that of systematically changing human behavior. System theory and the system model appear to supply the language and the technology through which such efforts…

  10. A case study: Integrated work environment and organizational change

    SciTech Connect

    Heubach, J.G.; Montgomery, J.C.; Weimer, W.C.; Heerwagen, J.H.

    1995-02-01

    The failure to integrate environmental and organizational interventions may help explain the lack of success of many change efforts. The high rate of failure for change efforts (50% to 90% failure rates) has been noted by many writers. While specific causes of failure are diverse, a common theme has been failure to consider the organization as a system. That is, either significant aspects of the organization were ignored during the intervention or potential impacts of changes on the elements were overlooked or underestimated. Our own training, technical literature, and professional culture lead us to limited understandings of complex organizations. Change agents must consider all relevant components of organizational performance if interventions are to be meaningful and successful. This study demonstrated the value of an integrated organizational intervention involving redesign of the physical environment, introduction of a new information system, work process improvement, and extended organizational development intervention. The outcomes were extremely positive. The cost of improvement efforts was found to be recaptured within a short time, easily justifying the expenditures. One conclusion from the study is that integrated interventions are very powerful. Integrating improvement of the physical environment with organizational development and technological innovation greatly enhances the likelihood of achieving a successful intervention.

  11. Leveraging organizational dynamics in buildings to change behavior

    NASA Astrophysics Data System (ADS)

    Hewitt, Elizabeth L.

    Buildings may be stationary, but they are not static; they are dynamic and active collectives of agents and actors, and play an important cultural and social role in shaping norms and influencing outcomes in the built environment. This research develops and applies a unique framework that conceptualizes the urban multifamily residential building as an organization, and seeks to use this lens to better understand the role of organizational characteristics in influencing energy efficiency in buildings. This work finds that an organizational analogy is a fruitful approach for understanding buildings, and that buildings in many ways can and do function successfully as organizations. In particular, eight organizational characteristics are explored here that extend well to buildings. These eight organizational characteristics are also explored more deeply to support an argument that some buildings have an organizational advantage that well positions them to undertake energy efficiency initiatives. One organizational characteristic -- the ownership type of the building -- is determined to be particularly important in driving energy outcomes in multifamily buildings in New York City. In particular, it was found that cooperative buildings in the New York City housing market consume less energy citywide than other types of multifamily properties, holding all else equal. Conversely, it was also found that rental buildings tend to consume more energy citywide. Subsequent qualitative case study work in a small Brooklyn cooperative building offers a deeper understanding of organizational decentralization and its role in driving decision-making and outcomes in the building. Additional comparative work in two rental properties -- one high-income and one low-income -- adds additional context and understanding to economic considerations such as the influence of income in overriding centralized efforts to operate the building efficiently. Ultimately, this research develops an analogy

  12. Changing Group and Organizational Cultures To Support Healthy Lifestyles.

    ERIC Educational Resources Information Center

    Allen, Judd

    Group and organizational cultures play an important role in helping people to adopt healthier lifestyles. Culture can be assessed by looking at social expectations for behavior, called group norms. Cultural norms can be changed to support healthy lifestyles through a systematic and participatory process. Such a change effort would modify: (1)…

  13. Managing the Impact of Organizational Change on Volunteers.

    ERIC Educational Resources Information Center

    Grubbs, Arlene

    1998-01-01

    Volunteers are affected by organizational change, though with a different focus and priority. There may be tension between volunteers and paid staff. Volunteers may pass through stages of resistance, confusion, integration and recommitment; they may have different change styles: resisters, adapters, or seekers. (SK)

  14. Strategies for organizational change from group homes to individualized supports.

    PubMed

    Walker, Pam

    2012-10-01

    Organizations are increasingly looking to convert from facility-based services for adults with developmental disabilities to individualized supports. Such conversion involves not only a change in services but a transformation of organizational culture. This qualitative study involved four organizations that have made sustained efforts to transform. Although the approach taken by each organization was unique, there were also some common strategies, which included generating commitment to common values and mission, a turn or return to authentic person-centered planning, shifting power and control, using community supports and relationships, moving away from facility-based settings, and nurturing staff engagement. Ultimately, organizational change is an ongoing process that requires organizational perseverance and commitment.

  15. Effects of habitual anger on employees' behavior during organizational change.

    PubMed

    Bönigk, Mareike; Steffgen, Georges

    2013-11-25

    Organizational change is a particularly emotional event for those being confronted with it. Anger is a frequently experienced emotion under these conditions. This study analyses the influence of employees' habitual anger reactions on their reported behavior during organizational change. It was explored whether anger reactions conducive to recovering or increasing individual well-being will enhance the likelihood of functional change behavior. Dysfunctional regulation strategies in terms of individual well-being are expected to decrease the likelihood of functional change behavior-mediated by the commitment to change. Four hundred and twelve employees of different organizations in Luxembourg undergoing organizational change participated in the study. Findings indicate that the anger regulation strategy venting, and humor increase the likelihood of deviant resistance to change. Downplaying the incident's negative impact and feedback increase the likelihood of active support for change. The mediating effect of commitment to change has been found for humor and submission. The empirical findings suggest that a differentiated conceptualization of resistance to change is required. Specific implications for practical change management and for future research are discussed.

  16. Effects of Habitual Anger on Employees’ Behavior during Organizational Change

    PubMed Central

    Bönigk, Mareike; Steffgen, Georges

    2013-01-01

    Organizational change is a particularly emotional event for those being confronted with it. Anger is a frequently experienced emotion under these conditions. This study analyses the influence of employees’ habitual anger reactions on their reported behavior during organizational change. It was explored whether anger reactions conducive to recovering or increasing individual well-being will enhance the likelihood of functional change behavior. Dysfunctional regulation strategies in terms of individual well-being are expected to decrease the likelihood of functional change behavior—mediated by the commitment to change. Four hundred and twelve employees of different organizations in Luxembourg undergoing organizational change participated in the study. Findings indicate that the anger regulation strategy venting, and humor increase the likelihood of deviant resistance to change. Downplaying the incident’s negative impact and feedback increase the likelihood of active support for change. The mediating effect of commitment to change has been found for humor and submission. The empirical findings suggest that a differentiated conceptualization of resistance to change is required. Specific implications for practical change management and for future research are discussed. PMID:24287849

  17. Nurse leaders' perceptions of an approaching organizational change.

    PubMed

    Salmela, Susanne; Eriksson, Katie; Fagerström, Lisbeth

    2013-05-01

    The aim of the study was to achieve more profound understanding of nurse leaders' perceptions of an approaching organizational change. We used a three-dimensional hermeneutical method of interpretation to analyze text from 17 interviews. The results suggest that nurse leaders were positive toward and actively engaged in continual change to their units, even though they perceived themselves as mere spectators of the change process. The nurse leaders believed that change might benefit patients and patient care, yet their adaptation lacked deeper engagement. The approaching merger affected the nurse leaders' identities on a deeply personal level. They experienced uneasiness and anxiety with regard to being nurse leaders, the future of nursing care, and their mandate as patient advocates. Nurse leaders are in a critical position to influence the success of organizational change, but the organizations covered in this study were not incorporating their knowledge and experiences into the change.

  18. Learning Is Change: Creating an Environment for Sustainable Organizational Change in Continuing and Higher Education

    ERIC Educational Resources Information Center

    Schultz, Christie

    2014-01-01

    This article explores the ways in which learning itself is a form of organizational change and, as such, supports organizational readiness for change. The study considers a continuing education unit within a major Canadian university that managed to transform its decentralized and independent student records and administration system (student…

  19. 7 CFR 3560.405 - Borrower organizational structure or ownership interest changes.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Servicing § 3560.405 Borrower organizational structure or ownership interest changes. (a) General. The requirements of this section apply to changes in a borrower entity's organizational structure or to a change in... organizational change. The request must document that the proposed changes will not adversely affect the...

  20. OSUL2013: Fostering Organizational Change through a Grassroots Planning Process

    ERIC Educational Resources Information Center

    Schlosser, Melanie

    2011-01-01

    This paper provides background on planning and organizational culture change in libraries and describes a grassroots planning process taking place at the Ohio State University Libraries. Now in its third phase, the process aims to create a long-term plan for the organization while fostering a more collaborative, innovative culture.

  1. Quality Improvement: A Strategy for Planned Organizational Change.

    ERIC Educational Resources Information Center

    Kovel-Jarboe, Patricia

    1996-01-01

    Considers strategies for the implementation of quality improvement in libraries. Highlights include structured quality improvement, especially Total Quality Management; organizational change; customer focus; continuous improvement; data-based decision making; systems thinking; employee involvement in decision making; diffusion of innovation;…

  2. Adolescent Substance Abuse Treatment: Organizational Change and Quality of Care

    ERIC Educational Resources Information Center

    Rieckmann, Traci; Fussell, Holly; Doyle, Kevin; Ford, Jay; Riley, Katherine J.; Henderson, Stuart

    2011-01-01

    Substance abuse treatment agencies serving youth face unique barriers to providing quality care. Interviews with 17 adolescent programs found that family engagement, community involvement, and gender and diversity issues affected treatment delivery. Programs report organizational change efforts with implications for future process improvement…

  3. Strategies for Organizational Change from Group Homes to Individualized Supports

    ERIC Educational Resources Information Center

    Walker, Pam

    2012-01-01

    Organizations are increasingly looking to convert from facility-based services for adults with developmental disabilities to individualized supports. Such conversion involves not only a change in services but a transformation of organizational culture. This qualitative study involved four organizations that have made sustained efforts to…

  4. Revisiting Knowledge Sharing from the Organizational Change Perspective

    ERIC Educational Resources Information Center

    Park, Sunyoung; Kim, Eun-Jee

    2015-01-01

    Purpose: The purpose of this study is to identify how knowledge sharing literature has discussed task, structure, technology and people as elements of organizational change and to examine the interactions between the four elements of knowledge sharing. Design/methodology/approach: The research questions guiding the study are: How do organizational…

  5. Community Colleges and Adult Needs: Organizational Dynamics, Models, Change Strategies.

    ERIC Educational Resources Information Center

    Hummel, Mary

    Very little research literature exists on organizational change and resistance in student services. In this study six community colleges were selected with two from each of the three size of population categories: small (1,000-2,999), medium (3,000-8,999), and large (9,000 and above). In each size category two institutions were matched, one…

  6. Effective Organizational Structures and Processes: Addressing Issues of Change

    ERIC Educational Resources Information Center

    Andrade, Maureen Snow

    2016-01-01

    This chapter describes organizational structures and processes at the institutional and project levels for the development and support of distance learning initiatives. It addresses environmental and stakeholder issues and explores principles and strategies of effective leadership for change creation and management.

  7. Bibliography on Organizational Change in Schools, Selected and Annotated.

    ERIC Educational Resources Information Center

    Runkel, Philip J., Ed.

    This bibliography is compiled for persons who wish to understand organizational change as it occurs in the schools or who wish to enable it to happen more surely. Most of the entries deal with processes, structures, or events in the schools or their environments. Writings about other organizations are included only when they translate easily to…

  8. Organizational Readiness for Change and Opinions toward Treatment Innovations

    PubMed Central

    Fuller, Bret E.; Rieckmann, Traci; Nunes, Edward V.; Miller, Michael; Arfken, Cynthia; Edmundson, Eldon; McCarty, Dennis

    2007-01-01

    Program administrators and staff in treatment programs participating in the National Drug Abuse Treatment Clinical Trials Network (CTN) completed surveys to characterize participating programs and practitioners. A two-level random effects regression model assessed the influence of Organizational Readiness for Change (ORC) and organizational attributes on opinions toward the use of four evidence-based practices (manualized treatments, medication, integrated mental health services, and motivational incentives) and practices with less empirical support (confrontation and noncompliance discharge). The ORC Scales suggested greater support for evidence-based practices in programs where staff perceived more program need for improvement, better Internet access, higher levels of peer influence, more opportunities for professional growth, a stronger sense of organizational mission and more organizational stress. Support for confrontation and noncompliance discharge, in contrast, was strong when staff saw less opportunity for professional growth, weaker peer influence, less Internet access, and perceived less organizational stress. The analysis provides evidence of the ORC’s utility in assessing agency strengths and needs during the implementation of evidence-based practices. PMID:17434708

  9. Organizational factors and change strategies associated with medical home transformation.

    PubMed

    Solberg, Leif I; Stuck, Logan H; Crain, A Lauren; Tillema, Juliana O; Flottemesch, Thom J; Whitebird, Robin R; Fontaine, Patricia L

    2015-01-01

    There is limited information about how to transform primary care practices into medical homes. The research team surveyed leaders of the first 132 primary care practices in Minnesota to achieve medical home certification. These surveys measured priority for transformation, the presence of medical home practice systems, and the presence of various organizational factors and change strategies. Survey response rates were 98% for the Change Process Capability Questionnaire survey and 92% for the Physician Practice Connections survey. They showed that 80% to 100% of these certified clinics had 15 of the 18 organizational factors important for improving care processes and that 60% to 90% had successfully used 16 improvement strategies. Higher priority for this change (P = .001) and use of more strategies (P = .05) were predictive of greater change in systems. Clinics contemplating medical home transformation should consider the factors and strategies identified here and should be sure that such a change is indeed a high priority for them.

  10. Dimensions of Community and Organizational Readiness for Change

    PubMed Central

    Castañeda, Sheila F.; Holscher, Jessica; Mumman, Manpreet K.; Salgado, Hugo; Keir, Katherine B.; Foster-Fishman, Pennie G.; Talavera, Gregory A.

    2014-01-01

    Background Readiness can influence whether health interventions are implemented in, and ultimately integrated into, communities. Although there is significant research interest in readiness and capacity for change, the measurement of these constructs is still in its infancy. Objective The purpose of this review was to integrate existing assessment models of community and organizational readiness. Data Sources The database PubMed was searched for articles; articles, book chapters, and practitioner guides identified as references cited in the list of core articles. Review Methods Studies were included if they met the following criteria: (1) Empirical research, (2) identified community or organizational readiness for innovative health programming in the study’s title, purpose, research questions, or hypotheses, and (3) identified methods to measure these constructs. Duplicate articles were deleted and measures published before 1995 were excluded. The search yielded 150 studies; 13 met all criteria. Results This article presents the results of a critical review of 13 community and organizational readiness assessment models, stemming from articles, chapters, and practitioner’s guides focusing on assessing, developing, and sustaining community and organizational readiness for innovative public health programs. Conclusions Readiness is multidimensional and different models place emphasis on different components of readiness, such as (1) community and organizational climate that facilitates change, (2) attitudes and current efforts toward prevention, (3) commitment to change, and (4) capacity to implement change. When initiating the program planning process, it is essential to assess these four domains of readiness to determine how they apply to the nuances across different communities. Thus, community-based participatory research (CBPR) partnerships, in efforts to focus on public health problems, may consider using readiness assessments as a tool for tailoring

  11. Organizational Perspectives Wrought by Current Social Change.

    DTIC Science & Technology

    1972-12-01

    Again, along with their advertising coverage, the mass media, per se, add to this basic change in our attitudes towards consumption ( McLuhan , 1967). The...life is likely also to increase (Squibb, 1968). These changes in attitudes of citizens and constumers may be, as McLuhan and Packard and others suggest...on Miman mehavior, 1901. McLuhan , M. The medium is the message. New York: Random Holse, 1967. Michener, J. A. The revolution in middle class values

  12. Aircraft Maintenance Organizational Structure Changes: An Antecedent Model

    DTIC Science & Technology

    2008-03-01

    his guidance and support throughout the course of this thesis effort. The insight and experience was certainly appreciated. I would, also, like to...large amount of business process change (BPC) research available, the time is right to leverage this collective experience and isolate the key...more than 300,000 users ) it is assumed that the proposed maintenance organizational structure changes will be noticeably similar in scope to many of

  13. Spouse Influence in Army Organizational Change

    DTIC Science & Technology

    2008-01-01

    9 Kurt Lewin , "Frontiers in Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibria and Social Change" Human Relations 1...no. 1 (1947): 5-41. 10 Kurt Lewin , "Frontiers in Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibria and Social...Boston: Harvard Business School Press, 2002. Lewin , Kurt , ed. Field Theory in Social Science:Selected Theoretical Papers by Kurt Lewin . London

  14. VA Health Care: Processes to Evaluate, Implement, and Monitor Organizational Structure Changes Needed

    DTIC Science & Technology

    2016-09-01

    VA HEALTH CARE Processes to Evaluate, Implement, and Monitor Organizational Structure Changes Needed Report to...Monitor Organizational Structure Changes Needed What GAO Found Recent internal and external reviews of Veterans Health Administration (VHA...operations have identified deficiencies in its organizational structure and recommended changes that would require significant restructuring to address

  15. 7 CFR 3560.405 - Borrower organizational structure or ownership interest changes.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 7 Agriculture 15 2011-01-01 2011-01-01 false Borrower organizational structure or ownership... Servicing § 3560.405 Borrower organizational structure or ownership interest changes. (a) General. The requirements of this section apply to changes in a borrower entity's organizational structure or to a change...

  16. Six Community College Presidents: Organizational Pressures, Change Processes and Approaches to Leadership

    ERIC Educational Resources Information Center

    Malm, James R.

    2008-01-01

    A total of six Maryland community college presidents were guided through conversations to identify the organizational challenges and uncertainties that have forced organizational changes in their respective colleges. Another thrust of the research was to discover what organizational change processes these presidents have implemented to overcome…

  17. The Female Professional: Communication Proficiencies as Predictors of Organizational Advancement.

    ERIC Educational Resources Information Center

    Shockley-Zalabak, Pamela; Staley, Constance Courtney

    Based on the assumption that communication skills are a critical component of organizational effectiveness and "promotability," a study was conducted to investigate the perceptions supervisors have of their female employees' communication proficiency. In particular, comparisons were made between evaluations of supervisors on a variety of…

  18. Organizational Change Questionnaire-Climate of Change, Processes, and Readiness: development of a new instrument.

    PubMed

    Bouckenooghe, Dave; Devos, Geert; van den Broeck, Herman

    2009-12-01

    On the basis of a step-by-step procedure (see T. R. Hinkin, 1998), the authors discuss the design and evaluation of a self-report battery (Organizational Change Questionnaire-Climate of Change, Processes, and Readiness; OCQ-C, P, R) that researchers can use to gauge the internal context or climate of change, the process factors of change, and readiness for change. The authors describe 4 studies used to develop a psychometrically sound 42-item assessment tool that researchers can administer in organizational settings. More than 3,000 organizational members from public and private sector organizations participated in the validation procedure of the OCQ-C, P, R. The information obtained from the analyses yielded 5 climate-of-change dimensions, 3 process-of-change dimensions, and 3 readiness-for-change dimensions.

  19. Nurses amidst change: the concept of change fatigue offers an alternative perspective on organizational change.

    PubMed

    McMillan, Kim; Perron, Amélie

    2013-02-01

    This article aims to clarify the concept of change fatigue and deems further exploration of the concept within the discipline of nursing is relevant and necessary. The concept of change fatigue has evolved from the discipline of management as a means to explore organization change and its associated triumphs and failures. Change fatigue has typically been described as one and the same as change resistance, with very little literature acknowledging that they are in fact distinct concepts. Concept clarification has highlighted the striking differences and few similarities that exist between the concepts of change fatigue and change resistance. Further exploration and subsequent research on the concept of change fatigue is needed within the discipline of nursing. The concept not only presents new and alternative perspectives on the processes of organization change, but provides opportunity for theory development that recognizes the impact organizational change has on nurses' work lives.

  20. Politics of change: the discourses that inform organizational change and their capacity to silence.

    PubMed

    McMillan, Kim

    2016-09-01

    Changes in healthcare organizations are inevitable and occurring at unprecedented rates. Such changes greatly impact nurses and their work, yet these experiences are rarely explored. Organizational change discourses remain grounded in perspectives that explore and explain systems, often not the people within them. Change processes in healthcare organizations informed by such organizational discourses validate only certain perspectives and forms of knowledge. This fosters exclusionary practices, limiting the capacity of certain individuals or groups of individuals to effectively contribute to change discourses and processes. The reliance on mainstream organizational discourses in healthcare organizations has left little room for the exploration of diverse perspectives on the subject of organizational change, particularly those of nurses. Michel Foucault's work challenges dominant discourse and suggest that strong reliance's on specific discourses effectively disqualify certain forms of knowledge. Foucault's writings on disqualified knowledge and parrhesia (truth telling and frank speech) facilitate the critical exploration of discourses that inform change in healthcare organizations and nurses capacities to contribute to organizational discourses. This paper explores the capacity of nurses to speak their truths within rapidly and continuously changing healthcare organizations when such changes are often driven by discourses not derived from nursing knowledge or experience.

  1. Organizational Change. Symposium 11. [Concurrent Symposium Session at AHRD Annual Conference, 2000.

    ERIC Educational Resources Information Center

    2000

    This packet contains three papers from a symposium on organizational change. The first paper, "Kaizen Blitz: Rapid Learning to Facilitate Immediate Organizational Improvements" (Robert B. Gudgel, Fred C. Feitler), describes rapid and dramatic improvement in the organizational performance of a manufacturing firm after use of a series of…

  2. Promoting strengths, prevention, empowerment, and community change through organizational development: lessons for research, theory, and practice.

    PubMed

    Evans, Scotney D; Prilleltensky, Ora; McKenzie, Adrine; Prilleltensky, Isaac; Nogueras, Debbie; Huggins, Corinne; Mescia, Nick

    2011-01-01

    SPEC Learning and Changing by Doing is a three-year, action research, and organizational change project designed to ultimately promote social justice and well-being in the community. SPEC is an acronym that stands for Strengths, Prevention, Empowerment, and Community Change. The project consists of five organizations tackling internal organizational change in order to better promote justice and well-being in their respective constituencies. In this article we present a formative evaluation of this multicase study of organizational change in human services. This article contributes to the empirical and theoretical literature on organizational change in the nonprofit human service milieu.

  3. The Influence of Leadership Behavior and Organizational Commitment on Organizational Readiness for Change in a Higher Learning Institution

    ERIC Educational Resources Information Center

    Nordin, Norshidah

    2012-01-01

    Many factors contribute to the effectiveness in implementing organizational change. However, many change effort fail due to several factors such as lack of commitment, style of leadership, and emotional distress of the employees who have to implement the change. This study was intended to determine the influence of leadership behavior and…

  4. Exploring senior nurses' experiences of leading organizational change.

    PubMed

    Boyal, Amunpreet; Hewison, Alistair

    2016-01-01

    Purpose - The aim of this paper is to explore Senior nurses' experiences of leading organizational change. There is a substantial literature reporting middle-level nurse managers' experiences of change; however, there is less evidence concerning senior nurses' perspectives. In view of this, interview data collected from senior nurses, as part of a study of major organizational change, were analysed to redress this imbalance. Design/methodology/approach - In-depth semi-structured interviews (n = 14) were conducted with senior nurses (between 2009 and 2012). Findings - Senior nurses' activity centred on leadership and workforce issues, internal influences and external pressures. In periods of change, appropriate leadership was vital, and "weak" leaders were considered to have an adverse effect on teams. Concerns were expressed about financial strictures and their impact on patient care and service provision. The senior nurses were striving to provide the best quality of service delivery with the limited resources available. Concentration on operational matters was necessary to maintain stability in periods of change. However, this prevented senior nurses from influencing strategic decision-making in their organizations. Practical implications - If senior nurses are to realise their potential to operate at a strategic level, they need to be given time and support to lead, rather than just react to change. This research emphasises the importance of a "nursing voice" to inform board-level decisions and maintain a focus on patient care. Originality/value - This research sheds light on the work of a key group of staff in health-care organizations. Understanding senior nurses' experience of and contribution to change is a useful contribution to health services research.

  5. Individual Readiness for Organizational Change and Its Implications for Human Resource and Organization Development

    ERIC Educational Resources Information Center

    Choi, Myungweon; Ruona, Wendy E. A.

    2011-01-01

    Individual readiness for organizational change reflects the concept of "unfreezing" proposed by Lewin (1947/1997b) and is critical to successful change implementation. Understanding the conditions conducive to individual readiness for organizational change, instead of the more traditional focus on resistance to change, can be useful for designing…

  6. The Zone of Inertia: Absorptive Capacity and Organizational Change

    ERIC Educational Resources Information Center

    Godkin, Lynn

    2010-01-01

    Purpose: The purpose of this paper is to describe how interruptions in organizational learning effect institutional absorptive capacity and contribute to organizational inertia. Design/methodology/approach: An exploratory model is presented as a heuristic to describe how interruptions in organizational learning affect absorptive capacity.…

  7. Electronic Health Record (EHR) Organizational Change: Explaining Resistance Through Profession, Organizational Experience, and EHR Communication Quality.

    PubMed

    Barrett, Ashley K

    2017-02-03

    The American Recovery and Reinvestment Act passed by the U.S. government in 2009 mandates that all healthcare organizations adopt a certified electronic health record (EHR) system by 2015. Failure to comply will result in Medicare reimbursement penalties, which steadily increase with each year of delinquency. There are several repercussions of this seemingly top-down, rule-bound organizational change-one of which is employee resistance. Given the penalties for violating EHR meaningful use standards are ongoing, resistance to this mandate presents a serious issue for healthcare organizations. This study surveyed 345 employees in one healthcare organization that recently implemented an EHR. Analysis of variance results offer theoretical and pragmatic contributions by demonstrating physicians, nurses, and employees with more experience in their organization are the most resistant to EHR change. The job characteristics model is used to explain these findings. Hierarchical regression analyses also demonstrate the quality of communication surrounding EHR implementation-from both formal and informal sources-is negatively associated with EHR resistance and positively associated with perceived EHR implementation success and EHR's perceived relative advantage.

  8. The Effects of Governing Board Configuration on Profound Organizational Change in Hospitals

    ERIC Educational Resources Information Center

    Alexander, Jeffrey A.; Ye, Yining; Lee, Shoou-Yih D.; Weiner, Bryan J.

    2006-01-01

    This study extends the literature on governing boards and organizational change by examining how governing board configurations have influenced profound organizational change in U.S. hospitals, and the conditions under which such change occurs. Hospitals governed by boards that more closely resembled a corporate governance model were more likely…

  9. Work–life initiatives and organizational change: Overcoming mixed messages to move from the margin to the mainstream

    PubMed Central

    Kossek, Ellen Ernst; Lewis, Suzan; Hammer, Leslie B

    2011-01-01

    This article examines perspectives on employer work–life initiatives as potential organizational change phenomena. Work–life initiatives address two main organizational challenges: structural (flexible job design, human resource policies) and cultural (supportive supervisors, climate) factors. While work–life initiatives serve a purpose in highlighting the need for organizational adaptation to changing relationships between work, family, and personal life, we argue they usually are marginalized rather than mainstreamed into organizational systems. We note mixed consequences of work–life initiatives for individuals and organizations.While they may enable employees to manage work and caregiving, they can increase work intensification and perpetuate stereotypes of ideal workers. In order to advance the field, organizations and scholars need to frame both structural and cultural work–life changes as part of the core employment systems to enhance organizational effectiveness and not just as strategies to support disadvantaged, non-ideal workers. We conclude with an overview of the articles in this special issue. PMID:22021934

  10. From youth worker professional development to organizational change.

    PubMed

    Rana, Sheetal; Baumgardner, Briana; Germanic, Ofir; Graff, Randy; Korum, Kathy; Mueller, Megan; Randall, Steve; Simmons, Tim; Stokes, Gina; Xiong, Will; Peterson, Karen Kolb

    2013-01-01

    An ongoing, innovative youth worker professional development is described in this article. This initiative began as youth worker professional development and then transcended to personal and organizational development. It grew from a moral response of Saint Paul Parks and Recreation staff and two faculty members of Youth Studies, University of Minnesota to offer higher-quality services to youth for their healthy development. Its underlying philosophies and ethos included building and sustaining meaningful relationships, cocreating a space for learning and change, becoming a reflecting practitioner, and community organizing. This professional development responded to the participants' interests and needs or to local situations in that moment, that space, and the discussions, and took on different shapes at different times. There were many accomplishments of, challenges and barriers to, and lessons learned from this professional development.

  11. Measuring cynicism toward organizational change--one dimension or two?

    PubMed

    Albrecht, Simon

    2008-01-01

    Wanous, Reichers, and Austin's (2000) measure of cynicism about organizational change (CAOC) was subjected to validation and cross-validation procedures using data collected from two Australian public sector organizations. More specifically analyses were conducted to determine whether CAOC is best understood as a single dimensional or a two dimensional construct. The results of confirmatory factor analysis suggest that neither a one dimensional nor a two dimensional measurement model provided a satisfactory fit to the data. However, removal of two of the original eight items resulted in a two dimensional model, with three items in each dimension, that provided a reasonable fit to the data. Practical implications and directions for future research are discussed.

  12. Planned Organizational Change; A Study in Change Dynamics.

    ERIC Educational Resources Information Center

    Jones, Garth N.

    This study attempts to develop a broad model or concept, based largely on empirical evidence, which applies social science knowledge and methodology to the planning of change in corporations, armies, schools, hospitals, government, community groups, and other formal and informal organizations. Chapters 2,3, and 4 define and discuss the roles of…

  13. Mechanisms of Change in the ARC Organizational Strategy: Increasing Mental Health Clinicians' EBP Adoption Through Improved Organizational Culture and Capacity.

    PubMed

    Williams, Nathaniel J; Glisson, Charles; Hemmelgarn, Anthony; Green, Philip

    2017-03-01

    The development of efficient and scalable implementation strategies in mental health is restricted by poor understanding of the change mechanisms that increase clinicians' evidence-based practice (EBP) adoption. This study tests the cross-level change mechanisms that link an empirically-supported organizational strategy for supporting implementation (labeled ARC for Availability, Responsiveness, and Continuity) to mental health clinicians' EBP adoption and use. Four hundred seventy-five mental health clinicians in 14 children's mental health agencies were randomly assigned to the ARC intervention or a control condition. Measures of organizational culture, clinicians' intentions to adopt EBPs, and job-related EBP barriers were collected before, during, and upon completion of the three-year ARC intervention. EBP adoption and use were assessed at 12-month follow-up. Multilevel mediation analyses tested changes in organizational culture, clinicians' intentions to adopt EBPs, and job-related EBP barriers as linking mechanisms explaining the effects of ARC on clinicians' EBP adoption and use. ARC increased clinicians' EBP adoption (OR = 3.19, p = .003) and use (81 vs. 56 %, d = .79, p = .003) at 12-month follow-up. These effects were mediated by improvement in organizational proficiency culture leading to increased clinician intentions to adopt EBPs and by reduced job-related EBP barriers. A combined mediation analysis indicated the organizational culture-EBP intentions mechanism was the primary carrier of ARC's effects on clinicians' EBP adoption and use. ARC increases clinicians' EBP adoption and use by creating proficient organizational cultures that increase clinicians' intentions to adopt EBPs.

  14. Changing of the Guard: How Different School Leaders Change Organizational Routines

    ERIC Educational Resources Information Center

    Enomoto, Ernestine K.; Conley, Sharon

    2008-01-01

    While providing stability and uniformity, organizational routines can foster continuous change. Using Feldman's (2000) performative model of routinized action theory, coupled with leadership succession research, we examined how three successive administrations in a California high school revised a student attendance (tardy-monitoring) routine over…

  15. Globalization and Organizational Change: Engineers' Experiences and Their Implications for Engineering Education

    ERIC Educational Resources Information Center

    Lucena, Juan C.

    2006-01-01

    The demand for flexible engineers presents significant challenges to engineering education. Among these is the need for engineers to be prepared to understand and deal with organizational change. Yet engineering education and research on engineers have overlooked the impact of organizational change on engineering work. After outlining the impact…

  16. Trust, Isolation, and Presence: The Virtual Work Environment and Acceptance of Deep Organizational Change

    ERIC Educational Resources Information Center

    Rose, Laurence Michael

    2013-01-01

    The primary focus of this research was to explore through the use of a grounded theory methodology if the human perceptions of trust, isolation, and presence affected the virtual workers ability to accept deep organizational change. The study found that the virtual workers in the sample defined their acceptance of deep organizational change by…

  17. Teacher Views on School Administrators' Organizational Power Sources and Their Change Management Behaviours

    ERIC Educational Resources Information Center

    Argon, Türkan; Dilekçi, Ümit

    2016-01-01

    This study aimed to determine school administrators' organizational power sources and change management behaviours based on Bolu central district primary and secondary school teachers' views. The study conducted with relational screening model reached 286 teachers. School Administrators' Organizational Power Sources Scale and Change Management…

  18. Organizational transformation: a model for joint optimization of culture change and evidence-based design.

    PubMed

    Hamilton, D Kirk; Orr, Robin Diane; Raboin, W Ellen

    2008-01-01

    Healthcare organizations face continuous and accelerating external change and thus must be prepared to manage their own change initiatives proactively. Given that many believe that the U.S. healthcare system is broken and most healthcare organizations are dealing with pervasive problems, some organizations may choose to seek transformational change to achieve the six aims identified by the Institute of Medicine: healthcare that is safe, effective, patient-centered, timely, efficient, and equitable. Transformational change will almost certainly involve organizational culture. Culture change may be most effective when linked to other organizational change initiatives such as organizational strategy, structure, policies, procedures, and recruiting. Significant organizational change often requires accompanying facility change. There is an interdependent relationship between facility design and organizational culture. They affect each other and both impact organizational performance. Sociotechnical theory promotes joint optimization of the social (culture) and technical (facilities) aspects of an organization to achieve sustained positive change. To achieve organizational transformation and to sustain positive change, organizations must be prepared to adopt collaborative efforts in culture change and facility design. The authors propose a model for accomplishing joint optimization of culture change and evidence-based facility design.

  19. Monetary Incentives and Organizational Change in Mexican Higher Education

    ERIC Educational Resources Information Center

    Moreno, Carlos Ivan

    2012-01-01

    This dissertation explores and explains the organizational responses of Mexican public state universities to an ambitious incentive-based policy created by the federal government in 2001: "The Integral Program for Institutional Strengthening" ("PIFI"). Drawing upon literature on organizational-environmental relationships and on…

  20. Managing hospitals in turbulent times: do organizational changes improve hospital survival?

    PubMed Central

    Lee, S Y; Alexander, J A

    1999-01-01

    OBJECTIVE: To examine (1) the degree to which organizational changes affected hospital survival; (2) whether core and peripheral organizational changes affected hospital survival differently; and (3) how simultaneous organizational changes affected hospital survival. DATA SOURCES: AHA Hospital Surveys, the Area Resource File, and the AHA Hospital Guides, Part B: Multihospital Systems. STUDY DESIGN: The study employed a longitudinal panel design. We followed changes in all community hospitals in the continental United States from 1981 through 1994. The dependent variable, hospital closure, was examined as a function of multiple changes in a hospital's core and peripheral structures as well as the hospital's organizational and environmental characteristics. Cox regression models were used to test the expectations that core changes increased closure risk while peripheral changes decreased such risk, and that simultaneous core and peripheral changes would lead to higher risk of closure. PRINCIPAL FINDINGS: Results indicated more peripheral than core changes in community hospitals. Overall, findings contradicted our expectations. Change in specialty, a core change, was beneficial for hospitals, because it reduced closure risk. The two most frequent peripheral changes, downsizing and leadership change, were positively associated with closure. Simultaneous organizational changes displayed a similar pattern: multiple core changes reduced closure risk, while multiple peripheral changes increased the risk. These patterns held regardless of the level of uncertainty in hospital environments. CONCLUSIONS: Organizational changes are not all beneficial for hospitals, suggesting that hospital leaders should be both cautious and selective in their efforts to turn their hospitals around. PMID:10536977

  1. Advancing organizational health literacy in health care organizations serving high-needs populations: a case study.

    PubMed

    Weaver, Nancy L; Wray, Ricardo J; Zellin, Stacie; Gautam, Kanak; Jupka, Keri

    2012-01-01

    Health care organizations, well positioned to address health literacy, are beginning to shift their systems and policies to support health literacy efforts. Organizations can identify barriers, emphasize and leverage their strengths, and initiate activities that promote health literacy-related practices. The current project employed an open-ended approach to conduct a needs assessment of rural federally qualified health center clinics. Using customized assessment tools, the collaborators were then able to determine priorities for changing organizational structures and policies in order to support continued health literacy efforts. Six domains of organizational health literacy were measured with three methods: environmental assessments, patient interviews, and key informant interviews with staff and providers. Subsequent strategic planning was conducted by collaborators from the academic and clinic teams and resulted in a focused, context-appropriate action plan. The needs assessment revealed several gaps in organizational health literacy practices, such as low awareness of health literacy within the organization and variation in perceived values of protocols, interstaff communication, and patient communication. Facilitators included high employee morale and patient satisfaction. The resulting targeted action plan considered the organization's culture as revealed in the interviews, informing a collaborative process well suited to improving organizational structures and systems to support health literacy best practices. The customized needs assessment contributed to an ongoing collaborative process to implement organizational changes that aided in addressing health literacy needs.

  2. Organizational Behavior Modification and Management by Objectives: Implications for Change in Organizational Communication Training.

    ERIC Educational Resources Information Center

    Hanna, Michael S.; Wilson, Gerald L.

    This paper analyzes the responses of 50 practicing business managers who were asked to identify the most troublesome communication situations experienced by supervisors in their organizations. The authors put the responses in rank order according to two popular management systems, Management by Objectives (MBO) and Organizational Behavior…

  3. Managing Postsocialist Transitions: Politicized Sense Making as a Facilitator of Organizational Change

    ERIC Educational Resources Information Center

    Tiplic, Dijana

    2011-01-01

    This study explores what organizational strategies are employed to initiate and facilitate organizational change in higher education institutions in the increasingly complex and competitive postsocialist environment of Bosnia-Herzegovina. By studying organizations trapped between their inert socialist-era legacies and desired organizational…

  4. An Investigation of Organizational Culture Changes and Effectiveness at Jefferson College: 1963-Present

    ERIC Educational Resources Information Center

    McCaffrey, Dena M.

    2012-01-01

    A fundamental factor in the internal dynamics of a college is its culture. Central to understanding organizational culture is to minimize the occurrence and consequences of cultural conflict and help foster the development of shared goals. Modifying organizational culture is important. Without culture change, there is little hope of enduring…

  5. A Co-Construction Perspective on Organizational Change and Educational Reform

    ERIC Educational Resources Information Center

    Mehan, Hugh; Hubbard, Lea; Datnow, Amanda

    2010-01-01

    In their earlier work, the authors explained how the co-construction perspective has been heuristic in the study of organizational change and educational reform, often providing more nuanced analyses and findings than "technical-rational" models that dominated the field previously (Datnow, Hubbard, & Mehan, 2002). In framing organizational change…

  6. Taking Action toward Inclusion: Organizational Change and the Inclusion of People with Disabilities in Museum Learning

    ERIC Educational Resources Information Center

    Reich, Christine A.

    2014-01-01

    This study examined organizational change in science museums toward practices that are inclusive of people with disabilities. Guided by two overarching frameworks, organizational learning and the social model of disability, this study sought to answer the following: What are the contexts and processes that facilitate, sustain, or impede a science…

  7. Person-Organization (Culture) Fit and Employee Commitment under Conditions of Organizational Change: A Longitudinal Study

    ERIC Educational Resources Information Center

    Meyer, John P.; Hecht, Tracy D.; Gill, Harjinder; Toplonytsky, Laryssa

    2010-01-01

    This longitudinal study examines how person-organization fit, operationalized as congruence between perceived and preferred organizational culture, relates to employees' affective commitment and intention to stay with an organization during the early stages of a strategic organizational change. Employees in a large energy company completed surveys…

  8. Planned Organizational Change in Higher Education: Dashboard Indicators and Stakeholder Sensemaking--A Case Study

    ERIC Educational Resources Information Center

    Smulowitz, Stacy

    2014-01-01

    This dissertation examined the introduction and implementation of an organizational Dashboard as a planned organizational change within four educational support service departments and the senior leadership group within a large, Northeastern university. General systems theory provides a theoretical framework for conceptualizing planned…

  9. Why Do Firms Train? Empirical Evidence on the Relationship between Training and Technological and Organizational Change

    ERIC Educational Resources Information Center

    Neirotti, Paolo; Paolucci, Emilio

    2013-01-01

    We explore the relationship between training and innovation using key insights from the resource-based approach, organizational learning and labour studies. By using data from 304 large enterprises in Italy, the study highlights a twofold role of training in favouring technological and organizational changes. First, training plays a role in…

  10. (De)constructing Organizational Boundaries of University Administrations: Changing Profiles of Administrative Leadership at German Universities

    ERIC Educational Resources Information Center

    Blümel, Albrecht

    2016-01-01

    By analysing institutional changes of administrative leadership at German universities, this paper studies the construction of organizational boundaries as an important aspect of organizational transformation of universities as complete organizations. Building on an analysis of the formal status of administrative leadership at universities derived…

  11. Organizational change for services integration in public human service organizations: experiences in seven counties.

    PubMed

    Packard, Thomas; Patti, Rino; Daly, Donna; Tucker-Tatlow, Jennifer

    2012-01-01

    This is a study of organizational change strategies employed in seven county human service agencies to improve the coordination of services through the structural integration of previously free standing organizations or the development of voluntary interagency collaborative service delivery systems. The central question involves the identification of organizational change tactics which contributed to the success of the organizational change initiatives. The literature on organizational change is reviewed, with particular attention to a framework developed by Fernandez and Rainey based on their extensive review and synthesis of the research on successful change strategies in the public and business sectors. Qualitative and quantitative data were gathered from over 250 individuals and from agency documents. Findings are compared with the success factors identified by Fernandez and Rainey, and refinements to their propositions are suggested. More precise methods for measuring successful and unsuccessful change initiatives are suggested. Implications for practice and research are presented.

