The Influence of Direct Executive Managers on Lecturers' Perceptions on New Organizational Aims in Times of Academic Drift

ERIC Educational Resources Information Center

Griffioen, Didi M. E.; de Jong, Uulkje

2017-01-01

During educational change, managers can contribute positively to the professional's sense of coping ability. The question remains as to whether the managers of lecturers can also influence the perception of lecturers on newly formulated organizational aims. Recently, the changes in many European institutes of higher professional education (HPE)…

Is chief executive officer turnover good for the hospital?

PubMed

Khaliq, Amir A; Walston, Stephen L; Thompson, David M

2007-01-01

This study examined the general characteristics of chief executive officers (CEOs) and their hospitals and the perceived impact of CEO turnover on various organizational activities. A mail-based survey included 156 hospital CEOs in 6 states in the West South Central, West North Central, and Mountain regions. Neither hospital and CEO characteristics nor the impact on various organizational activities and performance indicators was significantly different among the 6 states compared. Overall, CEOs reported relatively short tenures, frequent promotion from within the organization to CEO level, and common involuntary departure of their predecessors. Respondents overwhelmingly reported a positive impact of leadership change on financial performance, employee morale, and organizational culture.

Inoculating the General from the Franco-Prussian Staff Infection

DTIC Science & Technology

2011-04-01

Swedish Influence 3 French and Prussian Influence 4 US Influence 5 Organizational Change 7 Organizational Behavior 7 Organizational Culture 7...draws on the French concept of a functional staff, and borrows the Prussian concepts of mission-type orders, decentralized execution, and the general...ideals. French and Prussian Influence The Napoleonic revolution followed with the levee en masse. Napoleon failed to utilize a general staff

The board's role in organizational finance.

PubMed

Curran, Connie R

2010-01-01

Health care reform will result in significant changes in reimbursement with much greater emphasis put on primary care, home care, and other types of non-acute care. The changes in reimbursement will necessitate significant changes in organizational structure and operations. It is essential board members keep current in their knowledge of health care finance so they can execute their responsibilities for the financial health of the organization. The board must ensure that the budget is aligned with the organization's financial objectives and monitor the financial performance. It is essential the chief nursing officer (CNO) contributes to the board's understanding of the financial health of the organization. The board of trustees will more effectively execute their financial responsibilities with the input of nurse trustees and the CNO.

Adult Learning in Executive Development Programs

ERIC Educational Resources Information Center

Wuestewald, Todd

2016-01-01

Executive development programs (EDPs) have undergone significant change since their introduction in the early 20th century. As an adjunct or alternative to traditional education, EDPs are considered an efficient means of imparting critical, functional, and social-behavior skills to current and future organizational leaders. Consequently, such…

Leadership Strategies for Community College Executives.

ERIC Educational Resources Information Center

Myran, Gunder; Baker, George A., III; Simone, Beverly; Zeiss, Tony

This book on community college executive leadership strategies includes the following chapters: (1) "Leadership Strategies: An Overview" by Gunder Myran; (2) "Achieving Transformational Change" by George A. Baker, III; (3) "Strategic Elements of Organizational Design" by Gunder Myran; (4) "Strategic Dimensions of Policy Development" by Gunder…

Process-oriented integration and coordination of healthcare services across organizational boundaries.

PubMed

Tello-Leal, Edgar; Chiotti, Omar; Villarreal, Pablo David

2012-12-01

The paper presents a methodology that follows a top-down approach based on a Model-Driven Architecture for integrating and coordinating healthcare services through cross-organizational processes to enable organizations providing high quality healthcare services and continuous process improvements. The methodology provides a modeling language that enables organizations conceptualizing an integration agreement, and identifying and designing cross-organizational process models. These models are used for the automatic generation of: the private view of processes each organization should perform to fulfill its role in cross-organizational processes, and Colored Petri Net specifications to implement these processes. A multi-agent system platform provides agents able to interpret Colored Petri-Nets to enable the communication between the Healthcare Information Systems for executing the cross-organizational processes. Clinical documents are defined using the HL7 Clinical Document Architecture. This methodology guarantees that important requirements for healthcare services integration and coordination are fulfilled: interoperability between heterogeneous Healthcare Information Systems; ability to cope with changes in cross-organizational processes; guarantee of alignment between the integrated healthcare service solution defined at the organizational level and the solution defined at technological level; and the distributed execution of cross-organizational processes keeping the organizations autonomy.

Selection at the Top: An Annotated Bibliography.

ERIC Educational Resources Information Center

Sessa, Valerie I.; Campbell, Richard J.

In this era of rapidly changing organizational environments, the task of executive selection is critical. Practitioners clearly need help with such essential questions as: What does it mean to be successful in today's organizations? How can we select executives who are more likely to perform successfully in them? This book seeks to address those…

Making Sense of the University Environment in Post-Apartheid South Africa: Administrators in the Executive Management Team

ERIC Educational Resources Information Center

Dominguez-Whitehead, Yasmine

2010-01-01

Higher education in post-apartheid South Africa has experienced a relatively rapid changing landscape (Cloete, Maassen, Fehnel, & Moja, 2006). As such, the organizational environment in which university administrators operate is an increasingly important area of study. This study is grounded in organizational theory and adopts an open systems…

Organizational Change Management For Health Equity: Perspectives From The Disparities Leadership Program.