  12. "Keeping our mission, changing our system": translation and organizational change in natural foods co-ops.

    PubMed

    Haedicke, Michael A

    2012-01-01

    Institutional theory has played a central role in the study of organizations for over half a century, but it often overlooks the actions of the people who bring organizations to life. This article advances an inhabited approach to institutional analysis that foregrounds the creativity of organizational members. It argues that people use local cultures to translate and respond to institutional pressures. The article analyzes qualitative data from countercultural co-op stores that have been pushed to conform to mainstream forms of business organization by a competitive market and demonstrates that translation explains why outcomes that institutional theory would not predict have come to pass.

  13. PLANNED CHANGE AND ORGANIZATIONAL HEALTH--FIGURE AND GROUND. CHAPTER 2, CHANGE PROCESSES IN THE PUBLIC SCHOOLS.

    ERIC Educational Resources Information Center

    MILES, MATTHEW B.

    PLANNED CHANGE, CONDITIONED BY THE STATE OF THE SYSTEM IN WHICH IT OCCURS, MUST TAKE THE IMPROVEMENT OF ORGANIZATIONAL HEALTH AS A PRIMARY TARGET. THE HEALTHY SCHOOL SYSTEM IS ABLE TO FUNCTION EFFECTIVELY AND TO DEVELOP INTO A MORE FULLY FUNCTIONING SYSTEM. OF TEN ORGANIZATIONAL HEALTH DIMENSIONS APPLICABLE TO SCHOOLS, THREE ARE TASK CENTERED…

  14. Applying Organizational Change to Promote Lesbian, Gay, Bisexual, and Transgender Inclusion and Reduce Health Disparities.

    PubMed

    Eckstrand, Kristen L; Lunn, Mitchell R; Yehia, Baligh R

    2017-03-15

    Lesbian, gay, bisexual, and transgender (LGBT) populations face numerous barriers when accessing and receiving healthcare, which amplify specific LGBT health disparities. An effective strategic approach is necessary for academic health centers to meet the growing needs of LGBT populations. Although effective organizational change models have been proposed for other minority populations, the authors are not aware of any organizational change models that specifically promote LGBT inclusion and mitigate access barriers to reduce LGBT health disparities. With decades of combined experience, we identify elements and processes necessary to accelerate LGBT organizational change and reduce LGBT health disparities. This framework may assist health organizations in initiating and sustaining meaningful organizational change to improve the health and healthcare of the LGBT communities.

  15. An Examination of Organizational Change through Nevada's Emerging Hispanic-Serving Institutions

    ERIC Educational Resources Information Center

    Martinez, Magdalena

    2015-01-01

    There is limited research on how postsecondary institutions prepare to become HSIs. This chapter examines organizational change through a group of emerging HSIs and their governance, policy, and leadership.

  16. Contrasting Perspectives on Organizational Culture Change in Schools

    ERIC Educational Resources Information Center

    Connolly, Michael; James, Chris; Beales, Bill

    2011-01-01

    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…

  17. Assessing Change: Can Organizational Learning "Work" for Schools?

    ERIC Educational Resources Information Center

    Austin, Manila S.; Harkins, Debra A.

    2008-01-01

    Purpose: The purpose of this paper is to measure the effectiveness and practical utility of an organizational learning intervention for an organization that was not progressive, was not specifically chartered as a learning organization, and was situated in an urban, culturally diverse, and under-privileged community. Design/methodology/approach:…

  18. The Complexity Of Interactive Change: A Study of Organizational Burnout.

    ERIC Educational Resources Information Center

    McNamee, Sheila; Fruggeri, Laura

    A study examined the phenomenon of burnout in social service agencies, approaching burnout as a symptom of organizational communication patterns rather than a characteristic inherent in or developed within a particular individual. Sixteen working teams (defined as three or more people in a person-oriented service, who are perceived as a team by…

  19. Organizational change--key to capacity building and effective health promotion.

    PubMed

    Heward, Sue; Hutchins, Cheryl; Keleher, Helen

    2007-06-01

    Contemporary health promotion is now a well-defined discipline with a strong (albeit diverse) theoretical base, proven technologies (based on program planning) for addressing complex social problems, processes to guide practice and a body of evidence of efficacy and increasingly, effectiveness. Health promotion has evolved principally within the health sector where it is frequently considered optional rather than core business. To maximize effectiveness, quality health promotion technologies and practices need to be adopted as core business by the health sector and by organizations in other sectors. It has proven difficult to develop the infrastructure, workforce and resource base needed to ensure the routine introduction of high-quality health promotion into organizations. Recognizing these problems, this paper explores the use of organizational theory and practice in building the capacity of organizations to design, deliver and evaluate health promotion effectively and efficiently. The paper argues that organizational change is an essential but under-recognized function for the sustainability of health promotion practice and a necessary component of capacity-building frameworks. The interdependence of quality health promotion with organizational change is discussed in this paper through three case studies. While each focused on different aspects of health promotion development, the centrality of organizational change in each of them was striking. This paper draws out elements of organizational change to demonstrate that health promotion specialists and practitioners, wherever they are located, should be building organizational change into both their practice and capacity-building frameworks because without it, effectiveness and sustainability are at risk.

  20. The role of organizational structure in readiness for change: A conceptual integration.

    PubMed

    Benzer, Justin K; Charns, Martin P; Hamdan, Sami; Afable, Melissa

    2017-02-01

    The purpose of this review is to extend extant conceptualizations of readiness for change as an individual-level phenomenon. This review-of-reviews focuses on existing conceptual frameworks from the dissemination, implementation, quality improvement, and organizational transformation literatures in order to integrate theoretical rationales for how organization structure, a key dimension of the organizational context, may impact readiness for change. We propose that the organization structure dimensions of differentiation and integration impact readiness for change at the individual level of analysis by influencing four key concepts of relevance, legitimacy, perceived need for change, and resource allocation. We identify future research directions that focus on these four key concepts.

  1. Constancy and Change in Work Practice in Schools: The Role of Organizational Routines

    ERIC Educational Resources Information Center

    Sherer, Jennifer Zoltners; Spillane, James

    2011-01-01

    Background/Context: Though change is constant in organizations, determining how to successfully implement planned change has been a perennial challenge for both organizational scholars and practitioners. While the empirical knowledge base on planned change in schools and other organizations offers numerous insights, the inattention to activity, or…

  2. A Qualitative and Quantitative Assessment of Readiness for Organizational Change Literature

    DTIC Science & Technology

    2008-06-01

    goals ( Bandura , 1977 ). Armenakis et al. (1999) state that this perception has an effect on the organizational change readiness, as the change...Science Quarterly, 20, 165-177. Bandura , A. ( 1977 ). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84, 191-215

  3. A Change Management, Systems Thinking, or Organizational Development Approach to the No Child Left Behind Act

    ERIC Educational Resources Information Center

    Galloway, Dominique L.

    2007-01-01

    Problems with implementation of the No Child Left Behind Act (NCLB) can be assessed in light of change management theory. Viewing stakeholders collectively as a corporate entity supports employing change management strategies to make the NCLB work. Examining ways that organizational controls and change management can work together points to…

  4. Change Orientations: The Effects of Organizational Climate on Principal, Teacher, and Community Transformation

    ERIC Educational Resources Information Center

    Smith, Page A.; Maika, Sean A.

    2008-01-01

    This research investigates the openness that teachers and principals have to change--specifically, the openness of the faculty to community pressure for change. Three dimensions of change are examined (teacher, principal, and community), as well as four aspects of organizational climate (institutional vulnerability, collegial leadership,…

  5. A Measure of Toxicity: The Challenge of Employee Fit in Organizational Change

    ERIC Educational Resources Information Center

    Mize, Nicolas G.

    2016-01-01

    Principal Vanessa Sanchez assumed leadership of a high-need, high-poverty urban school with a mandate from the district superintendent to change the school culture and to build an instructional team aligned to the principal's theory of change. The central dilemma of the case is how to lead organizational change while managing interpersonal…

  6. Testing a measure of organizational learning capacity and readiness for transformational change in human services.

    PubMed

    Bess, Kimberly D; Perkins, Douglas D; McCown, Diana L

    2011-01-01

    Transformative organizational change requires organizational learning capacity, which we define in terms of (1) internal and (2) external organizational systems alignment, and promoting a culture of learning, including (3) an emphasis on exploration and information, (4) open communication, (5) staff empowerment, and (6) support for professional development. We shortened and adapted Watkins and Marsick's Dimensions of Learning Organizations Questionnaire into a new 16-item Organizational Learning Capacity Scale (OLCS) geared more toward nonprofit organizations. The OLCS and its subscales measuring each of the above 6 dimensions are unusually reliable for their brevity. ANOVAs for the OLCS and subscales clearly and consistently confirmed extensive participant observations and other qualitative data from four nonprofit human service organizations and one local human service funding organization.

  7. Organizational change and marine environmental protection: The dredge spoil siting record

    NASA Astrophysics Data System (ADS)

    Burroughs, R. H.

    1991-07-01

    Dredge spoil siting activities are reviewed over a decade to determine whether organizational changes within the Corps of Engineers produced changes in the environmental performance of the agency. Over the period neither the total amount of marine and estuarine dredging nor the incidence of siting spoil inside the baseline declined. Therefore, internal organizational changes do not appear to have affected the above measures of agency performance concerning protection of the marine environment. Furthermore, at least 3% of the spoil is estimated to be highly contaminated. In recent years this magnitude of contaminated spoils has been equivalent to ocean-dumped sewage sludge.

  8. Achieving organizational change: findings from a case study of health promoting hospitals in Taiwan.

    PubMed

    Lee, Chiachi Bonnie; Chen, Michael S; Powell, Michael; Chu, Cordia Ming-Yeuk

    2014-06-01

    The Taiwanese Network of Health Promoting Hospitals (HPH) has been in place since 2006 and developing rapidly. The criticism of inadequate evaluation of the HPH approach taken elsewhere also holds true for the Taiwan HPH Network. Organizational change is a key to sustainable and effective health promotion, and it is also an important aspect in the European HPH movement. Therefore, this study aims to evaluate changes in organizational capacity for the implementation of HPH in Taiwan. All 55 HPH coordinators were invited to participate in the study, and 52 of them completed the questionnaires. The survey covered seven dimensions of HPH organizational capacity, and a total score of each dimension was calculated and converted to a figure on a scale of 10. This study has shown that HPH made a positive impact on HP hospitals in Taiwan regarding organizational change in capacity building for HPH. Leadership, organization culture and mission and strategy received the top three highest mean scores (8.19 ± 1.25, 8.08 ± 1.39, 7.99 ± 1.42), while staff participation received the lowest score (7.62 ± 1.26). The high level of organizational change was associated with the high satisfaction levels of organizational support from the viewpoint of the HPH coordinators. Based on a cluster analysis, a majority of the HP hospitals in Taiwan seemed to have adopted the addition model in putting the HPH initiative into practice; a few hospitals appeared to have accepted HPH initiative well through the integration model. These results presented evidence that HPH contributed to organizational capacity building of hospitals for health promotion.

  9. Organizational structure, leadership and readiness for change and the implementation of organizational cultural competence in addiction health services.

    PubMed

    Guerrero, Erick G; Kim, Ahraemi

    2013-10-01

    Increasing representation of racial and ethnic minorities in the health care system and on-going concerns about existing health disparities have pressured addiction health services programs to enhance their cultural competence. This study examines the extent to which organizational factors, such as structure, leadership and readiness for change contribute to the implementation of community, policy and staffing domains representing organizational cultural competence. Analysis of a randomly selected sample of 122 organizations located in primarily Latino and African American communities showed that programs with public funding and Medicaid reimbursement were positively associated with implementing policies and procedures, while leadership was associated with staff having greater knowledge of minority communities and developing a diverse workforce. Moreover, program climate was positively associated with staff knowledge of communities and having supportive policies and procedures, while programs with graduate staff and parent organizations were negatively associated with knowledge of and involvement in these communities. By investing in funding, leadership skills and a strategic climate, addiction health services programs may develop greater understanding and responsiveness of the service needs of minority communities. Implications for future research and program planning in an era of health care reform in the United States are discussed.

  10. Individual Response to Organizational Change: A Grounded Model. Training and Development Research Center Project Number Fifty.

    ERIC Educational Resources Information Center

    Johansen, Barry-Craig Paul

    Twenty-nine members of a manufacturing organization were interviewed to learn how they identified, evaluated, and responded to what they perceived as significant changes in their organization. A grounded theory approach was used to analyze the interview transcripts. A model of the process of organizational change was constructed from emergent…

  11. Examining the Relationship between Learning Organization Characteristics and Change Adaptation, Innovation, and Organizational Performance

    ERIC Educational Resources Information Center

    Kontoghiorghes, Constantine; Awbre, Susan M.; Feurig, Pamela L.

    2005-01-01

    The main purpose of this exploratory study was to examine the relationship between certain learning organization characteristics and change adaptation, innovation, and bottom-line organizational performance. The following learning organization characteristics were found to be the strongest predictors of rapid change adaptation, quick product or…

  12. Change in Organizational Culture: The Use of Linguistic Methods in Corporate Acquisition.

    ERIC Educational Resources Information Center

    Bastien, David T.

    1992-01-01

    Explores the links between social identity, language use, and retention in organizational mergers and acquisitions. Finds that (1) change in culture does not happen gradually across the whole organization, but either quickly or not at all; (2) change happens by subgroups; and (3) conflict in mergers and acquisitions was between individuals rather…

  13. A Case Study of Relationships between Organizational Culture and Curricular Change in Engineering Education

    ERIC Educational Resources Information Center

    Merton, Prudence; Froyd, Jeffrey E.; Clark, M. Carolyn; Richardson, Jim

    2009-01-01

    We examined two curricular change efforts at a small, midwestern engineering and science college in order to explore how organizational culture influences curricular change processes. We found that the failure of one effort (measured by inability to sustain the curriculum over time) and the success of the other (the curriculum continues to be…

  14. Building skills in organizational and systems changes: a DNP-FNP clinical curriculum.

    PubMed

    Hoyle, Christine; Johnson, Gail

    2015-04-13

    DNP-prepared nurse practitioner leaders play a pivotal role in organizational change and quality improvement consistent with the IHI Triple Aim: improving quality of care, health of populations, and reducing cost. A DNP-FNP curriculum is described, designed to build students' leadership competencies for systems change in healthcare settings.

  15. A Qualitative Study of Superintendent Leadership Experiences during a Top-Down Organizational Change

    ERIC Educational Resources Information Center

    Bryant, Johane

    2014-01-01

    The purpose was to investigate common experiences of superintendents as they responded to realignment of leadership responsibilities during an organizational change initiated by mayoral control. To discover the shared essence of changes in leadership responsibilities experienced by superintendents, individuals "told their stories" to…

  16. Distributed Leadership and Organizational Change: Implementation of a Teaching Performance Measure

    ERIC Educational Resources Information Center

    Sloan, Tine

    2013-01-01

    This article explores leadership practice and change as evidenced in multiple data sources gathered during a self-study implementation of a teaching performance assessment. It offers promising models of distributed leadership and organizational change that can inform future program implementers and the field in general. Our experiences suggest…

  17. Organizational Readiness for Change in Correctional and Community Substance Abuse Programs

    ERIC Educational Resources Information Center

    Lehman, Wayne E. K.; Greener, Jack M.; Rowan-Szal, Grace A.; Flynn, Patrick M.

    2012-01-01

    Significant needs exist for increased and better substance abuse treatment services in our nation's prisons. The TCU Organizational Readiness for Change (ORC) survey has been widely used in community-based treatment programs and evidence is accumulating for relationships between readiness for change and implementation of new clinical practices.…

  18. Examining an Evolution: A Case Study of Organizational Change Accompanying the Community College Baccalaureate

    ERIC Educational Resources Information Center

    McKinney, Lyle; Morris, Phillip A.

    2010-01-01

    This study examined the nature and degree of organizational change that occurs when community colleges offer their own baccalaureate degree programs. Utilizing qualitative research methodology, we investigated how executive administrators at two Florida colleges managed this momentous change process and how this transformation has affected their…

  19. Adaptation to a Changing Environment by Modifications in Organizational Decision Unit Structure.

    ERIC Educational Resources Information Center

    Duncan, Robert B.

    This paper presents a model of how organizations adapt to the uncertainty in their environment by making changes in the way they structure themselves for decisionmaking. The research reported here indicates that it is not just a single change in organizational structure, but rather a shifting between a more rigid and more flexible decision…

  20. Learning as Leadership: A Methodology for Organizational Change through Personal Mastery.

    ERIC Educational Resources Information Center

    Nuer, Lara H.

    1999-01-01

    Discusses personal mastery for organizational change based on experiences used by Learning as Leadership at Fairchild Semiconductor. Topics include individual change leading to more accountability in workplace performance improvement; examining the past to uncover behavioral and communication patterns; creating goals for the future; and taking…

  1. Organizational Change within State Education Agencies: Impact on Management and Leadership in Special Education. Final Report.

    ERIC Educational Resources Information Center

    Schrag, Judy A.

    This report analyzes data from a survey of the 50 states and the District of Columbia designed to study changes in organizational structure within state education agencies (SEAs) and the impact of those changes on management and leadership in special education. completed forms were received from 48 SEAs or a 94 percent return rate. The report…

  2. The Effect of Organizational Learning Patterns on Leading Strategic Change among Higher Education Institutions of Ethiopia

    ERIC Educational Resources Information Center

    Olla, Woyita W.

    2013-01-01

    Innovations and reforms are crucial for both public and Christian higher education institutions in order to survive and thrive in an increasingly complex and turbulent today's environment. Although there is a plethora of literature on strategic change, the effect of organizational learning on leading strategic change has been barely investigated…

  3. Academic Librarians' Perceptions of Teamwork and Organizational Structure in a Time of Rapid Technological Change

    ERIC Educational Resources Information Center

    Strecker, Beth L.

    2010-01-01

    The purpose of this study was to explore the perceptions of academic librarians on two topics: the delivery of services to students and faculty in a time of rapid technological changes and an organizational structure appropriate for delivering services to students in a time of rapid technological changes. Several researchers agree that to…

  4. An International Study of Organizational Change: A Simultaneous Analysis of Process, Context, and Individual Attributes

    DTIC Science & Technology

    2003-03-01

    two continents, this study was designed to build on the literature that has called for both individual-level and internationally relevant change...cf. Hoffman, 1999). Consequently, Pettigrew, Woodman, and Cameron (2001) called for more research that investigates organizational change in...for successful change efforts. In hopes of capturing still more of the change model, Armenakis and Bedian (1999a) called for research should

  5. Change Deafness and the Organizational Properties of Sounds

    ERIC Educational Resources Information Center

    Gregg, Melissa K.; Samuel, Arthur G.

    2008-01-01

    Change blindness, or the failure to detect (often large) changes to visual scenes, has been demonstrated in a variety of different situations. Failures to detect auditory changes are far less studied, and thus little is known about the nature of change deafness. Five experiments were conducted to explore the processes involved in change deafness…

  6. Commitment to organizational change: extension of a three-component model.

    PubMed

    Herscovitch, Lynne; Meyer, John P

    2002-06-01

    Three studies were conducted to test the application of a three-component model of workplace commitment (J. P. Meyer & N. J. Allen, 1991: J. P. Meyer & L. Herscovitch, 2001) in the context of employee commitment to organizational change. Study 1, conducted with 224 university students, provided preliminary evidence for the validity of newly developed Affective, Continuance, and Normative Commitment to Change Scales. Studies 2 and 3, conducted with hospital nurses (N = 157 and 108, respectively), provided further support for the validity of the three Commitment to Change Scales, and demonstrated that (a) commitment to a change is a better predictor of behavioral support for a change than is organizational commitment, (b) affective and normative commitment to a change are associated with higher levels of support than is continuance commitment, and (c) the components of commitment combine to predict behavior.

  7. Re-thinking barriers to organizational change in public hospitals.

    PubMed

    Edwards, Nigel; Saltman, Richard B

    2017-01-01

    Public hospitals are well known to be difficult to reform. This paper provides a comprehensive six-part analytic framework that can help policymakers and managers better shape their organizational and institutional behavior. The paper first describes three separate structural characteristics which, together, inhibit effective problem description and policy design for public hospitals. These three structural constraints are i) the dysfunctional characteristics found in most organizations, ii) the particular dysfunctions of professional health sector organizations, and iii) the additional dysfunctional dimensions of politically managed organizations. While the problems in each of these three dimensions of public hospital organization are well-known, and the first two dimensions clearly affect private as well as publicly run hospitals, insufficient attention has been paid to the combined impact of all three factors in making public hospitals particularly difficult to manage and steer. Further, these three structural dimensions interact in an institutional environment defined by three restrictive context limitations, again two of which also affect private hospitals but all three of which compound the management dilemmas in public hospitals. The first contextual limitation is the inherent complexity of delivering high quality, safe, and affordable modern inpatient care in a hospital setting. The second contextual limitation is a set of specific market failures in public hospitals, which limit the scope of the standard financial incentives and reform measures. The third and last contextual limitation is the unique problem of generalized and localized anxiety, which accompanies the delivery of medical services, and which suffuses decision-making on the part of patients, medical staff, hospital management, and political actors alike. This combination of six institutional characteristics - three structural dimensions and three contextual dimensions - can help explain why

  8. Beyond Kotters Leading Change: A Broad Perspective on Organizational Change for Senior U.S. Military Leaders

    DTIC Science & Technology

    2015-07-16

    through seven, incorporating a climate that fosters change , building momentum through short term wins and consolidating gains. Of course, as Leading...work unit climate , and identification of tasks. As with Structure, there is a formal and informal component to Process that will appear in the change ...Beyond Kotter’s Leading Change : A Broad Perspective on Organizational Change for Senior U.S. Military Leaders Dr. Thomas P. Galvin1, Ed.D. and

  9. [Developing the hospital's mission to facilitate organizational change: limits and possibilities].

    PubMed

    de Oliviera Cecilio, L C

    2000-01-01

    The author begins by discussing the field of General Administration Theory vis-à-vis the defining role of "organizational goals" within an overall change process in organizations. While admitting the validity of some challenges raised by certain authors who deny the possibility of establishing a "single" direction for the organization by explicitly outlining its formal or official goals, the author presents and discusses his experience in defining the mission in the health sector as a way to implement organizational goals. This definition is meant as a strategy to improve communications among health team members and to a culture of responsibility when dealing with health service users.

  10. Evolution of a Campus Sustainability Network: A Case Study in Organizational Change

    ERIC Educational Resources Information Center

    Kurland, Nancy B.

    2011-01-01

    Purpose: The purpose of this paper is to examine the evolution of a sustainability network at a large California public university, as an example of organizational change. Design/methodology/approach: The paper combines participant observation and case study techniques over a three-year period. From 2007 to 2010, the author helped found the…

  11. Organizational Change from Scientific Management to the Learning Organization--Implications for New Work Systems.

    ERIC Educational Resources Information Center

    Fusch, Gene E.

    Western enterprises confront an era of global competition in which industry leaders can no longer overlook negative effects originating from past Taylorist and autocratic organizational structures. Corporate leaders are exploring innovative methods to change their organizations from the Taylorist model to workplace environments that foster worker…

  12. Coming in from the Margins: Faculty Development's Emerging Organizational Development Role in Institutional Change

    ERIC Educational Resources Information Center

    Schroeder, Connie

    2010-01-01

    Recognizing that a necessary and significant role change is underway in faculty development, this book calls for centers to merge their traditional responsibilities and services with a leadership role as organizational developers. Failing to define and outline the dimensions and expertise of this new role puts centers at risk of not only…

  13. Organizational Change at the Edge of Chaos: A Complexity Theory Perspective of Autopoietic Systems

    ERIC Educational Resources Information Center

    Susini, Domenico, III.

    2010-01-01

    This qualitative phenomenological study includes explorations of organizational change phenomena from the vantage point of complexity theory as experienced through the lived experiences of eight senior level managers and executives based in Northern N.J. who have experienced crisis situations in their organizations. Concepts from the natural…

  14. Explaining Employees' Evaluations of Organizational Change with the Job-Demands Resources Model

    ERIC Educational Resources Information Center

    van Emmerik, I. J. Hetty; Bakker, Arnold B.; Euwema, Martin C.

    2009-01-01

    Purpose: Departing from the Job Demands-Resources (JD-R) model, the paper examined the relationship between job demands and resources on the one hand, and employees' evaluations of organizational change on the other hand. Design/methodology/approach: Participants were 818 faculty members within six faculties of a Dutch university. Data were…

  15. Organizational Change in Academic Programs: A Case Study of Doctoral Students' Experiences

    ERIC Educational Resources Information Center

    Frazier, Christina Coffee

    2011-01-01

    This qualitative case study explored the experiences of doctoral students at the University of Minnesota-Twin Cities as they transitioned from a fairly stable academic department experiencing significant changes. To achieve the purpose of the study, I investigated the experiences of doctoral students through an organizational development…

  16. In the Same Boat? On Metaphor Variation as Mediating the Individual Voice in Organizational Change

    ERIC Educational Resources Information Center

    Argaman, Einav

    2008-01-01

    This paper discusses the notion of metaphor variation, and argues that it may play a significant role as a linguistic tool for positioning the subjects in a given organizational change. More specifically, it is argued that metaphor variation enables the subject to corroborate the organization's centripetal forces on the one hand, and to express…

  17. Learning to See Differently: Viewing Technology Diffusion in Teacher Education through the Lens of Organizational Change

    ERIC Educational Resources Information Center

    Wang, Yu-Mei; Patterson, Jerry

    2006-01-01

    While the discussion on the topic of technology diffusion in teacher education primarily centers on course design, program development, and faculty technology training, this article explores technology diffusion from the perspective of organizational change. Technology diffusion in teacher education is a multi-faceted task and, therefore, requires…

  18. Organizational Change; The Centralization of a Divisional Circulation System. Technical Paper Number Five.

    ERIC Educational Resources Information Center

    Gherman, Paul

    The circulation systems of three divisional units of Wayne State University libraries (Education, Humanities, Social-Science) needed centralization because their separate operations had created many inconsistences and unnecessary inconveniences. This paper outlines the socio-technical decisions made in the organizational change. It describes the…

  19. Evaluating Organizational Change at a Multinational Transportation Corporation: Method and Reflections

    ERIC Educational Resources Information Center

    Plakhotnik, Maria S.

    2016-01-01

    The purpose of this perspective on practice is to share my experience conducting an organizational change evaluation using qualitative methodology at a multinational transportation company Global Logistics. I provide a detailed description of the three phase approach to data analysis and my reflections on the process.

  20. Organizational Learning and Large-Scale Change: Adoption of Electronic Medical Records

    ERIC Educational Resources Information Center

    Chavis, Virginia D.

    2010-01-01

    Despite implementation of electronic medical record (EMR) systems in the United States and other countries, there is no organizational development model that addresses medical professionals' attitudes toward technology adoption in a learning organization. The purpose of this study was to assess whether a model would change those attitudes toward…

  1. Survey-Guided Development: Data Based Organizational Change

    DTIC Science & Technology

    1975-06-01

    Kubie has stated: Not one of these acts is in and of itself inherently abnormal. As long as it can change freely in response to changing external or...internal cues, it remains normal. It is the loss of freedom to change which marks the onset of the neurotic process ( Kubie , 1966). Organizations

  2. Enterprise Information Technology Organizational Flexibility: Managing Uncertainty and Change

    ERIC Educational Resources Information Center

    Patten, Karen Prast

    2009-01-01

    Chief Information Officers (CIOs) lead enterprise information technology organizations (EITOs) in today's dynamic competitive business environment. CIOs deal with external and internal environmental changes, changing internal customer needs, and rapidly changing technology. New models for the organization include flexibility and suggest that CIOs…

  3. Taxonomies of Organizational Change: Literature Review and Analysis

    DTIC Science & Technology

    1978-09-01

    expressed feelings of boredom and frustration , and wanted to get back into their technical specialties and "real jobs in the real military." 3. Client...to reward or advance staff for outstanding per- formance. 4. Crisis atmosphere. Many government organizations face external attacks from frustrated ...interventions as well. A group leader’s theoretical orientation as a Gestalt , trans- actional analysis, or T-group practitioner is unassociated with

  4. Organizational Specialists in a School District: Four Years of Innovation. A Report of the Program on Strategies of Organizational Change.

    ERIC Educational Resources Information Center

    Runkel, Philip J.; And Others

    A case history of organizational development in the Kent, Washington, school district from August 1967 to April 1972 is presented in 14 chapters and numerous appendixes. The first section contains a summary, the theoretical scheme, and the principles used in building the cadre of organizational specialists. Chapters 5, 6, and 7, concern…

  5. Improving hospital efficiency: a process model of organizational change commitments.

    PubMed

    Nigam, Amit; Huising, Ruthanne; Golden, Brian R

    2014-02-01

    Improving hospital efficiency is a critical goal for managers and policy makers. We draw on participant observation of the perioperative coaching program in seven Ontario hospitals to develop knowledge of the process by which the content of change initiatives to increase hospital efficiency is defined. The coaching program was a change initiative involving the use of external facilitators with the goal of increasing perioperative efficiency. Focusing on the role of subjective understandings in shaping initiatives to improve efficiency, we show that physicians, nurses, administrators, and external facilitators all have differing frames of the problems that limit efficiency, and propose different changes that could enhance efficiency. Dynamics of strategic and contested framing ultimately shaped hospital change commitments. We build on work identifying factors that enhance the success of change efforts to improve hospital efficiency, highlighting the importance of subjective understandings and the politics of meaning-making in defining what hospitals change.

  6. Creating the Infrastructure for Organizational Change with RAP

    ERIC Educational Resources Information Center

    Shields, Julie; Milstein, Mindy; Robinson, Consuela

    2012-01-01

    In order to thrive, organizations must undergo significant change at various points in their development. Such is the case with Montgomery County Public Schools (MCPS) Emotional Disability Services in the beginning process of implementing Response Ability Pathways (RAP) with staff and students. The impetus for change originated from an…

  7. The Human Side of Change: Towards a Pragmatic, Evolutionary Conception of Cognition and Emotion in Organizational Change

    ERIC Educational Resources Information Center

    Smith, Jason Wayne

    2009-01-01

    This dissertation synthesizes and analyzes an emblematic sample of three prevalent psychological approaches to organizational change and learning, giving particular attention to the conception of cognition and emotion. It also explores some of the philosophical and psychological assumptions undergirding these approaches. A web model depicting…

  8. The Partnership between Project Management and Organizational Change: Integrating Change Management with Change Leadership

    ERIC Educational Resources Information Center

    Griffith-Cooper, Barber; King, Karyl

    2007-01-01

    The nature of project management is change. Even though all knowledge areas in the Project Management Body of Knowledge (PMBOK) are rooted in controlling change, none of these areas specifically addresses the human elements of change. There is a significant distinction between directly controlling change relative to the nonhuman aspects of a…

  9. The role of the organizational champion in achieving health system change.

    PubMed

    Hendy, Jane; Barlow, James

    2012-02-01

    In healthcare there is a long held wisdom that 'champions' are a key aspect of organizational change. Drawing on organizational management theory, we examine the role of champions in three health and social care organizations in England as they attempt to move services to a remote model of delivery, 'telecare'. The delivery of remote care is a significant policy in the U.K. and elsewhere, but its introduction has been challenging. Over three years ethnographic methods (observations, informed discussions and interviews) were used to analyze the role of organizational champions in implementing remote care. Cases were local authorities and associated primary care trusts. Participants were champions and organizational members involved in implementation. Our study shows that organizational champions are highly effective in the first phase of adoption, when change is contained within distinct sub-sets of practice. Moving beyond local contexts the effectiveness of the champions varied. Identification centered on the remote care work. This identification enabled the champions to motivate others and move beyond their normally prescribed roles, contributing to innovation ideas, processes and practices. When required to shift their work organization-wide, and share ideas outside their professional culture, some champions responded with resistance, resulting in a lack of innovation spread. These results caution against allowing change to become positioned within the remit of a few individuals. Whilst this strategy may be initially beneficial, the role of champion may be less useful, even detrimental to progress, in the later stages of implementation, particularly if identification with the new circumstances is not established.

  10. Creating a code of conduct to enable organizational change.

    PubMed

    Marr, Jo-Anne; Sanders, Gail; Neil, Ann; Murphy, Lisa

    2006-07-25

    This article provides an overview of the elements that were involved in developing a comprehensive change management strategy at a large, multi-site laboratory as it readied for a major environmental change in the clinical laboratory. A multi-year strategic and tactical plan was created based on an organization-wide employee satisfaction survey, an environmental survey, business needs, and internal/external pressures. The goal was to build a collaborative, team-oriented, and respectful place to work, and to ensure that the workplace became a vibrant environment focused on both individual growth and business improvement and efficiency. This article presents the strategy and outcome of the change, including external and internal environmental influences, challenges, and successes. It also discusses the dissemination of information and engagement of staff, clarification of roles and responsibilities, code of conduct, career laddering and career self-management, and a review of deficiencies impacting efficiency and productivity.

  11. Transformation of Installation Management: An Analysis of Organizational Change

    DTIC Science & Technology

    2006-03-15

    active and official. 54 Sgt. Chuck Wagner, “Aadland Reflects on Legacy of Radical Change,” Pentagram , 13 August 2004 [newspaper online]; available from...http://www.dcmilitary.com/army/ pentagram / 9_33/features30594-1.html; Internet; accessed on 21 November 2005. Retiring MG Anders Aadland, the first

  12. Change as a Constant: Organizational Restructuring at Carnegie Mellon University.

    ERIC Educational Resources Information Center

    Keating, Patrick J.; And Others

    1996-01-01

    The origins and strategies for change in the administrative structure of Carnegie Mellon University (Pennsylvania) are discussed, including trends within all of higher education and conditions specific to the university. Quality improvement efforts are described briefly. Special attention is given to the institution's procurement-disbursement…

  13. Predictors and Predictive Effects of Attitudinal Inconsistency Towards Organizational Change

    DTIC Science & Technology

    2012-03-01

    starts. Such an arduous path of progress has financial implications for organizations, psychological implications for the individuals in its path...emphasis has revealed that facing change triggers highly complex psychological processes leading to uncertain ends. For instance, employees may...prolific science of social psychology . However, several recent critiques have argued that these psychological excursions have transpired in an eclectic

  14. Staff Development and Organizational Change. Report 97.03-SR.

    ERIC Educational Resources Information Center

    Oromaner, Mark

    Most community colleges are involved in some sort of staff development program and are also undergoing constant change involving restructuring, rightsizing, or developing new missions and objectives. In general, the more institutionalized and integrated a staff development program is, the more effective the organization will be. Organizations are…

  15. Special Issue: The Career Counselor, Organizational Development and Change.

    ERIC Educational Resources Information Center

    Mirabile, Richard J.; And Others

    1993-01-01

    Includes "Introduction to This Special Issue" (Mirabile); "Career Counseling for the 1990s and Beyond" (Guterman); "Career Counselor as Consultant to Organizations" (Shepard); "Managing Careers in Changing Organizations" (Schecter); "Does Your Client Need a Mentor?" (Morton, Sanzgiri); "Recognition and Treatment of Career Indecision in Adults"…

  16. Developing and Sustaining a Science and Technology Center Education Program: "Inquiry" as a Means for Organizational Change and Institutional Legitimacy

    NASA Astrophysics Data System (ADS)

    Ball, T.; Hunter, L.

    2010-12-01

    Formal organizations have become ubiquitous in contemporary society and since so many of us spend so much of our daily lives working, learning, and socializing in them it is important to understand not only how they govern our interactions but also how we can incite (and sustain) organizational change. This is especially true for STEM education; learning about science, technology, engineering or mathematics rarely occurs outside of formal settings and educators need to be aware of how learning goals, priorities and practices are permeable to the institutional processes that structure sponsoring organizations. Adopting a historical perspective, this paper reports on organizational changes at the Center for Adaptive Optics in relation to an emerging emphasis on inquiry learning. The results of our analysis show how the inquiry model functioned as a boundary object and was instrumental in transforming members' expectations and assumptions about educational practice in STEM while securing the institutional legitimacy of the CfAO as a whole. Our findings can inform the advancement of educational initiatives within the STEM research community and are particularly useful in relation to concerns around accommodating and integrating individuals from non-dominant backgrounds.

  17. Using transformational change to improve organizational culture and climate in a school of nursing.

    PubMed

    Springer, Pamela J; Clark, Cynthia M; Strohfus, Pamela; Belcheir, Marcia

    2012-02-01

    A positive organizational culture and climate is closely associated with an affirming workplace and job satisfaction. Especially during a time of faculty shortages, academic leaders need to be cognizant of the culture and climate in schools of nursing. The culture of an organization affects employees, systems, and processes, and if the culture becomes problematic, transformational leadership is essential to create change. The purpose of this article is to describe an 8-year journey to change the culture and climate of a school of nursing from one of dissatisfaction and distrust to one of high employee satisfaction and trust. Kotter's model for transformational change was used to frame a longitudinal study using the Cultural and Climate Assessment Scale to transform the organizational culture and climate of a school of nursing.

  18. Managing organizational change: strategies for the female health care supervisor.

    PubMed

    Davies, G

    1990-07-01

    In responding to resistance to change in the current health care organization, the new female supervisor can learn to support her staff in encountering and accepting these changes. The strategies and skills discussed above are characteristic of a supervisory style that may naturally occur for women, but also can be incorporated into the leadership style of men in health care management today. Health care leaders of tomorrow must work from an androgynous framework in which the behavior patterns and responses of each gender are learned and used appropriately by both men and women. Sargent suggests that the best managers are androgynous and that this is the inevitable wave of the future. Whether man or woman, a supervisor should learn, accept, and use methods that are characteristic of both sexes to be successful in managing people. Women and men must learn from each other's strengths and share these diverse skills. Given that women now outnumber men in health care management positions and organizations are changing to a more nurturing environment, the androgynous supervisor will be the successful leader of the future. Finally, women in health care supervisory positions have the potential to bring change where it is badly needed. Women in these roles often have a system wide view of health care policy issues that recognizes less federal commitment to social programs. Many women in health care positions believe that the issues of children, women, the elderly, the poor, and the homeless need focused attention. The growing number of women in health care supervisory and leadership roles is an important factor in changing national health policy for the benefit of these groups.(ABSTRACT TRUNCATED AT 250 WORDS)

  19. Facilitating Administrative Decision-Making and Organizational Change via a Decision-Making Process as Social Enterprise.

    ERIC Educational Resources Information Center

    Shapiro, Arthur S.; And Others

    This paper develops a theory-practice view of administrative and organizational decision making. Its goals are to improve administrative decision-making processes, facilitate organizational change through faculty involvement, and increase the potential for success in education reform efforts. The first sections discuss the nature of theory and…

  20. Making sense of a new nursing role: a phenomenological study of an organizational change.

    PubMed

    Smith-Blair, N; Smith, B L; Bradley, K J; Gaskamp, C

    1999-01-01

    Although health care organizational change is a constant phenomenon, little is understood as to how staff experience this change. Unsuccessful change efforts have suggested the possible important relationship between understanding staff's experience and improved results. The purpose of this phenomenological study was to describe what staff on a medical-surgical unit experience during the initial phase of the implementation of a nursing care coordinator position, a first step in a broad organizational change. A purposeful sample of 11 nursing and non-nursing staff, considered unit experts, were interviewed using broad, open-ended questions designed to solicit their experience. Additionally, observations and document abstraction were used to add depth and clarification to the interviews. Analysis of data was conducted using a combination of Giorgi's and Colaizzi's procedures. Contextual elements framing staff's experiences included introduction of a new role with no organizational history into an increasingly demanding environment that staff perceived as constantly changing. Major themes of "experiencing the effect" and "struggling to make sense" were revealed. These findings suggest that the introduction of a new role can create turmoil and job insecurity in the current health care environment. Recommendations to support staff's efforts to "make sense" are provided.

  1. Organizational Change for Acquisition Reform: Proposed Core Competencies

    DTIC Science & Technology

    1997-03-01

    much paperwork in the RFP process.18 Dr J. R. Sculley , former Assistant Secretary of the Army for Research, Development, and Acquisition, and current...available from http://www.safaq.hq.af.mil/acq-ref/std- dwn/stddwn.html. 17Laney, 41. 18Ibid., 42. 19J. R. Sculley , “Achieving Acquisitions Reform...Transformational Leader (New York: John Wiley & Sons, 1990), 44. 5Tichy, 47. 6Kotter, 44. 7Leon W Hall, “Six Elements for Implementing and Managing Change

  2. Policy Windows, Policy Change, and Organizational Learning: Watersheds in the Evolution of Watershed Management

    NASA Astrophysics Data System (ADS)

    Michaels, Sarah; Goucher, Nancy P.; McCarthy, Dan

    2006-12-01

    Employing in-depth, elite interviews, this empirical research contributes to understanding the dynamics among policy windows, policy change, and organizational learning. First, although much of the research on agenda setting—how issues attract enough attention that action is taken to address them—has been conducted at the national scale, this work explores the subnational, regional scale. With decentralization, regional-scale environmental decision-making has become increasingly important. Second, this research highlights the role of policy windows and instances of related organizational learning identified by natural resources managers. Having practitioners identify focusing events contrasts with the more typical approach of the researcher identifying a particular focusing event or events to investigate. A focusing event is a sudden, exceptional experience that, because of how it leads to harm or exposes the prospect for great devastation, is perceived as the impetus for policy change.