PubMed

Betancourt, Joseph R; Tan-McGrory, Aswita; Kenst, Karey S; Phan, Thuy Hoai; Lopez, Lenny

2017-06-01

Leaders of health care organizations need to be prepared to improve quality and achieve equity in today's health care environment characterized by a focus on achieving value and addressing disparities in a diverse population. To help address this need, the Disparities Solutions Center at Massachusetts General Hospital launched the Disparities Leadership Program in 2007. The leadership program is an ongoing, year-long, executive education initiative that trains leaders from hospitals, health plans, and health centers to improve quality and eliminate racial and ethnic disparities in health care. Feedback from participating organizations demonstrates that health care leaders seem to possess knowledge about what disparities are and about what should be done to eliminate them. Data collection, performance measurement, and multifaceted interventions remain the tools of the trade. However, the barriers to success are lack of leadership buy-in, organizational prioritization, energy, and execution, which can be addressed through organizational change management strategies. Project HOPE—The People-to-People Health Foundation, Inc.

12 CFR 1770.4 - Submission requirements.

Code of Federal Regulations, 2010 CFR

2010-01-01

... organizational chart when changes occur affecting the status of executive officers under this part; (8) Proxy...) When an Enterprise makes any changes to the termination provisions of any compensation or benefit... the following materials: (1) The details of the agreement or program change, e.g., employment...

The chief strategy officer.

PubMed

Breene, R Timothy S; Nunes, Paul F; Shill, Walter E

2007-10-01

They're nominally and ultimately responsible for strategy, but today's CEOs have less and less time to devote to it. As a result, CEOs are appointing "chief strategy officers"--executives specifically tasked with creating, communicating, executing, and sustaining a company's strategic initiatives. In this article, three authors from Accenture share the results of their research on this emerging organizational role. The typical CSO or top strategy executive is not a pure strategist, conducting long-range planning in relative isolation. Most CSOs consider themselves doers first, with the mandate, credentials, and desire to act as well as advise. They are seasoned executives with a strong strategy orientation who have usually worn many operations hats before taking on the role. Strategy executives are charged with three critical jobs that together form the very definition of strategy execution. First, they must clarify the company's strategy for themselves and for every business unit and function, ensuring that all employees understand the details of the strategic plan and how their work connects to corporate goals. Second, CSOs must drive immediate change. The focus of the job almost always quickly evolves from creating shared alignment around a vision to riding herd on the ensuing change effort. Finally, a CSO must drive decision making that sustains organizational change. He or she must be that person who, in the CEO's stead, can walk into any office and test whether the decisions being made are aligned with the strategy and are creating the desired results. When decisions below the executive suite aren't being made in accordance with strategy, much of the CSO's job involves learning why and quickly determining whether to stay the course or change tack.

5 CFR 412.401 - Continuing executive development.

Code of Federal Regulations, 2011 CFR

2011-01-01

... participation in short-term and longer-term experiences, meet organizational needs for leadership, managerial improvement, and organizational results; (2) Address enhancement of existing executive competencies and such other competencies as will strengthen the executive's performance; (3) Outline developmental...

Nurse executive transformational leadership found in participative organizations.

PubMed

Dunham-Taylor, J

2000-05-01

The study examined a national sample of 396 randomly selected hospital nurse executives to explore transformational leadership, stage of power, and organizational climate. Results from a few nurse executive studies have found nurse executives were transformational leaders. As executives were more transformational, they achieved better staff satisfaction and higher work group effectiveness. This study integrates Bass' transformational leadership model with Hagberg's power stage theory and Likert's organizational climate theory. Nurse executives (396) and staff reporting to them (1,115) rated the nurse executives' leadership style, staff extra effort, staff satisfaction, and work group effectiveness using Bass and Avolio's Multifactor Leadership Questionnaire. Executives' bosses (360) rated executive work group effectiveness. Executives completed Hagberg's Personal Power Profile and ranked their organizational climate using Likert's Profile of Organizational Characteristics. Nurse executives used transformational leadership fairly often; achieved fairly satisfied staff levels; were very effective according to bosses; were most likely at stage 3 (power by achievement) or stage 4 (power by reflection); and rated their hospital as a Likert System 3 Consultative Organization. Staff satisfaction and work group effectiveness decreased as nurse executives were more transactional. Higher transformational scores tended to occur with higher educational degrees and within more participative organizations. Transformational qualities can be enhanced by further education, by achieving higher power stages, and by being within more participative organizations.

Road Map for National Security: Imperative for Change The Phase III Report of the U.S. Commission on National Security/21st Century

DTIC Science & Technology

2001-01-31

before the nation, and to produce organizational competence capable of addressing those problems creatively. The key to our vision is the need for...influence and critical leadership role. We offer recommendations for organizational change in five key areas: ● ensuring the security of the American...homeland; ● recapitalizing America’s strengths in science and education; ● redesigning key institutions of the Executive Branch; ● overhauling the

History of Reliability and Quality Assurance at Kennedy Space Center

NASA Technical Reports Server (NTRS)

Childers, Frank M.

2004-01-01

This Kennedy Historical Document (KHD) provides a unique historical perspective of the organizational and functional responsibilities for the manned and un-manned programs at Kennedy Space Center, Florida. As systems become more complex and hazardous, the attention to detailed planning and execution continues to be a challenge. The need for a robust reliability and quality assurance program will always be a necessity to ensure mission success. As new space missions are defined and technology allows for continued access to space, these programs cannot be compromised. The organizational structure that has provided the reliability and quality assurance functions for both the manned and unmanned programs has seen many changes since the first group came to Florida in the 1950's. The roles of government and contractor personnel have changed with each program and organizational alignment has changed based on that responsibility. The organizational alignment of the personnel performing these functions must ensure independent assessment of the processes.

Managing human resources for successful strategy execution.

PubMed

Arnold, Edwin

2010-01-01

Managers face difficult challenges when they implement organizational strategies to achieve important goals. Execution of strategy has become more dependent upon the effective management of human resources. This article suggests how people can be managed more effectively to facilitate the execution of strategies and improve organizational performance.

Strategic agility for nursing leadership.

PubMed

Shirey, Maria R

2015-06-01

This department highlights change management strategies that may be successful in strategically planning and executing organizational change. In this article, the author discusses strategic agility as an important leadership competency and offers approaches for incorporating strategic agility in healthcare systems. A strategic agility checklist and infrastructure-building approach are presented.

Evaluating transformational leadership skills of hospice executives.

PubMed

Longenecker, Paul D

2006-01-01

Health care is a rapidly changing environment requiring a high level of leadership skills by executive level personnel. The hospice industry is experiencing the same rapid changes; however, the changes have been experienced over the brief span of 25 years. Highly skilled hospice executives are a necessity for the growth and long-term survival of hospice care. This descriptive study was conducted to evaluate the leadership skills of hospice executives. The study population consisted of hospice executives who were members of the state hospice organization in Ohio and/or licensed by the state (88 hospice providers). Three questionnaires were utilized for collecting data. These questionnaires collected data on transformational leadership skills of participants, participants' personal demographics, and their employer's organizational demographics. Forty-seven hospice executives responded (53%). Key findings reported were high levels of transformational leadership skills (mean, 3.39), increased use of laissez-faire skills with years of hospice experience (P = .57), and positive reward being a frequent leadership technique utilized (mean, 3.29). In addition, this was the first study of leadership skills of hospice executives and the first formal collection of personal demographic data about hospice executives.

Development and Deployment of NASA's Budget Execution Dashboard

NASA Technical Reports Server (NTRS)

Putz, Peter

2009-01-01

This paper discusses the successful implementation of a highly visible company-wide management system and its potential to change managerial and accounting policies, processes and practices in support of organizational goals. Applying the conceptual framework of innovation in organizations, this paper describes the development and deployment process of the NASA Budget Execution Dashboard and the first two fiscal years of its use. It discusses the positive organizational changes triggered by the dashboard, like higher visibility of financial goals and variances between plans and actuals, increased involvement of all management levels in tracking and correcting of plan deviations, establishing comparable data standards across a strongly diversified organization, and enhanced communication between line organizations (NASA Centers) and product organizations (Mission Directorates). The paper also discusses the critical success factors experienced in this project: Strong leadership and division of management roles, rapid and responsive technology development, and frequent communication among stakeholders.

Amy Schwab | NREL

Science.gov Websites

strategic scenario planning and analysis Program portfolio analysis Program management, planning and strategic execution Change management and operational improvement Research Interests Bioenergy supply chains management, organizational improvement, and program and project management. Prior Work Experience Consultant

Analysis of Horizontal Integration within the Program Executive Office, Integrated Warfare Systems

DTIC Science & Technology

2006-09-01

intervention approach is likely to be effective at changing social relationships and behaviors. Change occurs at the basis of qualitative social time...four types of planned change interventions deal with organizational structures, processes, beliefs, and social relationships . Kotter’s change stages...effective at changing social relationships which favors the long-term. Since the commanding intervention does not deal with the social aspect

Controller's role in monitoring prospective payment system.

PubMed

Margrif, F D

1986-05-01

The challenge for hospital controllers in overseeing the prospective payment system (PPS) lies not in acquiring technical expertise but in working with the chief executive officer to coordinate organizational change. Specifically, the controller should assist in creating a prospective payment committee (PPC)--an interdisciplinary group of executives, middle managers, and medical staff. The PPC's duties, among others, include educating staff about the PPS, development of a productivity reporting system, and review of the responsibility accounting structure.

Restructuring within an academic health center to support quality and safety: the development of the Center for Quality and Safety at the Massachusetts General Hospital.

PubMed

Bohmer, Richard M J; Bloom, Jonathan D; Mort, Elizabeth A; Demehin, Akinluwa A; Meyer, Gregg S

2009-12-01

Recent focus on the need to improve the quality and safety of health care has created new challenges for academic health centers (AHCs). Whereas previously quality was largely assumed, today it is increasingly quantifiable and requires organized systems for improvement. Traditional structures and cultures within AHCs, although well suited to the tripartite missions of teaching, research, and clinical care, are not easily adaptable to the tasks of measuring, reporting, and improving quality. Here, the authors use a case study of Massachusetts General Hospital's efforts to restructure quality and safety to illustrate the value of beginning with a focus on organizational culture, using a systematic process of engaging clinical leadership, developing an organizational framework dependent on proven business principles, leveraging focus events, and maintaining executive dedication to execution of the initiative. The case provides a generalizable example for AHCs of how applying explicit management design can foster robust organizational change with relatively modest incremental financial resources.

5 CFR 430.301 - General.

Code of Federal Regulations, 2011 CFR

2011-01-01

... systems that hold senior executives accountable for their individual and organizational performance in order to improve the overall performance of Government by— (1) Expecting excellence in senior executive... and Results Act of 1993; (3) Setting and communicating individual and organizational goals and...

5 CFR 430.301 - General.

Code of Federal Regulations, 2010 CFR

2010-01-01

... systems that hold senior executives accountable for their individual and organizational performance in order to improve the overall performance of Government by— (1) Expecting excellence in senior executive... and Results Act of 1993; (3) Setting and communicating individual and organizational goals and...

Getting cold feet?: Why health care mergers are abandoned.