  3. Policy windows, policy change, and organizational learning: watersheds in the evolution of watershed management.

    PubMed

    Michaels, Sarah; Goucher, Nancy P; McCarthy, Dan

    2006-12-01

    Employing in-depth, elite interviews, this empirical research contributes to understanding the dynamics among policy windows, policy change, and organizational learning. First, although much of the research on agenda setting-how issues attract enough attention that action is taken to address them-has been conducted at the national scale, this work explores the subnational, regional scale. With decentralization, regional-scale environmental decision-making has become increasingly important. Second, this research highlights the role of policy windows and instances of related organizational learning identified by natural resources managers. Having practitioners identify focusing events contrasts with the more typical approach of the researcher identifying a particular focusing event or events to investigate. A focusing event is a sudden, exceptional experience that, because of how it leads to harm or exposes the prospect for great devastation, is perceived as the impetus for policy change.

  4. Faculty Experiences of Merger and Organizational Change in a Social Work Program.

    PubMed

    Adedoyin, A Christson; Miller, Monte; Jackson, Mary S; Dodor, Bernice; Hall, Kristen

    2016-01-01

    Social work programs are experiencing unprecedented organizational changes due to budget cuts, dwindling resources, global, and technological challenges. However, there is limited information in the literature about the merger experiences of faculty in social work programs. On one hand undergoing merger and reorganization provides the opportunity to reorganize, reprioritize, re-assess, develop strategies, and explore previously untapped opportunities for social work programs. Conversely, merger experiences have caused frustration, intention to quit, confusion, and loss of professional identity for social work faculty. In this article the authors utilize a journaling method and sense-making approach of the merger experiences of some of the faculty members of a social work program in the United States. The authors suggest a framework to understand how the faculty confronted the challenges, overcame the pitfalls, and maximized the opportunities offered during the merger and organizational change process.

  5. Assessing the impact of dispositional resistance to change on organizational attraction.

    PubMed

    Arciniega, Luis M; Maldonado, Adriana

    2011-11-01

    In recent years there has been an increasing interest among researchers and practitioners to analyze what makes a firm attractive in the eyes of university students, and if individual differences such as personality traits have an impact on this general affect towards a particular organization. The main goal of the present research is to demonstrate that a recently conceptualized narrow trait of personality named dispositional resistance to change (RTC), that is, the inherent tendency of individuals to avoid and oppose changes (Oreg, 2003), can predict organizational attraction of university students to firms that are perceived as innovative or conservative. Three complementary studies were carried out using a total sample of 443 college students from Mexico. In addition to validating the hypotheses, our findings suggest that as the formation of the images of organizations in students' minds is done through social cognitions, simple stimuli such as physical artifacts, when used in an isolated manner, do not have a significant impact on organizational attraction.

  6. Organizational Change: A Case Study in Implementing a Breast Cancer Screening Clinic

    DTIC Science & Technology

    1993-08-01

    and cervical cancer : meta-analysis and critical review of recent studies. American Journal of Preventive Medicine, 2(4), 208-213. Steinburg, C. (1992...ANO SUBTITLE S. FUNDING NUMBERS ORGANIZATIONAL CHANGE: A CASE STUDY IN IMPLEMENTING A BREAST CANCER SCREENING CLINIC 4. AUTHOR(S) i MAJ PATRICIA A...focuses on the implementation of a breast cancer screening clinic at Madigan Army Medical Center (MAMC) as a model for a military preventive program

  7. Healthcare organizational change: implications for access to care and its measurement.

    PubMed Central

    Miller, R. H.

    1998-01-01

    OBJECTIVES: To summarize evidence from peer-reviewed literature on access to care for vulnerable HMO enrollee populations; to discuss the potential effect of recent HMO and physician organization changes on access to care and its measurement. STUDY DESIGN: Review and summary of peer-reviewed literature for two HMO populations: those with chronic conditions and diseases, and those subject to discrimination due to income, color, or ethnic background. I also reviewed and summarized literature on three major changes in capitated organizations (HMOs and capitated physician organizations) that could affect access to care for vulnerable populations, and summarized findings from healthcare manager interviews conducted for several recent research projects on health system change. PRINCIPAL FINDINGS: Although mixed, there are enough negative results to raise some concerns about access to care for HMO enrollees with chronic conditions and diseases. Several emerging organizational changes have the potential to change access to care for the vulnerable HMO enrollees. The shift in cost-cutting from fragmented clinical management of specific services at a point in time toward more integrated clinical management of all services for specific types of patients across time may improve access to care, as may increased efforts to attract and retain HMO enrollees. The increased importance of capitated provider organizations within the health system may restrict access in some ways, and expand access in others. CONCLUSIONS: Organizational changes can affect both access to care and its measurement. More research is needed on the effects of these changes on access to care and quality of care. For researchers examining access to care for vulnerable HMO enrollee populations, these changes create challenges to determine the most appropriate measures of access to care, and the most appropriate organizations and organizational characteristics to measure. RELEVANCE TO CLINICAL PRACTICE

  8. Change in higher education: understanding and responding to individual and organizational resistance.

    PubMed

    Lane, India F

    2007-01-01

    In many fields, the ability of educators and practitioners to cope with rapid change is essential to sustained success. In veterinary medical education, as in other scientific disciplines, meaningful change is challenging to achieve and subject to resistance from many individual and organizational norms. Individual concerns often relate to fears of instability or uncertainty, loss of current status, or effects on individual time and workload. Sources of organizational resistance may include a conservative culture, fierce protection of current practices, and prevalence of disciplinary or territorial viewpoints. In academia, especially in scientific or medical fields, individuals appear to be strongly independent and conservative in nature, and generally skeptical of educational change. In this environment, a highly participatory process, with regular communication strategies and demonstrations or evidence that supports proposed changes, can be useful in facilitating change. An understanding of the nature of complex change, as well as of the reasons underlying resistance to change, and some methods to overcome these barriers are highly valuable tools for educational leaders.

  9. Training and Organizational Commitment among Nurses in New Zealand and United States Public Hospitals Experiencing Industry and Organizational Change

    ERIC Educational Resources Information Center

    Bartlett, Kenneth; Kang, Dae-seok

    2004-01-01

    This study examines the relationship between employee attitudes towards training and organizational commitment among a sample of nurses in New Zealand and the United States. Results show that perceived access to training, training frequency, motivation to learn from training, benefits of training, and supervisory support for training were…

  10. From boundaries to boundary work: middle managers creating inter-organizational change.

    PubMed

    Oldenhof, Lieke; Stoopendaal, Annemiek; Putters, Kim

    2016-11-21

    Purpose In healthcare, organizational boundaries are often viewed as barriers to change. The purpose of this paper is to show how middle managers create inter-organizational change by doing boundary work: the dual act of redrawing boundaries and coordinating work in new ways. Design/methodology/approach Theoretically, the paper draws on the concept of boundary work from Science and Technology Studies. Empirically, the paper is based on an ethnographic investigation of middle managers that participate in a Dutch reform program across health, social care, and housing. Findings The findings show how middle managers create a sense of urgency for inter-organizational change by emphasizing "fragmented" service provision due to professional, sectoral, financial, and geographical boundaries. Rather than eradicating these boundaries, middle managers change the status quo gradually by redrawing composite boundaries. They use boundary objects and a boundary-transcending vocabulary emphasizing the need for societal gains that go beyond production targets of individual organizations. As a result, work is coordinated in new ways in neighborhood teams and professional expertise is being reconfigured. Research limitations/implications Since boundary workers create incremental change, it is necessary to follow their work for a longer period to assess whether boundary work contributes to paradigm change. Practical implications Organizations should pay attention to conditions for boundary work, such as legitimacy of boundary workers and the availability of boundary spaces that function as communities of practice. Originality/value By shifting the focus from boundaries to boundary work, this paper gives valuable insights into "how" boundaries are redrawn and embodied in objects and language.

  11. Nursing entrepreneurship: motivators, strategies and possibilities for professional advancement and health system change.

    PubMed

    Wall, Sarah

    2013-06-01

    In Canada, as well as internationally, efficiency-focused organizational restructuring in healthcare has resulted in stressful job change for nurses, although nurses continue to work in a system that values technology-based, physician-provided services. Employed nurses have had to participate in organizational activities that undermine their professional values and goals. Nursing entrepreneurship presents an opportunity to explore nursing's professional potential in nursing practice that is uniquely independent. In this study, a focused ethnographic approach was used to explore the experiences of self-employed nurses, who see themselves as leaders in advancing the profession of nursing and its contribution to healthcare. Key themes in the findings include the responses of self-employed nurses to health system change, expanded roles for nurses, the consequences of this non-traditional approach to nursing work and the possibilities for change that arise from nursing entrepreneurship. This research has implications for healthcare policy, professional advocacy and nursing education.

  12. Organizational responses to a changing aid environment: the German Agency for Technical Cooperation (GTZ).

    PubMed

    Hill, Peter S

    2002-01-01

    As a major European donor, German government development assistance faces a series of challenges. Recent political changes have raised expectations for demonstrable health outcomes as a result of German development assistance; there has been a deepened commitment to collaboration with other bilateral and multilateral donors; and partner countries are increasingly open to new approaches to development. German development assistance also reflects a new ethos of partnership and the shift to programmatic and sector based development approaches. At the same time, its particular organizational structure and administrative framework highlight the extent of structural and systems reforms required of donors by changing development relationships, and the tensions created in responding to these. This paper examines organizational changes within the German Agency for Technical Cooperation (Deutsche Gesellschaft für Technische, Zusammenarbeit) (GTZ), aimed at increasing its Regional, Sectoral, Managerial and Process competence as they affect health and related sectors. These include the decentralization of GTZ, the trend to integration of projects, the increasing focus on policy and health systems reform, increased inter-sectoral collaboration, changes in recruitment and training, new perspectives in planning and evaluation and the introduction of a quality management programme.

  13. Organizational change, restructuring and downsizing: The experience of employees in the electric utility industry

    NASA Astrophysics Data System (ADS)

    Korns, Michael T.

    This research examines the experience of employees working in the electric utility industry during a time when it was undergoing significant transformation. It was undertaken to examine this phenomenon in the context of how the history and nature of the industry's environment, and specifically regulatory effect of regulation, led to an organizational form characterized by stability, structure and inertial resistance to change. A case study approach was used to examine the effect of deregulation on an organization in the industry, and specifically how their actions impacted employees working there. A phenomenological approach was used to explore employee perceptions of the organizational culture and employment relationship there both prior to and after implementation of a reorganization and downsizing that resulted in the first significant employee layoffs in the history of the organization. Data gathering consisted of conducting semi-structured interviews with current and former employees of the company who experienced the phenomena. Analysis of the data show that employees in this organization perceived an unusually strong psychological contract for stable employment and the expectation that it would continue, despite the prevalence of corporate downsizing and restructuring at the time. This psychological contract and the importance of career employment was found to be particularly significant for women who were hired during a period of time when gender and pregnancy discrimination was prevalent. Findings demonstrate that, given the historical stability and strong inertial resistance in the organization, company leadership did not effectively communicate the need, or prepare employees sufficiently for the significance of the changes or the effect they had on the organization. Findings also revealed that employees perceived the methods used to select individuals for layoff and exit from the company violated principles of organizational justice for distributional

  14. Using the Malcolm Baldridge criteria: a viable tool for assessing organizational change

    SciTech Connect

    Stack, J.M.

    1998-04-01

    How does understanding and using the Malcolm Baldrige criteria impact library organizational change? In September 1997, the Los Alarnos National Laboratory Research Library used the criteria to apply for a Quality New Mexico Award (QNMA). This paper will provide a fimdamental background on the Malcolm Baldrige criteria and outline the Library project to apply for the award. The Research Library learned from the project and feedback and has started implementing steps to increase its effectiveness providing viable products and services to its customers. This has been a step forward to strengthen our competitive edge to assure our fiture prosperity within the Laboratory.

  15. A Multidimensional View of Resistance to Organizational Change: Exploring Cognitive, Emotional, and Intentional Responses to Planned Change across Perceived Change Leadership Strategies

    ERIC Educational Resources Information Center

    Szabla, David B.

    2007-01-01

    In this survey research study, the researcher employed a causal-comparative, or ex post facto, design to explore the relationship between how union employees of a U.S. county government perceived implementation of a new electronic performance appraisal process and how they responded to the planned organizational change along cognitive, emotional,…

  16. [Imaginary dimension and intersubjectivity in public health organizations: implications to managerial work and organizational change].

    PubMed

    Azevedo, Creuza da Silva

    2010-06-01

    This paper deals with organization management in a new perspective, stressing the micro-social aspects and the role of individuals in the process of implementing change in public health organizations such as hospitals. Following the paths of French psychosociology, the article approaches the imaginary, intersubjective and collective dimensions of these organizations, highlighting the ways hospitals' directors and employees engage themselves in a struggle for power, affiliation and recognition. An essentially interactive and intersubjective activity, management is examined in the light of psychoanalysis's leadership function. It seems crucial to take into account the directors' potential structuring role in order to understand the organizational changing processes. Nevertheless, the mounting crisis in Rio de Janeiro public health services does not favor change and the building of personal bonds, but disruption, dismantle of institutional affiliations. In this scenario, the management structuring function and the director's social and psychological mediating role lose ground.

  17. Exploring the Political Underbelly of Organizational Learning: Learning during Pay and Performance Management Change

    ERIC Educational Resources Information Center

    Field, Laurie

    2011-01-01

    Purpose: In an effort to better understand the political dimensions of organizational learning, this paper aims to examine learning processes in an organizational context--namely renegotiation of pay and performance management arrangements--where the interests of organizational members are threatened. Design/methodology/approach: Data were derived…

  18. Phenomenological Study: How Organizational Structures and Change Processes Influence Student Learning

    ERIC Educational Resources Information Center

    Johnson, Charlotte Clay

    2013-01-01

    Educational institutions create organizational structures for younger students with limited work experience. New generations of adult students require different organizational structures to improve success. The current phenomenological qualitative study addressed the lack of consensus of what types of organizational structures in higher education…

  19. Changing dynamics in the Canadian voluntary sector: challenges in sustaining organizational capacity to support healthy communities.

    PubMed

    Steedman, Eric; Rabinowicz, Jane

    2006-11-01

    The voluntary sector is recognized, by citizens, industry and government, as an increasingly vital contributor to healthy communities within Canadian society, called upon to provide front-line service delivery in areas of community support that were in the past often served by government and or religious charity. (The voluntary sector is large, consisting of an estimated 180,000 non-profit organizations [of which 80,000 are registered as charities] and hundreds of thousands more volunteer groups that are not incorporated [Statistics Canada, 2002].) The dynamics of the sector have changed considerably over the past decade, as government has pulled back the level of core organizational funding support and the role of the church has diminished. As community health is directly related to the organizational health of service-providing non-profits and charities, these organizations are looking increasingly towards corporate and individual donors, along with new self-financing approaches that generate revenues. They are also facing challenges in attracting and retaining skilled and motivated volunteers. As the scope of the voluntary sector and its overall influence grows, so do the organizational and financial challenges it faces. This article will address in particular the issue of funding support for healthy communities and examine a number of potential and existing best practices for sustaining community health in Canada. We will also look at the issue of volunteerism and human resource capacity challenges for organizations. This is an area in which the Canadian government has decided to focus as a result of explicit policy decisions taken in the late 1990s.

  20. CALM: Complex Adaptive System (CAS)-Based Decision Support for Enabling Organizational Change

    NASA Astrophysics Data System (ADS)

    Adler, Richard M.; Koehn, David J.

    Guiding organizations through transformational changes such as restructuring or adopting new technologies is a daunting task. Such changes generate workforce uncertainty, fear, and resistance, reducing morale, focus and performance. Conventional project management techniques fail to mitigate these disruptive effects, because social and individual changes are non-mechanistic, organic phenomena. CALM (for Change, Adaptation, Learning Model) is an innovative decision support system for enabling change based on CAS principles. CALM provides a low risk method for validating and refining change strategies that combines scenario planning techniques with "what-if" behavioral simulation. In essence, CALM "test drives" change strategies before rolling them out, allowing organizations to practice and learn from virtual rather than actual mistakes. This paper describes the CALM modeling methodology, including our metrics for measuring organizational readiness to respond to change and other major CALM scenario elements: prospective change strategies; alternate futures; and key situational dynamics. We then describe CALM's simulation engine for projecting scenario outcomes and its associated analytics. CALM's simulator unifies diverse behavioral simulation paradigms including: adaptive agents; system dynamics; Monte Carlo; event- and process-based techniques. CALM's embodiment of CAS dynamics helps organizations reduce risk and improve confidence and consistency in critical strategies for enabling transformations.

  1. Mental Health System Transformation: Drivers for Change, Organizational Preparation, Engaging Partners and Outcomes.

    PubMed

    Corring, Deborah J; Whittall, Sandy; MustinPowell, Jill; Jarmain, Sarah; Chapman, Patty; Sussman, Sam

    2016-01-01

    St. Joseph's Health Care London (hereafter referred to as St. Joseph's) is a publicly funded hospital that has led mental health (MH) service system transformation in south west Ontario following directives from the Health Services Restructuring Commission (HSRC) (Sinclair 2000). This paper documents how provincial policy; HSRC directives; use of change management activities; organizational planning; and partnerships with other hospitals, community agencies and LHINs drove, shaped and accomplished the transformational change. The transformation included divestment of beds and related ambulatory services to four other hospitals, closure of beds and employment services and the construction of two state-of-the-art facilities. This paper documents the tracking of system performance measures and the outcomes that resulted.

  2. What Style of Leadership Is Best Suited to Direct Organizational Change to Fuel Institutional Diversity in Higher Education?

    ERIC Educational Resources Information Center

    Adserias, Ryan P.; Charleston, LaVar J.; Jackson, Jerlando F. L.

    2017-01-01

    Implementing diversity agendas within decentralized, loosely coupled, and change-resistant institutions such as colleges and universities is a global challenge. A shift in the organizational climate and culture is imperative to produce the change needed in order for a diversity agenda to thrive. Higher education scholars have consistently…

  3. Understanding the Role of Culture and Communication in Implementing Planned Organizational Change: The Case of Compstat in Police Organizations

    ERIC Educational Resources Information Center

    Yuksel, Yusuf

    2013-01-01

    Despite the popularity of planned change efforts, the failure rates of implementation are as high as 50 to 70 percent (Lewis & Seibold, 1998). While these efforts are affected by technical issues, the organizations' approach to change, structure, technological capabilities, and organizational culture and communication practices are…

  4. A Lesson of Lost Political Capital in Public Higher Education: Leadership Challenges in a Time of Needed Organizational Change

    ERIC Educational Resources Information Center

    Hilton, Mark; Jacobson, Rod

    2012-01-01

    All higher education institutions are struggling with a rapidly changing market and financial landscape. Here is a management-centered analysis of what happened when a college president, recognizing the need to make a radical adaptation to those changes, tried moving a campus community to a new organizational model, without collegial consensus,…

  5. Building capacity for evidence informed decision making in public health: a case study of organizational change

    PubMed Central

    2012-01-01

    Background Core competencies for public health in Canada require proficiency in evidence informed decision making (EIDM). However, decision makers often lack access to information, many workers lack knowledge and skills to conduct systematic literature reviews, and public health settings typically lack infrastructure to support EIDM activities. This research was conducted to explore and describe critical factors and dynamics in the early implementation of one public health unit's strategic initiative to develop capacity to make EIDM standard practice. Methods This qualitative case study was conducted in one public health unit in Ontario, Canada between 2008 and 2010. In-depth information was gathered from two sets of semi-structured interviews and focus groups (n = 27) with 70 members of the health unit, and through a review of 137 documents. Thematic analysis was used to code the key informant and document data. Results The critical factors and dynamics for building EIDM capacity at an organizational level included: clear vision and strong leadership, workforce and skills development, ability to access research (library services), fiscal investments, acquisition and development of technological resources, a knowledge management strategy, effective communication, a receptive organizational culture, and a focus on change management. Conclusion With leadership, planning, commitment and substantial investments, a public health department has made significant progress, within the first two years of a 10-year initiative, towards achieving its goal of becoming an evidence informed decision making organization. PMID:22348688

  6. Values and strategies: management of radical organizational change in a university hospital.

    PubMed

    Orvik, Arne

    2016-01-17

    Managers' experiences of radical change were studied in a Norwegian university hospital, which was relocated from a traditional building to a new, high-tech building. The university hospital was also accredited as a health promoting hospital. Thirteen managers at different levels in the organization and a personnel safety representative were interviewed as part of a trailing research project. The aim of the study was to elucidate the managers' value orientation and strategies for dealing with value tensions. A combination of a hermeneutical, reflective method and a template for quality, efficiency and integrity guided the analysis. The template was based not only on the main findings but also on the core values of a model of organizational health. The results show that clinical managers focus on quality and top managers, not unexpectedly, focus on efficiency. Managers at both levels were concerned about their own integrity, and also about the integrity of their clinician colleagues, as well as showing concern for the hospital's mission, in terms of organizational effectiveness. The discussion was conducted in terms of dominance, cycling and balancing strategies, of which the last was the most prevalent. However, sustainable strategies for dealing with value tensions also call for value-based management and value-conscious leadership. Copyright © 2016 John Wiley & Sons, Ltd.

  7. Timeless and Timely Advice: A Commentary on "Consultation to Facilitate Planned Organizational Change in Schools," an Article by Joseph E. Zins and Robert J. Illback

    ERIC Educational Resources Information Center

    Hazel, Cynthia E.

    2007-01-01

    This commentary on Zins and Illback's (1995) article, Consultation to Facilitate Planned Organizational Change in Schools, argues that the authors provided a solid foundation for well-planned, proactive, sustainable, internally-driven systemic change in schools that has yet to be widely realized. Their school organizational change model and more…

  8. Advancing Women Scientists: Exploring a Theoretically Grounded Climate Change Workshop Model

    NASA Astrophysics Data System (ADS)

    Silver, Barbara; Prochaska, Janice; Mederer, Helen; Harlow, Lisa; Sherman, Karen

    Universities in the United States have an increasing need to recruit the best and the brightest faculty to remain globally competitive, but the majority of schools share a profile that includes a low percentage of women in most of the science, technology, engineering, and math (STEM) disciplines. Changes in university culture are needed to enable departmental diversity growth, to expand offerings and perspectives, and to strengthen the view that STEM is an attractive choice for female students and prospective faculty. This paper describes the theoretical models used to develop a prototype workshop series implemented in departments to help faculty progress in their readiness to advance women scientists, defined as collaborating, mentoring, sharing resources, and generating support through community. The three theoretical underpinnings are the gender-as-structure theory of organizational change, Appreciative Inquiry, and the Transtheoretical Model. These workshops are one aspect of the climate change efforts implemented by the ADVANCE program of the University of Rhode Island.

  9. Making a Difference in Research and Practice: A Commentary on "Consulting to Facilitate Planned Organizational Change in Schools," an Article by Joseph E. Zins and Robert J. Illback

    ERIC Educational Resources Information Center

    Flaspohler, Paul D.

    2007-01-01

    Zins and Illback observed in 1995 that planned organizational change processes were neglected in practice, training, and research. In the decade following publication of their article, implementation of processes and structures of planned organizational change increased dramatically. Schools and school districts continue to face increased…

  10. Identifying the Organizational Changes Taking Place in Somali Community-Based Organization (CBO) in Response to New Patterns of Immigration: Implications for Adult Community Education

    ERIC Educational Resources Information Center

    Osman, Sirad Warfa

    2009-01-01

    This dissertation focuses on changes in the organizational development of community-based organizations (CBOs) within the context of new patterns of immigration, in the United States. Organizational development is considered within the context of dialects of growth, change and transformation of communities in transition. The primary goal of this…

  11. A Case Study of Liberal Arts Colleges in the 21st Century: Understanding Organizational Change and Evolution in Higher Education

    ERIC Educational Resources Information Center

    Baker, Vicki L.; Baldwin, Roger G.

    2015-01-01

    We draw upon the evolutionary model of change in order to examine the organizational transformation of three liberal arts colleges (Albion College, Allegheny College, Kenyon College). Relying on our prior research (Baker, Baldwin, & Makker, 2012), we seek to continue our exploration and understanding of the evolution occurring in the important…

  12. Using the Lessons of Organizational Change and Previous School Reforms To Predict Innovation Outcomes: Should We Expect more from TQM?

    ERIC Educational Resources Information Center

    Detert, James R.; Mauriel, John J.

    Can Total Quality Management (TQM) improve the performance of school systems in meaningful ways? This paper evaluates the soundness of TQM as an improvement program for education by comparing its philosophy and prescriptions with the mounting theoretical and empirical wisdom on introducing and sustaining large-scale organizational change and more…

  13. The Luke Principle: Counting the Costs of Organizational Change for One-Stop Service Models in Student Affairs

    ERIC Educational Resources Information Center

    Ousley, Melissa

    2006-01-01

    The Luke Principle states that the successful implementation of any organizational change requires a counting of the costs (Ousley, 2003). As developers do not construct a building, nor do governments go to war, without counting costs, administrators in higher education should not reorganize units or merge departments without counting costs. This…

  14. National Results of the Organizational Change Survey: Cooperative Extension's Capacity To Support Programs for Children, Youth and Families at Risk.

    ERIC Educational Resources Information Center

    Betts, Sherry C.; Marczak, Mary S.; Peterson, Donna J.; Sewell, Margaret; Lipinski, John

    As part of the Children, Youth, and Families at Risk (CYFAR) Evaluation Collaboration, responses from extension professionals in 42 states and territories to the 74-item Organizational Change Survey were analyzed. Overall trends in the discrepancy between the current and ideal status of extension as indicated by all state discrepancy scores in all…

  15. Organizational Adaptation to the Rapidly Changing External Environment: A Case Study of Strategic Marketing at Notre Dame College in Ohio

    ERIC Educational Resources Information Center

    Brown, Shawn M.

    2012-01-01

    This thesis examined the role of strategic marketing in organizational adaptation to a rapidly changing and competitive external environment among institutions of higher education. Colleges and universities adapt to external pressures as open systems operating within a broader external environment (Bess & Dee, 2008; Keller, 1983). How does…

  16. The Organizational History of the Canadian Intercollegiate Athletic Union: SIR/CAR Model and Method for Analyzing Conflict and Change.

    ERIC Educational Resources Information Center

    Moriarty, Dick

    The Sports Institute for Research/Change Agent Research (SIR/CAR) model and method for research in organizational history are used to analyze the growth and development of the Canadian Intercollegiate Athletic Union (CIAU) from its inception in 1906 through its breakup in 1955 and its reestablishment in 1961. Four stages of growth are identified:…

  17. Predicting employee intentions to support organizational change: an examination of identification processes during a re-brand.

    PubMed

    Jimmieson, Nerina L; White, Katherine M

    2011-06-01

    This study examined if organizational identification can account for the mechanisms by which two-change management practices (communication and participation) influence employees' intentions to support change. The context was a sample of 82 hotel employees in the early stages of a re-brand. Identification with the new hotel fully mediated the relationship between communication and adaptive and proactive intentions to support change, as well as between participation and proactive intentions.

  18. The role of advocacy in occasioning community and organizational change in a medical-legal partnership.

    PubMed

    Anderson-Carpenter, Kaston D; Collie-Akers, Vicki; Colvin, Jeffrey D; Cronin, Katie

    2013-01-01

    Health disparities among low-income individuals remain a significant problem. A number of social determinants are associated with adverse health outcomes. Medical-legal partnerships address legal concerns of low-income individuals to improve health and wellness in adults and children. The Medical-Legal Partnership at Legal Aid of Western Missouri provides free direct legal services for patients with legal concerns affecting health. There is limited evidence regarding the association between advocacy-related efforts and changes within both the medical-legal partnership structure and in health-care facilities. Three health-care organizations in Kansas City, MO participated in implementing the medical-legal partnership model between 2007 and 2010. Advocacy efforts conducted by key medical-legal partnership personnel were strongly associated with changes in health-care organizations and within the medical-legal partnership structure. This study extends the current evidence base by examining the types of advocacy efforts required to bring about community and organizational changes.

  19. Research in industrial and organizational psychology from 1963 to 2007: changes, choices, and trends.

    PubMed

    Cascio, Wayne F; Aguinis, Herman

    2008-09-01

    The authors conducted a content analysis of all articles published in the Journal of Applied Psychology and Personnel Psychology from January 1963 to May 2007 (N = 5,780) to identify the relative attention devoted to each of 15 broad topical areas and 50 more specific subareas in the field of industrial and organizational (I-O) psychology. Results revealed that (a) some areas have become more (or less) popular over time, whereas others have not changed much, and (b) there are some lagged relationships between important societal issues that involve people and work settings (i.e., human-capital trends) and I-O psychology research that addresses them. Also, much I-O psychology research does not address human-capital trends. Extrapolating results from the past 45 years to the next decade suggests that the field of I-O psychology is not likely to become more visible or more relevant to society at large or to achieve the lofty goals it has set for itself unless researchers, practitioners, universities, and professional organizations implement significant changes. In the aggregate, the changes address the broad challenge of how to narrow the academic-practitioner divide.

  20. Ecological Approaches to Organizational Consultation and Systems Change in Educational Settings

    ERIC Educational Resources Information Center

    Meyers, Adena B.; Meyers, Joel; Graybill, Emily C.; Proctor, Sherrie L.; Huddleston, Lillie

    2012-01-01

    This article presents the conceptual foundations and specific features of an ecologically oriented model of school-based organizational consultation. We begin by providing an overview of ecological theory. This is followed by a brief description of a model of school-based organizational consultation with a special focus on the ecological elements…

  1. Organizational change, psychosocial work environment, and non-disability early retirement: a prospective study among senior public employees.

    PubMed

    Breinegaard, Nina; Jensen, Johan Høy; Bonde, Jens Peter

    2017-02-06

    Objective This study examines the impact of organizational change and psychosocial work environment on non-disability early retirement among senior public service employees. Methods In January and February 2011, Danish senior public service employees aged 58-64 years (N=3254) from the Capital Region of Denmark responded to a survey assessing psychosocial work environment (ie, social capital, organizational justice, and quality of management). Work-unit organizational changes (ie, change of management, merging, demerging, and relocation) were recorded from January 2009 to March 2011. Weekly data on non-disability early retirement transfer were obtained from the DREAM register database, which holds weekly information about all public benefit payments in Denmark. Hazard ratios (HR) for early retirement following employees' 60 (th)birthday were estimated with Cox regression adjusted for age, gender, and socioeconomic status. Results Exposure to change of management [HR 1.37, 95% confidence interval (95% CI) 1.13-1.66], mergers (HR 1.23, 95% CI 1.02-1.48), and relocation of work unit (HR 1.24, 95% CI 1.01-1.54) increased rate of non-disability early retirement, while demerging of work unit did not (HR 1.03, 95% CI 0.79-1.33). Work units with lower levels of social capital (HR 1.22, 95% CI 1.05-1.41), organizational justice, (HR 1.18, 95% CI 1.04-1.32), and quality of management (HR 1.14, 95% CI 1.02-1.25) increased rate of early retirement. Conclusion Organizational change and poor psychosocial work environment contribute to non-disability early retirement among senior public service employees, measured at work-unit level.

  2. People and Teams Matter in Organizational Change: Professionals’ and Managers’ Experiences of Changing Governance and Incentives in Primary Care

    PubMed Central

    Allan, Helen T; Brearley, Sally; Byng, Richard; Christian, Sara; Clayton, Julie; Mackintosh, Maureen; Price, Linnie; Smith, Pam; Ross, Fiona

    2014-01-01

    ObjectivesTo explore the experiences of governance and incentives during organizational change for managers and clinical staff. Study SettingThree primary care settings in England in 2006–2008. Study DesignData collection involved three group interviews with 32 service users, individual interviews with 32 managers, and 56 frontline professionals in three sites. The Realistic Evaluation framework was used in analysis to examine the effects of new policies and their implementation. Principal FindingsIntegrating new interprofessional teams to work effectively is a slow process, especially if structures in place do not acknowledge the painful feelings involved in change and do not support staff during periods of uncertainty. ConclusionsEliciting multiple perspectives, often dependent on individual occupational positioning or place in new team configurations, illuminates the need to incorporate the emotional as well as technocratic and system factors when implementing change. Some suggestions are made for facilitating change in health care systems. These are discussed in the context of similar health care reform initiatives in the United States. PMID:23829292

  3. The impact of immersion training on complementing organizational goals and accelerating culture change - a field study

    SciTech Connect

    Hayes, S.M.

    1996-02-01

    At Los Alamos National Laboratory, a national defense laboratory with a history of working in seclusion and secrecy, scientists and engineers have received an important new mission to partner with industry. The scientists and engineers need to expand their skill base beyond science and understand the business of innovation to be successful in this new environment. An administrative field experiment of conducting intensive, immersion training about the commercialization process was piloted at Los Alamos in September, 1992. This Field Research Project addresses the following research question: {open_quotes}Does {open_quotes}immersion{close_quotes} commercialization training complement organizational goals and does the method accelerate cultural change?{close_quotes} The field experiment first began as a pilot Commercialization Workshop conducted for twelve scientists in September, 1992. The objective was to create commercialization action plans for promising environmental technologies. The immersion method was compared to the indoctrination method of training also. The indoctrination training was a one-day lecture style session conducted for one hundred and fifty scientists in July, 1993. The impact of the training was measured by perceived attitude change and the amount of subsequent industrial partnerships that followed the training. The key management question addressed on the job was, {open_quotes}With a limited budget, how do we maximize the impact of training and achieve the best results?{close_quotes}

  4. [A call for organizational and managerial changes in primary and hospital care services].

    PubMed

    Meloni, Cesare

    2005-01-01

    The changing epidemiological situation and socio-economic conditions in Italy have led to a situation where the Italian health care system no longer adequately satisfies the actual needs of society. Organizational and managerial changes in both primary and hospital care are needed and are proposed in this article. As regards general practice and primary healthcare it is crucial that a stable and exclusive relationship between GPs and their patients be regained through continuous and qualified care by the GP. This can be achieved through the establishment of primary care structures where a team of general practitioners work in association with nursing personnel for the delivery of key services including continuous at-home assistance. As for the organization of hospital care it would be useful to set up, in addition to existing general hospitals, "zonal inpatient facilities", resembling the old "infirmaries", directed by a specialized nurse and with a small full-time medical staff. In these facilities, designed for brief hospitalizations of patients with chronic conditions, GPs could take part in the management of their patients. Two important results could be achieved by establishing such facilities: a substantial reduction of healthcare costs related to frequent hospitalizations of patients with chronic medical conditions, and a structural reorganization of existing hospitals. Presently hospitals are often too large especially considering the continuous progresses made in diagnostic and therapeutic techniques which allow consistently shorter lengths of hospital stay and consequently, a more rapid turnover of patients.

  5. The Soft Underbelly of System Change: The Role of Leadership and Organizational Climate in Turnover during Statewide Behavioral Health Reform.

    PubMed

    Aarons, Gregory A; Sommerfeld, David H; Willging, Cathleen E

    2011-01-01

    This study examined leadership, organizational climate, staff turnover intentions, and voluntary turnover during a large-scale statewide behavioral health system reform. The initial data collection occurred nine months after initiation of the reform with a follow-up round of data collected 18 months later. A self-administered structured assessment was completed by 190 participants (administrators, support staff, providers) employed by 14 agencies. Key variables included leadership, organizational climate, turnover intentions, turnover, and reform-related financial stress ("low" versus "high") experienced by the agencies. Analyses revealed that positive leadership was related to a stronger empowering climate in both high and low stress agencies. However, the association between more positive leadership and lower demoralizing climate was evident only in high stress agencies. For both types of agencies empowering climate was negatively associated with turnover intentions, and demoralizing climate was associated with stronger turnover intentions. Turnover intentions were positively associated with voluntary turnover. Results suggest that strong leadership is particularly important in times of system and organizational change and may reduce poor climate associated with turnover intentions and turnover. Leadership and organizational context should be addressed to retain staff during these periods of systemic change.

  6. The Soft Underbelly of System Change: The Role of Leadership and Organizational Climate in Turnover during Statewide Behavioral Health Reform

    PubMed Central

    Aarons, Gregory A.; Sommerfeld, David H.; Willging, Cathleen E.

    2011-01-01

    This study examined leadership, organizational climate, staff turnover intentions, and voluntary turnover during a large-scale statewide behavioral health system reform. The initial data collection occurred nine months after initiation of the reform with a follow-up round of data collected 18 months later. A self-administered structured assessment was completed by 190 participants (administrators, support staff, providers) employed by 14 agencies. Key variables included leadership, organizational climate, turnover intentions, turnover, and reform-related financial stress (“low” versus “high”) experienced by the agencies. Analyses revealed that positive leadership was related to a stronger empowering climate in both high and low stress agencies. However, the association between more positive leadership and lower demoralizing climate was evident only in high stress agencies. For both types of agencies empowering climate was negatively associated with turnover intentions, and demoralizing climate was associated with stronger turnover intentions. Turnover intentions were positively associated with voluntary turnover. Results suggest that strong leadership is particularly important in times of system and organizational change and may reduce poor climate associated with turnover intentions and turnover. Leadership and organizational context should be addressed to retain staff during these periods of systemic change. PMID:22229021

  7. Mentoring, Organizational Rank, and Women's Perceptions of Advancement Opportunities in the Workplace

    ERIC Educational Resources Information Center

    Washington, Christa Ellen

    2010-01-01

    The purpose of this study was to examine perceived career barriers of women in entry-level and mid-level positions who were formally and informally mentored. Research studies have found that mentoring can yield positive outcomes; however, there is limited research on how mentoring style impacts career advancement. The primary research questions…

  8. Healthy Change Processes-A Diary Study of Five Organizational Units. Establishing a Healthy Change Feedback Loop.

    PubMed

    Lien, Mathilde; Saksvik, Per Øystein

    2016-10-01

    This paper explores a change process in the Central Norway Regional Health Authority that was brought about by the implementation of a new economics and logistics system. The purpose of this paper is to contribute to understanding of how employees' attitudes towards change develop over time and how attitudes differ between the five health trusts under this authority. In this paper, we argue that a process-oriented focus through a longitudinal diary method, in addition to action research and feedback loops, will provide greater understanding of the evaluation of organizational change and interventions. This is explored through the assumption that different units will have different perspectives and attitudes towards the same intervention over time because of different contextual and time-related factors. The diary method aims to capture the context, events, reflections and interactions when they occur and allows for a nuanced frame of reference for the different phases of the implementation process and how these phases are perceived by employees. Copyright © 2016 John Wiley & Sons, Ltd.

  9. Institutionalizing evidence-based practice: an organizational case study using a model of strategic change

    PubMed Central

    2009-01-01

    Background There is a general expectation within healthcare that organizations should use evidence-based practice (EBP) as an approach to improving the quality of care. However, challenges exist regarding how to make EBP a reality, particularly at an organizational level and as a routine, sustained aspect of professional practice. Methods A mixed method explanatory case study was conducted to study context; i.e., in terms of the presence or absence of multiple, inter-related contextual elements and associated strategic approaches required for integrated, routine use of EBP ('institutionalization'). The Pettigrew et al. Content, Context, and Process model was used as the theoretical framework. Two sites in the US were purposively sampled to provide contrasting cases: i.e., a 'role model' site, widely recognized as demonstrating capacity to successfully implement and sustain EBP to a greater degree than others; and a 'beginner' site, self-perceived as early in the journey towards institutionalization. Results The two sites were clearly different in terms of their organizational context, level of EBP activity, and degree of institutionalization. For example, the role model site had a pervasive, integrated presence of EBP versus a sporadic, isolated presence in the beginner site. Within the inner context of the role model site, there was also a combination of the Pettigrew and colleagues' receptive elements that, together, appeared to enhance its ability to effectively implement EBP-related change at multiple levels. In contrast, the beginner site, which had been involved for a few years in EBP-related efforts, had primarily non-receptive conditions in several contextual elements and a fairly low overall level of EBP receptivity. The beginner site thus appeared, at the time of data collection, to lack an integrated context to either support or facilitate the institutionalization of EBP. Conclusion Our findings provide evidence of some of the key contextual elements

  10. Faculty Development for Institutional Change: Lessons from an Advance Project

    ERIC Educational Resources Information Center

    Laursen, Sandra; Rocque, Bill

    2009-01-01

    The ADVANCE Institutional Transformation projects are remarkably diverse in their theories of action and choice of strategies. However, faculty development plays a role in many, and it was the central change strategy chosen by Leadership Education for Advancement and Promotion (LEAP), the 2002-2008 ADVANCE project at the University of Colorado at…

  11. Advances in Methods for Assessing Longitudinal Change

    ERIC Educational Resources Information Center

    Grimm, Kevin J.; Mazza, Gina L.; Mazzocco, Michèle M. M.

    2016-01-01

    Educational research aims to understand how and why students change over time. With its emphasis on within-person change, latent change score models provide educational researchers with a more general and flexible framework for testing nuanced hypotheses regarding within-person change and between-person differences in within-person change. Models…

  12. Speech-language pathologists and the Common Core Standards initiative: an opportunity for leadership and organizational change.

    PubMed

    Dunkle, Jennifer; Flynn, Perry

    2012-05-01

    The Common Core State Standards initiative within public school education is designed to provide uniform guidelines for academic standards, including more explicit language targets. Speech-language pathologists (SLPs) are highly qualified language experts who may find new leadership roles within their clinical practice using the Common Core Standards. However, determining its usage by SLPs in clinical practice needs to be examined. This article seeks to discover the social context of organizations and organizational change in relation to clinical practice. Specifically, this article presents the diffusion of innovations theory to explain how initiatives move from ideas to institutionalization and the importance of social context in which these initiatives are introduced. Next, the values of both SLPs and organizations will be discussed. Finally, this article provides information on how to affect organizational change through the value of an affirmative, socially based theoretical perspective and methodology, appreciative inquiry.

  13. Transformational Leadership and Change: How Leaders Influence Their Followers' Motivation Through Organizational Justice.