PubMed

Roos, Anne-Fleur; Postma, Jeroen

2016-01-01

Despite the frequent occurrence and sizeable consequences of merger abandonment in other sectors, there is no thorough understanding of merger abandonment in health care. The purpose of this study is to improve the understanding of determinants of health care merger abandonment. On the basis of the literature on merger abandonment, we formulated a framework on potential determinants of health care merger abandonment. We then constructed a survey that was sent to 70% of all executives of Dutch health care organizations (response rate = 35%, n = 291). We provide descriptive overviews of open, multiple-response, and multiple-choice questions on merger abandonment and use chi-square tests and Fisher's exact tests to test whether abandoned and completed merger processes differ. About 62% of the respondents were involved in at least one merger process during the period of 2005-2012. Thirty-eight percent of these respondents reported that their last merger case ended prematurely (n = 53). The most frequently mentioned determinants of merger abandonment are changing insights on the desirability and feasibility during merger processes, incompatibilities between executives, and insufficient support for the merger from internal stakeholders. We did not find significant relationships between merger abandonment and executives' previous merger experience, degree of organizational diversification, health care sector, size differences, or other organizational differences. Our findings partially confirm results from previous studies, especially with regard to the importance of changing insights and incompatibilities between the involved executives in merger abandonment. We also find that pressure from internal stakeholders, particularly nonexecutive directors, and distrust, fear, and animosity play an important role in merger abandonment. To minimize the organizational and societal costs of abandoned mergers, we advise executives who engage in mergers to construct backup plans with alternative strategies in case the merger is abandoned and to conduct a thorough analysis of pros and cons before the merger.

Who will lead?

PubMed

Gustafson, R P; Schlosser, J R

1997-01-01

A recent survey conducted by the UCLA Center for Health Services Management and the Physician Executive Practice of Heidrick & Struggles, an executive search firm, sheds light on the emerging physician executive's role. The goal of the research was to identify success factors as a means of evaluating and developing effective industry leaders. Respondents were asked to look at specific skills in relation to nine categories: Communication, leadership, interpersonal skills, self-motivation/management, organizational knowledge, organizational strategy, administrative skills, and thinking. Communication, leadership, and self-motivation/management emerged, in that order, as the three most important success factors for physician executives. An individual's general competencies, work styles, and ability to lead others through organizational restructuring defines his or her appropriateness for managerial positions in the health care industry.

Social, Organizational, and Contextual Characteristics of Clinical Decision Support Systems for Intensive Insulin Therapy: A Literature Review and Case Study

PubMed Central

Campion, Thomas R.; Waitman, Lemuel R.; May, Addison K.; Ozdas, Asli; Lorenzi, Nancy M.; Gadd, Cynthia S.

2009-01-01

Introduction: Evaluations of computerized clinical decision support systems (CDSS) typically focus on clinical performance changes and do not include social, organizational, and contextual characteristics explaining use and effectiveness. Studies of CDSS for intensive insulin therapy (IIT) are no exception, and the literature lacks an understanding of effective computer-based IIT implementation and operation. Results: This paper presents (1) a literature review of computer-based IIT evaluations through the lens of institutional theory, a discipline from sociology and organization studies, to demonstrate the inconsistent reporting of workflow and care process execution and (2) a single-site case study to illustrate how computer-based IIT requires substantial organizational change and creates additional complexity with unintended consequences including error. Discussion: Computer-based IIT requires organizational commitment and attention to site-specific technology, workflow, and care processes to achieve intensive insulin therapy goals. The complex interaction between clinicians, blood glucose testing devices, and CDSS may contribute to workflow inefficiency and error. Evaluations rarely focus on the perspective of nurses, the primary users of computer-based IIT whose knowledge can potentially lead to process and care improvements. Conclusion: This paper addresses a gap in the literature concerning the social, organizational, and contextual characteristics of CDSS in general and for intensive insulin therapy specifically. Additionally, this paper identifies areas for future research to define optimal computer-based IIT process execution: the frequency and effect of manual data entry error of blood glucose values, the frequency and effect of nurse overrides of CDSS insulin dosing recommendations, and comprehensive ethnographic study of CDSS for IIT. PMID:19815452

Even in Public Television, Ownership Changes Matter.

ERIC Educational Resources Information Center

Lashley, Marilyn E.

1992-01-01

Shows that executive turnover through four administrations (1967-89) has kept public broadcasting mired in budgetary crises, transforming its goals, structure, and programing content over time. Describes policy preferences imposed by administrators, identifies attendant modifications in organizational structure, and delineates effects of these…

In praise of middle managers.

PubMed

Huy, Q N

2001-09-01

Middle managers have often been cast as dinosaurs. Has-beens. Mediocre managers and intermediaries who defend the status quo instead of supporting others' attempts to change organizations for the better. An INSEAD professor has examined this interesting breed of manager--in particular, middle managers' roles during periods of radical organizational change. His findings will surprise many. Middle managers, it turns out, make valuable contributions to the realization of radical change at companies--contributions that go largely unrecognized by most senior executives. Quy Nguyen Huy says these contributions occur in four major areas. First, middle managers often have good entrepreneurial ideas that they are able and willing to realize--if only they can get a hearing. Second, they're far better than most senior executives at leveraging the informal networks at companies that make substantive, lasting change. Because they've worked their way up the corporate ladder, middle managers' networks run deep. Third, they stay attuned to employees' emotional needs during organizational change, thereby maintaining the transformation's momentum. And finally, they manage the tension between continuity and change--they keep the organization from falling into extreme inertia or extreme chaos. The author examines each of these strengths, citing real-world examples culled from his research. Of course, not every middle manager in an organization is a paragon of entrepreneurial vigor and energy, Huy acknowledges. But cavalierly dismissing the roles that middle managers play--and carelessly reducing their ranks--will drastically diminish senior managers' chances of realizing radical change at their companies. Indeed, middle managers may be the most effective allies of corner office executives when it's time to make major changes in businesses.