    PubMed

    Deschamps, Carl; Rinfret, Natalie; Lagacé, Marie Claude; Privé, Catherine

    2016-01-01

    In the past decade, the reform of Québec's healthcare establishments has resulted in a reduction in the number of institutions through mergers and closures. In this report, we investigate the consequences of reform by looking at managers' motivations and related mitigating factors. We examine the influence that transformational leaders have on their employees' motivation through organizational justice. Using a survey of 253 healthcare managers, we describe how the positive impact of transformational leadership on motivation is fully mediated via different aspects of organizational justice. The results indicate that while transformational leaders influence each type of organizational justice, followers' motivation is affected primarily by procedural and interpersonal justice and little by distributive justice.

  14. Looking from a CHAT-IT perspective to undergraduate Mexican physics: organizational trajectories or professors as agents of change?

    NASA Astrophysics Data System (ADS)

    Kahveci, Ajda

    2010-09-01

    Recent elaborations on cultural-historical activity theory (CHAT) (Engeström et al., eds., Perspectives on activity theory. New York: Cambridge University Press, 1999) and its relation to organizational theories have produced a theoretical amalgam of these earlier ideas, which allow for the exploration of learning in formal organizational contexts such as schools. In this paper I reflect on Candela's work situated in undergraduate Mexican physics by drawing attention to the CHAT-IT framework (Ogawa et al., Educational Researcher 37(2):83-95, 2008) as a viable lens. I suggest that it is important to understand the historical development of the Mexican university as an educational organization as well as the role of physics professors as agents of change whose practices contribute to not only breaking classroom walls but also to transforming the organization affecting future activity systems.

  15. Professional quality of life and organizational changes: a five-year observational study in Primary Care

    PubMed Central

    Martin-Fernandez, Jesus; Gomez-Gascon, Tomas; Beamud-Lagos, Milagros; Cortes-Rubio, Jose Alfonso; Alberquilla-Menendez-Asenjo, Angel

    2007-01-01

    maintained despite deep organizational changes at the macro-management level. Different professional groups experience different perceptions depending on how the changes impact their position in the organization. PMID:17610728

  16. Organizational Adaptation to Forces for Change in a Big City School System. A Draft.

    ERIC Educational Resources Information Center

    Derr, C. Brooklyn

    This report on the relationship of a complex organization (such as a big-city school system) to its environment critiques the theory and method developed by Paul R. Lawrence and Jay W. Lorsch for analyzing this relationship. To test their approach to organizational analysis, the author conducted a research project in a large urban school system.…

  17. Organizational Learning, Change Process, and Evolution of Management Systems: Empirical Evidence from the Basque Region

    ERIC Educational Resources Information Center

    Aramburu, Nekane; Saenz, Josune; Rivera, Olga

    2006-01-01

    Purpose: The purpose of this research is to analyze the relationship between the organizational learning capacity of manufacturing companies in the Spanish Basque Region and their management systems. Design/methodology/approach: To this end, an ad hoc questionnaire was devised and addressed to the Chief Executive Officers of a representative…

  18. Institutions and Organizational Change: Reforming New York City's Public School System

    ERIC Educational Resources Information Center

    Traver, Amy

    2006-01-01

    This paper reviews New York City Mayor Michael Bloomberg's education reform agenda, "Children first", in the light of organizational theory. I argue that this reform agenda reflects both coercive and mimetic isomorphism, as Bloomberg uses mayoral control to apply business concepts and practices to New York City's public school system.…

  19. Ambivalence and Stereotypes Cause Sexual Harassment: A Theory with Implications for Organizational Change.

    ERIC Educational Resources Information Center

    Fiske, Susan T.; Glick, Peter

    1995-01-01

    Theorizes that workplace sexual harassment results from the complex interplay of ambivalent motives and gender stereotyping of women and jobs. It argues that ambivalence combines hostile and "benevolent" sexist motives based on paternalism, gender differentiation, and heterosexuality and that organizational context can encourage or discourage the…

  20. Management Education for Practicing Managers: Combining Academic Rigor with Personal Change and Organizational Action

    ERIC Educational Resources Information Center

    Berggren, Christian; Soderlund, Jonas

    2011-01-01

    For several decades, management educators have discussed the difficulty of accommodating the competing values of academic rigor and organizational relevance. Only a few articles, however, consider approaches for integrating theory and practice in educational programs for working managers. Building on 15 years of experience in executive education,…

  1. Organizational Paradigm Shifts.

    ERIC Educational Resources Information Center

    National Association of College and University Business Officers, Washington, DC.

    This collection of essays explores a new paradigm of higher education. The first essay, "Beyond Re-engineering: Changing the Organizational Paradigm" (L. Edwin Coate), suggests a model of quality process management and a structure for managing organizational change. "Thinking About Consortia" (Mary Jo Maydew) discusses…

  2. Managing Organizational Priorities.

    ERIC Educational Resources Information Center

    Brightman, Baird K.; Moran, John W.

    2001-01-01

    Suggests that individuals can compile an action plan for professional and organizational change that aligns personal and organizational priorities by considering leadership, coaching, corporate citizenship, change management, efficiency, teamwork, customer focus, and decision making. Presents models and assessment instruments for personal…

  3. The Development of a Questionnaire for an Organizational Development Program at Los Angeles Southwest College.

    ERIC Educational Resources Information Center

    Hadley, Ollie B.; Andrews, James

    An Organizational Development (OD) questionnaire was designed at Los Angeles Southwest College to enhance planned change in that educational organization. The questionnaire measures attitudes in seven organizational development concept areas: (1) institutional climate indices--opportunity for advancement, general institutional conditions, concern…

  4. ORGANIZATIONAL CULTURE: Techniques Companies Use to Perpetuate or Change Beliefs and Values.

    DTIC Science & Technology

    2007-11-02

    Academics With Whom We Discussed Organizational Culture Dr. Terrence E. Deal, Professor of Education and Human Development, Peabody College of Vanderbilt...Behavior, Claremont Graduate School of Claremont College Dr. Edgar H. Schein, Professor of Management, Sloan School of Management of the Massachusetts...Development Journal, Vol. 42, No. 12 (1988), pp. 40-43. Lehr, Lewis W. "The Care and Flourishing of Entrepreneurs at 3M." Directors & Boards, Vol. 10, No

  5. Stress changes ahead of an advancing tunnel

    USGS Publications Warehouse

    Abel, J.F.; Lee, F.T.

    1973-01-01

    Instrumentation placed ahead of three model tunnels in the laboratory and ahead of a crosscut driven in a metamorphic rock mass detected stress changes several tunnel diameters ahead of the tunnel face. Stress changes were detected 4 diameters ahead of a model tunnel drilled into nearly elastic acrylic, 2??50 diameters ahead of a model tunnel drilled into concrete, and 2 diameters ahead of a model tunnel drilled into Silver Plume Granite. Stress changes were detected 7??50 diameters ahead of a crosscut driven in jointed, closely foliated gneisses and gneissic granites in an experimental mine at Idaho Springs, Colorado. These results contrast markedly with a theoretical elastic estimate of the onset of detectable stress changes at 1 tunnel diameter ahead of the tunnel face. A small compressive stress concentration was detected 2 diameters ahead of the model tunnel in acrylic, 1.25 diameters ahead of the model tunnel in concrete, and 1 diameter ahead of the model tunnel in granite. A similar stress peak was detected about 6 diameters ahead of the crosscut. No such stress peak is predicted from elastic theory. The 3-dimensional in situ stress determined in the field demonstrate that geologic structure controls stress orientations in the metamorphic rock mass. Two of the computed principal stresses are parallel to the foliation and the other principal stress is normal to it. The principal stress orientations vary approximately as the foliation attitude varies. The average horizontal stress components and the average vertical stress component are three times and twice as large, respectively, as those predicted from the overburden load. An understanding of the measured stress field appears to require the application of either tectonic or residual stress components, or both. Laboratory studies indicate the presence of proportionately large residual stresses. Mining may have triggered the release of strain energy, which is controlled by geologic structure. ?? 1973.

  6. Competition and deregulation in the electric industry. A study of organizational change: The New York State Public Service Commission

    NASA Astrophysics Data System (ADS)

    Ashley, Deborah J. Cordaro

    2000-11-01

    Public organizations are formed in response to societal needs. They collect taxes, educate children, enforce laws and provide protection to the environment, the nation and consumers. One such organization is the New York State Public Service Commission. In 1907, legislation was passed to form the New York State Public Service Commission the first regulatory body of its kind in the United States. Its mission was to provide safe, reliable and reasonably priced electricity. Subsequently, this became the model that was implemented in every state in the nation. The past decade heralds an era of competition and a lessening of regulatory control. The telephone, natural gas and airline industries are in various stages of deregulation, and the electric industry is beginning down this path as well. In an environment such as this, are regulatory organizations necessary, and if they are, how can they organize to meet the new societal requirements? The case of the New York State Public Service Commission at this point in time offers a real time study of a regulatory body immersed in an environment that is calling for competition and an end to big government. Utilizing case studies of industries that have deregulated, or are in the process of deregulating, indicates a future societal need for regulations. This result does not lead to a conclusion that organizational change is unnecessary. This Dissertation will lay out the current organizational structure of the Public Service Commission, give an overview of the environmental signals, describe the mission/core values, and illustrate general political and employee factors that are indigenous to public service. Utilizing both classic and current organizational theory, an evaluation will be made of the Commission's need for change, their ability to change, and obstacles they may encounter.

  7. Strategic management and organizational behavior in dental education: reflections on key issues in an environment of change.

    PubMed

    Dunning, David G; Durham, Timothy M; Lange, Brian M; Aksu, Mert N

    2009-06-01

    With issues such as shrinking revenue, access to care, faculty workloads, and graying faculty, dental schools are faced with difficult challenges that fall to dental school deans to manage. Do dental school deans have the organizational skill sets and ethical frameworks necessary to address the challenges now facing dental schools? The purpose of this article is to pose questions and suggestions regarding some of the key issues in dental colleges today and to stimulate discussion in the dental community about needed changes in dental education.

  8. Structural Change Can Be Detected in Advanced-Glaucoma Eyes

    PubMed Central

    Belghith, Akram; Medeiros, Felipe A.; Bowd, Christopher; Liebmann, Jeffrey M.; Girkin, Christopher A.; Weinreb, Robert N.; Zangwill, Linda M.

    2016-01-01

    Purpose To compare spectral-domain optical coherence tomography (SD-OCT) standard structural measures and a new three-dimensional (3D) volume optic nerve head (ONH) change detection method for detecting change over time in severely advanced-glaucoma (open-angle glaucoma [OAG]) patients. Methods Thirty-five eyes of 35 patients with very advanced glaucoma (defined as a visual field mean deviation < −21 dB) and 46 eyes of 30 healthy subjects to estimate aging changes were included. Circumpapillary retinal fiber layer thickness (cpRNFL), minimum rim width (MRW), and macular retinal ganglion cell–inner plexiform layer (GCIPL) thicknesses were measured using the San Diego Automated Layer Segmentation Algorithm (SALSA). Progression was defined as structural loss faster than 95th percentile of healthy eyes. Three-dimensional volume ONH change was estimated using the Bayesian-kernel detection scheme (BKDS), which does not require extensive retinal layer segmentation. Results The number of progressing glaucoma eyes identified was highest for 3D volume BKDS (13, 37%), followed by GCPIL (11, 31%), cpRNFL (4, 11%), and MRW (2, 6%). In advanced-OAG eyes, only the mean rate of GCIPL change reached statistical significance, −0.18 μm/y (P = 0.02); the mean rates of cpRNFL and MRW change were not statistically different from zero. In healthy eyes, the mean rates of cpRNFL, MRW, and GCIPL change were significantly different from zero. (all P < 0.001). Conclusions Ganglion cell–inner plexiform layer and 3D volume BKDS show promise for identifying change in severely advanced glaucoma. These results suggest that structural change can be detected in very advanced disease. Longer follow-up is needed to determine whether changes identified are false positives or true progression. PMID:27454660

  9. Organizational Learning and Crisis Management

    ERIC Educational Resources Information Center

    Wang, Jia

    2007-01-01

    The impact of crises on organizations has been stronger than ever. This article explores the role of organizational learning in crisis management, an area that has received little attention from HRD community. Recognizing the dynamics and interconnectedness of crisis management, organizational learning, and organizational change, the article…

  10. Simulation Gaming for Organizational Development

    ERIC Educational Resources Information Center

    Ruohomaki, Virpi

    2003-01-01

    This article introduces development and design approaches to organizational change (DIL). Simulation games can be used for promoting organizational development. They offer an arena for organization members to analyze the present state of an organization and create new organizational solutions. The bridge between the present and future mode of…

  11. Organizational Performance and Customer Value

    ERIC Educational Resources Information Center

    Tosti, Donald; Herbst, Scott A.

    2009-01-01

    While behavior systems analysts have recognized the importance of the consumer of organizational products (i.e., receiving system) in developing models of organizational change, few have offered a systematic assessment of the relationship between consumer and organizational practices. In this article we will discuss how a behavior systems approach…

  12. Towards a National Gang Strategy: A Meta-Policy Analysis of Leadership, Learning, and Organizational Change within the Law Enforcement Context

    ERIC Educational Resources Information Center

    Richards, Maurice V.

    2010-01-01

    This study examines the process of change within law enforcement, focusing on the leadership, learning, and organizational change required to reduce crime, violence, and social disruption caused by criminal street gangs. The study tests the viability, results, and implications of a new policing model, the trans-jurisdictional task force, through…

  13. Varieties of Organizational Conflict

    ERIC Educational Resources Information Center

    Pondy, Louis R.

    1969-01-01

    The viewpoints and findings of the seven empirical studies of organizational conflict contained in this issue are compared and contrasted. A distinction is made between conflict within a stable organization structure and conflict aimed at changing the organization structure. (Author)

  14. The Future of Nursing: Leading Change, Advancing Health

    ERIC Educational Resources Information Center

    National Academies Press, 2011

    2011-01-01

    "The Future of Nursing" explores how nurses' roles, responsibilities, and education should change significantly to meet the increased demand for care that will be created by health care reform and to advance improvements in America's increasingly complex health system. At more than 3 million in number, nurses make up the single…

  15. Strategic Institutional Change to Support Advancement of Women Scientists in the Academy: Lessons from a Study of ADVANCE-IT Projects

    NASA Astrophysics Data System (ADS)

    Laursen, S. L.; Austin, A. E.; Soto, M.; Martinez, D.

    2011-12-01

    While women's representation among undergraduate and graduate degree-earners has grown steadily in most science fields, progress at the faculty level has been slow to realize, especially in upper academic ranks and in higher status institutions. This is only partly explained by the slow turnover of faculty positions. While some efforts to address this issue have aimed to support individual women and foster their career success, the National Science Foundation's ADVANCE program has taken a different approach, calling for institutions to take a systemic and organizational approach to enhance women's representation in the academy. Since 2001, some 50 institutions have received ADVANCE Institutional Transformation (IT) awards to develop such systemic approaches. Most ADVANCE-IT projects have attended to structures (e.g. committee and departmental leadership roles), processes (e.g. hiring), policy (e.g. family leave), attitudes and awareness (e.g. training for chairs), and workplace climate, as well as interventions that focus on faculty members as valuable human resources. Our research team is studying ADVANCE institutions' approaches to organizational change, by identifying and categorizing individual change interventions, examining how they combine to build an overall change portfolio, and considering how change interventions are selected or adapted to fit a specific institutional context. Because universities are complex organizations composed of multiple, loosely coupled, interconnected sub-systems, an overall change strategy cannot depend on a single type of intervention. Yet any particular intervention might be deployed on behalf of multiple goals and in a variety of forms that may depend on the context, or institutional system, in which it is introduced. We will discuss some common types of strategic intervention used in ADVANCE-IT projects, categorized by Bolman and Deal's (1991) four main perspectives or "lenses" for understanding organizational issues. The

  16. Organizational Change in the U.S. Customs and Border Protection Agency

    DTIC Science & Technology

    2012-05-17

    AND ADDRESS(ES) School of Advanced Military Studies (SAMS) 8. PERFORMING ORGANIZATION REPORT NUMBER 250 Gibbon Avenue Fort...27 Hatch and Cunliffe, 299. 28 Alan Carr, “Regional Joint Border Commands: A Pathway to...Improving Collaboration and Effectiveness for Border Control” (master’s thesis, Naval Post Graduate School, 2009), 16-17. Alan Carr is a program analyst

  17. Palpebral fissure changes after monobloc frontofacial advancement in faciocraniosynostosis.

    PubMed

    Cruz, Antonio Augusto V; Akaishi, Patricia Mitiko S; Arnaud, Eric; Marchac, Daniel; Renier, Dominique

    2008-01-01

    There is virtually no literature on the effect of correction of syndromal faciocraniosynostosis with monobloc advancement on the palpebral fissure shape. Using image processing software, we measured the effect of monobloc advancement on the position of the upper and lower eyelids as well as the palpebral fissure slant in a series of 18 patients with syndromal faciocraniosynostosis who had undergone surgery for correction of orbital and midface hypoplasia. For both eyes of each patient, 3 variables were measured on the pre- and postoperative photographs: the linear distances between the upper and lower eyelid margins, the pupil center and the angle between the inner and outer canthi. The globe protrusion was also measured on axial computed tomography scans before and after surgery. The results indicate that the exorbitism reduction induced by monobloc advancement is accompanied by a diminution of the distance between both eyelids and the pupil center. However, the downward slant of the palpebral fissure is increased after surgery. The data suggest that the lower and upper eyelid retraction seen preoperatively in the majority of patients with faciocraniosynostosis tend to be corrected when the frontofacial region is advanced by the monobloc. On the other hand, the surgery tends to lower the outer canthus, increasing the negative slant of the fissure. The postoperative changes induced by the frontofacial monobloc advancement need to be taken into account when the surgery is going to be performed.

  18. Why Do People Reject New Technologies and Stymie Organizational Changes of Which They Are in Favor? Exploring Misalignments between Social Interactions and Materiality

    ERIC Educational Resources Information Center

    Leonardi, Paul M.

    2009-01-01

    This article explores the relationship between users' interpretations of a new technology and failure of organizational change. I suggest that people form interpretations of a new technology not only based on their conversations with others, but also through their use of technology's material features directly. Through qualitative and quantitative…

  19. Organizational Culture. Techniques Companies Use to Perpetuate or Change Beliefs and Values. Report to the Chairman, Committee on Governmental Affairs, U.S. Senate.

    ERIC Educational Resources Information Center

    General Accounting Office, Washington, DC. National Security and International Affairs Div.

    The General Accounting Office (GAO) examined the techniques used by companies to perpetuate or change beliefs and values. GAO staff discussed organizational culture with five academics who have researched the subject and with officials of nine large companies that have diverse, global interests and that are concerned with inventory management.…

  20. Transforming the U.S. Immigration System After 9/11: The Impact of Organizational Change and Collaboration in the Context of Homeland Security

    DTIC Science & Technology

    2008-12-01

    FUNCTIONAL LINES..........23 C. APPLYING ORGANIZATIONAL CHANGE THEORY TO MORE EFFECTIVELY ORGANIZE HOMELAND SECURITY STRUCTURES...USCIS Personnel Who were Hired Pre-2003 and Post- 2003: Comparing Their Perceptions on the Role of Leadership in Making Adjudicative Decisions...plays an important role in formulating how I make decisions and use my discretion in making adjudicative decisions on immigration petitions and

  1. Qualitative Analysis of Organizational Change in One U.S. Dental School

    ERIC Educational Resources Information Center

    Crain, Geralyn Dell

    2010-01-01

    Currently, there is need for change in the way that dental schools in the United States educate their students to keep pace with the rapidly changing nature of the profession and to better address societal needs. Despite a well-documented change agenda put forth by individual authors and agencies both within and outside of dental education,…

  2. An Exploration of the Relationship between Readiness for Change and Organizational Trust in Turkish Public Schools

    ERIC Educational Resources Information Center

    Zayim, Merve; Kondakci, Yasar

    2015-01-01

    Readiness for change is one of the constructs that fosters positive behaviours, attitudes and thinking towards new adjustments on the part of employees. As one of the internal context variables, trust acts as a catalyst for supportive behaviours in times of change and uncertainty by reducing change related resistance and stress. Based on this…

  3. Organizational Uses of Health Information Exchange to Change Cost and Utilization Outcomes: A Typology from a Multi-Site Qualitative Analysis.

    PubMed

    Vest, Joshua R; Abramson, Erika

    2015-01-01

    Health information exchange (HIE) systems facilitate access to patient information for a variety of health care organizations, end users, and clinical and organizational goals. While a complex intervention, organizations' usage of HIE is often conceptualized and measured narrowly. We sought to provide greater specificity to the concept of HIE as an intervention by formulating a typology of organizational HIE usage. We interviewed representatives of a regional health information organization and health care organizations actively using HIE information to change patient utilization and costs. The resultant typology includes three dimensions: user role, usage initiation, and patient set. This approach to categorizing how health care organizations are actually applying HIE information to clinical and business tasks provides greater clarity about HIE as an intervention and helps elucidate the conceptual linkage between HIE an organizational and patient outcomes.

  4. Not even the past: The joint influence of former leader and new leader during leader succession in the midst of organizational change.

    PubMed

    Zhao, Helen H; Seibert, Scott E; Taylor, M Susan; Lee, Cynthia; Lam, Wing

    2016-12-01

    Leader succession often occurs during organizational change processes, but the implications of leader succession, in terms of reactions to the change, rarely have been investigated. Employee attitudes and behaviors during organizational change may be influenced jointly by a former leader who recently has transitioned out of the team and the new leader who recently has transitioned into it. We predict an interaction between former and new leaders' transformational leadership on employees' behavioral resistance to and support for change. On the basis of contrast effect theory, a highly transformational former leader constrains the potential effectiveness of the new leader, but a former leader low in transformational leadership enhances this potential effectiveness. We also propose conditional indirect effects transmitted through commitment to the changing organization. Our research was conducted in a large Chinese hospitality organization that was implementing radical organizational change, during which virtually all aspects of processes and products are changed. We collected a 2-wave multisource data from employees who had recently experienced a leader succession and their newly assigned leaders. On the basis of a final sample of 203 employees from 22 teams, we found empirical support for the proposed interaction effects. The conditional indirect effects were also consistent with our expectations, but the effect on behavioral resistance to change was stronger than the effect on behavioral support for change. (PsycINFO Database Record

  5. Evolving to organizational learning.

    PubMed

    Bechtold, B L

    2000-02-01

    To transform in stride with the business changes, organizations need to think of development as "organizational learning" rather than "training." Companies need to manage learning as a strategic competitive advantage for current and future business rather than as a perk for individuals. To position themselves for success in a dynamic business environment, companies need to reframe their concept of learning and development to a mindset of organizational learning.

  6. The U.S. Zone Constabulary, 1946-1952: Organizational Change in Occupied Germany

    DTIC Science & Technology

    2013-12-10

    formation coping with change effectively. As such, examining the Constabulary’s transitions, and moreover how it enabled those transitions, has much to...Constabulary units from brigade through platoon level. The Constabulary is a significant example of a corps- level formation coping with change effectively...contemporary operational artist. To cope with change and transitions the Constabulary developed structures that roughly fall into five categories. The

  7. Strategic Planning and Organizational Change: Implications for Institutional Researchers. AIR 1992 Annual Forum Paper.

    ERIC Educational Resources Information Center

    Corak, Kathleen A.; Wharton, Donald P.

    This paper illustrates how planning, with the aid (or complicity) of institutional research, can be a revolutionary activity that facilitates change within an organization and brings the organization to a more accurate understanding of itself. It describes the use of strategic planning at Minot State University (North Dakota) to change a culture…

  8. The Development and Implementation of a Diversity Management Curriculum: Organizational Change through Exploration and Exploitation

    ERIC Educational Resources Information Center

    Danowitz, Mary Ann; Hanappi-Egger, Edeltraud; Hofmann, Roswitha

    2009-01-01

    Purpose: The purpose of this paper is to provide concepts and strategies to successfully introduce and implement curricular change; especially, related to incorporating diversity management into academic programs. Design/methodology/approach: Utilizing documents and accounts from two agents involved in the change process and an outside observer,…

  9. Organizational Learning and Program Renewal in Teacher Education: A Sociocultural Theory of Learning, Innovation and Change

    ERIC Educational Resources Information Center

    Peck, Charles A.; Gallucci, Chrysan; Sloan, Tine; Lippincott, Ann

    2009-01-01

    Pressures for change in the field of teacher education are escalating significantly as part of systemic education reform initiatives in a broad spectrum of economically developed and developing nations. Considering these pressures, it is surprising that relatively little theoretical or empirical analysis of learning and change processes within…

  10. Participation’s Effect on Organizational Readiness for Change: An Empirical Study

    DTIC Science & Technology

    2003-03-01

    theory, termed The Mark Twain Dilemma, is so named because he suggests initiating change at a time when the organization is most successful and...stress process. Journal of Health and Social Behavior, 22, 337-356. Pietersen, W. (2002). The Mark Twain dilemma: The theory and practice of change

  11. The Training Demand in Organizational Changes Processes in the Spanish Wine Sector

    ERIC Educational Resources Information Center

    Gil, Alfonso J.; Garcia-Alcaraz, Jorge L.; Mataveli, Mara

    2015-01-01

    Purpose: The purpose of this paper is to describe the role of training demand in the organisational changes. Design/methodology/approach: The paper describes the demand of training courses in the Rioja wine sector in Spain and its relation with the changes in the sector carried out in recent years. Through a questionnaire, wineries' managers asked…

  12. Lost in Translation? Emotional Intelligence, Affective Economies, Leadership and Organizational Change

    ERIC Educational Resources Information Center

    Blackmore, Jill

    2011-01-01

    Not until the late 1990s did the rational/emotional binary embedded in mainstream literature on educational leadership and management come under challenge. Now the emotional dimensions of organisational change and leadership are widely recognised in the leadership, organisational change and school improvement literature. However, the dissolution…

  13. Organizational Justice

    ERIC Educational Resources Information Center

    Burns, Travis

    2013-01-01

    Helping principals understand the importance of organizational justice is the first step in enhancing learning outcomes for all learners, regardless of their social class, race, abilities, sex, or gender. In schools, organizational justice may be defined as teachers' perceptions of fairness, respect, and equity that relate to their interactions…

  14. Organizational Science

    ERIC Educational Resources Information Center

    Beriwal, Madhu; Clegg, Stewart; Collopy, Fred; McDaniel, Reuben, Jr.; Morgan, Gareth; Sutcliffe, Kathleen; Kaufman, Roger; Marker, Anthony; Selwyn, Neil

    2013-01-01

    Scholars representing the field of organizational science, broadly defined as including many fields--organizational behavior and development, management, workplace performance, and so on--were asked to identify what they considered to be the most exciting and imaginative work currently being done in their field, as well as how that work might…

  15. Major Changes in Systemic Therapy for Advanced Melanoma.

    PubMed

    Thompson, John A

    2016-05-01

    Over the past 5 years, a host of new agents have radically changed the therapeutic landscape in advanced melanoma; gone are the days when the only active agents were interferon and dacarbazine. Nearly 25 years ago, few patients with stage IV melanoma reached 2-year survival; today, these survival curves have risen substantially. At the NCCN 21st Annual Conference, John A. Thompson, MD, discussed updates with longer duration of patient follow-up for immune checkpoint therapies. He also reviewed some of the newer approvals in advanced melanoma, including the combination of ipilimumab and nivolumab, high-dose ipilimumab, the oncolytic virus therapy talimogene laherparepvec, and the molecularly targeted combination of the BRAF and MEK inhibitors vemurafenib and cobimetinib.

  16. The changing healthcare landscape and implications of organizational ethics on modern medical practice.

    PubMed

    Castlen, Joseph P; Cote, David J; Moojen, Wouter A; Robe, Pierre A; Balak, Naci; Brennum, Jannick; Ammirati, Mario; Mathiesen, Tiit; Broekman, Marike L D

    2017-03-24

    Medicine is rapidly changing, both in the level of collective medical knowledge and in how it is being delivered. The increased presence of administrators in hospitals helps to facilitate these changes and ease administrative workloads on physicians; however, tensions sometimes form between physicians and administrators. This is due to perceptions from both sides that physicians obstruct cost-saving measures and administrators put profits before patients. In reality, growing patient populations and changes in healthcare are necessitating action by hospitals to prevent excessive spending as healthcare systems become larger and more difficult to manage. Recognizing the cause of changes in healthcare, which do not always originate with physicians and administrators, along with implementing changes in hospitals such as increased physician leadership, could help to ease tensions and promote a more collaborative atmosphere. Ethically, there is a need to preserve physician autonomy, which is a tenet of medical professionalism, and a need to rein in spending costs while ensuring patients receive the best possible care. Physicians and administrators both need to have a well-developed personal ethic in order to achieve these goals. Ultimately, physicians need be allowed to retain relative autonomy over their practices as they support and participate in administrator-led efforts toward distributive justice.

  17. An ethnographic study of nursing home culture to define organizational realities of culture change.

    PubMed

    Deutschman, Marian T

    2005-01-01

    The current system of delivery of nursing home care is costly both in dollars and in human terms. Culture change may provide solutions to both issues. Culture change has a different meaning for different organizations depending on where they are in the continuum of change. Detailed observation of staff members "in action" in three long-term care facilities over a period of several months was supplemented by formal and informal interviews of organization members to gain an understanding of the culture of the nursing home organization. Four three-hour observations in each of three facilities, representing privately-held and not-for-profit organizations in urban, suburban, and rural locations yielded insights into the routine, recruitment, training, teamwork, activities, leadership, role-modeling, mentoring, staff and resident satisfaction, weekend staffing and activities, bureaucratic structure, and sharing of best practices. Discussion of each of these issues may provide a starting point for all those facilities that are contemplating significant culture change. If the objective is to have facilities truly embrace a new set of values, then the change begins with the owners and administrators of nursing homes who need to focus on building new relationships with all the stakeholders. In-depth interviews of organization members and six chief executive officers in long-term care in the Western New York area culminated the study with the development of a fifty-question survey for decision makers.

  18. Clinicians' perceptions of organizational readiness for change in the context of clinical information system projects: insights from two cross-sectional surveys

    PubMed Central

    2011-01-01

    Background The adoption and diffusion of clinical information systems has become one of the critical benchmarks for achieving several healthcare organizational reform priorities, including home care, primary care, and integrated care networks. However, these systems are often strongly resisted by the same community that is expected to benefit from their use. Prior research has found that early perceptions and beliefs play a central role in shaping future attitudes and behaviors such as negative rumors, lack of involvement, and resistance to change. In this line of research, this paper builds on the change management and information systems literature and identifies variables associated with clinicians' early perceptions of organizational readiness for change in the specific context of clinical information system projects. Methods Two cross-sectional surveys were conducted to test our research model. First, a questionnaire was pretested and then distributed to the future users of a mobile computing technology in 11 home care organizations. The second study took place in a large teaching hospital that had approved a budget for the acquisition of an electronic medical records system. Data analysis was performed using partial least squares. Results Scale items used in this study showed adequate psychometric properties. In Study 1, four of the hypothesized links in the research model were supported, with change appropriateness, organizational flexibility, vision clarity, and change efficacy explaining 75% of the variance in organizational readiness. In Study 2, four hypotheses were also supported, two of which differed from those supported in Study 1: the presence of an effective project champion and collective self-efficacy. In addition to these variables, vision clarity and change appropriateness also helped explain 75% of the variance in the dependent variable. Explanations for the similarities and differences observed in the two surveys are provided. Conclusions

  19. Organizational cynicism: bases and consequences.

    PubMed

    Abraham, R

    2000-08-01

    Organizational cynicism is the belief that an organization lacks integrity, which, when coupled with a powerful negative emotional reaction, leads to disparaging and critical behavior. In this article, the author attempts to theoretically clarify the process by which five forms of cynicism develop in the workplace and to empirically relate them to affective outcomes. Societal, employee, and organizational change cynicisms may be attributed to psychological contract violations; work cynicism may be related to burnout; and person-role conflict and personality cynicism may be related to innate hostility. Empirically, personality cynicism emerged as the strongest predictor of organizational cynicism, adversely affecting all of the criteria. Other forms of cynicism had more selective effects. Organizational change cynicism induced job dissatisfaction and alienation, and employee cynicism affected organizational commitment. Societal cynicism actually increased both job satisfaction and commitment. Both personality and work cynicisms were related to organizational citizenship indirectly, through alienation. Theoretical and practical implications are discussed.

  20. Anatomy of an organizational change effort at the Lewis Research Center

    NASA Technical Reports Server (NTRS)

    Hawker, James R.; Dali, Richard S.

    1988-01-01

    By 1979, after a long decline following the end of the Apollo program, the Lewis Research Center found its very existence endangered because it was not doing the kind of research that could attract funding at the time. New management under Andrew J. Stofan applied a program of strategic planning, participative management, and consensus decision making. A corporate-cultural change was effected which enabled Lewis to commit itself to four fundable research and development projects. Morale-building and training programs which were essential to this change are described.

  1. Critical Issue Paper 4: Changing Organizational Structures and Relationships in Community Mental Health.

    ERIC Educational Resources Information Center

    Surles, Richard C.

    1987-01-01

    Discusses these trends in mental health services: cost control and financial retrenchment, policy influence and funding, shift of long-term care responsibility, expansion of private health care market interest, and change in characteristics of mentally ill. Recommends information enhancements, market potentials, alternative organizational…

  2. Organizational Strategies for Promoting Instructional Change: Implementation Dynamics in Schools Working with Comprehensive School Reform Providers

    ERIC Educational Resources Information Center

    Rowan, Brian; Miller, Robert J.

    2007-01-01

    This article develops a conceptual framework for studying how three comprehensive school reform (CSR) programs organized schools for instructional change and how the distinctive strategies they pursued affected implementation outcomes. The conceptual model views the Accelerated Schools Project as using a system of cultural control to produce…

  3. Environment for Innovation: Exploring Associations with Individual Disposition toward Change, Organizational Conflict, Justice and Trust

    ERIC Educational Resources Information Center

    Weinert, Daniel James

    2013-01-01

    The environment in higher education and healthcare is rapidly changing. Adaptation through innovation is critical for organizations responsible for the education of healthcare providers. This study examined the climate for innovation at chiropractic colleges and health sciences universities offering a doctor of chiropractic program. The…

  4. Responding to Hostility: Evidence-Based Guidance for Communication during Planned Organizational Change

    ERIC Educational Resources Information Center

    Campbell, Kim Sydow; Carmichael, Pierson; Naidoo, Jefrey S.

    2015-01-01

    Hostile challenges to planned organization change are common and challenging to deal with effectively. Little research has explained successful responses to such stakeholder hostility. To address this gap, we use the concept of readiness to characterize the content of hostile challenges. We also use rhetorical strategies based on speech act theory…

  5. Knowledge Management as a Mechanism for Technological and Organizational Change Management in Israeli Universities

    ERIC Educational Resources Information Center

    Shoham, Snunith; Perry, Milly

    2009-01-01

    During the last decade, the higher education sector has experienced many pressures and changes (Hanna, "Educause Review, 38"(4), 25-34, 2003; Scott, "Educause Review, 38", 64-80, 2003; Waterhouse, "The power of e-learning: The essential guide for teaching in the digital age", 2005). Universities around the world are…

  6. Organizational Change Factors for Increasing Online Learning within a Southeastern State University System

    ERIC Educational Resources Information Center

    Stone, David Edwin

    2012-01-01

    This bounded case study describes the readiness of a Southeastern State University System to support the growth of online learning. Structured as a case study, the view provided of the Southeastern State University System in this moment in time provides a contextually rich view of the phenomenon of change within a university system. The study…

  7. An Exploration of Presidential Roles during Organizational Change in Liberal Arts Colleges

    ERIC Educational Resources Information Center

    Rudolph, Niki J.

    2013-01-01

    Colleges and universities across the country are seeking ways to strategically position their campuses within the growingly competitive landscape of higher education. The presidents of these institutions are approaching these changes with a watchful eye on the fiscal, environmental, and human resources involved. The purpose of this study was to…

  8. Invited Article: Designing Research for Organizational Change: From Analysis to Advantage.

    ERIC Educational Resources Information Center

    Alfred, Richard

    2003-01-01

    Discusses the need to adopt a strategically guided model for community college research that changes the basis for assessment from institutional performance in a commoditized market to institutional advantage in a turbulent market. Focuses on how research data can be generated and used to achieve an advantage by differentiating one institution…

  9. Downsizing, Competition, and Organizational Change in Government: Is Necessity the Mother of Invention?

    ERIC Educational Resources Information Center

    Kelman, Steven

    2006-01-01

    One answer to the question of why government organizations don't perform better - common in academic "public choice" literature but also in folk wisdom--is that resources come too easily, independent of performance. Some business management literature suggests that a crisis in resource flows can force successful change--"necessity is the mother of…

  10. Advancing preconception health in the United States: strategies for change

    PubMed Central

    2016-01-01

    In January 2015, the US Preconception Health and Health Care Initiative (PCHHC) established a new national vision that all women and men of reproductive age will achieve optimal health and wellness, fostering a healthy life course for them and any children they may have. Achieving this vision presents both challenges and opportunities. This manuscript describes the reasons why the US needs to prioritize preconception health as well as its efforts historically to advance change. The authors share lessons from past work and current strategies in the US to reach this ambitious goal. PMID:27646555

  11. Implementation of Organizational Change in the Air Force: a Case Study

    DTIC Science & Technology

    1989-09-01

    30 What are the Primary Missions of the LOC (MM)?.......................... 31 What Is the Mission of Your Part In the organization...procedures for the Air Logistics Centers (ALCs) and the Major Commands (MAJCOMS). The primary function of the LOC is to provide weapon system guidance and...innovative company. Key to their success is a wholistic approach to change, with an emphasis on people. In an article about outstanding companies

  12. Socio-cultural implications of changing organizational technologies in the provision of care.

    PubMed

    Mechanic, David

    2002-02-01

    Technology refers to inputs (machines, bureaucratic procedures, management strategies) organized to achieve specified outcomes. Such inputs and how they are used arise from socio-cultural conditions and in turn influence social behavior and values. Advances in medical technology are due to the high value populations place on health, emerging developments in science (also a cultural product). and from the opportunities and incentives the society gives to varying stakeholders. In the United States for example, the development and uses of medical technology are shaped by faith in marketplace competition, technological progress, activism, choice and consumerism. This constellation of values has resulted in very rapid growth and dissemination of hardware and related procedures whose costs pose significant financial dilemmas. In response, a range of management technologies have been developed to restrain the excesses of intervention but, because they are counter to many prevailing values and interests, they have led to much tension and a social backlash. Resolving these rationing tensions--which are rarely acknowledged as such--is a major challenge in American medical care and in much of the world. In the context of American social values, once new preventive or treatment technologies are introduced, they take patients on treatment trajectories that are difficult to control and which result in many being labeled with diagnoses they do not have and receiving interventions they do not need. Major efforts are under way to increase the sophistication of consumers of health care in a manner consistent with evidence-based medicine but these face significant barriers. Underlying what at first appears as simply technical barriers are the particular social and cultural influences on how people acquire and use information, the sources they trust and distrust, and the types of information they find credible and relevant to their situations. In short, the competition between new

  13. Increasing Clinicians’ EBT Exploration and Preparation Behavior in Youth Mental Health Services by Changing Organizational Culture with ARC

    PubMed Central

    Glisson, Charles; Williams, Nathaniel J.; Hemmelgarn, Anthony; Proctor, Enola; Green, Philip

    2015-01-01

    Objective Clinician EBT exploration and preparation behavior is essential to the ongoing implementation of new EBTs. This study examined the effect of the ARC organizational intervention on clinician EBT exploration and preparation behavior and assessed the mediating role of organizational culture as a linking mechanism. Method Fourteen community mental health agencies that serve youth in a major Midwestern metropolis along with 475 clinicians who worked in those agencies, were randomly assigned to either the three-year ARC intervention or control condition. Organizational culture was assessed with the Organizational Social Context (OSC) measure at baseline and follow-up. EBT exploration and preparation behavior was measured as clinician participation in nine separate community EBT workshops held over a three-year period. Results There was 69 percent greater odds (OR = 1.69, p < .003) of clinicians in the ARC condition (versus control) attending each subsequent workshop. Workshop attendance in the control group remained under two percent and declined over three years while attendance in the ARC condition grew from 3.6 percent in the first workshop to 12 percent in the ninth and final workshop. Improvement in proficient organizational culture mediated the positive effect of the ARC intervention on clinicians’ workshop attendance (a×b = .21; 95% CI: LL = .05, UL = .40). Conclusions Organizational interventions that create proficient mental health agency cultures can increase clinician EBT exploration and preparation behavior that is essential to the ongoing implementation of new EBTs in community youth mental health settings. PMID:26649464

  14. Organizational changes to thyroid regulation in Alligator mississippiensis: evidence for predictive adaptive responses.

    PubMed

    Boggs, Ashley S P; Lowers, Russell H; Cloy-McCoy, Jessica A; Guillette, Louis J

    2013-01-01

    During embryonic development, organisms are sensitive to changes in thyroid hormone signaling which can reset the hypothalamic-pituitary-thyroid axis. It has been hypothesized that this developmental programming is a 'predictive adaptive response', a physiological adjustment in accordance with the embryonic environment that will best aid an individual's survival in a similar postnatal environment. When the embryonic environment is a poor predictor of the external environment, the developmental changes are no longer adaptive and can result in disease states. We predicted that endocrine disrupting chemicals (EDCs) and environmentally-based iodide imbalance could lead to developmental changes to the thyroid axis. To explore whether iodide or EDCs could alter developmental programming, we collected American alligator eggs from an estuarine environment with high iodide availability and elevated thyroid-specific EDCs, a freshwater environment contaminated with elevated agriculturally derived EDCs, and a reference freshwater environment. We then incubated them under identical conditions. We examined plasma thyroxine and triiodothyronine concentrations, thyroid gland histology, plasma inorganic iodide, and somatic growth at one week (before external nutrition) and ten months after hatching (on identical diets). Neonates from the estuarine environment were thyrotoxic, expressing follicular cell hyperplasia (p = 0.01) and elevated plasma triiodothyronine concentrations (p = 0.0006) closely tied to plasma iodide concentrations (p = 0.003). Neonates from the freshwater contaminated site were hypothyroid, expressing thyroid follicular cell hyperplasia (p = 0.01) and depressed plasma thyroxine concentrations (p = 0.008). Following a ten month growth period under identical conditions, thyroid histology (hyperplasia p = 0.04; colloid depletion p = 0.01) and somatic growth (body mass p<0.0001; length p = 0.02) remained altered among the contaminated

  15. Knowledge Style Profiling: An Exploration of Cognitive, Temperament, Demographic and Organizational Characteristics among Decision Makers Using Advanced Analytical Technologies

    ERIC Educational Resources Information Center

    Polito, Vincent A., Jr.

    2010-01-01

    The objective of this research was to explore the possibilities of identifying knowledge style factors that could be used as central elements of a professional business analyst's (PBA) performance attributes at work for those decision makers that use advanced analytical technologies on decision making tasks. Indicators of knowledge style were…

  16. Assimilation approach to measuring organizational change from pre- to post-intervention

    PubMed Central

    Moore, Scott C; Osatuke, Katerine; Howe, Steven R

    2014-01-01

    AIM: To present a conceptual and measurement strategy that allows to objectively, sensitively evaluate intervention progress based on data of participants’ perceptions of presenting problems. METHODS: We used as an example an organization development intervention at a United States Veterans Affairs medical center. Within a year, the intervention addressed the hospital’s initially serious problems and multiple stakeholders (employees, management, union representatives) reported satisfaction with progress made. Traditional quantitative outcome measures, however, failed to capture the strong positive impact consistently reported by several types of stakeholders in qualitative interviews. To address the paradox, full interview data describing the medical center pre- and post- intervention were examined applying a validated theoretical framework from another discipline: Psychotherapy research. The Assimilation model is a clinical-developmental theory that describes empirically grounded change levels in problematic experiences, e.g., problems reported by participants. The model, measure Assimilation of Problematic Experiences Scale (APES), and rating procedure have been previously applied across various populations and problem types, mainly in clinical but also in non-clinical settings. We applied the APES to the transcribed qualitative data of intervention participants’ interviews, using the method closely replicating prior assimilation research (the process whereby trained clinicians familiar with the Assimilation model work with full, transcribed interview data to assign the APES ratings). The APES ratings summarized levels of progress which was defined as participants’ assimilation level of problematic experiences, and compared from pre- to post-intervention. RESULTS: The results were consistent with participants’ own reported perceptions of the intervention impact. Increase in APES levels from pre- to post-intervention suggested improvement, missed in the

  17. Putting the system back into systems change: a framework for understanding and changing organizational and community systems.

    PubMed

    Foster-Fishman, Pennie G; Nowell, Branda; Yang, Huilan

    2007-06-01

    Systems change has emerged as a dominant frame through which local, state, and national funders and practitioners across a wide array of fields approach their work. In most of these efforts, change agents and scholars strive to shift human services and community systems to create better and more just outcomes and improve the status quo. Despite this, there is a dearth of frameworks that scholars, practitioners, and funders can draw upon to aid them in understanding, designing, and assessing this process from a systemic perspective. This paper provides one framework--grounded in systems thinking and change literatures--for understanding and identifying the fundamental system parts and interdependencies that can help to explain system functioning and leverage systems change. The proposed framework highlights the importance of attending to both the deep and apparent structures within a system as well as the interactions and interdependencies among these system parts. This includes attending to the dominant normative, resource, regulative, and operational characteristics that dictate the behavior and lived experiences of system members. The value of engaging critical stakeholders in problem definition, boundary construction, and systems analysis are also discussed. The implications of this framework for systems change researchers and practitioners are discussed.

  18. Organizational Changes to Thyroid Regulation in Alligator mississippiensis: Evidence for Predictive Adaptive Responses

    PubMed Central

    Boggs, Ashley S. P.; Lowers, Russell H.; Cloy-McCoy, Jessica A.; Guillette, Louis J.

    2013-01-01

    During embryonic development, organisms are sensitive to changes in thyroid hormone signaling which can reset the hypothalamic-pituitary-thyroid axis. It has been hypothesized that this developmental programming is a ‘predictive adaptive response’, a physiological adjustment in accordance with the embryonic environment that will best aid an individual's survival in a similar postnatal environment. When the embryonic environment is a poor predictor of the external environment, the developmental changes are no longer adaptive and can result in disease states. We predicted that endocrine disrupting chemicals (EDCs) and environmentally-based iodide imbalance could lead to developmental changes to the thyroid axis. To explore whether iodide or EDCs could alter developmental programming, we collected American alligator eggs from an estuarine environment with high iodide availability and elevated thyroid-specific EDCs, a freshwater environment contaminated with elevated agriculturally derived EDCs, and a reference freshwater environment. We then incubated them under identical conditions. We examined plasma thyroxine and triiodothyronine concentrations, thyroid gland histology, plasma inorganic iodide, and somatic growth at one week (before external nutrition) and ten months after hatching (on identical diets). Neonates from the estuarine environment were thyrotoxic, expressing follicular cell hyperplasia (p = 0.01) and elevated plasma triiodothyronine concentrations (p = 0.0006) closely tied to plasma iodide concentrations (p = 0.003). Neonates from the freshwater contaminated site were hypothyroid, expressing thyroid follicular cell hyperplasia (p = 0.01) and depressed plasma thyroxine concentrations (p = 0.008). Following a ten month growth period under identical conditions, thyroid histology (hyperplasia p = 0.04; colloid depletion p = 0.01) and somatic growth (body mass p<0.0001; length p = 0.02) remained altered among the

  19. [Organizational learning].

    PubMed

    Ruiz Moreno, J

    2001-06-01

    This article presents the reader with conceptual close-up view about the attractive topic organizational apprenticeship and includes and extensive bibliographical file. Therefore, due to the author's effort, we chronologically trace those authors who have contributed to conceptualizing the aforementioned apprenticeship, with particular emphasis on the writings by Paul Senge, the so-called father of the "fifth discipline. This theoretical close-up helps apply organizational apprenticeship to nursing.

  20. Organizational culture and the implementation of person centered care: results from a change process in Swedish hospital care.

    PubMed

    Alharbi, Tariq Saleem J; Ekman, Inger; Olsson, Lars-Eric; Dudas, Kerstin; Carlström, Eric

    2012-12-01

    Sweden has one of the oldest, most coherent and stable healthcare systems in the world. The culture has been described as conservative, mechanistic and increasingly standardized. In order to provide a care adjusted to the patient, person centered care (PCC) has been developed and implemented into some parts of the health care industry. The model has proven to decrease patient uncertainty. However, the impact of PCC has been limited in some clinics and hospital wards. An assumption is that organizational culture has an impact on desired outcomes of PCC, such as patient uncertainty. Therefore, in this study we identify the impact of organizational culture on patient uncertainty in five hospital wards during the implementation of PCC. Data from 220 hospitalized patients who completed the uncertainty cardiovascular population scale (UCPS) and 117 nurses who completed the organizational values questionnaire (OVQ) were investigated with regression analysis. The results seemed to indicate that in hospitals where the culture promotes stability, control and goal setting, patient uncertainty is reduced. In contrast to previous studies suggesting that a culture of flexibility, cohesion and trust is positive, a culture of stability can better sustain a desired outcome of reform or implementation of new care models such as person centered care. It is essential for health managers to be aware of what characterizes their organizational culture before attempting to implement any sort of new healthcare model. The organizational values questionnaire has the potential to be used as a tool to aid health managers in reaching that understanding.

  1. Facilitating Organizational Change.

    ERIC Educational Resources Information Center

    1999

    The first of the three papers in this symposium, "Conflicts that Arise in Small Group Facilitation: A Descriptive Study of Accounts, Actions, Outcomes, and Assessments" (Judith A. Kolb, William J. Rothwell), contains self-report verbatim accounts contributed by facilitators and the results of a literature review on small group conflict.…

  2. Processes in Organizational Change

    DTIC Science & Technology

    1987-06-01

    is so and to facilitate capitalizing on these findings. "_ I ,., ¶A. 󈧣 ENDNOTES S1. Job improvement teams were formed prior to the point in time at...acceptance. Personnel Psycology , 38: 75-93. Lawler, E. E., III, & Hall, 0. T. 1970. Relationships of job characteristics to job involvement

  3. ADVANCED ENERGY TECHNOLOGIES AND CLIMATE CHANGE: AN ANALYSIS USING THE GLOBAL CHANGE ASSESSMENT MODEL (GCAM)

    SciTech Connect

    Edmonds, J. A.; Wise, M. A.; MacCracken, C. N.

    1994-05-01

    We report results from a "top down" energy-economy model employing "bottom up" assumptions embedded in an integrated assessment framework, the Global Change Assessment Model (GCAM). The analys~s shows that from the perspective of long-term energy system development, differences. in results from the "top down" and "bottom up" research communities would appear to be more closely linked to differences in assumptions regarding the economic cost associated with advanced technologies than to differences In modeling approach. The adoption of assumptions regarding advanced energy technologies were shown to have a profound effect on the future rate of anthropogenic climate change. The cumulative effect of the five sets of advanced energy technologies is to reduce annual emissions from fossil fuel use to levels which stabilize atmospheric concentrations below 550 ppmv, the point at which atmospheric concentrations are double those that existed in the m~ddleo f the eighteenth century. While all energy technologies play roles in reducing future fossil fuel carbon dioxide emissions, the introduction of advanced biomass energy production technology plays a particularly important role. If biomass energy can be made available at $2.40/GJ or less in quantities sufficient to make it the core energy supply technology in the middle of the next century, then emissions can be cut dramatically relative to the reference case. The problem of emiss~ons reduction becomes one of technology development and deployment in this case, and not one of fiscal and regulatory intervention.

  4. Looking from a CHAT-IT Perspective to Undergraduate Mexican Physics: Organizational Trajectories or Professors as Agents of Change?

    ERIC Educational Resources Information Center

    Kahveci, Ajda

    2010-01-01

    Recent elaborations on cultural-historical activity theory (CHAT) (Engestrom et al., eds., "Perspectives on activity theory." New York: Cambridge University Press, "1999") and its relation to organizational theories have produced a theoretical amalgam of these earlier ideas, which allow for the exploration of learning in formal…

  5. The Role of the Community College Chair in Organizational Change: Chaos, Leadership and the Challenge of Complexity.

    ERIC Educational Resources Information Center

    Mellow, Gail O.

    The hierarchical organizational structures that exist at community colleges and other institutions of higher education reflect the Late Industrial Era; as organizations make the transition to the Early Information Era, however, these rigid structures can hinder institutions' efforts to effectively utilize information and respond to changing…

  6. Rating healthy organizational performance.

    PubMed

    Berger, Ken; Penna, Robert

    2010-01-01

    Across the spectrum of philanthropy, donors are asking what evidence exists that an organization is actually creating positive, meaningful and sustainable change. Just as patient outcomes were adopted to demonstrate the efficacy of treatment, so too should organizational outcomes be adopted by health care facilities and the development organizations that support them to demonstrate the tangible and lasting benefits to the communities they serve.

  7. Organizational Learning: Leading Innovations

    ERIC Educational Resources Information Center

    Collinson, Vivienne; Cook, Tanya Fedoruk

    2013-01-01

    This article examines the interplay among the environment, learning, leaders, and innovations in school systems. Six conditions that, together, have potential to shape an environment that supports organizational learning are illustrated with data from two leaders of innovation: one in an environment that resisted change; the other in a supportive…

  8. A changing landscape for advance directives in dementia research.

    PubMed

    Pierce, Robin

    2010-02-01

    The number of persons afflicted by dementia has increased steadily. The need for research leading to diagnostic and therapeutic interventions is widely recognized. However, dementia patients eventually lose the capacity to consent to the very research that could lead to discoveries of effective interventions. Worldwide, surrogate decision-making remains the primary means of consent for this population. This significantly restricts the autonomy of competent patients who wish to prospectively consent to research and do not wish to relinquish this decision to a third party. Advance research directives (ARDs) have been proposed as a mechanism for prospective consent for persons who anticipate cognitive impairment, as in the case of prodromal or early stage dementia patients. Currently, few guidelines specifically address the use of ARDs despite calls for official recognition. This absence of official guidelines regarding ARDs renders this mechanism susceptible to misuse, under-use, or non-use in instances where it could be advantageous for individuals, their families/caregivers, and progress in dementia research and treatment. This paper explores the changing landscape of ARDs, identifying relevant scientific, social, and policy developments, and queries whether, under these circumstances, reticence to use, recognize, or regulate ARDs is justified. It addresses some of the persistent issues related to vulnerability, the role of surrogates, and scope of prospective consent, and concludes that ARDs can serve as an important mechanism of autonomy and empowerment, and that protections should be crafted such that the availability of this option is not limited to those who also appoint a surrogate.

  9. A Longitudinal Study of the Effects of Organizational Change to Integrated Product Teams (IPTS) on Employee Attitudes

    DTIC Science & Technology

    1993-09-01

    matrix/IPT organizational structure include7 cross- fertilization of ideas, a focus on objectives, better utilization of time and money, and less...duplication of effort in the organization. TABLE 2 PROS AND CONS OF MATRIX MANAGEMENT PROS CNS - Cross- fertilization of * Lack of commitment to ideas project by...specialists on project/product teams. Project departments share functional specialists to reduce personnel costs and increase cross- fertilization of

  10. Dental school deans' perceptions of the organizational culture and impact of the ELAM program on the culture and advancement of women faculty.

    PubMed

    Dannels, Sharon A; McLaughlin, Jean M; Gleason, Katharine A; Dolan, Teresa A; McDade, Sharon A; Richman, Rosalyn C; Morahan, Page S

    2009-06-01

    In 2006, deans of the sixty-four U.S. and Canadian dental schools were surveyed to gain their perspectives on their institutions' organizational culture for faculty, family-friendly policies, processes used by deans to develop faculty leadership, and the impact of the Executive Leadership in Academic Medicine (ELAM) Program for Women. The deans reported (52 percent response rate) an improved climate in terms of gender equity, yet recognized that inequities still exist. Of fifteen family-friendly policies, only three were available at more than 50 percent of the schools, with little indication that additional policies were under consideration. The deans reported active engagement in behaviors to develop the leadership of their faculty members. Of the nine processes, 50 percent of the deans indicated three they believed to be particularly effective with women. They agreed that ELAM has had a positive impact on their alumnae and their schools. Results are discussed in terms of how the deans' perceptions compare to faculty perceptions and within the larger context of higher education and other organizations. The responsibility of the dean to shape the dental school's culture, particularly in the face of the changing demographics of dental faculty, adds to the importance of the unique perspective provided by the deans.

  11. Organizational Culture and Safety

    NASA Technical Reports Server (NTRS)

    Adams, Catherine A.

    2003-01-01

    '..only a fool perseveres in error.' Cicero. Humans will break the most advanced technological devices and override safety and security systems if they are given the latitude. Within the workplace, the operator may be just one of several factors in causing accidents or making risky decisions. Other variables considered for their involvement in the negative and often catastrophic outcomes include the organizational context and culture. Many organizations have constructed and implemented safety programs to be assimilated into their culture to assure employee commitment and understanding of the importance of everyday safety. The purpose of this paper is to examine literature on organizational safety cultures and programs that attempt to combat vulnerability, risk taking behavior and decisions and identify the role of training in attempting to mitigate unsafe acts.

  12. The relationship between baseline Organizational Readiness to Change Assessment subscale scores and implementation of hepatitis prevention services in substance use disorders treatment clinics: a case study

    PubMed Central

    2010-01-01

    Background The Organizational Readiness to Change Assessment (ORCA) is a measure of organizational readiness for implementing practice change in healthcare settings that is organized based on the core elements and sub-elements of the Promoting Action on Research Implementation in Health Services (PARIHS) framework. General support for the reliability and factor structure of the ORCA has been reported. However, no published study has examined the utility of the ORCA in a clinical setting. The purpose of the current study was to examine the relationship between baseline ORCA scores and implementation of hepatitis prevention services in substance use disorders (SUD) clinics. Methods Nine clinic teams from Veterans Health Administration SUD clinics across the United States participated in a six-month training program to promote evidence-based practices for hepatitis prevention. A representative from each team completed the ORCA evidence and context subscales at baseline. Results Eight of nine clinics reported implementation of at least one new hepatitis prevention practice after completing the six-month training program. Clinic teams were categorized by level of implementation-high (n = 4) versus low (n = 5)-based on how many hepatitis prevention practices were integrated into their clinics after completing the training program. High implementation teams had significantly higher scores on the patient experience and leadership culture subscales of the ORCA compared to low implementation teams. While not reaching significance in this small sample, high implementation clinics also had higher scores on the research, clinical experience, staff culture, leadership behavior, and measurement subscales as compared to low implementation clinics. Conclusions The results of this study suggest that the ORCA was able to measure differences in organizational factors at baseline between clinics that reported high and low implementation of practice recommendations at follow-up. This

  13. Organizational Development from the Inside: A Progress Report on the First Cadre of Organizational Specialists.

    ERIC Educational Resources Information Center

    Wyant, Spencer

    This document reports the experiences of organizational development specialists and compares organizational development with two other change strategies. Organizational development aims to increase the effectiveness of task groups in schools by teaching them how to communicate clearly, use systematic methods to solve problems, draw out and use…

  14. Understanding and Shaping Organizational Culture.

    ERIC Educational Resources Information Center

    Cherrey, Cynthia

    1990-01-01

    Organizational culture is difficult to change, but the norms that exist are the easiest elements to identify and change. Even if changing the norms is not desirable, it is essential to understand and articulate them. A change in cultural norms is communicated through new expectations, different language, and new behaviors. (MSE)

  15. Leveraging the Power of Social Media to Maximize Organizational Learning and Drive Performance

    ERIC Educational Resources Information Center

    Nguyen, Camilla C.

    2014-01-01

    This qualitative ethnographic study addresses the phenomenon of rapid social media expansion, which creates organizational challenges. Ongoing development of advanced technology products means that effective organizations must be more adaptive and receptive to new approaches and changes in their environment. In a hyper connected society, one where…

  16. Organizational Learning Goes Virtual?: A Study of Employees' Learning Achievement in Stereoscopic 3D Virtual Reality

    ERIC Educational Resources Information Center

    Lau, Kung Wong

    2015-01-01

    Purpose: This study aims to deepen understanding of the use of stereoscopic 3D technology (stereo3D) in facilitating organizational learning. The emergence of advanced virtual technologies, in particular to the stereo3D virtual reality, has fundamentally changed the ways in which organizations train their employees. However, in academic or…

  17. Typologizing Organizational Amnesia

    ERIC Educational Resources Information Center

    Othman, Rozhan; Hashim, Noor Azuan

    2004-01-01

    This article proposes that a major problem limiting an organization's ability to develop organizational learning capacity is of organizational amnesia. To understand organizational amnesia, it is necessary to look at the various ways that organizational learning is defined. Organizational learning is not merely the process of acquiring knowledge.…

  18. Cognitive and organizational ergonomics in the transition of the new integrated center of control of an oil refinery: human reliability and administration of changes.

    PubMed

    Bau, Lucy M S; Puquirre, Magda S E S; Buso, Sandro A; Ogasawara, Érika L; Marcon Passero, Carolina R; Bianchi, Marcos C

    2012-01-01

    The conception of a product is closely tied to its adaptation level to the users. In this view, designers are increasingly oriented to survey the needs and features of the users. This paper aims at developing a diagnosis of employees working in high-complexity activities in a petrochemical company, in light of the physical and operating changes in the Integrated Center of Control; assessing the reception sensibility to changes; assessing the cognitive pattern of the group; and making suggestions that might eliminate or minimize the difficulties in the transition process of the change, in order to reduce the adaptation period. The field of study comprised 111 production, transfer and storage operators, forming 5 groups of desktop activities. The stages of the study followed the following flow: survey of the prescribed tasks and organizational structure; Concentrated Attention test; application of the Work and Disease Risks Inventory (ITRA, Portuguese acronym); and structured psychological interview. The ITRA results pointed to a serious cognitive cost (3.83) for all five groups, this being the largest intervention focus. The items: division of task contents (3.52), social professional relationships (2.93), quality of the physical environment (2.91), physical cost (3.24), emotional cost (2.71), freedom of expression (3.77), professional fulfillment (3.41); experience and suffering (2.75), lack of recognition (2.18) and physical injuries (2.07) were considered critical. Meanwhile, social damages (1.64) and psychological injuries (1.35) are bearable. As to the Concentrated Attention test, most workers registered average level. In the individual interviews, workers showed that larger involvement in the process of physical, organizational and operational change in the desktops and on field works was required, as well as the follow up of implementations, so as to reduce the adaptation process and prevent rework (furniture, equipment, noise, form of communication with the

  19. Early Childhood Community School Linkages: Advancing a Theory of Change

    ERIC Educational Resources Information Center

    Geiser, Kristin E.; Rollins, S. Kwesi; Gerstein, Amy; Blank, Martin J.

    2013-01-01

    In 2009, the Coalition for Community Schools at the Institute for Educational Leadership (CCS-IEL) embarked on an ambitious action research and development project, leveraging the community school system infrastructure present in three geographic regions (Tulsa, Oklahoma; Multnomah County, Oregon; Albuquerque, New Mexico) to advance research and…

  20. The Rural Advanced Industrial Society: Social and Economic Change.

    ERIC Educational Resources Information Center

    Bradshaw, Ted K.

    The decline of rural areas caused by agricultural mechanization may now have run its course with the rise of post- or advanced-industrialism which is offering a new set of opportunities and problems for the development of many rural areas. Instead of the pastoral subsistence farm of the past, rural America is becoming primarily non-agricultural…

  1. Organizational technologies for transforming care: measures and strategies for pursuit of IOM quality aims.

    PubMed

    Gamm, Larry; Kash, Bita; Bolin, Jane

    2007-01-01

    Progress on the Institute of Medicine's (IOM's) 6 aims to bridge the "quality chasm" requires both measurement and the concerting of multiple organizational technologies. The basic thesis of this article is that rapid progress on the IOM's multiple aims calls for transformative change within and among healthcare organizations. The promise of a number of types of transformative approaches is closely linked to their ability to simultaneously build upon several organizational technologies: clinical, social, information, and administrative technologies. To encourage and advance such efforts, this article identifies illustrative measures of attainment of the IOM's 6 aims or targeted areas for improvement that reflect the contributions of the 4 organizational technologies. It discusses examples of relationships between the IOM aims and the organizational technologies considered. Finally, the article offers illustrations of the interplay of these organizational technologies and IOM aims-across an array of organizational innovations with transformative potential. Included among such innovations are information technology in the form of electronic medical records, computer-based physician order entry, and patient health records; organization-wide patient-centered cultural change such as Studer's Hardwiring Excellence; Six Sigma and Toyota Production Management/LEAN; major clinical technology change, for example, minimally invasive cardiac surgery and broader treatment innovations such as disease management.

  2. Can Industrial-Organizational Psychology Survive the Advancement of Professional Psychology? Speciality Standards for Providers of I/O Psychological Services.

    ERIC Educational Resources Information Center

    Tice, Thomas E.

    The Revised Standards for Providers of Psychological Services, developed by a committee of the American Psychological Association, have an important impact on industrial/organizational psychologists. Currently, four types of controls exist as assurances to the public that appropriate psychological services are being provided. They are: graduate…

  3. 75 FR 50884 - Navigation and Navigable Waters; Technical, Organizational, and Conforming Amendments, Sector...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-08-18

    ... rule revises 33 CFR parts 3 and 165 to reflect changes in Coast Guard internal organizational structure..., Organizational, and Conforming Amendments, Sector Columbia River; Correction AGENCY: Coast Guard, DHS. ACTION... read ``Navigation and Navigable Waters; Technical, Organizational, and Conforming Amendments,...

  4. Computerized management information systems and organizational structures

    NASA Technical Reports Server (NTRS)

    Zannetos, Z. S.; Sertel, M. R.

    1970-01-01

    The computerized management of information systems and organizational structures is discussed. The subjects presented are: (1) critical factors favoring centralization and decentralization of organizations, (2) classification of organizations by relative structure, (3) attempts to measure change in organization structure, and (4) impact of information technology developments on organizational structure changes.

  5. Organizational Commitment through Organizational Socialization Tactics

    ERIC Educational Resources Information Center

    Filstad, Cathrine

    2011-01-01

    Purpose: The aim of this paper is to investigate how organizational socialization tactics affect newcomers' organizational commitment and learning processes. Design/methodology/approach: A survey was conducted using a measurement tool based on Van Maanen and Schein's theory on organizational socialization tactics and Kuvaas' measurement tools of…

  6. Energy Organizational Planning

    SciTech Connect

    Gina C. Paradis; James Yockey; Tracey LeBeau

    2009-04-17

    As the Seneca Nation of Indians (SNI) continues to refine and finalize its Strategic Energy Plan, it became necessary to insure that a sustainable organization structure was developed through which the energy program and its initiatives could be nurtured and managed. To that end, SNI undertook a study to thoroughly evaluate the existing organizational structures and assess the requisite changes and/or additions to that framework that would complement the mission of the Strategic Plan. The goal of this study was to analyze, work with staff and leadership and recommend the most effective plan for the development of an organizational framework within which the Seneca could more effectively exercise energy sovereignty – control and manage their natural resource assets – i.e. develop its own energy resources, meet the current and projected energy needs of their community, and “sit at the table” with other regional energy providers to deal with issues on a peer-to-peer basis.

  7. An advanced pitch change mechanism incorporating a hybrid traction drive

    NASA Technical Reports Server (NTRS)

    Steinetz, B. M.; Sargisson, D. F.; White, G.; Loewenthal, S. H.

    1984-01-01

    A design of a propeller pitch control mechanism is described that meets the demanding requirements of a high-power, advanced turboprop. In this application, blade twisting moment torque can be comparable to that of the main reduction gearbox output: precise pitch control, reliability and compactness are all at a premium. A key element in the design is a compact, high-ratio hybrid traction drive which offers low torque ripple and high torsional stiffness. The traction drive couples a high speed electric motor/alternator unit to a ball screw that actuates the blade control links. The technical merits of this arrangement and the performance characteristics of the traction drive are discussed. Comparisons are made to the more conventional pitch control mechanisms.

  8. The Organizational Configurations of Schools

    ERIC Educational Resources Information Center

    Lee, Linda C.

    2010-01-01

    The goal of this dissertation is twofold: 1) To develop a framework and method for simultaneously examining many different school organizations and their relation to patterns of school change and 2) To utilize that framework to obtain a district-wide understanding of the organizational functioning and change patterns of Chicago Public School (CPS)…

  9. Advancing landscape change research through the incorporation of Inupiaq knowledge

    USGS Publications Warehouse

    Eisner, Wendy R.; Cuomo, Chris J.; Hinkel, Kenneth M.; Jones, Benjamin M.; Brower, Ronald H.

    2009-01-01

    Indigenous knowledge is a valuable but under-used source of information relevant to landscape change research. We interviewed Iñupiat elders, hunters, and other knowledge-holders in the villages of Barrow and Atqasuk on the western Arctic Coastal Plain of northern Alaska to gain further insight into the processes governing the ubiquitous lakes and the dynamics of landscape change in this region of continuous permafrost. The interviews provided a suite of information related to lakes and associated drained lake basins, as well as knowledge on landforms, environmental change, human events, and other phenomena. We were able to corroborate many observations independently and verify the timing of several large and significant lake drainage events using either aerial photography or remotely sensed time series. Data collected have been incorporated into a geodatabase to develop a multi-layer Geographic Information System that will be useful for local and scientific communities. This research demonstrates that indigenous knowledge can reveal a new understanding of landscape changes on the Arctic Coastal Plain in general and on lake processes in particular. We advocate ongoing, community-oriented research throughout the Arctic as a means of assessing and responding to the consequences of rapid environmental change.

  10. Advancing Science Literacy Through the Climate Change National Forum

    NASA Astrophysics Data System (ADS)

    Nielsen-Gammon, J. W.; Quirke, M.; Lefer, B. L.; Hester, T.

    2014-12-01

    The Climate Change National Forum (http://climatechangenationalforum.org) was established almost a year ago to provide a publicly visible platform for discussion of scientific issues related to climate change and, at a later date, policy options motivated by climate change science. The site is also designed to promote public literacy in the culture and conduct of science by incorporating dozens of active scientists in a broad range of climate science and related fields and encouraging dialogue among those scientists. The forum provides a rare window into scientific debate, allowing non-scientists to see how scientists evaluate the work of others, construct meaning out of various bits of evidence, formulate ideas, challenge their colleagues, and (on occasion) develop a consensus. As such, the site is intended to have educational value well beyond its climate science focus.

  11. Advancing Australia's role in climate change and health research

    NASA Astrophysics Data System (ADS)

    Green, Donna; Pitman, Andrew; Barnett, Adrian; Kaldor, John; Doherty, Peter; Stanley, Fiona

    2017-02-01

    A major Australian government report published 25 years ago called for urgent investment in research on the impacts of climate change on human health. Since that report's release, less than 0.1% of Australian health funding has been allocated to this area. As the world continues on a high emissions pathway, the health impacts from climate change are increasing in size and complexity. While Australia has established leadership roles in climate science and health research, it must now link these two strengths. Doing so would boost regional understanding of how climate change will affect health and what adaptation strategies are needed to reduce these threats. Such research would support better health planning and decision-making in partnership with other regional countries.

  12. Regional Advanced Manufacturing Academy: An Agent of Change

    ERIC Educational Resources Information Center

    Schmeling, Daniel M.; Rose, Kevin

    2010-01-01

    Three Northeast Texas community colleges put aside service delivery areas and matters of "turf" to create Centers of Excellence that provided training throughout a nine county area. This consortium; along with 14 manufacturers, seven economic development corporations, and the regional workforce board, led the change in training a highly…

  13. Missional Imaginations for Theological Education: Mixed Model, Exploratory, Action-Oriented Research Mapping the Theological Identity and Organizational Readiness for Change of Five Theological School Systems in the United States Originating after 1945

    ERIC Educational Resources Information Center

    Small, Kyle J. A.

    2009-01-01

    This dissertation explores the formal theologies and organizational readiness for change with a view towards adopting missional prototypes for theological education across a school's (system's) tradition, curriculum, and structure. The research assessed five theological schools in the United States through an exploratory, action-oriented,…

  14. Educational Changes to Support Advanced Practice Nursing Education

    PubMed Central

    LeFlore, Judy L.; Thomas, Patricia E.

    2016-01-01

    Educational factors limit the number of advanced practice registered nurse (APRN) graduates to meet the growing workforce demands. Healthcare dynamics are necessitating a shift in how nursing education envisions, creates, and implements clinical learning opportunities. The current clinical education model in APRN programs continues to be the same as it was 45 years ago when the student numbers were much smaller. New approaches in graduate nursing education are needed to address the shortage of APRNs in primary and acute care areas. Determining competency based on the number of clinical hours can be inefficient, ineffective, and costly and limits the ability to increase capacity. Little research exists in graduate nursing education to support the effectiveness and efficiency of current hours of clinical required for nurse practitioner students. Simulation and academic-practice partnership models can offer innovative approaches to nurse practitioner education for clinical training, with the goal of producing graduates who can provide safe, quality care within the complex practice-based environment of the nation's evolving healthcare system. PMID:27465446

  15. Advancing Climate Change and Impacts Science Through Climate Informatics

    NASA Astrophysics Data System (ADS)

    Lenhardt, W.; Pouchard, L. C.; King, A. W.; Branstetter, M. L.; Kao, S.; Wang, D.

    2010-12-01

    This poster will outline the work to date on developing a climate informatics capability at Oak Ridge National Laboratory (ORNL). The central proposition of this effort is that the application of informatics and information science to the domain of climate change science is an essential means to bridge the realm of high performance computing (HPC) and domain science. The goal is to facilitate knowledge capture and the creation of new scientific insights. For example, a climate informatics capability will help with the understanding and use of model results in domain sciences that were not originally in the scope. From there, HPC can also benefit from feedback as the new approaches may lead to better parameterization in the models. In this poster we will summarize the challenges associated with climate change science that can benefit from the systematic application of informatics and we will highlight our work to date in creating the climate informatics capability to address these types of challenges. We have identified three areas that are particularly challenging in the context of climate change science: 1) integrating model and observational data across different spatial and temporal scales, 2) model linkages, i.e. climate models linked to other models such as hydrologic models, and 3) model diagnostics. Each of these has a methodological component and an informatics component. Our project under way at ORNL seeks to develop new approaches and tools in the context of linking climate change and water issues. We are basing our work on the following four use cases: 1) Evaluation/test of CCSM4 biases in hydrology (precipitation, soil water, runoff, river discharge) over the Rio Grande Basin. User: climate modeler. 2) Investigation of projected changes in hydrology of Rio Grande Basin using the VIC (Variable Infiltration Capacity Macroscale) Hydrologic Model. User: watershed hydrologist/modeler. 3) Impact of climate change on agricultural productivity of the Rio Grande

  16. The Changing Nature of Performance: Implications for Staffing, Motivation, and Development. Frontiers of Industrial and Organizational Psychology.

    ERIC Educational Resources Information Center

    Ilgen, Daniel R., Ed.; Pulakos, Elaine D., Ed.

    This volume provides a discussion of the relationship between the changing nature of work and the understanding, measurement, and influence of human performance. Chapter 1, Employee Performance in Today's Organizations (Daniel R. Ilgen, Elaine D. Pulakos), introduces seven key changes in the nature of work--changes in technology, job design, type…

  17. Concepts of organizational behavior applied to occupational medicine.

    PubMed

    Fallon, L F

    2001-01-01

    People in organizational settings exhibit predictable patterns of behavior. Effective managers understand the psychological underpinnings of group functions. Formal organizational rules and job expectations influence employees. Informal or group dynamics also exert powerful influences. Effective managers try to reduce conflict between organizational and group norms. Informal group cohesion can be harnessed and channeled towards achieving organizational goals and objectives, and informal leaders can be assets to organizational managers. While formal organizational structures can be changed, supervisors should try to accommodate informal group structures when possible. Understanding subordinates is an important skill of successful managers.

  18. From Tall to Matrix: Redefining Organizational Structures

    ERIC Educational Resources Information Center

    Johnson McPhail, Christine

    2016-01-01

    This article examines traditional organizational structures of community colleges and how traditional hierarchical structures influence delivery of programs and services. The point is to reveal ways in which community colleges can change organizational structures to more effectively implement key reform and student success efforts through a…

  19. Psychological Flexibility, ACT, and Organizational Behavior

    ERIC Educational Resources Information Center

    Bond, Frank W.; Hayes, Steven C.; Barnes-Holmes, Dermot

    2006-01-01

    This paper offers organizational behavior management (OBM) a behavior analytically consistent way to expand its analysis of, and methods for changing, organizational behavior. It shows how Relational Frame Theory (RFT) suggests that common, problematic, psychological processes emerge from language itself, and they produce psychological…

  20. How advances in genomics are changing patient care.

    PubMed

    Bancroft, Elizabeth K

    2013-12-01

    The completion of the Human Genome Project has led to a greater understanding of the role of genetics/genomics in the development of all common diseases, which is leading to the routine integration of genetics and genomics into all aspects of health care. This change in practice presents new challenges for health care professionals. This article provides an overview of how genetics/genomics has the potential to improve health care within many different clinical scenarios, and highlights the key issues for nurses working in a variety of settings.

  1. Methodological advances: using greenhouses to simulate climate change scenarios.

    PubMed

    Morales, F; Pascual, I; Sánchez-Díaz, M; Aguirreolea, J; Irigoyen, J J; Goicoechea, N; Antolín, M C; Oyarzun, M; Urdiain, A

    2014-09-01

    Human activities are increasing atmospheric CO2 concentration and temperature. Related to this global warming, periods of low water availability are also expected to increase. Thus, CO2 concentration, temperature and water availability are three of the main factors related to climate change that potentially may influence crops and ecosystems. In this report, we describe the use of growth chamber - greenhouses (GCG) and temperature gradient greenhouses (TGG) to simulate climate change scenarios and to investigate possible plant responses. In the GCG, CO2 concentration, temperature and water availability are set to act simultaneously, enabling comparison of a current situation with a future one. Other characteristics of the GCG are a relative large space of work, fine control of the relative humidity, plant fertirrigation and the possibility of light supplementation, within the photosynthetic active radiation (PAR) region and/or with ultraviolet-B (UV-B) light. In the TGG, the three above-mentioned factors can act independently or in interaction, enabling more mechanistic studies aimed to elucidate the limiting factor(s) responsible for a given plant response. Examples of experiments, including some aimed to study photosynthetic acclimation, a phenomenon that leads to decreased photosynthetic capacity under long-term exposures to elevated CO2, using GCG and TGG are reported.

  2. A Stakeholder View of Organizational Adaptation to Technological Change: The Case of U. S. State Universities, 2003-2012

    ERIC Educational Resources Information Center

    Gould, Robert W.

    2013-01-01

    This study addressed technological change in the core processes of teaching and learning in U. S. state universities in the decade from 2003-2012. Institutions of higher education in the U. S. have faced dramatically complex and rapidly changing operating environments. In response to these conditions, institutions of higher education have…

  3. Relationship between Staff-Reported Culture Change and Occupancy Rate and Organizational Commitment among Nursing Homes in South Korea

    ERIC Educational Resources Information Center

    Lee, Minhong; Choi, Jae-Sung; Lim, Jinseop; Kim, Young Sun

    2013-01-01

    Purpose: This study aims to examine culture change in nursing homes in South Korea and to identify the outcomes of culture change implementation. Design and Methods: Data were taken from survey responses from 223 top- or mid-level staff among nursing homes in South Korea that were selected through a proportionate random-stratified sampling method…

  4. 42 CFR 460.60 - PACE organizational structure.

    Code of Federal Regulations, 2010 CFR

    2010-10-01

    ... planning a change in organizational structure must notify CMS and the State administering agency, in... 42 Public Health 4 2010-10-01 2010-10-01 false PACE organizational structure. 460.60 Section 460... ELDERLY (PACE) PACE Administrative Requirements § 460.60 PACE organizational structure. (a) A...

  5. 42 CFR 460.60 - PACE organizational structure.

    Code of Federal Regulations, 2011 CFR

    2011-10-01

    ... 42 Public Health 4 2011-10-01 2011-10-01 false PACE organizational structure. 460.60 Section 460... ELDERLY (PACE) PACE Administrative Requirements § 460.60 PACE organizational structure. (a) A PACE... planning a change in organizational structure must notify CMS and the State administering agency,...

  6. Advancing Ecological Models to Compare Scale in Multi-Level Educational Change

    ERIC Educational Resources Information Center

    Woo, David James

    2016-01-01

    Education systems as units of analysis have been metaphorically likened to ecologies to model change. However, ecological models to date have been ineffective in modelling educational change that is multi-scale and occurs across multiple levels of an education system. Thus, this paper advances two innovative, ecological frameworks that improve on…

  7. Importance of change appraisal for employee well-being during organizational restructuring: findings from the Finnish paper industry's extensive transition.

    PubMed

    Pahkin, Krista; Nielsen, Karina; Väänänen, Ari; Mattila-Holappa, Pauliina; Leppänen, Anneli; Koskinen, Aki

    2014-01-01

    The global recession has forced the Finnish forest industry to carry out major restructuring activities. Employees have faced different kinds of restructuring, mainly aimed at reducing staff and production. Many studies have shown the negative consequences of restructuring on employee well-being by using negative, ill-health indicators. Our aim is to examine the extent to which change appraisal influences both the negative and positive aspects of work-related well-being among employees who continue working in the organization after the restructuring process. We also examine the role of different actors (top management, immediate supervisor, employees themselves) in how the change is appraised. The study investigated blue-collar employees working in the Finnish forest industry during a period of extensive transition (2008-2009). All six participating factories underwent restructuring between baseline and the follow-up survey (n=369). After adjustment for gender, age and baseline well-being, negative change appraisal increased the risk of experiencing more stress and less work enjoyment. Negative change appraisals thus also damaged the positive, motivational aspects of employee well-being. The results showed the importance of offering employees the opportunity to participate in the planning of changes related to their work as regards positive change appraisal.

  8. Organizational readiness to change assessment (ORCA): Development of an instrument based on the Promoting Action on Research in Health Services (PARIHS) framework

    PubMed Central

    Helfrich, Christian D; Li, Yu-Fang; Sharp, Nancy D; Sales, Anne E

    2009-01-01

    Background The Promoting Action on Research Implementation in Health Services, or PARIHS, framework is a theoretical framework widely promoted as a guide to implement evidence-based clinical practices. However, it has as yet no pool of validated measurement instruments that operationalize the constructs defined in the framework. The present article introduces an Organizational Readiness to Change Assessment instrument (ORCA), organized according to the core elements and sub-elements of the PARIHS framework, and reports on initial validation. Methods We conducted scale reliability and factor analyses on cross-sectional, secondary data from three quality improvement projects (n = 80) conducted in the Veterans Health Administration. In each project, identical 77-item ORCA instruments were administered to one or more staff from each facility involved in quality improvement projects. Items were organized into 19 subscales and three primary scales corresponding to the core elements of the PARIHS framework: (1) Strength and extent of evidence for the clinical practice changes represented by the QI program, assessed with four subscales, (2) Quality of the organizational context for the QI program, assessed with six subscales, and (3) Capacity for internal facilitation of the QI program, assessed with nine subscales. Results Cronbach's alpha for scale reliability were 0.74, 0.85 and 0.95 for the evidence, context and facilitation scales, respectively. The evidence scale and its three constituent subscales failed to meet the conventional threshold of 0.80 for reliability, and three individual items were eliminated from evidence subscales following reliability testing. In exploratory factor analysis, three factors were retained. Seven of the nine facilitation subscales loaded onto the first factor; five of the six context subscales loaded onto the second factor; and the three evidence subscales loaded on the third factor. Two subscales failed to load significantly on any

  9. Ghosts: Gateway to Organizational Transformation.

    ERIC Educational Resources Information Center

    Weitzel, Tim; Had, Gary

    2001-01-01

    "Ghosts" are elements that influence an organization's view of itself, its ways of working, and its culturally specific attitudes; they exert an indirect influence over everything that happens within an organization. Successful organizational change requires identifying and integrating these ghosts. (JOW)

  10. Patterns of Organizational Conflict

    ERIC Educational Resources Information Center

    Corwin, Ronald G.