76 FR 45232 - Mid-Atlantic Fishery Management Council (MAFMC); Meetings

Federal Register 2010, 2011, 2012, 2013, 2014

2011-07-28

... Overview, Organizational Reports, Executive Director's Report, Science Report, Committee Reports, and any... the expected outcomes, an update on the Communications and Data Gathering Plans, data gathering... Committee, Organizational Reports to include the SAW/SARC 52 report, the Executive Director's Report, the...

Organization Values. Symposium 10. [AHRD Conference, 2001].

ERIC Educational Resources Information Center

2001

This document contains three papers on organizational values. "Understanding the Work Beliefs of Nonprofit Executives through Organizational Stories" (Ava S. Wilensky, Carol D. Hansen) reports on a study during which qualitative interviews featuring a story component established that nonprofit executives constitute a diffuse managerial…

Organizational strategies mediate nonverbal memory impairment in obsessive-compulsive disorder.

PubMed

Savage, C R; Baer, L; Keuthen, N J; Brown, H D; Rauch, S L; Jenike, M A

1999-04-01

Previous neuropsychological studies of obsessive-compulsive disorder (OCD) have indicated impaired executive functioning and nonverbal memory. The extent to which impaired executive functioning impacts nonverbal memory has not been established. The current study investigated the mediating effects of organizational strategies used when copying a figure on subsequent nonverbal memory for that figure. We examined neuropsychological performance in 20 unmedicated subjects with OCD and 20 matched normal control subjects. Subjects were administered the Rey-Osterrieth Complex Figure Test (RCFT) and neuropsychological tests assessing various aspects of executive function. OCD subjects differed significantly from healthy control subjects in the organizational strategies used to copy the RCFT figure, and they recalled significantly less information on both immediate and delayed testing. Multiple regression analyses indicated that group differences in immediate percent recall were significantly mediated by copy organizational strategies. Further exploratory analyses indicated that organizational problems in OCD may be related to difficulties shifting mental and/or spatial set. Immediate nonverbal memory problems in OCD subjects were mediated by impaired organizational strategies used during the initial copy of the RCFT figure. Thus, the primary deficit was one affecting executive function, which then had a secondary effect on immediate memory. These findings are consistent with current theories proposing frontal-striatal system dysfunction in OCD.

Effecting change in striving to achieve capacity.

PubMed

Pressler, Jana L; Kenner, Carole

2007-01-01

Many new nursing leaders assuming deanships and assistant or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, 2 deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

34 CFR 76.565 - General management costs-restricted rate.

Code of Federal Regulations, 2010 CFR

2010-07-01

... similar officer along with immediate support staff of these individuals. The term does not include the...) Components of the grantee are those organizational units supervised directly or indirectly by the chief executive officer. These organizational units generally exist one management level below the executive...

78 FR 16514 - Statement of Organization, Functions and Delegations of Authority

Federal Register 2010, 2011, 2012, 2013, 2014

2013-03-15

... 78 FR 14311-14312, dated March 5, 2013). This notice reflects organizational changes to the Health..., coordination, and planning in support of BPHC programs. Specifically: (1) Establishes program goals, objectives, and priorities, and provides oversight to their execution; (2) plans, directs, coordinates, supports...

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

Organizational Culture and Leadership Practices in the 75th Ranger Regiment

DTIC Science & Technology

1998-06-05

culture inspires the actions of executive leaders . Edgar Schein predicts this phenomenon in his three level model of organizational culture.1 Executive...culture of the 75th Ranger Regiment developed; and through a survey questionnaire administered to selected leaders in the 75th Ranger Regiment, it explores...prevailing views on the effect unit culture has on leadership practices. This study reveals that, first, executive leaders are more likely than mid

Cognitive accuracy and intelligent executive function in the brain and in business.

PubMed

Bailey, Charles E

2007-11-01

This article reviews research on cognition, language, organizational culture, brain, behavior, and evolution to posit the value of operating with a stable reference point based on cognitive accuracy and a rational bias. Drawing on rational-emotive behavioral science, social neuroscience, and cognitive organizational science on the one hand and a general model of brain and frontal lobe executive function on the other, I suggest implications for organizational success. Cognitive thought processes depend on specific brain structures functioning as effectively as possible under conditions of cognitive accuracy. However, typical cognitive processes in hierarchical business structures promote the adoption and application of subjective organizational beliefs and, thus, cognitive inaccuracies. Applying informed frontal lobe executive functioning to cognition, emotion, and organizational behavior helps minimize the negative effects of indiscriminate application of personal and cultural belief systems to business. Doing so enhances cognitive accuracy and improves communication and cooperation. Organizations operating with cognitive accuracy will tend to respond more nimbly to market pressures and achieve an overall higher level of performance and employee satisfaction.

Social, organizational, and contextual characteristics of clinical decision support systems for intensive insulin therapy: a literature review and case study.

PubMed

Campion, Thomas R; Waitman, Lemuel R; May, Addison K; Ozdas, Asli; Lorenzi, Nancy M; Gadd, Cynthia S

2010-01-01

Evaluations of computerized clinical decision support systems (CDSS) typically focus on clinical performance changes and do not include social, organizational, and contextual characteristics explaining use and effectiveness. Studies of CDSS for intensive insulin therapy (IIT) are no exception, and the literature lacks an understanding of effective computer-based IIT implementation and operation. This paper presents (1) a literature review of computer-based IIT evaluations through the lens of institutional theory, a discipline from sociology and organization studies, to demonstrate the inconsistent reporting of workflow and care process execution and (2) a single-site case study to illustrate how computer-based IIT requires substantial organizational change and creates additional complexity with unintended consequences including error. Computer-based IIT requires organizational commitment and attention to site-specific technology, workflow, and care processes to achieve intensive insulin therapy goals. The complex interaction between clinicians, blood glucose testing devices, and CDSS may contribute to workflow inefficiency and error. Evaluations rarely focus on the perspective of nurses, the primary users of computer-based IIT whose knowledge can potentially lead to process and care improvements. This paper addresses a gap in the literature concerning the social, organizational, and contextual characteristics of CDSS in general and for intensive insulin therapy specifically. Additionally, this paper identifies areas for future research to define optimal computer-based IIT process execution: the frequency and effect of manual data entry error of blood glucose values, the frequency and effect of nurse overrides of CDSS insulin dosing recommendations, and comprehensive ethnographic study of CDSS for IIT. Copyright (c) 2009. Published by Elsevier Ireland Ltd.

Organizational Behavior: Where Does It Fit in Today's Management Curriculum?

ERIC Educational Resources Information Center

Singh, Robert P.; Schick, Allen G.

2007-01-01

Maximizing shareholder value is the dominant goal that influences management decision making in business practice. This goal--with rapid improvements in technology, changes in capital markets, and global competition--has altered employment relations between workers and top executives. The authors' purpose in this article was to share thoughts and…

Strategic Planning at a Small College--Executive Overview

ERIC Educational Resources Information Center

Agnew, Robert

2004-01-01

In 1994, Baldwin-Wallace College produced a Strategic Plan for Information Technology. This plan mandated changes in the influx of technology, the structure of IT, and technology committees. The published plan included the organizational structure of the College, a SWOT analysis (strengths, weaknesses, opportunities, and threats), ten proposed…

The CCC Institutional Development Program: Organizational Change from the Chief Executive's Perspective.

ERIC Educational Resources Information Center

Ellison, Nolen M.; Eadie, Douglas C.

Cuyahoga Community College's three-phase Institutional Development Program (IDP) was established in January, 1975, to provide systematic and uniform college-wide planning and management procedures. This report first discusses the social forces which led the college to undertake the IDP; identifies the long-range planning, governance, and…

How active resisters and organizational constipators affect health care-acquired infection prevention efforts.

PubMed

Saint, Sanjay; Kowalski, Christine P; Banaszak-Holl, Jane; Forman, Jane; Damschroder, Laura; Krein, Sarah L

2009-05-01

As of October 2008, hospitals in the United States no longer receive Medicare reimbursement for certain types of health care-associated infection (HAI), thereby heightening the need for effective prevention efforts. The mere existence of evidence-based practices, however, does not always result in the use of such practices because of the complexities inherent in translating evidence into practice. A qualitative study was conducted to determine the barriers to implementing evidence-based practices to prevent HAI, with a specific focus on the role played by hospital personnel. In-depth phone and in-person interviews were conducted between October 2006 and September 2007 with 86 participants (31 physicians) including chief executive officers, chiefs of staff, hospital epidemiologists, infection control professionals, intensive care unit directors, nurse managers, and frontline physicians and nurses, in 14 hospitals. Active resistance to evidence-based practice change was pervasive. Successful efforts to overcome active resisters included benchmarking infection rates, identifying effective champions, and participating in collaborative efforts. Organizational constipators-mid- to high-level executives who act as insidious barriers to change-also increased the difficulty in implementing change. Recognizing the presence of constipators is often the first step in addressing the problem but can be followed with including the organizational constipator early in group discussions to improve communication and obtain buy-in, working around the individual, and terminating the constipator's employment. Two types of personnel-active resistors and organizational constipators-impeded HAI prevention activities, and several approaches were used to overcome those barriers. Hospital administrators and patient safety leaders can use the findings to more successfully structure activities that prevent HAI in their hospitals.

Organizational transformation to improve operational efficiency at Gemini South

NASA Astrophysics Data System (ADS)

van der Hoeven, M.; Maltes, Diego; Rogers, Rolando

2016-07-01

In this paper we will describe how the Gemini South Engineering team has been reorganized from different functional units into a cross-disciplinary team while executing a transition plan that imposes several staff reductions, driven by budget reductions. Several factors are of critical importance to the success of any change in organization. Budgetary processes, staff diversity, leadership style, skill sets and planning are all important factors to take into account to achieve a successful outcome. We will analyze the organizational alignment by using some proven management models and concepts.

The Emerging Field of Executive and Organizational Coaching: An Overview

ERIC Educational Resources Information Center

Ciporen, Rachel

2015-01-01

In recent years coaching has become an increasingly popular intervention used in both personal and professional development spheres. This chapter draws on industry research from scholars as well as professional organizations to map the history, definitions, and trends of executive and organizational coaching to provide clarity on a complex and…

Do organizational and political-legal arrangements explain financial wrongdoing?