    1969-01-01

    Patterns of relationships were identified between indices of organizational conflict and several measures of each of five organizational variables. The measures were adapted from 1500 questionnaires and 600 interviews in 28 public high schools. (Author)

  11. Some Aspects of the State-of-the-Arts in Biomedical Science Research: A Perspective for Organizational Change in African Academia.

    PubMed

    John, Theresa Adebola

    2014-12-29

    In the biomedical sciences, there is need to generate solutions for Africa's health and economic problems through the impact of university research. To guide organizational transformation, the author here presents some aspects of the state-of-the-arts of biomedical science research in advanced countries using a perspective derived from the FASEB journal publications. The author examines the thirty three peer reviewed scientific research articles in a centennial (April 2012) issue of the FASEB Journal [Volume 26(4)] using the following parameters: number of authors contributing to the paper; number of academic departments contributing to the paper; number of academic institutions contributing to the paper; funding of the research reported in the article. The articles were written by 7.97±0.61 authors from 3.46±0.3 departments of 2.79±0.29 institutions. The contributors were classified into four categories: basic sciences, clinical sciences, institutions and centers, and programs and labs. Amongst the publications, 21.2% were single disciplinary. Two tier collaboration amongst any two of the four categories were observed in 16/33 (48.5%) of the articles. Three tier and four tier collaborations were observed amongst 7/33 (21.2%) and 3/33 (9%) of the articles respectively. Therefore 26/33 (78.7%) of the articles were multidisciplinary. Collaborative efforts between basic science and clinical science departments were observed in 9/33 (27.3%) articles. Public funding through government agencies provided 85 out of a total of 143 (59.5%) grants. The collaborative and multidisciplinary nature and government support are characteristic of biomedical science in the US where research tends to result in solutions to problems and economic benefits.

  12. A Propitious Moment in the Midst of Crisis: A Case Study of Organizational Change in an Academic Department

    ERIC Educational Resources Information Center

    Buckley, Peter F.; Grigsby, R. Kevin

    2011-01-01

    Objective: The authors analyze the change, growth, and healing process of the Department of Psychiatry and Health Behavior at the Medical College of Georgia School of Medicine, which came close to its demise when the department Chair and a senior faculty member were arrested and charged with criminal misconduct related to financial transactions in…

  13. An Analysis of Synergies of IT-Applications and Knowledge Management Strategies with Regard to Organizational Change

    DTIC Science & Technology

    2003-09-01

    Falkenberg , Hesse E., Lindgreen W., Nilsson P., 1998 Oei B., Rolland J., Stamper C., Van Assche R ., Verrijn-Stuart F., A. Voss, K., A framework of......U F A C T U R E R S trix-Organization a change strategy i 1). Already owne is scenario. An or and effectiveness o e

  14. Organizational Repertoires and Institutional Change: Women's Groups and the Transformation of U.S. Politics, 1890-1920.

    ERIC Educational Resources Information Center

    Clemens, Elisabeth S.

    1993-01-01

    Discusses social changes brought about in the United States as a result of the women's suffrage movement. Explains that groups marginalized by existing institutions must create alternative organizations if they are to be successful. Describes political innovations used by women's groups in the struggle for voting rights. (CFR)

  15. Districts' Responses to Demographic Change: Making Sense of Race, Class, and Immigration in Political and Organizational Context

    ERIC Educational Resources Information Center

    Turner, Erica O.

    2015-01-01

    Many U.S. public school systems now face three large demographic shifts: rising poverty, the growing number of students from immigrant families, and increasing populations of students of color. Yet, we know little about how district policymakers react to these important changes or indeed the factors that consistently shape their policymaking.…

  16. The Organizational Structure of the Instructional Program of a Community College: An Evaluation With Recommendations for Change.

    ERIC Educational Resources Information Center

    Smith, Jack E.

    A study was undertaken in the Spring of 1974 to evaluate the effectiveness of the administrative structure of the instructional program of East Los Angeles College (ELAC) and to make recommendations for change. Since ELAC was founded 29 years ago each new discipline has been established as a separate department; at the time of the study 27 such…

  17. Restructuring Academic Libraries: Organizational Development in the Wake of Technological Change. ACRL Publications in Librarianship No. 49.

    ERIC Educational Resources Information Center

    Schwartz, Charles A., Ed.

    This book is a collection of 19 essays and case studies about the challenges libraries face today. It assesses a broad range of opportunities and achievements, and emphasizes both theory and practice. The essays are divided into six sections: (1) Introduction--"Restructuring Academic Libraries: Adjusting to Technological Change" (Charles…

  18. Dimensionality of Organizational Trust

    ERIC Educational Resources Information Center

    Adams, Samuel H.; Wiswell, Albert K.

    2007-01-01

    Trust facilitates individual and organizational learning, and is often misunderstood by organizations although they must continuously learn in order to attain organizational goals and survive. Leaders of organizations often view trust defensively and their reactions may impede organizational learning This paper builds on prior research concerning…

  19. Emerging Organizational Structures.

    ERIC Educational Resources Information Center

    Carchidi, Daniel M.; Peterson, Marvin W.

    2000-01-01

    Discussion of emerging higher educational organizational structures focuses on the increasing importance of distance education. Considers the emerging organizational landscape, three types of network organizations, six organization archetypes, organizational forms that support distance education, and implications for higher education planners. (DB)

  20. The Organizational Learning Audit.

    ERIC Educational Resources Information Center

    Pace, R. Wayne

    2002-01-01

    Notes that organizational communication and organizational learning share a common focus on how message processing occurs in institutional settings and how they affect and are affected by people and relationships. Proposes that the assessment of organizational learning represents an assessment of a subset of communication processes in an…

  1. Organizational Change, Leadership, and the Transformation of Continuing Professional Development: Lessons Learned From the American College of Cardiology.

    PubMed

    Beliveau, Mary Ellen; Warnes, Carole A; Harrington, Robert A; Nishimura, Rick A; O'Gara, Patrick T; Sibley, Janice B; Oetgen, William J

    2015-01-01

    There is a need for a transformational change in clinical education. In postgraduate medical education we have traditionally had a faculty-centric model. That is, faculty knew what needed to be taught and who were the best teachers to teach it. They built the agenda, and worked with staff to follow Accreditation Council for Continuing Medical Education (ACCME) accreditation criteria and manage logistics. Changes in the health care marketplace now demand a learner-centric model-one that embraces needs assessments, identification of practice gaps relative to competency, development of learning objectives, contemporary adult learning theory, novel delivery systems, and measurable outcomes. This article provides a case study of one medical specialty society's efforts to respond to this demand.

  2. Three-dimensional nasal changes following maxillary advancement in cleft patients.

    PubMed

    Stewart, A; McCance, A M; James, D R; Moss, J P

    1996-06-01

    Three-dimensional laser surface scanning of the face was performed before and after Le Fort I maxillary advancement in 24 patients with replaced clefts of the lip and palate. The surgery resulted in advancement of the upper lip and para-alar tissues and an increase in the relative prominence of the nose within the face. These changes were produced at the expense of an increase in nasal width and a reduction in nasal tip protrusion. The changes in nasal morphology showed significant variation among patients.

  3. An Organizational Learning Framework for Patient Safety.

    PubMed

    Edwards, Marc T

    Despite concerted effort to improve quality and safety, high reliability remains a distant goal. Although this likely reflects the challenge of organizational change, persistent controversy over basic issues suggests that weaknesses in conceptual models may contribute. The essence of operational improvement is organizational learning. This article presents a framework for identifying leverage points for improvement based on organizational learning theory and applies it to an analysis of current practice and controversy. Organizations learn from others, from defects, from measurement, and from mindfulness. These learning modes correspond with contemporary themes of collaboration, no blame for human error, accountability for performance, and managing the unexpected. The collaborative model has dominated improvement efforts. Greater attention to the underdeveloped modes of organizational learning may foster more rapid progress in patient safety by increasing organizational capabilities, strengthening a culture of safety, and fixing more of the process problems that contribute to patient harm.

  4. Insecure Commitment and Resistance: An Examination of Change Leadership, Self-Efficacy, and Trust on the Relationship between Job Insecurity, Employee Commitment, and Resistance to Organizational Change

    ERIC Educational Resources Information Center

    Smith, Robert Elijah

    2013-01-01

    This study was designed to examine the mediation role of self-efficacy and the moderating roles of change leadership strategy and trust on the change attitudes of job insecure employees. Using job insecurity theory (Greenhalgh, 1983), Chin & Benne's (1961) seminal classification of change leadership strategies and the tripartite model of…

  5. Driving Change in Community Colleges. Volume 1: Building Systems for Advancement to Self-Sufficiency; Volume 2: An Analysis of Change in Two Community Colleges.

    ERIC Educational Resources Information Center

    Liebowitz, Marty; Haynes, Leslie; Milley, Jane

    This report contains two volumes: "Building Systems for Advancement to Self-Sufficiency," and "An Analysis of Change in Two Community Colleges." Volume 1 addresses the following topics: (1) the need and opportunity for change; (2) from promising practices toward systems for advancement; (3) institutional change strategies; (4) levers for…

  6. Determining critical points in organizational learning modes

    NASA Astrophysics Data System (ADS)

    Hamner, Marvine P.

    2002-07-01

    It has been postulated that organizations can be categorized into one of three perspectives that represent the mind-set of managers within organizations with respect to their organization and organizational learning. These are the normative, the developmental and the capability perspectives. Each of these reflects variations among organizational features such as the source of organizational learning, the timeframe for organizational learning and the relationship between organizational learning and organizational culture. However, much like the dynamics experienced by teams, i.e. various stages such as forming, norming, storming and performing, organizations can move through various learning stages, i.e. the three 'perspectives,' often stopping and restarting at different points in their cycles. This means that the three perspectives can be simply viewed as different modes of organizational learning. All organizations operate within one of the three perspectives all the time. And, the perspective through which the organization is best viewed at any point in time changes over time. Because organizations are complex, adaptive systems these modes can be mathematically represented using the output from a neural network model of complex, adaptive systems. This paper briefly describes the organizational science, the neural network model, and the mathematics required to determine critical points in these modes.

  7. Teamwork in the Terminal Area: Organizational Issues and Solutions

    NASA Technical Reports Server (NTRS)

    Parke, Bonny K.; Kanki, Barbara G.; Rosekind, Mark (Technical Monitor)

    1997-01-01

    Dynamic growth and technology advances in commercial aviation have turned the terminal area into a complex, multi-organization workplace which requires the smooth coordination of many operational teams. In addition to pilots, cabin crew, air traffic controllers, and dispatch (who nominally work together throughout a flight), surface operations additionally involve local, ground and ramp controllers, ramp agents, maintenance, dozens of service contractors, and any number of teams who are responsible for airport operations. Under abnormal or emergency conditions, even more teams become actively involved. In order to accommodate growth and to meet productivity and safety challenges, numerous changes are being made in surface operations. Unfortunately, it is often the case that changes in technologies, organizational roles, procedures, and training are developed and implemented in isolated and piecemeal fashion without regard to cross organizational impact. Thus, there is a need for evaluation methodologies which assure integrated system safety for all organizations. Such methodologies should aid the understanding of how organizations work together and how changes in one domain affects the next. In this study, we develop one approach toward addressing these organizational issues. Examples of surface operations in abnormal situations are examined in regard to their impact on personnel in the terminal area. Timelines are given for the responses to incidents, along with the necessary communication links, the specific roles that members of terminal teams have, and any overlapping responsibilities. Suggestions to improve cross-operational teamwork are given. Methods of graphic representation are explored, both in regards to human links and access to information. The outcome of such an approach should enhance the understanding which is critical for resolving organizational conflicts and maximizing system effectiveness.

  8. Leadership and organizational ethics: the three dimensional African perspectives.

    PubMed

    Mathooko, Jude Mutuku

    2013-01-01

    This paper addresses the past, present and future aspects of African leadership and organizational ethics that have, are and will be key for any organization to sustain its systems and structures. Organizational ethics revolves around written and/or unwritten guidelines, ethical values, principles, rules and standards, that are drawn from the harmonious coexistence with the biosphere and it is how these elements are applied that dictates the style of leadership and the ethical thinking of the leaders. Africa has a wide range of complexities which are compounded by, inter alia, tribal divisiveness, selfish leadership, wealth inequality, and massive unemployment. Africans tend to draw their leadership and ethical practices and reflections from the events in the environment with which they have interacted for many years. However, in order to fully address and understand the African perspective in leadership and organizational ethics, a broad comprehension of the African diverse and complex landscape is needed through unravelling of the three dimensional existence of the people. African ethics, developed over time, unifies organizations and leadership since it is part of life and is practised, sub-consciously or unconsciously, by the people as they transform from one practice to the other, and during intergenerational transitions. Globalization, liberalization, technological changes and advancement, and market changes are rapidly transforming the environment in which organizations operate. In such a situation, an effective and true leader cannot be rigid but should be flexible, with the ability to use different leadership styles whenever the situation calls for it. Only those leaders with a three-dimensional perspective live inspiring lives, live with a cause and adopt organizational ethics and leadership styles that will stand the test of time. Despite Africa being the cradle of humankind, leadership and organizational ethics is still in its infancy and wanting, even

  9. Leadership and organizational ethics: the three dimensional African perspectives

    PubMed Central

    2013-01-01

    This paper addresses the past, present and future aspects of African leadership and organizational ethics that have, are and will be key for any organization to sustain its systems and structures. Organizational ethics revolves around written and/or unwritten guidelines, ethical values, principles, rules and standards, that are drawn from the harmonious coexistence with the biosphere and it is how these elements are applied that dictates the style of leadership and the ethical thinking of the leaders. Africa has a wide range of complexities which are compounded by, inter alia, tribal divisiveness, selfish leadership, wealth inequality, and massive unemployment. Africans tend to draw their leadership and ethical practices and reflections from the events in the environment with which they have interacted for many years. However, in order to fully address and understand the African perspective in leadership and organizational ethics, a broad comprehension of the African diverse and complex landscape is needed through unravelling of the three dimensional existence of the people. African ethics, developed over time, unifies organizations and leadership since it is part of life and is practised, sub-consciously or unconsciously, by the people as they transform from one practice to the other, and during intergenerational transitions. Globalization, liberalization, technological changes and advancement, and market changes are rapidly transforming the environment in which organizations operate. In such a situation, an effective and true leader cannot be rigid but should be flexible, with the ability to use different leadership styles whenever the situation calls for it. Only those leaders with a three-dimensional perspective live inspiring lives, live with a cause and adopt organizational ethics and leadership styles that will stand the test of time. Despite Africa being the cradle of humankind, leadership and organizational ethics is still in its infancy and wanting, even

  10. Competencies in Organizational E-Learning: Concepts and Tools

    ERIC Educational Resources Information Center

    Sicilia, Miguel-Angel, Ed.

    2007-01-01

    "Competencies in Organizational E-Learning: Concepts and Tools" provides a comprehensive view of the way competencies can be used to drive organizational e-learning, including the main conceptual elements, competency gap analysis, advanced related computing topics, the application of semantic Web technologies, and the integration of competencies…

  11. 26 CFR 1.709-1T - Treatment of organizational expenses and syndication costs (temporary).

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... the partnership. A change in the characterization of an item as an organizational expense is a change... additional $10,000 of organizational expenses and must change its method under § 1.446-1(e) and the... using an impermissible method of accounting for the organizational expenses and must change its...

  12. Predicting Organizational Commitment from Organizational Culture in Turkish Primary Schools

    ERIC Educational Resources Information Center

    Ipek, Cemalettin

    2010-01-01

    This study aims to describe organizational culture and commitment and to predict organizational commitment from organizational culture in Turkish primary schools. Organizational Culture Scale (Ipek "1999") and Organizational Commitment Scale (Balay "2000") were used in the data gathering process. The data were collected from…

  13. Investigation of the Relationship between Organizational Trust and Organizational Commitment

    ERIC Educational Resources Information Center

    Bastug, Gülsüm; Pala, Adem; Kumartasli, Mehmet; Günel, Ilker; Duyan, Mehdi

    2016-01-01

    Organizational trust and organizational commitment are considered as the most important entraining factors for organizational success. The most important factor in the formation of organizational commitment is trust that employees have in their organizations. In this study, the relationship between organizational trust and organizational…

  14. Advanced technology needs for a global change science program: Perspective of the Langley Research Center

    NASA Technical Reports Server (NTRS)

    Rowell, Lawrence F.; Swissler, Thomas J.

    1991-01-01

    The focus of the NASA program in remote sensing is primarily the Earth system science and the monitoring of the Earth global changes. One of NASA's roles is the identification and development of advanced sensing techniques, operational spacecraft, and the many supporting technologies necessary to meet the stringent science requirements. Langley Research Center has identified the elements of its current and proposed advanced technology development program that are relevant to global change science according to three categories: sensors, spacecraft, and information system technologies. These technology proposals are presented as one-page synopses covering scope, objective, approach, readiness timeline, deliverables, and estimated funding. In addition, the global change science requirements and their measurement histories are briefly discussed.

  15. Conversations with commanders: a tool for organizational learning.

    PubMed

    Engells, Thomas E; Adcox, William H

    2010-01-01

    In this article the authors report on how police-developed management concepts--Compstat and Intelligence-Led Policing--were successfully applied and used to advance organizational learning in a public safety function of an academic medical center.

  16. Organizational changes at Earthquakes & Volcanoes

    USGS Publications Warehouse

    Gordon, David W.

    1992-01-01

    Primary responsibility for the preparation of Earthquakes & Volcanoes within the Geological Survey has shifted from the Office of Scientific Publications to the Office of Earthquakes, Volcanoes, and Engineering (OEVE). As a consequence of this reorganization, Henry Spall has stepepd down as Science Editor for Earthquakes & Volcanoes(E&V).

  17. Institutionalization of Planned Organizational Change,

    DTIC Science & Technology

    1978-09-01

    issue of group forces as they bear on institutionalization. The level of interaction among members of the target group seems to determine whether the...group will play a major role in the institutionalization process. The more meetings among target group members, the greater is the number of...interactions and the greater the identity within the target group (Walton, 1975; Goodman, 1979). Identification serves as one force to maintain the new

  18. One year postoperative hard and soft tissue volumetric changes after a BSSO mandibular advancement.

    PubMed

    Maal, T J J; de Koning, M J J; Plooij, J M; Verhamme, L M; Rangel, F A; Bergé, S J; Borstlap, W A

    2012-09-01

    In this study, cone beam computed tomography (CBCT) and three dimensional (3D) stereophotogrammetry are used to compare the 3D skeletal and soft tissue changes caused by a bilateral sagittal split osteotomy (BSSO) 1 year after a mandibular advancement. Eighteen consecutive patients with a hypoplastic mandible were treated with a BSSO according to the Hunsuck modification. Preoperatively and 1 year postoperatively, a CBCT scan was acquired and a 3D photograph. The pre- and postoperative CBCT scans were matched using voxel based registration. After registration, the mandible could be segmented in the pre- and postoperative scans. The preoperative scan was subtracted from the postoperative scan, resulting in the hard tissue difference. To investigate the soft tissue changes, the pre- and postoperative 3D photographs were registered using surface based registration. After registration the preoperative surface could be subtracted from the postoperative surface, resulting in the overall volumetric difference. As expected, a correlation between mandibular advancent and volumetric changes of the hard tissues was found. The correlation between advancement and soft tissues was weak. The labial mental fold stretched after surgery. This study proved that using 3D imaging techniques it is possible to document volumetric surgical changes accurately and objectively.

  19. Professional Capacity and Organizational Change as Measures of Educational Effectiveness: Assessing the Impact of Postgraduate Education in Development Policy and Management

    ERIC Educational Resources Information Center

    Johnson, Hazel; Thomas, Alan

    2004-01-01

    We tend to measure educational performance by students' attainment in coursework or examinations. In the case of professional education, the impact of the educational programme on the students' own capacities to enhance their work practices, and the wider organizational effects of the students' education and training, are also key 'products' of…

  20. 26 CFR 1.248-1T - Election to amortize organizational expenditures (temporary).

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... irrevocable and applies to all organizational expenditures of the corporation. A change in the characterization of an item as an organizational expenditure is a change in method of accounting to which sections... as a change in method of accounting if the corporation amortized organizational expenditures for...

  1. Challenges and Opportunities for Advancing Work on Climate Change and Public Health.

    PubMed

    Gould, Solange; Rudolph, Linda

    2015-12-09

    Climate change poses a major threat to public health. Strategies that address climate change have considerable potential to benefit health and decrease health inequities, yet public health engagement at the intersection of public health, equity, and climate change has been limited. This research seeks to understand the barriers to and opportunities for advancing work at this nexus. We conducted semi-structured in-depth interviews (N = 113) with public health and climate change professionals and thematic analysis. Barriers to public health engagement in addressing climate change include individual perceptions that climate change is not urgent or solvable and insufficient understanding of climate change's health impacts and programmatic connections. Institutional barriers include a lack of public health capacity, authority, and leadership; a narrow framework for public health practice that limits work on the root causes of climate change and health; and compartmentalization within and across sectors. Opportunities include integrating climate change into current public health practice; providing inter-sectoral support for climate solutions with health co-benefits; and using a health frame to engage and mobilize communities. Efforts to increase public health sector engagement should focus on education and communications, building leadership and funding, and increasing work on the shared root causes of climate change and health inequities.

  2. A Changing Landscape of Advanced Prostate Cancer: Understanding Mechanisms of Resistance to Potent Hormonal Therapies

    DTIC Science & Technology

    2015-10-01

    and CpG DNA methylation integrative analyses point to key drivers of NEPC including loss of RB1 and TP53 and primarily epigenetic changes...sequencing (WES) and other molecular analyses of tumor and germline DNA from patients with advanced disease and to follow patients prospectively to...protein expression alterations involving DNA mismatch repair genes consistent with prior studies. The significant overlap between CRPC-Adeno and CRPC

  3. Applications of Advanced Technology for Monitoring Forest Carbon to Support Climate Change Mitigation

    NASA Astrophysics Data System (ADS)

    Birdsey, R.; Hurtt, G. C.; Dubayah, R.; Hagen, S. C.; Vargas, R.; Nehrkorn, T.; Domke, G. M.; Houghton, R. A.

    2015-12-01

    Measurement, Reporting, and Verification (MRV) is a broad concept guiding the application of monitoring technology to the needs of countries or entities for reporting and verifying reductions in greenhouse gas emissions or increases in greenhouse gas sinks. Credibility, cost-effectiveness, and compatibility are important features of global MRV efforts that can support implementation of climate change mitigation programs such as Reducing Emissions from Deforestation and Forest Degradation and Sustainable Forest Management (REDD+). Applications of MRV technology may be tailored to individual country circumstances following guidance provided by the Intergovernmental Panel on Climate Change; hence, there is no single approach that is uniquely viable but rather a range of ways to integrate new MRV methods. MRV technology is advancing rapidly with new remote sensing and advanced measurement of atmospheric CO2, and in situ terrestrial and ocean measurements, coupled with improvements in data analysis, modeling, and assessing uncertainty. Here we briefly summarize some of the most application-ready MRV technologies being developed under NASA's Carbon Monitoring System (CMS) program, and illustrate how these technologies may be applied for monitoring forests using several case studies that span a range of scales, country circumstances, and stakeholder reporting requirements. We also include remarks about the potential role of advanced monitoring technology in the context of the global climate accord that is expected to result from the 21st session of the Conference of the Parties to the United Nations Framework Convention on Climate Change, which is expected to take place in December 2015, in Paris, France.

  4. Identifying Organizational Identification.

    ERIC Educational Resources Information Center

    Mael, Fred A.; Tetrick, Lois E.

    1992-01-01

    A study of attitudes toward the job of 263 daytime-employed college students demonstrates that identification with a psychological group or organization (IDPG) is conceptually and empirically distinct from organizational commitment. IDPG also has less overlap than commitment with job satisfaction, organizational satisfaction, and job involvement.…

  5. Organizational Learning? Look Again

    ERIC Educational Resources Information Center

    Belle, Stuart

    2016-01-01

    Purpose: Despite the growth in research on conditions for successful learning by organizations and the introduction of expanding practices and approaches, a progressive and shared understanding of the link between organizational learning and governance is currently missing. This paper aims to take a closer look at organizational learning from a…

  6. Changes in posterior airway space and mandibular plane hyoid distance following mandibular advancement DO

    PubMed Central

    Kumari, Pushpa; Roy, S. K.; Roy, Indranil Dev; Rajput, A. K.; Prasanna Kumar, M. P.; Datana, Sanjeev; Rahman, Serat

    2016-01-01

    Aim: To study the changes in posterior airway space (PAS) and mandibular plane hyoid (MPH) distance following mandibular advancement using distraction osteogenesis (DO). Subjects and Methods: A prospective study was conducted at a tertiary care dental center from May 2009 to May 2014. Twenty-five consecutively operated patients of mandibular hypoplasia who underwent mandibular advancement using distraction with at least 12 months follow-up were included in the study. The study group comprised 15 males and 10 females with an age range of 15–30 years (mean 22 years). Presurgical and postsurgical cephalometric changes were compared to determine the changes in PAS and MPH distance. Results: The mean distraction achieved was 14.50 mm. The mean preoperative MPH was 18.88 mm and mean postoperative MPH was 13.16 mm with a resultant reduction by 32%. Mean preoperative PAS was 6.48 mm and mean postoperative PAS was 11.08 mm. Mean increase in PAS was 75%. Mean preoperative and postoperative SNB values were 75.4° and 79.52°, respectively. The results were statistically analyzed using paired “Student's t-test.” Conclusion: From this study, it is concluded that statistically significant changes were achieved in MPH and SNB. Although change in PAS was statistically insignificant, it may have clinical applications, especially in the field of Phase II surgical management of obstructive sleep apnea. PMID:28299255

  7. Challenges and Opportunities for Advancing Work on Climate Change and Public Health

    PubMed Central

    Gould, Solange; Rudolph, Linda

    2015-01-01

    Climate change poses a major threat to public health. Strategies that address climate change have considerable potential to benefit health and decrease health inequities, yet public health engagement at the intersection of public health, equity, and climate change has been limited. This research seeks to understand the barriers to and opportunities for advancing work at this nexus. We conducted semi-structured in-depth interviews (N = 113) with public health and climate change professionals and thematic analysis. Barriers to public health engagement in addressing climate change include individual perceptions that climate change is not urgent or solvable and insufficient understanding of climate change’s health impacts and programmatic connections. Institutional barriers include a lack of public health capacity, authority, and leadership; a narrow framework for public health practice that limits work on the root causes of climate change and health; and compartmentalization within and across sectors. Opportunities include integrating climate change into current public health practice; providing inter-sectoral support for climate solutions with health co-benefits; and using a health frame to engage and mobilize communities. Efforts to increase public health sector engagement should focus on education and communications, building leadership and funding, and increasing work on the shared root causes of climate change and health inequities. PMID:26690194

  8. The Organizational Learning Cycle. How We Can Learn Collectively.

    ERIC Educational Resources Information Center

    Dixon, Nancy

    This book, which is designed for individuals interested in changing and developing their organizations, examines the organizational learning cycle and ways of learning collectively. Among the topics discussed in the book's nine chapters are the following: (1) changing nature of work and organizational learning; (2) theoretical framework of…

  9. From Crisis to Success: Three Case Studies in Organizational Learning

    ERIC Educational Resources Information Center

    Mitki, Yoram; Herstein, Ram

    2011-01-01

    Purpose: Radical changes and increasing competition in the global economy and markets lead enterprises to change their business policy and activities. This process demands the creation of effective organizational learning mechanisms. This paper seeks to illustrate how three service organizations designed and utilized organizational learning…

  10. Large-Scale Advanced Prop-Fan (LAP) pitch change actuator and control design report

    NASA Technical Reports Server (NTRS)

    Schwartz, R. A.; Carvalho, P.; Cutler, M. J.

    1986-01-01

    In recent years, considerable attention has been directed toward improving aircraft fuel consumption. Studies have shown that the high inherent efficiency previously demonstrated by low speed turboprop propulsion systems may now be extended to today's higher speed aircraft if advanced high-speed propeller blades having thin airfoils and aerodynamic sweep are utilized. Hamilton Standard has designed a 9-foot diameter single-rotation Large-Scale Advanced Prop-Fan (LAP) which will be tested on a static test stand, in a high speed wind tunnel and on a research aircraft. The major objective of this testing is to establish the structural integrity of large-scale Prop-Fans of advanced construction in addition to the evaluation of aerodynamic performance and aeroacoustic design. This report describes the operation, design features and actual hardware of the (LAP) Prop-Fan pitch control system. The pitch control system which controls blade angle and propeller speed consists of two separate assemblies. The first is the control unit which provides the hydraulic supply, speed governing and feather function for the system. The second unit is the hydro-mechanical pitch change actuator which directly changes blade angle (pitch) as scheduled by the control.

  11. Organizational climate and culture.

    PubMed

    Schneider, Benjamin; Ehrhart, Mark G; Macey, William H

    2013-01-01

    Organizational climate and organizational culture theory and research are reviewed. The article is first framed with definitions of the constructs, and preliminary thoughts on their interrelationships are noted. Organizational climate is briefly defined as the meanings people attach to interrelated bundles of experiences they have at work. Organizational culture is briefly defined as the basic assumptions about the world and the values that guide life in organizations. A brief history of climate research is presented, followed by the major accomplishments in research on the topic with regard to levels issues, the foci of climate research, and studies of climate strength. A brief overview of the more recent study of organizational culture is then introduced, followed by samples of important thinking and research on the roles of leadership and national culture in understanding organizational culture and performance and culture as a moderator variable in research in organizational behavior. The final section of the article proposes an integration of climate and culture thinking and research and concludes with practical implications for the management of effective contemporary organizations. Throughout, recommendations are made for additional thinking and research.

  12. Phenotypic plasticity and adaptive evolution contribute to advancing flowering phenology in response to climate change

    PubMed Central

    Anderson, Jill T.; Inouye, David W.; McKinney, Amy M.; Colautti, Robert I.; Mitchell-Olds, Tom

    2012-01-01

    Anthropogenic climate change has already altered the timing of major life-history transitions, such as the initiation of reproduction. Both phenotypic plasticity and adaptive evolution can underlie rapid phenological shifts in response to climate change, but their relative contributions are poorly understood. Here, we combine a continuous 38 year field survey with quantitative genetic field experiments to assess adaptation in the context of climate change. We focused on Boechera stricta (Brassicaeae), a mustard native to the US Rocky Mountains. Flowering phenology advanced significantly from 1973 to 2011, and was strongly associated with warmer temperatures and earlier snowmelt dates. Strong directional selection favoured earlier flowering in contemporary environments (2010–2011). Climate change could drive this directional selection, and promote even earlier flowering as temperatures continue to increase. Our quantitative genetic analyses predict a response to selection of 0.2 to 0.5 days acceleration in flowering per generation, which could account for more than 20 per cent of the phenological change observed in the long-term dataset. However, the strength of directional selection and the predicted evolutionary response are likely much greater now than even 30 years ago because of rapidly changing climatic conditions. We predict that adaptation will likely be necessary for long-term in situ persistence in the context of climate change. PMID:22787021

  13. Phenotypic plasticity and adaptive evolution contribute to advancing flowering phenology in response to climate change.

    PubMed

    Anderson, Jill T; Inouye, David W; McKinney, Amy M; Colautti, Robert I; Mitchell-Olds, Tom

    2012-09-22

    Anthropogenic climate change has already altered the timing of major life-history transitions, such as the initiation of reproduction. Both phenotypic plasticity and adaptive evolution can underlie rapid phenological shifts in response to climate change, but their relative contributions are poorly understood. Here, we combine a continuous 38 year field survey with quantitative genetic field experiments to assess adaptation in the context of climate change. We focused on Boechera stricta (Brassicaeae), a mustard native to the US Rocky Mountains. Flowering phenology advanced significantly from 1973 to 2011, and was strongly associated with warmer temperatures and earlier snowmelt dates. Strong directional selection favoured earlier flowering in contemporary environments (2010-2011). Climate change could drive this directional selection, and promote even earlier flowering as temperatures continue to increase. Our quantitative genetic analyses predict a response to selection of 0.2 to 0.5 days acceleration in flowering per generation, which could account for more than 20 per cent of the phenological change observed in the long-term dataset. However, the strength of directional selection and the predicted evolutionary response are likely much greater now than even 30 years ago because of rapidly changing climatic conditions. We predict that adaptation will likely be necessary for long-term in situ persistence in the context of climate change.

  14. Institutional transformation: An analysis of change initiatives at NSF ADVANCE institutions

    NASA Astrophysics Data System (ADS)

    Plummer, Ellen W.

    The purpose of this study was to examine how institutional culture promoted or impeded the implementation of round one and two NSF ADVANCE initiatives designed to improve academic climates for women in science and engineering. This study was conducted in two phases. In phase one, 35 participants from 18 institutions were interviewed to answer three research questions. Participants identified a policy, process, or program designed to improve academic cultures for women in science and engineering fields. Participants also identified strategies that promoted the implementation of these efforts, and discussed factors that impeded these efforts. In phase two, site visits were conducted at two institutions to answer a fourth research question. How did institutional culture shape the design and implementation of faculty search processes? Policies, processes, and programs were implemented by participants at the institutional, departmental, and individual levels and included family friendly and dual career policies at the institutional level, improved departmental faculty search and climate improvement processes, and mentoring programs and training for department heads at the individual level. Communication and leadership strategies were key to the successful implementation of policies, processes, and programs designed to achieve institutional transformation. Communication strategies involved shaping change messages to reach varied audiences often with the argument that change efforts would improve the climate for everyone not just women faculty members. Administrative and faculty leaders from multiple levels proved important to change efforts. Institutional Transformation Institutional culture shaped initiatives to improve faculty search processes. Faculty leaders in both settings used data to persuade faculty members of the need for change. At one site, data that included national availability information was critical to advancing the change agenda. At the other site

  15. Guidance for Incorporating Organizational Factors Into Nuclear Power Plant Risk Assessments - Phase 1 Workshop

    SciTech Connect

    J. Julius; A. Mosleh; M. Golay; V. Guthrie; J. Wreathall; A. Spurgin; B. Hannaman; D. Ziebell

    2002-12-31

    EPRI sponsored this study in order to help determine the influence of organizational factors on plant safety, risk, and economics. PRA tools provide excellent models for answering the question, ''How does change in an organizational factor impact the risk value?''

  16. Long-term clinical results and MRI changes after tendon ball arthroplasty for advanced Kienbock's disease.

    PubMed

    Mariconda, M; Soscia, E; Sirignano, C; Smeraglia, F; Soldati, A; Balato, G

    2013-06-01

    The purpose of this study was to assess the long-term clinical results and morphological changes after tendon ball arthroplasty for advanced Kienböck's disease. Twenty-six patients were reviewed, with a mean follow-up interval of 125 months (range 50-226). At follow-up, mean score on the Disabilities of the Arm, Shoulder, and Hand questionnaire was 7.7 and mean visual analogue scale score for pain was 1. Mean carpal height ratio was significantly reduced with respect to the pre-operative value. On magnetic resonance imaging scans, cartilage damage, synovitis, and erosive or oedematous changes in the bones were detected in most patients. Calcification in the defect filled by the tendon ball was seen in all patients. Narrowing of the radioscaphoid joint and the presence of intercarpal synovitis were negatively associated with clinical outcome. Tendon ball arthroplasty in advanced Kienböck's disease results in long-term satisfactory clinical outcomes, despite widespread changes in the bones and joints within the wrist.

  17. Changing the academic culture: Valuing patents and commercialization toward tenure and career advancement

    PubMed Central

    Sanberg, Paul R.; Gharib, Morteza; Harker, Patrick T.; Kaler, Eric W.; Marchase, Richard B.; Sands, Timothy D.; Arshadi, Nasser; Sarkar, Sudeep

    2014-01-01

    There is national and international recognition of the importance of innovation, technology transfer, and entrepreneurship for sustained economic revival. With the decline of industrial research laboratories in the United States, research universities are being asked to play a central role in our knowledge-centered economy by the technology transfer of their discoveries, innovations, and inventions. In response to this challenge, innovation ecologies at and around universities are starting to change. However, the change has been slow and limited. The authors believe this can be attributed partially to a lack of change in incentives for the central stakeholder, the faculty member. The authors have taken the position that universities should expand their criteria to treat patents, licensing, and commercialization activity by faculty as an important consideration for merit, tenure, and career advancement, along with publishing, teaching, and service. This position is placed in a historical context with a look at the history of tenure in the United States, patents, and licensing at universities, the current status of university tenure and career advancement processes, and models for the future. PMID:24778248

  18. Changing the academic culture: valuing patents and commercialization toward tenure and career advancement.

    PubMed

    Sanberg, Paul R; Gharib, Morteza; Harker, Patrick T; Kaler, Eric W; Marchase, Richard B; Sands, Timothy D; Arshadi, Nasser; Sarkar, Sudeep

    2014-05-06

    There is national and international recognition of the importance of innovation, technology transfer, and entrepreneurship for sustained economic revival. With the decline of industrial research laboratories in the United States, research universities are being asked to play a central role in our knowledge-centered economy by the technology transfer of their discoveries, innovations, and inventions. In response to this challenge, innovation ecologies at and around universities are starting to change. However, the change has been slow and limited. The authors believe this can be attributed partially to a lack of change in incentives for the central stakeholder, the faculty member. The authors have taken the position that universities should expand their criteria to treat patents, licensing, and commercialization activity by faculty as an important consideration for merit, tenure, and career advancement, along with publishing, teaching, and service. This position is placed in a historical context with a look at the history of tenure in the United States, patents, and licensing at universities, the current status of university tenure and career advancement processes, and models for the future.

  19. Effective organizational control: implications for academic medicine.

    PubMed

    Wilkes, Michael S; Srinivasan, Malathi; Flamholtz, Eric

    2005-11-01

    This article provides a framework for understanding the nature, role, functioning, design, and effects of organizational oversight systems. Using a case study with elements recognizable to an academic audience, the authors explore how a dean of a fictitious School of Medicine might use organizational control structures to develop effective solutions to global disarray within the academic medical center. Organizational control systems are intended to help influence the behavior of people as members of a formal organization. They are necessary to motivate people toward organizational goals, to coordinate diverse efforts, and to provide feedback about problems. The authors present a model of control to make this process more visible within organizations. They explore the overlap among academic medical centers and large businesses-for instance, each is a billion-dollar enterprise with complex internal and external demands and multiple audiences. The authors identify and describe how to use the key components of an organization's control system: environment, culture, structure, and core control system. Elements of the core control system are identified, described, and explored. These closely articulating elements include planning, operations, measurement, evaluation, and feedback systems. Use of control portfolios is explored to achieve goal-outcome congruence. Additionally, the authors describe how the components of the control system can be used synergistically by academic leadership to create organizational change, congruent with larger organizational goals. The enterprise of medicine is quickly learning from the enterprise of business. Achieving goal-action congruence will better position academic medicine to meet its multiple missions.

  20. Appreciative Inquiry as an Organizational Development Tool.

    ERIC Educational Resources Information Center

    Martinetz, Charles F.

    2002-01-01

    Defines appreciative inquiry as a change model that uses traditional organizational development processes (team building, strategic planning, business process redesign, management audits) in a new way, both as a philosophy and as a process. Emphasizes collaboration, participation of all voices, and changing the organization rather than the people.…

  1. Intervening for Transformation: An Organizational Learning Perspective.

    ERIC Educational Resources Information Center

    Jeris, Laurel S.

    This paper reviewed change strategies based on concepts of organizational learning adopted by four higher education institutions. The study sought to examine the complexities and challenges of applying change management principles and processes derived from corporate management cultures to the administration and governance of higher education. A…

  2. Building an ethical organizational culture.

    PubMed

    Nelson, William A; Taylor, Emily; Walsh, Thom

    2014-01-01

    The success of a health care institution-as defined by delivering high-quality, high-value care, positive patient outcomes, and financial solvency-is inextricably tied to the culture within that organization. The ability to achieve and sustain alignment between its mission, values, and everyday practices defines a positive organizational culture. An institution that has a diminished organizational culture, reflected in the failure to consistently align management and clinical decisions and practices with its mission and values, will struggle. The presence of misalignment or of ethics gaps affects the quality of care being delivered, the morale of the staff, and the organization's image in the community. Transforming an organizational culture will provide a foundation for success and a framework for daily ethics-grounded operations in any organization. However, building an ethics-grounded organization is a challenging process requiring strong organization leadership and planning. Using a case study, the authors provide a multiyear, continuous step-by-step strategy consisting of identifying ethics culture gaps, establishing an ethics taskforce, clarifying and prioritizing the problems, developing strategy for change, implementing the strategy, and evaluating outcomes. This process will assist organizations in aligning its actions with its mission and values, to find success on all fronts.

  3. The impact of training interventions on organizational readiness to support innovations in juvenile justice offices.

    PubMed

    Taxman, Faye S; Henderson, Craig; Young, Doug; Farrell, Jill

    2014-03-01

    Clinical trials on technology transfer models are rare, even with the interest in advancing the uptake of evidence-based practices in social service agencies. This article presents the results from a trial examining different transfer strategies to assist juvenile justice caseworkers in using screening, assessment, and case planning practices to address mental health and substance use needs. Study findings examine factors that promote organizational readiness. A clinical trial was conducted examining the impact of three post-training strategies: an external coach to build the social network of the justice office (build social climate), an external coach to educate staff (build skills and knowledge), and a control condition consisting of traditional management directives (directives to staff of agency priorities). All groups were exposed to a 1 day refresher course in motivational interviewing. The social network and skill building groups also attended an intensive 3-day training followed by three on-site booster sessions over a 12 month period of time. Twelve juvenile justice offices (with their 231 juvenile justice staff) were assigned to one of three conditions. The study examined the impact of different transfer conditions on organizational readiness to implement the innovation of screening, assessment, and referral strategies. External coaching targeting the social climate of the justice office to support innovations improved organizational readiness to change, regardless of office size. Coaching that targeted either the social climate or staff knowledge and skills both improved organizational readiness for change compared to management directives, but social climate coaching resulted in greater improvements in receptivity to change. No individual level features of case workers (e.g., age, gender, years of experience) significantly predicted organizational readiness to change. Unexpectedly, the skill and knowledge building approach did not perform any better

  4. Organizational Development and Evaluation.

    ERIC Educational Resources Information Center

    Patton, Michael Quinn

    1999-01-01

    Explores some opportunities open to evaluators as practitioners of organizational development and the advantages and competencies evaluators can bring to such initiatives. Presents eight examples of such opportunities. (SLD)

  5. Organizational uncertainty and stress among teachers in Hong Kong: work characteristics and organizational justice.

    PubMed

    Hassard, Juliet; Teoh, Kevin; Cox, Tom

    2016-03-30

    A growing literature now exists examining the relationship between organizational justice and employees' experience of stress. Despite the growth in this field of enquiry, there remain continued gaps in knowledge. In particular, the contribution of perceptions of justice to employees' stress within an organizational context of uncertainty and change, and in relation to the new and emerging concept of procedural-voice justice. The aim of the current study was to examine the main, interaction and additive effects of work characteristics and organizational justice perceptions to employees' experience of stress (as measured by their feelings of helplessness and perceived coping) during an acknowledged period of organizational uncertainty. Questionnaires were distributed among teachers in seven public primary schools in Hong Kong that were under threat of closure (n= 212). Work characteristics were measured using the demand-control-support model. Hierarchical regression analyses observed perceptions of job demands and procedural-voice justice to predict both teachers' feelings of helplessness and perceived coping ability. Furthermore, teacher's perceived coping was predicted by job control and a significant interaction between procedural-voice justice and distributive justice. The addition of organizational justice variables did account for unique variance, but only in relation to the measure of perceived coping. The study concludes that in addition to 'traditional' work characteristics, health promotion strategies should also address perceptions of organizational justice during times of organizational uncertainty; and, in particular, the value and importance of enhancing employee's perceived 'voice' in influencing and shaping justice-related decisions.

  6. Temporomandibular Joint Condylar Changes Following Maxillomandibular Advancement and Articular Disc Repositioning

    PubMed Central

    Goncalves, Joao Roberto; Wolford, Larry Miller; Cassano, Daniel Serra; da Porciuncula, Guilherme; Paniagua, Beatriz; Cevidanes, Lucia Helena

    2014-01-01

    Purpose To evaluate condylar changes 1 year after bimaxillary surgical advancement with or without articular disc repositioning using longitudinal quantitative measurements in 3-dimensional (3D) temporomandibular joint (TMJ) models. Methods Twenty-seven patients treated with maxillomandibular advancement (MMA) underwent cone-beam computed tomography before surgery immediately after surgery and at 1-year follow-up. All patients underwent magnetic resonance imaging before surgery to assess disc displacements. Ten patients without disc displacement received MMA only. Seventeen patients with articular disc displacement received MMA with simultaneous TMJ disc repositioning (MMA-Drep). Pre- and postsurgical 3D models were superimposed using a voxel-based registration on the cranial base. Results The location, direction, and magnitude of condylar changes were displayed and quantified by graphic semitransparent overlays and 3D color-coded surface distance maps. Rotational condylar displacements were similar in the 2 groups. Immediately after surgery, condylar translational displacements of at least 1.5 mm occurred in a posterior, superior, or mediolateral direction in patients treated with MMA, whereas patients treated with MMA-Drep presented more marked anterior, inferior, and mediolateral condylar displacements. One year after surgery, more than half the patients in the 2 groups presented condylar resorptive changes of at least 1.5 mm. Patients treated with MMA-Drep presented condylar bone apposition of at least 1.5 mm at the superior surface in 26.4%, the anterior surface in 23.4%, the posterior surface in 29.4%, the medial surface in 5.9%, or the lateral surface in 38.2%, whereas bone apposition was not observed in patients treated with MMA. Conclusions One year after surgery, condylar resorptive changes greater than 1.5 mm were observed in the 2 groups. Articular disc repositioning facilitated bone apposition in localized condylar regions in patients treated with MMA

  7. Relationship of decrease in fecundity with advancing age to structural changes in mouse endometrium

    PubMed Central

    SHIMIZU, KIYOSHI; YAMADA, JINZO

    2000-01-01

    The aim of this study was to determine whether a relationship exists between decrease in fecundity and structural changes in the antimesometrial endometrium of the mouse. Fecundity was calculated as the number of animals showing a placental sign/number of copulated animals ×100 (%). Structural changes in the endometrium were examined by electron microscopy. A negative correlation between age and fecundity was found. Fecundity was 50% at 7 mo of age. At this age, amorphous material appeared in the region between the basement membrane deep to the luminal epithelium and the subepithelial cells. This material was sometimes attached to the basement membrane. It increased in amount with advancing age, as fecundity decreased. The structure of the uterine luminal epithelial cells did not alter with age. The results indicated that decrease in fecundity with advancing age is correlated with the appearance of amorphous material beneath the basal lamina of the endometrial epithelium. It is suggested that this could impair communication between the luminal epithelium and the endometrial stroma, which plays an important role in implantation. PMID:10697293

  8. 10 CFR 300.4 - Selecting organizational boundaries.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 10 Energy 3 2014-01-01 2014-01-01 false Selecting organizational boundaries. 300.4 Section 300.4 Energy DEPARTMENT OF ENERGY CLIMATE CHANGE VOLUNTARY GREENHOUSE GAS REPORTING PROGRAM: GENERAL GUIDELINES § 300.4 Selecting organizational boundaries. (a) Each reporting entity must disclose in its...

  9. 10 CFR 300.4 - Selecting organizational boundaries.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 10 Energy 3 2013-01-01 2013-01-01 false Selecting organizational boundaries. 300.4 Section 300.4 Energy DEPARTMENT OF ENERGY CLIMATE CHANGE VOLUNTARY GREENHOUSE GAS REPORTING PROGRAM: GENERAL GUIDELINES § 300.4 Selecting organizational boundaries. (a) Each reporting entity must disclose in its...

  10. 10 CFR 300.4 - Selecting organizational boundaries.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 10 Energy 3 2011-01-01 2011-01-01 false Selecting organizational boundaries. 300.4 Section 300.4 Energy DEPARTMENT OF ENERGY CLIMATE CHANGE VOLUNTARY GREENHOUSE GAS REPORTING PROGRAM: GENERAL GUIDELINES § 300.4 Selecting organizational boundaries. (a) Each reporting entity must disclose in its...

  11. 10 CFR 300.4 - Selecting organizational boundaries.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 10 Energy 3 2012-01-01 2012-01-01 false Selecting organizational boundaries. 300.4 Section 300.4 Energy DEPARTMENT OF ENERGY CLIMATE CHANGE VOLUNTARY GREENHOUSE GAS REPORTING PROGRAM: GENERAL GUIDELINES § 300.4 Selecting organizational boundaries. (a) Each reporting entity must disclose in its...

  12. 10 CFR 300.4 - Selecting organizational boundaries.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 10 Energy 3 2010-01-01 2010-01-01 false Selecting organizational boundaries. 300.4 Section 300.4 Energy DEPARTMENT OF ENERGY CLIMATE CHANGE VOLUNTARY GREENHOUSE GAS REPORTING PROGRAM: GENERAL GUIDELINES § 300.4 Selecting organizational boundaries. (a) Each reporting entity must disclose in its...

  13. Project Management Framework to Organizational Transitions

    NASA Technical Reports Server (NTRS)

    Kotnour, Tim; Barton, Saul

    1996-01-01

    This paper describes a project management framework and associated models for organizational transitions. The framework contains an integrated set of steps an organization can take to lead an organizational transition such as downsizing and change in mission or role. The framework is designed to help an organization do the right work the right way with the right people at the right time. The underlying rationale for the steps in the framework is based on a set of findings which include: defining a transition as containing both near-term and long-term actions, designing actions which respond to drivers and achieve desired results, aligning the organization with the external environment, and aligning the internal components of the organization. The framework was developed based on best practices found in the literature, lessons learned from heads of organizations who have completed large-scale organizational changes, and concerns from employees at the Kennedy Space Center (KSC). The framework is described using KSC.

  14. Organizational commitment of military physicians.

    PubMed

    Demir, Cesim; Sahin, Bayram; Teke, Kadir; Ucar, Muharrem; Kursun, Olcay

    2009-09-01

    An individual's loyalty or bond to his or her employing organization, referred to as organizational commitment, influences various organizational outcomes such as employee motivation, job satisfaction, performance, accomplishment of organizational goals, employee turnover, and absenteeism. Therefore, as in other sectors, employee commitment is crucial also in the healthcare market. This study investigates the effects of organizational factors and personal characteristics on organizational commitment of military physicians using structural equation modeling (SEM) on a self-report, cross-sectional survey that consisted of 635 physicians working in the 2 biggest military hospitals in Turkey. The results of this study indicate that professional commitment and organizational incentives contribute positively to organizational commitment, whereas conflict with organizational goals makes a significantly negative contribution to it. These results might help develop strategies to increase employee commitment, especially in healthcare organizations, because job-related factors have been found to possess greater impact on organizational commitment than personal characteristics.

  15. Advancing the long view of ecological change in tundra systems. Introduction.

    PubMed

    Post, Eric; Høye, Toke T

    2013-08-19

    Despite uncertainties related to sustained funding, ideological rivalries and the turnover of research personnel, long-term studies and studies espousing a long-term perspective in ecology have a history of contributing landmark insights into fundamental topics, such as population- and community dynamics, species interactions and ecosystem function. They also have the potential to reveal surprises related to unforeseen events and non-stationary dynamics that unfold over the course of ongoing observation and experimentation. The unprecedented rate and magnitude of current and expected abiotic changes in tundra environments calls for a synthetic overview of the scope of ecological responses these changes have elicited. In this special issue, we present a series of contributions that advance the long view of ecological change in tundra systems, either through sustained long-term research, or through retrospective or prospective modelling. Beyond highlighting the value of long-term research in tundra systems, the insights derived herein should also find application to the study of ecological responses to environmental change in other biomes as well.

  16. Research Models of the Future for Industrial and Organizational Psychology.

    ERIC Educational Resources Information Center

    Barrett, Gerald V.

    This paper presents three different aspects of research in industrial and organizational psychology. First, characteristics of major advances in science, and in the social and behavioral sciences are given, including: (1) team research is more common for major advances; and (2) young men under 35 are responsible for many major contributions.…

  17. Greens, suits, and bureaucrats: A sociological study of dynamic organizational relationships in energy efficient appliance policy

    NASA Astrophysics Data System (ADS)

    Shwom-Evelich, Rachael Leah

    In this dissertation I develop an approach to understanding dynamic organizational relations and the processes of environmental degradation and reform. To do this, I draw on environmental and organizational sociology to inform an empirical study of interorganizational relationships in defining and promoting energy efficient appliances in the United States (US). The dissertation follows a three paper approach which involves (a) an overall introduction to the substantive issue of appliance energy efficiency in the US; (b) producing three separate and stand alone articles of publishable quality to be submitted to professional journals; and (c) an overall conclusion. The three articles are as follows: (1) a synthetic literature review identifying five lessons that organizational sociology and environmental sociology can learn from each other to advance our sociological understanding of organizations, energy issues, and climate change (2) a qualitative case study of the changing relationships between business, government and environmental and energy advocacy organizations around mandatory appliance efficiency standards supporting the development of a context-dependent theory of ecological modernization and treadmill of production theories in environmental sociology and (3) a network analysis of public government, business and energy efficiency advocate's interorganizational relationships and its influence on subsequent organizational behaviors in the appliance energy efficiency field. The second and third articles are based on extensive archival research on organizational negotiations of public record over defining energy efficient appliances in both regulatory and voluntary settings. Finally I will provide an overall conclusion that brings together the most significant findings of each individual article in anticipation of a synthetic approach to the study of organizations in environmental reform.

  18. Climate change is advancing spring onset across the U.S. national park system

    USGS Publications Warehouse

    Monahan, William B.; Rosemartin, Alyssa; Gerst, Katharine L.; Fisichelli, Nicholas A.; Ault, Toby R.; Schwartz, Mark D.; Gross, John E.; Weltzin, Jake F.

    2016-01-01

    Many U.S. national parks are already at the extreme warm end of their historical temperature distributions. With rapidly warming conditions, park resource management will be enhanced by information on seasonality of climate that supports adjustments in the timing of activities such as treating invasive species, operating visitor facilities, and scheduling climate-related events (e.g., flower festivals and fall leaf-viewing). Seasonal changes in vegetation, such as pollen, seed, and fruit production, are important drivers of ecological processes in parks, and phenology has thus been identified as a key indicator for park monitoring. Phenology is also one of the most proximate biological responses to climate change. Here, we use estimates of start of spring based on climatically modeled dates of first leaf and first bloom derived from indicator plant species to evaluate the recent timing of spring onset (past 10–30 yr) in each U.S. natural resource park relative to its historical range of variability across the past 112 yr (1901–2012). Of the 276 high latitude to subtropical parks examined, spring is advancing in approximately three-quarters of parks (76%), and 53% of parks are experiencing “extreme” early springs that exceed 95% of historical conditions. Our results demonstrate how changes in climate seasonality are important for understanding ecological responses to climate change, and further how spatial variability in effects of climate change necessitates different approaches to management. We discuss how our results inform climate change adaptation challenges and opportunities facing parks, with implications for other protected areas, by exploring consequences for resource management and planning.

  19. Improving Organizational Productivity in NASA. Volume 2

    NASA Technical Reports Server (NTRS)

    1986-01-01

    Recognizing that NASA has traditionally been in the forefront of technological change, the NASA Administrator challenged the Agency in 1982 to also become a leader in developing and applying advanced technology and management practices to increase productivity. One of the activities undertaken by the Agency to support this ambitious productivity goal was participation in a 2-year experimental action research project devoted to learning more about improving and assessing the performance of professional organizations. Participating with a dozen private sector organizations, NASA explored the usefulness of a productivity improvement process that addressed all aspects of organizational performance. This experience has given NASA valuable insight into the enhancement of professional productivity. More importantly, it has provided the Agency with a specific management approach that managers and supervisors can effectively use to emphasize and implement continuous improvement. This report documents the experiences of the five different NASA installations participating in the project, describes the improvement process that was applied and refined, and offers recommendations for expanded application of that process. Of particular interest is the conclusion that measuring white collar productivity may be possible, and at a minimum, the measurement process itself is beneficial to management. Volume I of the report provides a project overview, significant findings, and recommendations. Volume II presents individual case studies of the NASA pilot projects that were part of the action research effort.

  20. Upward appraisal as a means for improving supervisory performance and promoting process improvement, with long-term implications for organizational change

    NASA Technical Reports Server (NTRS)

    Siegfeldt, Denise V.

    1994-01-01

    This study represents the implementation phase of an organizational development project which was initiated last year in the Management Support Division (MSD) at Langley Research Center to diagnose organizational functioning. As a result of MSD survey data from last year's effort, a Quality Action Team was created to address the responses compiled from the MSD Organizational Assessment Questionnaire and Follow-Up Questionnaire. The team was officially named the MSD Employee Relations Improvement Team (MERIT). MERIT's goal was to analyze major concerns generated by the questionnaires and to present feasible solutions to management which would improve supervisory performance, promote process improvement; and ultimately, lead to a better organization. The team met weekly and was very disciplined in following guidelines needed to ensure a fully functioning team. Several TQM tools were used during the team process, including brainstorming and the cause and effect diagram. One of the products produced by MERIT was a 'report card', more formally known as an upward appraisal system, to evaluate supervisory performance in the division office, its three branches, and in teams. Major areas of emphasis on the 47 item report card were those identified by employees through the previously administered questionnaires as needing to be improved; specifically, training, recognition, teamwork, supervision and leadership, and communication. MERIT created an enlarged and modified version of the report card which enabled scores for each individual supervisor to be recorded on a separate form, along with summary results and employee comments. Report card results have been compiled and fed back to the Division Chief and Assistant Division Chief. These individuals will in turn, feed the results back to the remaining supervisors and the team leaders. Although results differ among supervisors, some similarities exist. Communication generally appears to be adequate, which represents an

  1. Organizational Considerations for Advanced Manufacturing Technology

    ERIC Educational Resources Information Center

    DeRuntz, Bruce D.; Turner, Roger M.

    2003-01-01

    In the last several decades, the United States has experienced a decline in productivity, while the world has seen a maturation of the global marketplace. Nations have moved manufacturing strategy and process technology issues to the top of management priority lists. The issues surrounding manufacturing technologies and their implementations have…

  2. Climate change-driven treeline advances in the Urals alter soil microbial communities

    NASA Astrophysics Data System (ADS)

    Djukic, Ika; Moiseev, Pavel; Hagedorn, Frank

    2016-04-01

    Climatic warming may affect microbial communities and their functions either directly through increased temperatures or indirectly by changes in vegetation. Treelines are temperature-limited vegetation boundaries from tundra to forests. In unmanaged regions of the Ural mountains, there is evidence that the forest-tundra ecotone has shifted upward in response to climate warming during the 20th century. Little is known about the effects of the treeline advances on the microbial structure and function and hence they feedbacks on the belowground carbon and nitrogen cycling In our study, we aimed to estimate how ongoing upward shifts of the treeline ecotone might affect soil biodiversity and its function and hence soil carbon (C) and nitrogen (N) dynamics in the Southern and Polar Ural mountains. Along altitudinal gradients reaching from the tundra to forests, we determined the soil microbial community composition (using Phospholipid Fatty Acids method) and quantified the activity of several extracellular enzymes involved in the C and nutrient cycling. In addition, we measured C pools in biomass and soils and quantified C and N mineralization. The results for the top soils, both in South Urals and in the Polar Ural, indicate a close link between climate change driven vegetation changes and soil microbial communities. The observed changes in microbial structure are induced through the resulting more favorable conditions than due to a shift in litter quality. The activities of chitinase were significantly higher under trees than under herbaceous plants, while activities of cellulase and protease declined with altitude from the tundra to the closed forest. In contrast to enzymatic activities, soil carbon stocks did not change significantly with altitude very likely as a result of a balancing out of increased C inputs from vegetation by an enhanced C output through mineralization with forest expansion. The accelerated organic matter turnover in the forest than in the tundra

  3. Organizational Resilience and Culture a Model for Information Technology Service Management (ITSM)

    ERIC Educational Resources Information Center

    Granito, Francis A.

    2011-01-01

    Organizational change and organizational culture have been studied and written about by many authors, most notably by Edgar Schein (1990, 1992), and are named as critical components of organizational maturity through such industry standards as The Capability Maturity Model Integration (CMMI), Control Objectives for Information and Related…

  4. Adaptability of Organizational Innovations as a Function of Eco-System Management.

    ERIC Educational Resources Information Center

    Kurpius, DeWayne J.

    Research in organizational development and ecological psychology has demonstrated the importance of viewing organizations from a systems perspective. Organizational innovations are planned, designed, and implemented in increasingly complex and dynamic ecosystems. This paper presents a model of organizational change which was developed using a…

  5. Effects of Management Communication, Opportunity for Learning, and Work Schedule Flexibility on Organizational Commitment

    ERIC Educational Resources Information Center

    Ng, Thomas W. H.; Butts, Marcus M.; Vandenberg, Robert J.; DeJoy, David M.; Wilson, Mark G.

    2006-01-01

    In the current career climate characterized by change and turbulence, employees may demonstrate limited organizational commitment to their employers. Rousseau (1998) suggests that two key ways to elicit loyalty from employees today are to reinforce perceptions of organizational membership and demonstrate organizational care and support for…

  6. The evolving role of health educators in advancing patient safety: forging partnerships and leading change.

    PubMed

    Mercurio, Annette

    2007-04-01

    At least 1.5 million preventable injuries because of adverse drug events occur in the United States each year, according to an Institute of Medicine report. IOM and other organizations at the forefront of health care improvement emphasize that stronger partnerships between patients, their families, and health care providers are necessary to make health care safer. Health educators possess a skill set and an ethical framework that effectively equip them to advance patient and family-centered care and contribute in other significant ways to a safer health care system. Health educators in clinical settings are playing varied and significant roles in advancing patient safety. They are removing barriers to clear communication and forging partnerships between patients, their families, and staff. Health educators are leading patient safety culture change within their institutions and contributing to the shift from provider-centric to patient-centric systems. To expand their impact in improving patient safety, health educators in clinical settings are participating in public awareness campaigns. In seeking to enhance patient safety, health educators face a number of challenges. To successfully manage those, health educators must expand their knowledge, broaden connections, and engage patients and families in meaningful ways.

  7. Recent Advances in Regional Climate System Modeling and ClimateChange Analyses of Extreme Heat

    SciTech Connect

    Miller, Norman L.

    2004-09-24

    During the period May 2003 to May 2004, there were two CEC/PIER funded primary research activities by the Atmosphere and Ocean Sciences Group/Earth Science Division at LBNL. These activities are the implementation and testing of the National Center for Atmospheric Research Community Land Model (CLM) into MM5, and the analysis of extreme heat days under a new set of climate simulations. The new version of MM5,MM5-CLM, has been tested for a 90 day snowmelt period in the northwestern U.S. Results show that this new code upgrade, as compared to the MM5-NOAH, has improved snowmelt, temperature, and precipitation when compared to observations. These are due in part to a subgrid scheme,advanced snow processes, and advanced vegetation. The climate change analysis is the upper and lower IPCC Special Report on Emission Scenarios, representing fossil fuel intensive and energy conserving future emission scenarios, and medium and low sensitivity Global Climate Models. Results indicate that California cities will see increases in the number of heat wave and temperature threshold days from two to six times.These results may be viewed as potential outcomes based on today's decisions on emissions.

  8. Three-dimensional position changes of the midface following Le Fort III advancement in syndromic craniosynostosis.

    PubMed

    Bouw, Frederik P; Nout, Erik; van Bezooijen, Jine S; Koudstaal, Maarten J; Veenland, Jifke F; Wolvius, Eppo B

    2015-07-01

    Little is known about the positional change of the Le Fort III segment following advancement. To study this, pre- and postoperative computed tomography scans of 18 craniosynosthosis patients were analyzed. The Le Fort III segment movement was measured by creating a reference coordinate system and by superpositioning the postoperative over the preoperative scan. On both the pre- and postoperative scans, four anatomical landmarks were marked: the most anterior point of the left and right foramen infraorbitale, the nasion, and the anterior nasal spine. A significant anterior movement of the four reference points was observed. No significant transversal differences were found. A significant difference between the anterior movement of the nasion and anterior nasal spine was found. In vertical dimension, there was a significant cranial movement of nasion in the study group. In addition, from all patients standardized lateral X-rays were viewed to determine the location and direction of force application that were linked to the outcomes of the three-dimensional movement of the nasion and anterior nasal spine (ANS) and the surgical technique. Conclusively, a significant advancement of the midface can be achieved with Le Fort III distraction osteogenesis in this specific patient group. Counterclockwise movement seemed to be the most dominant movement despite different modes of anchorage.

  9. Depletion-mode carrier-plasma optical modulator in zero-change advanced CMOS.

    PubMed

    Shainline, Jeffrey M; Orcutt, Jason S; Wade, Mark T; Nammari, Kareem; Moss, Benjamin; Georgas, Michael; Sun, Chen; Ram, Rajeev J; Stojanović, Vladimir; Popović, Miloš A

    2013-08-01

    We demonstrate the first (to the best of our knowledge) depletion-mode carrier-plasma optical modulator fabricated in a standard advanced complementary metal-oxide-semiconductor (CMOS) logic process (45 nm node SOI CMOS) with no process modifications. The zero-change CMOS photonics approach enables this device to be monolithically integrated into state-of-the-art microprocessors and advanced electronics. Because these processes support lateral p-n junctions but not efficient ridge waveguides, we accommodate these constraints with a new type of resonant modulator. It is based on a hybrid microring/disk cavity formed entirely in the sub-90 nm thick monocrystalline silicon transistor body layer. Electrical contact of both polarities is made along the inner radius of the multimode ring cavity via an array of silicon spokes. The spokes connect to p and n regions formed using transistor well implants, which form radially extending lateral junctions that provide index modulation. We show 5 Gbps data modulation at 1265 nm wavelength with 5.2 dB extinction ratio and an estimated 40 fJ/bit energy consumption. Broad thermal tuning is demonstrated across 3.2 THz (18 nm) with an efficiency of 291 GHz/mW. A single postprocessing step to remove the silicon handle wafer was necessary to support low-loss optical confinement in the device layer. This modulator is an important step toward monolithically integrated CMOS photonic interconnects.

  10. Changes at work and employee reactions: organizational elements, job insecurity, and short-term stress as predictors for employee health and safety.

    PubMed

    Størseth, Fred

    2006-12-01

    The objective was to identify focus areas for possible reduction of job insecurity and its outcomes. A model was specified and tested as a prediction model for health and safety. First, a parsimonious model was specified. The model consisted of perceived job insecurity (as a stressor), organizational factors (information quality, leadership style, work task administration), and short-term stress reactions (job dissatisfaction, reduced work motivation). Second, the model was tested as a prediction model in three separate path analyses, in order to examine the model's contribution in explaining (1) physical health complaints, (2) mental health complaints, and (3) risk taking behavior. A quota sample of Norwegian employees (N= 1,002) was obtained by means of a self-completion questionnaire survey. The results of the structural equation modeling (path analyses) supported the hypothesized model. Mental health complaints and employee risk taking behavior were significantly predicted (not physical health complaints).

  11. Advanced Behavioral Analyses Show that the Presence of Food Causes Subtle Changes in C. elegans Movement

    PubMed Central

    Angstman, Nicholas B.; Frank, Hans-Georg; Schmitz, Christoph

    2016-01-01

    As a widely used and studied model organism, Caenorhabditis elegans worms offer the ability to investigate implications of behavioral change. Although, investigation of C. elegans behavioral traits has been shown, analysis is often narrowed down to measurements based off a single point, and thus cannot pick up on subtle behavioral and morphological changes. In the present study videos were captured of four different C. elegans strains grown in liquid cultures and transferred to NGM-agar plates with an E. coli lawn or with no lawn. Using an advanced software, WormLab, the full skeleton and outline of worms were tracked to determine whether the presence of food affects behavioral traits. In all seven investigated parameters, statistically significant differences were found in worm behavior between those moving on NGM-agar plates with an E. coli lawn and NGM-agar plates with no lawn. Furthermore, multiple test groups showed differences in interaction between variables as the parameters that significantly correlated statistically with speed of locomotion varied. In the present study, we demonstrate the validity of a model to analyze C. elegans behavior beyond simple speed of locomotion. The need to account for a nested design while performing statistical analyses in similar studies is also demonstrated. With extended analyses, C. elegans behavioral change can be investigated with greater sensitivity, which could have wide utility in fields such as, but not limited to, toxicology, drug discovery, and RNAi screening. PMID:27065825

  12. Soft tissue profile changes following mandibular advancement surgery: predictability and long-term outcome.

    PubMed

    Mobarak, K A; Espeland, L; Krogstad, O; Lyberg, T

    2001-04-01

    The objectives of this cephalometric study were to assess long-term changes in the soft tissue profile following mandibular advancement surgery and to investigate the relationship between soft tissue and hard tissue movements. The sample consisted of 61 patients treated consecutively for mandibular retrognathism with orthodontic therapy combined with bilateral sagittal split osteotomy and rigid fixation. Lateral cephalograms were taken on 6 occasions: immediately before surgery, immediately after surgery, 2 and 6 months after surgery, and 1 and 3 years after surgery. Postsurgical changes in the upper and the lower lips and the mentolabial fold were more pronounced among low-angle cases compared with high-angle cases. In accordance with other studies, the soft tissue chin and the mentolabial fold were generally found to follow their underlying skeletal structures in a 1:1 ratio. Because of the strong influence skeletal relapse has on soft tissue profile changes, alternative ratios of soft tissue-to-hard tissue movement that accounted for mean relapse were also generated. It is suggested that if a more realistic long-term prediction of the postsurgical soft tissue profile is desirable, then ratios incorporating mean relapse should be used rather than estimates based on a 1:1 relationship.

  13. Advanced Energy Conversion System Using Sinusoidal Voltage Tracking Buck-Boost Converter Cascaded Polarity Changing Inverter

    NASA Astrophysics Data System (ADS)

    Ahmed, Nabil A.

    2011-06-01

    This paper presents an advanced power converter employs a sinusoidal voltage absolute value tracking buck-boost DC-DC converter in the first power processing stage and a polarity changing full-bridge inverter in the second stage. The proposed power conversion system has the capability of delivering sinusoidal output and input current with unity power factor and good output voltage regulation. Consequently, the complete voltage regulator system, which is mainly suitable for new energy generation systems as well as energy storage systems, can be constructed compactly and inexpensively without DC link electrolytic capacitor. Also, the paper presents an auxiliary passive resonant circuit for soft switching operation. Simulation results using PSIM software are presented to verify the operation principles and feasibility of the proposed power conversion system.

  14. Attribution of maize yield increase in China to climate change and technological advancement between 1980 and 2010

    NASA Astrophysics Data System (ADS)

    Guo, Jianping; Zhao, Junfang; Wu, Dingrong; Mu, Jia; Xu, Yanhong

    2014-12-01

    Crop yields are affected by climate change and technological advancement. Objectively and quantitatively evaluating the attribution of crop yield change to climate change and technological advancement will ensure sustainable development of agriculture under climate change. In this study, daily climate variables obtained from 553 meteorological stations in China for the period 1961-2010, detailed observations of maize from 653 agricultural meteorological stations for the period 1981-2010, and results using an Agro-Ecological Zones (AEZ) model, are used to explore the attribution of maize (Zea mays L.) yield change to climate change and technological advancement. In the AEZ model, the climatic potential productivity is examined through three step-by-step levels: photosynthetic potential productivity, photosynthetic thermal potential productivity, and climatic potential productivity. The relative impacts of different climate variables on climatic potential productivity of maize from 1961 to 2010 in China are then evaluated. Combined with the observations of maize, the contributions of climate change and technological advancement to maize yield from 1981 to 2010 in China are separated. The results show that, from 1961 to 2010, climate change had a significant adverse impact on the climatic potential productivity of maize in China. Decreased radiation and increased temperature were the main factors leading to the decrease of climatic potential productivity. However, changes in precipitation had only a small effect. The maize yields of the 14 main planting provinces in China increased obviously over the past 30 years, which was opposite to the decreasing trends of climatic potential productivity. This suggests that technological advancement has offset the negative effects of climate change on maize yield. Technological advancement contributed to maize yield increases by 99.6%-141.6%, while climate change contribution was from -41.4% to 0.4%. In particular, the actual

  15. Organizational Justice As a Predictor of Organizational Silence

    ERIC Educational Resources Information Center

    Tan, Çetin

    2014-01-01

    In this study, relation between teachers' perception for organizational justice and their organizational silence was examined. Sample of this study consists of 300 teachers who work at elementary schools in Siirt. Relational Scanning model was utilized in performance of this study. In this study, Organizational Justice Scale and Organizational…

  16. Organizational Citizenship and Organizational Justice in Turkish Primary Schools

    ERIC Educational Resources Information Center

    Yilmaz, Kursad; Tasdan, Murat

    2009-01-01

    Purpose: The purpose of this study is to determine primary school teachers' perceptions regarding organizational citizenship and organizational justice. The study also aims to determine whether such perceptions vary depending on the variables of gender, field of study and seniority, and whether organizational citizenship behaviors and…

  17. Does Organizational Forgetting Matter? Organizational Survival for Life Coaching Companies

    ERIC Educational Resources Information Center

    Aydin, Erhan; Gormus, Alparslan Sahin

    2015-01-01

    Purpose: The purposes of this paper are to determine the role of organizational forgetting in different type of coaching companies and to determine organizational survival based on both knowledge structure of coaching companies and organizational forgetting with core features of organizations. Design/methodology/approach: Within the context of…

  18. Organizational and Systems Theory: An Integrated Review

    DTIC Science & Technology

    1980-09-30

    Management Technical Area, Organizational Effectiveness Technology Development Work Unit of the US Army Research Institute for the Behavioral and Social... Work Program. The rapidly changing and complex environment of the modern Army makes it imperative that organization leadership, climate, and processes...function optimally. This work unit researches these areas, thus providing information to Army leadership which can be used to improve combat readiness

  19. Exploring Organizational Learning Mechanisms in Special Education

    ERIC Educational Resources Information Center

    Schechter, Chen; Feldman, Niv

    2010-01-01

    Purpose: The notion of organizational learning (OL) has reached the forefront of both school change discourse and academic inquiry. However, this notion has not yet undergone deliberate thinking and research within the special education domain. The purpose of this paper is to address this gap in the literature by empirically investigating OL…

  20. Influencing Organizational Commitment through Office Redesign

    ERIC Educational Resources Information Center

    Morrow, Paula C.; McElroy, James C.; Scheibe, Kevin P.

    2012-01-01

    Prior research on the effects of office redesign on work-related outcomes has been largely a theoretical and yielded mixed and conflicting findings. Expanding on individual reactions to office design changes as specified by social interference theory, we propose that office redesign affects organizational commitment and this relationship is…

  1. Evolutionary Dynamics of Digitized Organizational Routines

    ERIC Educational Resources Information Center

    Liu, Peng

    2013-01-01

    This dissertation explores the effects of increased digitization on the evolutionary dynamics of organizational routines. Do routines become more flexible, or more rigid, as the mix of digital technologies and human actors changes? What are the mechanisms that govern the evolution of routines? The dissertation theorizes about the effects of…

  2. Organizational Adaptation and Higher Education.

    ERIC Educational Resources Information Center

    Cameron, Kim S.

    1984-01-01

    Organizational adaptation and types of adaptation needed in academe in the future are reviewed and major conceptual approaches to organizational adaptation are presented. The probable environment that institutions will face in the future that will require adaptation is discussed. (MLW)

  3. Bound Rationality and Organizational Learning.

    DTIC Science & Technology

    1989-09-23

    8217 . 90 0 8 0.. O 4 BOUNDED RATIONALITY AND ORGANIZATIONAL LEARNING Technical Report AlP - 107 Herbert A. Simon Department of Psychology Carnegie Mellon...ACCESSION No N/A N/A N/A N/A 1 1 TITLE (include Security Classificarnon) Bounded rationality and organizational learning 12 PERSONAL AUTHOR(S) HretA io 13a...organizations organizational psychology organizational learning bounded rationality cognitive psychology 𔄃 ABSTRACT (Continue on reverse if necessary

  4. What is changing in radiotherapy for the treatment of locally advanced nonsmall cell lung cancer patients? A review.

    PubMed

    Giaj-Levra, Niccoló; Ricchetti, Francesco; Alongi, Filippo

    2016-01-01

    Radiotherapy treatment continues to have a relevant impact in the treatment of nonsmall cell cancer (NSCLC). Use of concurrent chemotherapy and radiotherapy is considered the gold standard in the treatment of locally advanced NSCLC but clinical outcomes are not satisfactory. Introduction of new radiotherapy technology and chemotherapy regimens are under investigation in this setting with the goal to improve unsatisfactory results. We report how radiotherapy is changing in the treatment of locally advanced NSCLC.

  5. Organizational Learning Theory in Schools

    ERIC Educational Resources Information Center

    Fauske, Janice R.; Raybould, Rebecca

    2005-01-01

    Purpose: The paper's purposes are to establish organizational learning theory as evolving from the theoretical and empirical study of organizations and to build grounded theory explaining organizational learning in schools. Design/methodology/approach: Implementation of instructional technology as a process of organizational learning was explored…

  6. Organizational Theory and Leadership Navigation

    ERIC Educational Resources Information Center

    Brazer, S. David; Kruse, Sharon D.; Conley, Sharon

    2014-01-01

    Teaching organizational theory in a way that bridges to leadership practice is vital to preparing deft educational leaders who understand the organizational behavior of schools and districts. Organizational theory guides understanding of the complexities of schools and districts and can be a basis for collaborative and effective decision making.…

  7. Degradation and changes in toxicity and biodegradability of tetracycline during ozone/ultraviolet-based advanced oxidation.

    PubMed

    Luu, Huyen Trang; Lee, Kisay

    2014-01-01

    Advanced oxidation processes (AOPs) composed of O3, H2O2 and ultraviolet (UV) were applied to degrade tetracycline (TC). Degradation efficiency was evaluated in terms of changes in absorbance (ABS) and total organic carbon (TOC). The change in biotoxicity was monitored with Escherichia coli and Vibrio fischeri. The improvement in biodegradability during oxidation was demonstrated through 5-day biochemical oxygen demand/chemical oxygen demand ratio and aerobic biological treatment. The combination of O3/H2O2/UV and O3/UV showed the best performance for the reductions in ABS and TOC. However, mineralization and detoxification were not perfect under the experimental conditions that were used in this study. Therefore, for the ultimate treatment of TC compounds, it is suggested that AOP treatment is followed by biological treatment, utilizing enhanced biodegradability. In this study, aerobic biological treatment by Pseudomonas putida was performed for O3/UV-treated TC. It was confirmed that O3/UV treatment improved TOC reduction and facilitated complete mineralization in biological treatment.

  8. Next Generation Climate Change Experiments Needed to Advance Knowledge and for Assessment of CMIP6

    SciTech Connect

    Katzenberger, John; Arnott, James; Wright, Alyson

    2014-10-30

    The Aspen Global Change Institute hosted a technical science workshop entitled, “Next generation climate change experiments needed to advance knowledge and for assessment of CMIP6,” on August 4-9, 2013 in Aspen, CO. Jerry Meehl (NCAR), Richard Moss (PNNL), and Karl Taylor (LLNL) served as co-chairs for the workshop which included the participation of 32 scientists representing most of the major climate modeling centers for a total of 160 participant days. In August 2013, AGCI gathered a high level meeting of representatives from major climate modeling centers around the world to assess achievements and lessons learned from the most recent generation of coordinated modeling experiments known as the Coupled Model Intercomparison Project – 5 (CMIP5) as well as to scope out the science questions and coordination structure desired for the next anticipated phase of modeling experiments called CMIP6. The workshop allowed for reflection on the coordination of the CMIP5 process as well as intercomparison of model results, such as were assessed in the most recent IPCC 5th Assessment Report, Working Group 1. For example, this slide from Masahiro Watanabe examines performance on a range of models capturing Atlantic Meridional Overturning Circulation (AMOC).

  9. Advances in sensor adaptation to changes in ambient light: a bio-inspired solution - biomed 2010.

    PubMed

    Dean, Brian; Wright, Cameron H G; Barrett, Stephen F

    2010-01-01

    Fly-inspired sensors have been shown to have many interesting qualities such as hyperacuity (or an ability to achieve movement resolution beyond the theoretical limit), extreme sensitivity to motion, and (through software simulation) image edge extraction, motion detection, and orientation and location of a line. Many of these qualities are beyond the ability of traditional computer vision sensors such as charge-coupled device (CCD) arrays. To obtain these characteristics, a prototype fly-inspired sensor has been built and tested in a laboratory environment and shows promise. Any sophisticated visual system, whether man made or natural, must adequately adapt to lighting conditions; therefore, light adaptation is a vital milestone in getting the fly eye vision sensor prototype working in real-world conditions. A design based on the common house fly, Musca domestica, was suggested in a paper presented to RMBS 2009 and showed an ability to remove 72-86% of effects due to ambient light changes. In this paper, a more advanced version of this design is discussed. This new design is able to remove 97-99% of the effects due to changes in ambient light, by more accurately approximating the light adaptation process used by the common house fly.

  10. Chromosomal copy number changes of locally advanced rectal cancers treated with preoperative chemoradiotherapy

    PubMed Central

    Grade, Marian; Gaedcke, Jochen; Wangsa, Danny; Varma, Sudhir; Beckmann, Jaje; Liersch, Torsten; Hess, Clemens; Becker, Heinz; Difilippantonio, Michael J.; Ried, Thomas; Ghadimi, B. Michael

    2009-01-01

    Introduction Standard treatment of rectal cancer patients comprises preoperative chemoradiotherapy followed by radical surgery. However, clinicians are faced with the problem that response rates vary from one individual to another. Predictive biomarkers would therefore be helpful. Materials and Methods In order to identify genomic imbalances that might assist in stratifying tumors into responsive or non-responsive, we used metaphase comparative genomic hybridization to prospectively analyze pre-therapeutic biopsies from 42 patients with locally advanced rectal cancers. These patients were subsequently treated with 5-FU based preoperative chemoradiotherapy. Results Based on downsizing of the T-category, 21 rectal cancers were later classified as responsive, while 21 were non-responsive. Comparing these two groups, we could show that gains of chromosomal regions 7q32-q36 and 7q11-q31, and amplifications of 20q11-q13 were significantly associated with responsiveness to preoperative chemoradiotherapy (P<0.05). However, the probability to detect these copy number changes by chance is high (P=0.21). Conclusion Our primary results suggest that pre-therapeutic evaluation of chromosomal copy number changes may be of value for response prediction of rectal cancers to preoperative chemoradiotherapy. This will require validation in a larger cohort of patients. PMID:19602460

  11. Internships in Organizational Communication

    ERIC Educational Resources Information Center

    Downs, Cal W.