PubMed

Prechel, Harland; Zheng, Lu

2016-12-01

The 2008 financial crisis was a systemic problem with deep-rooted structural causes that created opportunities to engage in financial malfeasance, a form of corporate wrongdoing. However, few quantitative studies exist on the effects of organizational and political-legal arrangements on financial malfeasance. In this paper, we examine the effects of organizational and political-legal arrangements that emerged in the 1990s in the FIRE sector (i.e., financial, insurance, and real estate) on financial malfeasance. Our historical contextualization demonstrates how changes in the political-legal arrangements facilitate the emergence of new corporate structures and opportunities for financial malfeasance. Our longitudinal quantitative analysis demonstrates that US FIRE sector corporations with a more complex organizational structure, larger size, lower dividend payment, and higher executive compensation are more prone to commit financial malfeasance. © London School of Economics and Political Science 2016.

77 FR 35752 - Senior Executive Service Performance Review Board

Federal Register 2010, 2011, 2012, 2013, 2014

2012-06-14

... agency implement a performance appraisal system making senior executives accountable for organizational... DEPARTMENT OF TRANSPORTATION Surface Transportation Board Senior Executive Service Performance... Executive Service Performance Review Board (PRB). FOR FURTHER INFORMATION CONTACT: Paula Chandler, Director...

5 CFR 412.401 - Continuing executive development.

Code of Federal Regulations, 2010 CFR

2010-01-01

... Section 412.401 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT CIVIL SERVICE REGULATIONS SUPERVISORY, MANAGEMENT, AND EXECUTIVE DEVELOPMENT Executive Development § 412.401 Continuing executive... participation in short-term and longer-term experiences, meet organizational needs for leadership, managerial...

Nurse Executive Leadership During Organizational Mergers.

PubMed

Piper, Letty Roth; Schneider, Maureen

2015-12-01

The recent growth in hospital mergers and the resultant mergers of nursing service departments (NSDs) have produced a need for chief nursing officers (CNOs) to be aware of implications and anticipated dynamic changes. This article addresses the major issues raised by mergers for NSDs and presents an operational step-by-step checklist for CNOs.

76 FR 46896 - Senior Executive Service Performance Review Board

Federal Register 2010, 2011, 2012, 2013, 2014

2011-08-03

... DEPARTMENT OF TRANSPORTATION Surface Transportation Board Senior Executive Service Performance... Board (STB) publishes the names of the Persons selected to serve on its Senior Executive Service... performance appraisal system making senior executives accountable for organizational and individual goal...

75 FR 35877 - Senior Executive Service Performance Review Board

Federal Register 2010, 2011, 2012, 2013, 2014

2010-06-23

... DEPARTMENT OF TRANSPORTATION Surface Transportation Board Senior Executive Service Performance... Board (STB) publishes the names of the Persons selected to serve on its Senior Executive Service... performance appraisal system making senior executives accountable for organizational and individual goal...

[Organizational culture and the professional development in nursing].

PubMed

Ruiz Moreno, J

1999-03-01

In previous articles in (ROL 22(1)-22(2)) reference was made to the importance of the organizational milieu as a business policy, particularly in the nursing field. The values of nursing professionals were also mentioned, as well as how to establish these as intangible assets. Although not exclusively, the responsibility to identify these values lies in the hands of nursing administrators. The purpose of identifying the intangible assets of nursing is that these become a useful tool to change or guide the organizational setting in order to better execute the mission of health organizations in a more favorable way. This mission must be related to offering the best possible care and treatment to the community which is being served.

Work ability of employees in changing social services and health care organizations in Finland.

PubMed

Kokkinen, Lauri; Konu, Anne

2012-06-01

In this study, we examined the connection between organizational changes and employees own evaluations of their work ability. In early 2010, we asked employees (n = 2429) working in the Finnish social services and health care industry to identify all the organizational changes that had occurred at their workplaces over the previous two years, and to evaluate their own work ability and whether different statements related to the elements of work ability were true or false at the time of the survey. For our method of analysis, we used logistical regression analysis. In models adjusted for gender, age, marital status, professional education and managerial position, the respondents who had encountered organizational changes were at a higher risk of feeling that their work ability had decreased (OR = 1.49) than the respondents whose workplaces had not been affected by changes. Those respondents who had encountered organizational changes were also at a higher risk of feeling that several elements related to work ability had deteriorated. The risk of having decreased self-evaluated work ability was in turn higher among the respondents who stated they could not understand the changes than among those respondents who understood the changes (OR = 1.99). This was also the case among respondents who felt that their opportunities to be involved in the changes had been poor in comparison to those who felt that they had had good opportunities to be involved in the process (OR = 2.16). Our findings suggest that the organizational changes in social and health care may entail, especially when poorly executed, costs to which little attention has been paid until now. When implementing organizational changes, it is vital to ensure that the employees understand why the changes are being made, and that they are given the opportunity to take part in the implementation of these changes.

Alignment of governance and senior executive perceptions of culture.

PubMed

Looi, Evelyn Suk Yi; Greatbanks, Richard; Everett, André M

2016-09-19

Purpose The purpose of this paper is to examine the alignment of perceived organizational culture between Health Board chairs and Board members with that of their respective senior executive teams. It compares the degree of alignment between these two groups, and analyses them against District Health Board (DHB) performance using the New Zealand Ministry of Health's national measure "shorter stays in Emergency Departments." Design/methodology/approach Primary survey data were collected across eight DHBs using a modified version of the Organizational Culture Assessment Instrument and utilizes a sample of both higher and lower performing DHBs as defined by the "shorter stays" measure. Findings Many health organizations cite Ovseiko and Buchan's (2012) preferred culture as an ideal model. However, this study's findings indicate that most DHBs scored higher than the preferred score for "Hierarchical" and "Rational" cultures, and lower for "Clan" and "Developmental" cultures, and therefore calls into question the validity of this organizational profile as the "preferred" cultural state. Research limitations/implications This research considers perceived organizational culture from the perspective of the Board members and their respective senior executive teams. It uses a relatively small sample size and excludes potential interactions of national culture. Practical implications The findings indicate that healthcare organizations should de-emphasize the dominant "Hierarchical" and "Rational" cultures, and promote "Clan" and "Developmental" cultures within their organizations as a means of potentially improving healthcare performance. Originality/value Organizational culture has been highlighted as a major component of performance within healthcare organizations, yet very few studies examine how organizational culture is perceived by governance and executive groups. This study empirically counters prevailing knowledge regarding the most appropriate organizational cultures for healthcare organizations.