    1975-01-01

    Considers the present status of intern programs for students of organizational communication and suggests possible future developments. (JW) Published by the Association for Communication Administration Bulletin, Staff Coordinator, ACA 5202 Leesburg Pike, Falls Church, VA 22041, $25.00 annual dues.

  12. Education and Organizational Democracy.

    ERIC Educational Resources Information Center

    Levin, Henry M.

    Because a main educational function is to prepare children for workplace roles, education's organizational forms and functions tend to correspond to those of the workplace. For instance, as the U.S. economy moved from agricultural through industrial to service bases, U.S. education moved from nonpublic schools to public schools to mass higher…

  13. ORGANIZATIONAL RISK COMMUNICATION

    EPA Science Inventory

    Ris communication tools in organizations differs in several ways from many of tools and techniques developed for public meetings. The traditional view of risk communication seeks to manage the public outrage ssociated with site-based issues. Organizational risk communication seek...

  14. Understanding Organizational Culture.

    ERIC Educational Resources Information Center

    Burkhart, Jennifer

    This guide, which is intended for workplace education providers, defines organizational culture, reviews selected techniques for reading a company's culture, and presents examples of ways in which organizations' culture can affect workplace education programs. An organization's culture is determined by: recognizing the company's philosophy…

  15. Organizational Effectiveness of Schools.

    ERIC Educational Resources Information Center

    Miskel, Cecil

    1982-01-01

    Because organizational effectiveness of schools is difficult to define, a model is needed to explain the complexities of the concept. Two models offer some promise. One is the goal model, which defines effectiveness as the degree to which organizations meet or surpass their goals (either official or operational). The other is the system resource…

  16. Organizational Learning and Unlearning

    ERIC Educational Resources Information Center

    Starbuck, William H.

    2017-01-01

    Purpose: This paper aims to summarize four decades of research into organizational adaptation, learning and unlearning. Design/methodology/approach: The most important contributions to this stream of research have been case studies of organizations struggling to survive serious crises. Findings: Very diverse kinds of organizations run into serious…

  17. Organizational Communication Abstracts--1975.

    ERIC Educational Resources Information Center

    Falcione, Raymond L.; And Others

    This document includes nearly 700 brief abstracts of works published in 1975 that are relevant to the field of organizational communication. The introduction presents a rationale for the project, a review of research methods developed by the authors for the preparation of abstracts, a statement of limitations as to the completeness of the coverage…

  18. Organizational climate in air traffic control Innovative preparedness for implementation of new technology and organizational development in a rule governed organization.

    PubMed

    Arvidsson, Marcus; Johansson, Curt R; Ek, Asa; Akselsson, Roland

    2006-03-01

    A positive and innovative organizational climate is of great importance in order to manage and adapt to change. Such a climate seldom evolves in organizations closely governed by rules and regulations. Because of ongoing organizational and technical changes within the Swedish Air Navigation Services Provider, a study concerning the organizational climate for changes and innovations was conducted to investigate the organization's capacity to cope with changes. Study locations were the two Swedish main air traffic control centers and parts of the civil aviation administration headquarters. In the study 390 subjects took part and the CCQ questionnaire was used to measure the organizational climate. The results show that the organizational climate is quite positive despite the rule-governed work. The results also show that administrative personnel assess the organizational climate as more positive than operative personnel. Comparisons between management positions did not result in any differences.

  19. Employees’ Organizational Identification and Affective Organizational Commitment: An Integrative Approach

    PubMed Central

    Stinglhamber, Florence; Marique, Géraldine; Caesens, Gaëtane; Desmette, Donatienne; Hansez, Isabelle; Hanin, Dorothée; Bertrand, Françoise

    2015-01-01

    Although several studies have empirically supported the distinction between organizational identification (OI) and affective commitment (AC), there is still disagreement regarding how they are related. Precisely, little attention has been given to the direction of causality between these two constructs and as to why they have common antecedents and outcomes. This research was designed to fill these gaps. Using a cross-lagged panel design with two measurement times, Study 1 examined the directionality of the relationship between OI and AC, and showed that OI is positively related to temporal change in AC, confirming the antecedence of OI on AC. Using a cross-sectional design, Study 2 investigated the mediating role of OI in the relationship between three work experiences (i.e., perceived organizational support, leader-member exchange, and job autonomy) and AC, and found that OI partially mediates the influence of work experiences on AC. Finally, Study 3 examined longitudinally how OI and AC combine in the prediction of actual turnover, and showed that AC totally mediates the relationship between OI and turnover. Overall, these findings suggest that favorable work experiences operate via OI to increase employees' AC that, in turn, decreases employee turnover. PMID:25875086

  20. Employees' organizational identification and affective organizational commitment: an integrative approach.

    PubMed

    Stinglhamber, Florence; Marique, Géraldine; Caesens, Gaëtane; Desmette, Donatienne; Hansez, Isabelle; Hanin, Dorothée; Bertrand, Françoise

    2015-01-01

    Although several studies have empirically supported the distinction between organizational identification (OI) and affective commitment (AC), there is still disagreement regarding how they are related. Precisely, little attention has been given to the direction of causality between these two constructs and as to why they have common antecedents and outcomes. This research was designed to fill these gaps. Using a cross-lagged panel design with two measurement times, Study 1 examined the directionality of the relationship between OI and AC, and showed that OI is positively related to temporal change in AC, confirming the antecedence of OI on AC. Using a cross-sectional design, Study 2 investigated the mediating role of OI in the relationship between three work experiences (i.e., perceived organizational support, leader-member exchange, and job autonomy) and AC, and found that OI partially mediates the influence of work experiences on AC. Finally, Study 3 examined longitudinally how OI and AC combine in the prediction of actual turnover, and showed that AC totally mediates the relationship between OI and turnover. Overall, these findings suggest that favorable work experiences operate via OI to increase employees' AC that, in turn, decreases employee turnover.

  1. Challenges and Opportunities for Hydrology Education in a Changing World - The Modular Curriculum for Hydrologic Advancement

    NASA Astrophysics Data System (ADS)

    McGlynn, Brian; Wagener, Thorsten; Marshall, Lucy; McGuire, Kevin; Meixner, Thomas; Weiler, Markus; Gooseff, Michael; Kelleher, Christa; Gregg, Susan

    2010-05-01

    ‘It takes a village to raise a child', but who does it take to educate a hydrologist who can solve today's and tomorrow's problems? Hydrology is inherently an interdisciplinary science, and therefore requires interdisciplinary training. We believe that the demands on current and future hydrologists will continue to increase, while training at undergraduate and graduate levels has not kept pace. How do we, as university faculty, educate hydrologists capable of solving complex problems in an interdisciplinary environment considering that current educators have often been taught in narrow traditional disciplines? We suggest a unified community effort to change the way that hydrologists are educated. The complexity of the task is ever increasing. Analysis techniques and tools required for solving emerging problems have to evolve away from focusing mainly on the analysis of past behavior because baselines are shifting as the world changes. The difficulties of providing an appropriate education are also increasing, especially given the growing demands on faculty time. To support hydrology educators and improve hydrology education, we have started a faculty community of educators (REACH) and implemented the Modular Curriculum for Hydrologic Advancement (MOCHA, http://www.mocha.psu.edu/). The goal of this effort is to support hydrology faculty as they educate hydrologists that can solve interdisciplinary problems that go far beyond the traditional disciplinary biased hydrology education most of us have experienced as students. Our current objective is to create an evolving core curriculum for university hydrology education, based on modern pedagogical standards, freely available to and developed and reviewed by the worldwide hydrologic community. We seek to establish an online faculty learning community for hydrology education and capacity building. In this presentation we discuss the results of a recent survey on current hydrology education (to compare with the state of

  2. Changing the medical world order with technological advances: the future has only begun.

    PubMed

    Merrell, Ronald C

    2004-01-01

    It is a great honor to contribute in a small way to this book which in a way celebrates the continued evolution of telemedicine in Kosova. I was privileged to visit this brave land on several occasions in the last years. Severe circumstances were repeatedly resolved through great personal and professional sacrifice. Revolutionary solutions have been applied where evolutionary development was simply too slow in the realization of a new land in a complex world. In some ways telemedicine is emblematic of such struggle and success. We aspire to world health when world peace is elusive and hunger haunts us in the midst of plenty. Telecommunications have made it easy to report the failings of medicine, the injustice of health care and the unmet promise of political endeavor. It is the promise of telemedicine to use those same channels of information to empower, unify and advance the cause of health rather than only report the failings. Telemedicine entails the use of telecommunications and information technology to support the delivery of health care at a distance. There are critics who believe telemedicine is a waste of precious resources, which are needed urgently for higher health priorities. Telemedicine is dismissed as an expensive irrelevance, another distraction from the real needs of medicine in a chaotic world. That is patently ridiculous. Telemedicine is a part of the wider phenomenon of information and information is arguably the strongest change agent in play for medicine and other societal elements as well. A well-informed public armed with the tools for self-determination and the evidence for efficient action cannot be corrupted. Telemedicine is a part of the great change information brings to the world order, a drastic change toward a better world of health and justice.

  3. Understanding Advance Care Planning as a Process of Health Behavior Change

    PubMed Central

    Fried, Terri R.; Bullock, Karen; Iannone, Lynne; O'Leary, John R.

    2009-01-01

    Objectives To explore whether models of health behavior change can help to inform interventions for ACP. Design Qualitative cross-sectional study. Setting Community Participants Sixty-three community dwelling persons age ≥ 65 years and 30 caregivers with experience as surrogate decision-makers. Measurements In focus groups conducted separately with older persons and with caregivers, participants were asked to discuss ways they had planned for future declines in health and why they had or had not engaged in such planning. Transcripts were analyzed using grounded theory. Results Four themes illustrated the potential of applying models of health behavior change to improve ACP. 1) Participants demonstrated variable readiness to engage in ACP and could be in different stages of readiness for different components of ACP, including consideration of treatment goals, completion of advance directives, and communication with families and physicians. 2) Participants identified a wide range of benefits of and barriers to ACP. 3) Participants used a variety of processes of change to progress through stages of readiness, and ACP was only one of a broader set of behaviors that participants engaged in to prepare for declines in their health or for death. 4) Experience with healthcare decision-making for loved ones was a strong influence on perceptions of susceptibility and engagement in ACP. Discussion The variability in participants' readiness, barriers and benefits, perceptions of susceptibility, and use of processes to increase readiness_for participating in each component of ACP suggests the utility of tailored, stage-specific interventions based on individualized assessments to improve ACP. PMID:19682120

  4. The Impact of Organizational Learning on Innovativeness in Spanish Companies

    NASA Astrophysics Data System (ADS)

    de Pablo González Del Campo, Jesús David Sánchez; Škerlavaj, Miha

    Innovativeness is a key factor regarding the survival and progress of a company in modern business environments. The question is how to facilitate innovativeness in organizations. This article studies the impact of the organizational learning process on innovativeness. We understand innovativeness as a combination of (1) innovative culture and (2) technological and process innovation. Organizational learning is a consecutive process of (1) information acquisition, (2) information distribution, (3) information interpretation, and (4) behavioral and cognitive changes. New knowledge obtained through organizational learning improves innovativeness. As a methodological framework, we use the partial least square (PLS) approach to structural equation modeling on data from 107 Spanish companies. The results show that organizational learning has a strong positive direct impact on process, product, and service innovations. In addition, the impact of organizational learning on innovation is also indirect, via innovative culture.

  5. Shear wave elastography imaging for assessing the chronic pathologic changes in advanced diabetic kidney disease

    PubMed Central

    Hassan, Kamal; Loberant, Norman; Abbas, Nur; Fadi, Hassan; Shadia, Hassan; Khazim, Khaled

    2016-01-01

    Objective The assessment of the grade of renal fibrosis in diabetic kidney disease (DKD) requires renal biopsy, which may be associated with certain risks. To assess the severity of chronic pathologic changes in DKD, we performed a quantitative analysis of renal parenchymal stiffness in advanced DKD, using shear wave elastography (SWE) imaging. Patients and methods Twenty-nine diabetic patients with chronic kidney disease (CKD) grades 3–4 due to DKD, and 23 healthy subjects were enrolled. Combined conventional ultrasound and SWE imaging were performed on all participants. The length, width, and cortical thickness and stiffness were recorded for each kidney. Results Cortical thickness was lower in patients with DKD than in healthy subjects (13.8±2.2 vs 14.8±1.6 mm; P=0.002) and in DKD patients with CKD grade 4 than in those with grade 3 (13.0±3.5 vs 14.7±2.1 mm; P<0.001). Cortical stiffness was greater in patients with DKD than in healthy subjects (23.72±14.33 vs 9.02±2.42 kPa; P<0.001), in DKD patients with CKD grade 4 than in those with grade 3 (30.4±16.2 vs 14.6±8.1 kPa; P<0.001), and in DKD patients with CKD grade 3b, than in those with CKD grade 3a (15.7±6.7 vs 11.0±4.2 kPa; P=0.03). Daily proteinuria was higher in DKD patients with CKD grade 4 than in those with grade 3 (5.52±0.96 vs 1.13±0.72; P=0.001), and in DKD patients with CKD grade 3b, than in those with CKD grade 3a (1.59±0.59 vs 0.77±0.48; P<0.001). Cortical stiffness was inversely correlated with the estimated glomerular filtration rate (r=−0.65, P<0.001) and with cortical thickness (r=−0.43, P<0.001) in patients with DKD. Conclusions In patients with advanced DKD, SWE imaging may be utilized as a simple and practical method for quantitative evaluation of the chronic morphological changes and for the differentiation between CKD grades. PMID:27853373

  6. The ebb and flow model: a philosophy of organizational learning in the academic health center.

    PubMed

    Dimario, Francis J

    2012-02-01

    Academic health centers (AHCs) have traditionally been a vibrant locale for cutting-edge medical research, androgogic education and innovative clinical care for the most vexing diseases. While these pursuits have coexisted and flourished, the realities of the health-care business environment have demanded reformatting and emulation of a corporate organizational model. This evolution has impacted the core identities of the AHC and challenged individual medical-educators, clinician-scientists and basic science investigators to persist and succeed in this milieu. The AHC has a unique capacity to muster the innate learning drive of these individuals into an organizational mission as it balances the pressures exerted from both the internal and external environments. The AHC as an organization can be viewed as an experimental condition with modifiable variables to which its professionals can react, adapt to, and transform. Organizational learning and change implementation is in essence an experiment in human behavior modification. While all individuals are subject to change, merely assembling them in a single locale determines neither a predictable homogeneous outcome nor the success of their endeavor. This article highlights some of these propositions and offers a philosophical approach to advance the AHC as an organization through the creativity and innovation of its professional ranks.

  7. A Study of Organizational ’Framework’ and ’Process’ Modalities for the Implementation of Business-Level Strategies.

    DTIC Science & Technology

    1986-09-01

    maintaining organizational stability (Meyer, 1982b) and in contributing to organizational change (Mackenzie, 1986; Quinn and Cameron, 1981). .. Organizational...have suggested that organizations can be understood as a gestalt of structure, process, and strategy variables (Chandler, 1962; Miller, 1980; Quinn ...by a long period of adjustment in interpretive processes. A smaller, incremental change in strategy ( Quinn , 1977), especially one that is abstract

  8. Advanced High School Biology in an Era of Rapid Change: A Summary of the Biology Panel Report from the NRC Committee on Programs for Advanced Study of Mathematics and Science in American High Schools

    ERIC Educational Resources Information Center

    Wood, William B.

    2002-01-01

    A recently released National Research Council (NRC) report, "Learning and Understanding: Improving Advanced Study of Mathematics and Science in U.S. High Schools", evaluated and recommended changes in the Advanced Placement (AP), International Baccalaureate (IB), and other advanced secondary school science programs. As part of this study,…

  9. When goals diverge: Staff consensus and the organizational climate.

    PubMed

    Melnick, Gerald; Ulaszek, Wendy R; Lin, Hsiu-Ju; Wexler, Harry K

    2009-08-01

    A sample of correctional officers and prison substance abuse treatment staff collected by the National Criminal Justice Treatment Practices Survey is used to provide an exploratory study of an aspect of organizational culture consisting of consensus (agreement) among prison personnel regarding their beliefs about rehabilitation in the presence of conflicting organizational goals and aspects of the organizational climate important to change. Findings show that among those staff members responding to the survey, the belief in rehabilitation scale mean score was associated with higher levels of organizational commitment, and interdepartmental coordination. However, an hierarchical linear modeling (HLM) analysis that used an index score derived from the standard deviation for staff consensus regarding these same beliefs about rehabilitation produced a different pattern of results, showing that high levels of consensus were associated with job frustration, cynicism towards the ability of the institution to change, and lower levels of organizational commitment. The authors conclude that, although the sample may not express the beliefs of corrections officers or prison-based treatment staff at large, within the sample, consensus appeared to play a unique role in evaluating the effect of divergent goals on organizational climate as it relates to change, and warrants consideration when considering the effects of organizational climate.

  10. Market orientation and organizational culture in hospitals.

    PubMed

    Proenca, E J

    1996-01-01

    Hospitals have been advised to respond to environmental pressures by changing from a product to a market orientation. Such changes are difficult to accomplish because of the entrenched behaviors and attitudes of hospitals employees. This article proposes organizational cultures as the avenue to a market orientation. It describes the role of hospital culture as an antecedent to market orientation. It also suggests ways to develop and maintain a market-oriented culture in hospitals.

  11. MicroRNA changes in advanced radiotherapy techniques and its effect to secondary cancers.

    PubMed

    Sert, Fatma

    2012-09-01

    MicroRNAs (miRNAs) are a kind of RNA, produced copies of endogenous hairpin-shaped, are 21-25 nucleotide length, small, and single chain. Recent studies have revealed that hundreds of miRNAs are found in the human genome and are responsible for diverse cellular processes including the control of developmental timing, cell proliferation, apoptosis and tumorigenesis. miRNAs can activate the initiation of apoptosis, cessation of the cell cycle and aging in case of DNA damage by stimulating the tumor suppressor target gene p53 directly and indirectly. DNA damage is composed by multiple stress factors including ionizing radiation, reactive oxygen species, UV exposure and drugs like doxorubicin and camptothecin. Radiation is used widely in health, academic area, and industry for producing electricity. As a result of using radiation widely in different fields, environmental radiation exposure is increasing as well. Whereas high dose radiation exposure causes DNA damage and gives rise to ionization to molecules of living cells by accelerating malignant tumor formation. Fields receiving high dose radiation are evaluated in terms of adverse effects, therapeutic efficacy and secondary malignancies in radiotherapy applications. Dose distributions are re-created when it is required. On the other hand, fields received low dose and the doses that the patient is exposure in simulation and/or portal imaging are often overlooked. The changes in miRNA levels arising in low dose radiation field and its effect to neoplastic process in cell will be pathfinder in terms of secondary cancers or second primary cancers. It is shown that there are differences between the level changes of miRNA in low dose fields which are overlooked in daily practical applications because of not resulting with acute or chronic side effect and the level changes of miRNA in high dose fields. With the help of verifying so-called differences in low dose fields which are seen in advanced radiation techniques

  12. Studying microstructure and microstructural changes in plant tissues by advanced diffusion magnetic resonance imaging techniques.

    PubMed

    Morozov, Darya; Tal, Iris; Pisanty, Odelia; Shani, Eilon; Cohen, Yoram

    2017-04-08

    As sessile organisms, plants must respond to the environment by adjusting their growth and development. Most of the plant body is formed post-embryonically by continuous activity of apical and lateral meristems. The development of lateral adventitious roots is a complex process, and therefore the development of methods that can visualize, non-invasively, the plant microstructure and organ initiation that occur during growth and development is of paramount importance. In this study, relaxation-based and advanced diffusion magnetic resonance imaging (MRI) methods including diffusion tensor (DTI), q-space diffusion imaging (QSI), and double-pulsed-field-gradient (d-PFG) MRI, at 14.1 T, were used to characterize the hypocotyl microstructure and the microstructural changes that occurred during the development of lateral adventitious roots in tomato. Better contrast was observed in relaxation-based MRI using higher in-plane resolution but this also resulted in a significant reduction in the signal-to-noise ratio of the T2-weighted MR images. Diffusion MRI revealed that water diffusion is highly anisotropic in the vascular cylinder. QSI and d-PGSE MRI showed that in the vascular cylinder some of the cells have sizes in the range of 6-10 μm. The MR images captured cell reorganization during adventitious root formation in the periphery of the primary vascular bundles, adjacent to the xylem pole that broke through the cortex and epidermis layers. This study demonstrates that MRI and diffusion MRI methods allow the non-invasive study of microstructural features of plants, and enable microstructural changes associated with adventitious root formation to be followed.

  13. The changing hope trajectory in patients with advanced-stage cancer: a nursing perspective.

    PubMed

    Sanders, Judith Brown; Seda, Julie S; Kardinal, Carl G

    2012-06-01

    As patients with advanced-stage cancer move from the initial diagnosis through treatment, remission, recurrence, and advanced-stage disease, the hope trajectory undergoes a dynamic transformation. By identifying the hope trajectory, nurses can help patients focus on obtainable hope objects while balancing the need to present a realistic prognosis. This, in turn, may help patients find meaning and purpose in advanced-stage cancer and facilitate realistic hope when faced with a life-threatening illness.

  14. Thinking Globally, Planning Nationally and Acting Locally: Nested Organizational Fields and the Adoption of Environmental Practices

    ERIC Educational Resources Information Center

    Vasi, Ion Bogdan

    2007-01-01

    The study of the adoption of activities to protect the natural environment has tended to focus on the role of organizational fields. This article advances existing research by simultaneously examining conflicting processes that operate in nested organizational fields at local, national and supra-national levels. It examines the recent spread of an…

  15. Organizational Socialization to Innovativeness,

    DTIC Science & Technology

    1983-12-01

    Education , Fall, 1983. May, 1983. TR-i8 Barley, Stephen R. "Semiotics and the Study of Occupational and Organizational Cultures." Administrative Science...constrained and is thus -- to Innovite. Rebellion and conformity each tend toward .-’=at’.L spocs -,e, because the individual is either accepting the .’- ’ r...the spread in each age group on the basis of education (no degree, associate, Bachelors, Masters), years at LINC, years as a supervisor, gender

  16. Gender Equity in Science and Engineering: Advancing Change in Higher Education. Routledge Studies in Management, Organizations and Society

    ERIC Educational Resources Information Center

    Bilimoria, Diana; Liang, Xiangfen

    2011-01-01

    Women faculty's participation in academic science and engineering is critical for future US global competitiveness, yet their underrepresentation particularly in senior positions remains a widespread problem. To overcome persistent institutional resistance and barriers to change, the "NSF ADVANCE" institutional transformation initiative,…

  17. Organizational Data Mining

    NASA Astrophysics Data System (ADS)

    Nemati, Hamid R.; Barko, Christopher D.

    Many organizations today possess substantial quantities of business information but have very little real business knowledge. A recent survey of 450 business executives reported that managerial intuition and instinct are more prevalent than hard facts in driving organizational decisions. To reverse this trend, businesses of all sizes would be well advised to adopt Organizational Data Mining (ODM). ODM is defined as leveraging Data Mining tools and technologies to enhance the decision-making process by transforming data into valuable and actionable knowledge to gain a competitive advantage. ODM has helped many organizations optimize internal resource allocations while better understanding and responding to the needs of their customers. The fundamental aspects of ODM can be categorized into Artificial Intelligence (AI), Information Technology (IT), and Organizational Theory (OT), with OT being the key distinction between ODM and Data Mining. In this chapter, we introduce ODM, explain its unique characteristics, and report on the current status of ODM research. Next we illustrate how several leading organizations have adopted ODM and are benefiting from it. Then we examine the evolution of ODM to the present day and conclude our chapter by contemplating ODM's challenging yet opportunistic future.

  18. Organizational Learning in the Development of Doctrine in the U.S. Army, 1976-1986: A Historically-Based Study

    DTIC Science & Technology

    1994-04-01

    The purpose of this study is to examine the organizational learning dynamics of doctrinal change in the United States Army from 1976 to 1986...retrieve its organizational learning ? (7)What were the learning products of doctrinal change? Learning organizations.

  19. Observations of Dynamic Changes at an Advancing Tidewater Glacier: Hubbard Glacier, Southeast Alaska

    NASA Astrophysics Data System (ADS)

    Elliott, J.; Stearns, L. A.; Pritchard, M. E.; Bartholomaus, T.

    2015-12-01

    Hubbard Glacier, located in southeast Alaska, is the largest non-polar tidewater glacier in the world and one of a small number of glaciers that is steadily advancing. These attributes make it an intriguing target for observations of variations in ice dynamics over time. We use synthetic aperture radar data (ALOS and TerraSAR-X) and high-resolution optical imagery (WorldView and Quickbird) with a pixel tracking technique to map surface velocities from 2008 to the present, lengthening and broadening the time series of ice velocities presented in previous studies. A key result from our analysis is that Hubbard displays peak speeds of up to 12 m/day during the winter months (December - February) and minimum speeds during late summer (August - September). The times of peak and minimum speeds is quite different from those found in previous studies of Hubbard surface velocities derived from Landsat imagery, GPS, and photogrammetric methods. Those studies found peak speeds during late spring (May - June) and minimum speeds in fall (October-November), a pattern observed generally at tidewater glaciers. A second major feature we observe in our time series is the dramatic seasonal variation in surface speeds. The minimum speeds we find along the terminal lobe of the glacier are much lower than those found in previous studies, with values decreasing to near zero. Such a dramatic slow down of a tidewater glacier has not been widely observed. This result, along with the recent pattern of seasonal velocity peaks and minimas, suggests that Hubbard has undergone a change in ice dynamics.

  20. Error analysis using organizational simulation.

    PubMed Central

    Fridsma, D. B.

    2000-01-01

    Organizational simulations have been used by project organizations in civil and aerospace industries to identify work processes and organizational structures that are likely to fail under certain conditions. Using a simulation system based on Galbraith's information-processing theory and Simon's notion of bounded-rationality, we retrospectively modeled a chemotherapy administration error that occurred in a hospital setting. Our simulation suggested that when there is a high rate of unexpected events, the oncology fellow was differentially backlogged with work when compared with other organizational members. Alternative scenarios suggested that providing more knowledge resources to the oncology fellow improved her performance more effectively than adding additional staff to the organization. Although it is not possible to know whether this might have prevented the error, organizational simulation may be an effective tool to prospectively evaluate organizational "weak links", and explore alternative scenarios to correct potential organizational problems before they generate errors. PMID:11079885

  1. Past Organizational Change and Managerial Evaluations of Crisis: A Case of Double-Loop Learning Effects in Non-Profit Organizations

    ERIC Educational Resources Information Center

    Mano, Rita S.

    2010-01-01

    Purpose: This paper examines the critical effect of learning from past changes on employees' evaluations regarding the extent that a crisis can be controlled and prevented. It is suggested that previous changes incorporate elements of a double-loop learning process that shape managerial perceptions of crisis controllability and crisis prevention.…

  2. Bimaxillary 'rotation advancement' procedures in patients with obstructive sleep apnea: a 3-dimensional airway analysis of morphological changes.

    PubMed

    Zinser, M J; Zachow, S; Sailer, H F

    2013-05-01

    The aim of this retrospective three dimensional (3D) computed tomographic analysis was to investigate the morphological airway changes in 17 obstructive sleep apnea (OSA) patients following bimaxillary rotation advancement procedures. Morphological changes of the nasal cavity and naso-, oro- and hypopharynx were analysed separately, as were the total airway changes using nine parameters of airway size and four of shape. The Wilcoxon test was used to compare airway changes and the intraclass correlation coefficient to qualify inter-observer reliability. Following bimaxillary advancement and anti-clockwise maxillary rotation, the total airway volume and the lateral dimension of the cross-sectional airway increased significantly. The total length of the airway became shorter (p<0.05). Remarkable changes were seen in the oropharynx: the length, volume, cross-sectional area (CSA), antero-posterior and medio-lateral distance changed (p<0.05). This combined with a significant 3D change in the shape of the airway from round to elliptical. The average cross-sectional oropharyngeal area was nearly doubled, the minimal CSA increased 40%, and the hyoid bone was located more anterior and superior. Inter-examiner reliabilities were high (0.89). 3D airway analysis aids the understanding of postoperative pathophysiological changes in OSA patients. The airway became shorter, more voluminous, medio-laterally wider, and more compact and elliptical.

  3. Interactional Psychology and Organizational Behavior.

    DTIC Science & Technology

    1982-02-01

    7 A0-A113 1132 MI1CHIGAN STATE UNIV EAST LANSING DEPT OF PSYCHOLOGY F/6 5/10 INTERACTIONAL PSYCHOLOGY AND ORGANIZATIONAL BEHA VIOR. (U) FEB 82 8...j INTERACTIONAL PSYCHOLOGY AND ORGANIZATIONAL BEHAVIOR Benjamin Schneider Research Report No. 82.1 February 1982 The writing of this paper was...supported in part by the Organizational Effectiveness Research Programs, Psychological Sciences Division, Office of Naval Research under Contract No. N00014

  4. Antecedents of the People and Organizational Aspects of Medical Informatics

    PubMed Central

    Lorenzi, Nancy M.; Riley, Robert T.; Blyth, Andrew J. C.; Southon, Gray; Dixon, Bradley J.

    1997-01-01

    Abstract People and organizational issues are critical in both implementing medical informatics systems and in dealing with the altered organizations that new systems often create. The people and organizational issues area—like medical informatics itself—is a blend of many disciplines. The academic disciplines of psychology, sociology, social psychology, social anthropology, organizational behavior and organizational development, management, and cognitive sciences are rich with research with significant potential to ease the introduction and on-going use of information technology in today's complex health systems. These academic areas contribute research data and core information for better understanding of such issues as the importance of and processes for creating future direction; managing a complex change process; effective strategies for involving individuals and groups in the informatics effort; and effectively managing the altered organization. This article reviews the behavioral and business referent disciplines that can potentially contribute to improved implementations and on-going management of change in the medical informatics arena. PMID:9067874

  5. Managing US-Mexico "border health": an organizational field approach.

    PubMed

    Collins-Dogrul, Julie

    2006-12-01

    During World War II Mexican and US health professionals and organizations constructed a transnational organizational field to manage the border's public health problems. Despite barriers to inter-organizational cooperation, including disparate administrative structures and North-South stratification, the field's transnational approach to health on the border has continued for 60 years. Using archival data to track changes in the number and types of organizations, this article argues that the field practitioners call "border health" reconfigured during the North American Free Trade Association (NAFTA) decade from an era of loosely organized professionals to a specialized bureaucracies era. This change brought new vitality to border health, with transnational ties increasing and diversifying, but has not weakened entrenched cross-border inequalities. The organizational history of the US-Mexico border health field demonstrates how macro-politics and inter-organizational stratification shape transnational public health problems.

  6. Improvements in diagnosis have changed the incidence of histological types in advanced gastric cancer.

    PubMed Central

    Ikeda, Y.; Mori, M.; Kamakura, T.; Haraguchi, Y.; Saku, M.; Sugimachi, K.

    1995-01-01

    The data on 912 patients with early cancer and 1245 with advanced cancer who were seen between 1971 and 1990 were compared. The incidence of undifferentiated-type cancer increased significantly in patients with advanced gastric cancer, but not in patients with early gastric cancer. When the histological types were compared with regard to sex, age and location in patients with early gastric cancer the undifferentiated type was found to increase only in males, while in patients with advanced gastric cancer the undifferentiated type increased in both sexes as well as in younger patients and in both the upper and middle third of the stomach. These differences in the trends between early and advanced cancers are probably due to the different degrees of diagnostic accuracy for the early detection of histological types. PMID:7640228

  7. The 'cube' meta-model for the information system of large health sector organizations--a (platform neutral) mapping tool to integrate information system development with changing business functions and organizational development.

    PubMed

    Balkányi, László

    2002-01-01

    To develop information systems (IS) in the changing environment of the health sector, a simple but throughout model, avoiding the techno-jargon of informatics, might be useful for the top management. A platform neutral, extensible, transparent conceptual model should be established. Limitations of current methods lead to a simple, but comprehensive mapping, in the form of a three-dimensional cube. The three 'orthogonal' views are (a) organization functionality, (b) organizational structures and (c) information technology. Each of the cube-sides is described according to its nature. This approach enables to define any kind of an IS component as a certain point/layer/domain of the cube and enables also the management to label all IS components independently form any supplier(s) and/or any specific platform. The model handles changes in organization structure, business functionality and the serving info-system independently form each other. Practical application extends to (a) planning complex, new ISs, (b) guiding development of multi-vendor, multi-site ISs, (c) supporting large-scale public procurement procedures and the contracting, implementation phase by establishing a platform neutral reference, (d) keeping an exhaustive inventory of an existing large-scale system, that handles non-tangible aspects of the IS.

  8. Organizational Support of Technology Integration in One School in Lebanon

    ERIC Educational Resources Information Center

    Zgheib, Rosine S.

    2013-01-01

    Technology has been at the center of heated debates in educational settings driving schools to compete for the best technological equipments. However, in Lebanon there is a lag in technology integration matching twenty first century advances. Several barriers related to teacher attitudes, lack of technical skills and organizational constraints to…

  9. Missions of Research University and Choice of Its Organizational Framework

    ERIC Educational Resources Information Center

    Xuan, Yong

    2006-01-01

    This paper delineates the distinctive facets of the research university and further explores the features of scientific research. On this basis, it is established that the mission of the research university is to achieve knowledge creation and academic advances. With a comparison of the organizational framework between the general university and…

  10. Importance of Change Appraisal for Employee Well-being during Organizational Restructuring: Findings from the Finnish Paper Industry’s Extensive Transition

    PubMed Central

    PAHKIN, Krista; NIELSEN, Karina; VÄÄNÄNEN, Ari; MATTILA-HOLAPPA, Pauliina; LEPPÄNEN, Anneli; KOSKINEN, Aki

    2014-01-01

    The global recession has forced the Finnish forest industry to carry out major restructuring activities. Employees have faced different kinds of restructuring, mainly aimed at reducing staff and production. Many studies have shown the negative consequences of restructuring on employee well-being by using negative, ill-health indicators. Our aim is to examine the extent to which change appraisal influences both the negative and positive aspects of work-related well-being among employees who continue working in the organization after the restructuring process. We also examine the role of different actors (top management, immediate supervisor, employees themselves) in how the change is appraised. The study investigated blue-collar employees working in the Finnish forest industry during a period of extensive transition (2008–2009). All six participating factories underwent restructuring between baseline and the follow-up survey (n=369). After adjustment for gender, age and baseline well-being, negative change appraisal increased the risk of experiencing more stress and less work enjoyment. Negative change appraisals thus also damaged the positive, motivational aspects of employee well-being. The results showed the importance of offering employees the opportunity to participate in the planning of changes related to their work as regards positive change appraisal. PMID:24975107

  11. The Relationship between Perceived Organizational Support and Teachers' Organizational Commitment

    ERIC Educational Resources Information Center

    Nayir, Funda

    2012-01-01

    Problem Statement: It can be said that one of the key factors ensuring teachers adaptation to developments is teachers' level of commitment to their schools. In this commitment, the teacher is expected to internalize the organizational objectives. The teacher's perception of organizational support is important for him to internalize the…

  12. The Relationship between Organizational Commitment and Organizational Climate in Manufacturing

    ERIC Educational Resources Information Center

    McMurray, Adela J.; Scott, D. R.; Pace, R. Wayne

    2004-01-01

    The purpose of this study was to explore the relationship between organizational commitment and organizational climate. Subjects were chosen from three large Australian automotive component manufacturing companies. A questionnaire was administered to 1,413 employees from forty-two countries of origin. A 97.8 percent response rate yielded 1,382…

  13. The Effects of Organizational Training on Organizational Commitment

    ERIC Educational Resources Information Center

    Bulut, Cagri; Culha, Osman

    2010-01-01

    This empirical study investigated the impact of organizational training on employee commitment focusing on employees' emotional and affective responses towards their organization. Organizational training is conceptualized within a multidimensional framework consisting of motivation for training, access to training, benefits from training and…

  14. The Importance of Organizational Learning for Organizational Sustainability

    ERIC Educational Resources Information Center

    Smith, Peter A. C.

    2012-01-01

    Purpose: This Special Issue is intended to heighten awareness of the importance of organizational learning in addressing the demands of organizational sustainability, and in particular triple bottom line (TBL) sustainability. A definition of TBL sustainability is provided, together with an exploration of the practical issues relevant to adopting…

  15. Realizing Organizational Collaboration through Semantic Mediation

    DTIC Science & Technology

    2008-05-21

    the data needed , and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this...context-sensitive capabilities based on the operational needs of the problem at hand [4]. Essential to this vision of improved organizational...foundational layer for an information- centric enterprise that satisfies new and changing business needs by enabling the dynamic sharing and

  16. Space Technology Mission Directorate Game Changing Development Program FY2015 Annual Program Review: Advanced Manufacturing Technology

    NASA Technical Reports Server (NTRS)

    Vickers, John; Fikes, John

    2015-01-01

    The Advance Manufacturing Technology (AMT) Project supports multiple activities within the Administration's National Manufacturing Initiative. A key component of the Initiative is the Advanced Manufacturing National Program Office (AMNPO), which includes participation from all federal agencies involved in U.S. manufacturing. In support of the AMNPO the AMT Project supports building and Growing the National Network for Manufacturing Innovation through a public-private partnership designed to help the industrial community accelerate manufacturing innovation. Integration with other projects/programs and partnerships: STMD (Space Technology Mission Directorate), HEOMD, other Centers; Industry, Academia; OGA's (e.g., DOD, DOE, DOC, USDA, NASA, NSF); Office of Science and Technology Policy, NIST Advanced Manufacturing Program Office; Generate insight within NASA and cross-agency for technology development priorities and investments. Technology Infusion Plan: PC; Potential customer infusion (TDM, HEOMD, SMD, OGA, Industry); Leverage; Collaborate with other Agencies, Industry and Academia; NASA roadmap. Initiatives include: Advanced Near Net Shape Technology Integrally Stiffened Cylinder Process Development (launch vehicles, sounding rockets); Materials Genome; Low Cost Upper Stage-Class Propulsion; Additive Construction with Mobile Emplacement (ACME); National Center for Advanced Manufacturing.

  17. Advanced Prop-fan Engine Technology (APET) single- and counter-rotation gearbox/pitch change mechanism

    NASA Technical Reports Server (NTRS)

    Reynolds, C. N.

    1985-01-01

    The preliminary design of advanced technology (1992) turboprop engines for single-rotation prop-fans and conceptual designs of pitch change mechanisms for single- and counter-rotation prop-fan application are discussed. The single-rotation gearbox is a split path, in-line configuration. The counter-rotation gearbox is an in-line, differential planetary design. The pitch change mechanisms for both the single- and counter-rotation arrangements are rotary/hydraulic. The advanced technology single-rotation gearbox yields a 2.4 percent improvement in aircraft fuel burn and a one percent improvement in operating cost relative to a current technology gearbox. The 1992 counter-rotation gearbox is 15 percent lighter, 15 percent more reliable, 5 percent lower in cost, and 45 percent lower in maintenance cost than the 1992 single-rotation gearbox. The pitch controls are modular, accessible, and external.

  18. A Cross-Case Study of the Impact of Organizational Change through the Diffusion of the Classrooms for the Future Initiative

    ERIC Educational Resources Information Center

    Slamecka, Brian Jeffrey

    2011-01-01

    In 2006, Governor Edward Rendell announced a three-year, $200 million Classrooms for the Future program to provide technology and technology support to schools across the Commonwealth of Pennsylvania, beginning in the 2006-2007 school year. The purpose of this research study is to examine the change process of the diffusion of technology within…

  19. Governance processes and change within organizational participants of multi-sectoral community health care alliances: the mediating role of vision, mission, strategy agreement and perceived alliance value.

    PubMed

    Hearld, Larry R; Alexander, Jeffrey A

    2014-03-01

    Multi-sectoral community health care alliances are organizations that bring together individuals and organizations from different industry sectors to work collaboratively on improving the health and health care in local communities. Long-term success and sustainability of alliances are dependent on their ability to galvanize participants to take action within their 'home' organizations and institutionalize the vision, goals, and programs within participating organizations and the broader community. The purpose of this study was to investigate two mechanisms by which alliance leadership and management processes may promote such changes within organizations participating in alliances. The findings of the study suggest that, despite modest levels of change undertaken by participating organizations, more positive perceptions of alliance leadership, decision making, and conflict management were associated with a greater likelihood of participating organizations making changes as a result of their participation in the alliance, in part by promoting greater vision, mission, and strategy agreement and higher levels of perceived value. Leadership processes had a stronger relationship with change within participating organizations than decision-making style and conflict management processes. Open-ended responses by participants indicated that participating organizations most often incorporated new measures or goals into their existing portfolio of strategic plans and activities in response to alliance participation.

  20. What to Do with the Bounty? Organizational Patterns for the Implementation of Resources Allocated by the Courage to Change (Oz Letmura) Reform

    ERIC Educational Resources Information Center

    Tamir, Emanuel; Shaked, Lea

    2016-01-01

    The research investigated the way in which school administrations implement resources provided by Israel's "Courage to Change" reform. The uniqueness of this reform stems from the fact that the allocated resources come in the form of "weekly instruction time" rather than finance, and the school management needs to decide how to…