Sexual Harassment and Organizational Outcomes

DTIC Science & Technology

2011-04-01

harassment and unwanted sexual attention) appear to affect job satisfaction and organizational commitment more than the overt quid pro quo type of... Sexual Harassment and Organizational Outcomes Charlie L. Law DEFENSE EQUAL OPPORTUNITY MANAGEMENT...No. 99-11 Sexual harassment and Organizational, 2 Executive Summary Issue Sexual harassment continues to be a

The impact of chief executive officer personality on top management team dynamics:one mechanism by which leadership affects organizational performance.

PubMed

Peterson, Randall S; Smith, D Brent; Martorana, Paul V; Owens, Pamela D

2003-10-01

This article explores 1 mechanism by which leader personality affects organizational performance. The authors hypothesized and tested the effects of leader personality on the group dynamics of the top management team (TMT) and of TMT dynamics on organizational performance. To test their hypotheses, the authors used the group dynamics q-sort method, which is designed to permit rigorous, quantitative comparisons of data derived from qualitative sources. Results from independent observations of chief executive officer (CEO) personality and TMT dynamics for 17 CEOs supported the authors' hypothesized relationships both between CEO personality and TMT group dynamics and between TMT dynamics and organizational performance.

78 FR 41191 - Senior Executive Service Performance Review Board

Federal Register 2010, 2011, 2012, 2013, 2014

2013-07-09

... DEPARTMENT OF TRANSPORTATION Surface Transportation Board Senior Executive Service Performance... Transportation Board (STB) publishes the names of the Persons selected to serve on its Senior Executive Service... performance appraisal system making senior executives accountable for organizational and individual goal...

[The role of university hospital executive board members].

PubMed

Debatin, J F; Rehr, J

2009-09-01

Demographic changes and medical progress in combination with vastly altered regulatory and economic environments have forced considerable change in the structure of German university hospitals in recent years. These changes have affected medical care as well as research and medical school training. To allow for more flexibility and a higher level of reactivity to the changing environment German university hospitals were transferred from state agencies to independent corporate structures. All but one remains wholly owned by the respective state governments. The governing structure of these independent medical hospitals consists of an executive board, generally made up of a medical director, a financial director, a director for nursing, and the dean of the medical faculty. In most hospitals, the medical director serves as chief executive officer. The regulations governing the composition and responsibility of the members of the executive board differ from state to state. These differences do affect to some degree the interactive effectiveness of the members of the executive boards. Modalities that stress the overall responsibility for all board members seem to work better than those that define clear portfolio limits. Even more than organizational and regulatory differences, the effectiveness of the work of the executive boards is influenced by the personality of the board members themselves. Success appears to be a clear function of the willingness of all members to work together.

Interplay between Clinical Guidelines and Organizational Workflow Systems. Experience from the MobiGuide Project.

PubMed

Shabo, Amnon; Peleg, Mor; Parimbelli, Enea; Quaglini, Silvana; Napolitano, Carlo

2016-12-07

Implementing a decision-support system within a healthcare organization requires integration of clinical domain knowledge with resource constraints. Computer-interpretable guidelines (CIG) are excellent instruments for addressing clinical aspects while business process management (BPM) languages and Workflow (Wf) engines manage the logistic organizational constraints. Our objective is the orchestration of all the relevant factors needed for a successful execution of patient's care pathways, especially when spanning the continuum of care, from acute to community or home care. We considered three strategies for integrating CIGs with organizational workflows: extending the CIG or BPM languages and their engines, or creating an interplay between them. We used the interplay approach to implement a set of use cases arising from a CIG implementation in the domain of Atrial Fibrillation. To provide a more scalable and standards-based solution, we explored the use of Cross-Enterprise Document Workflow Integration Profile. We describe our proof-of-concept implementation of five use cases. We utilized the Personal Health Record of the MobiGuide project to implement a loosely-coupled approach between the Activiti BPM engine and the Picard CIG engine. Changes in the PHR were detected by polling. IHE profiles were used to develop workflow documents that orchestrate cross-enterprise execution of cardioversion. Interplay between CIG and BPM engines can support orchestration of care flows within organizational settings.

Complementary Role of Organizational Learning Capability in New Service Development (NSD) Process

ERIC Educational Resources Information Center

Limpibunterng, Tharinee; Johri, Lalit M.

2009-01-01

Purpose: The purpose of this paper is to investigate the role of organizational learning capability in relation to leadership tasks performed by executives and organizational performance by bridging the concepts of organizational learning and NSD. Design/methodology/approach: The NSD processes of seven telecom service providers in Thailand are…

Nursing leadership in professional organizations.

PubMed

Hill, Karen S

2011-04-01

This department highlights nursing leaders who have demonstrated the ability to inspire and lead change. This competency is seen in the ability to create, structure, and implement organizational change through strategic vision, risk taking, and effective communication. Each article showcases a project of a nurse leader who demonstrates change in a variety of environments, ranging from acute care hospitals to home care and alternative practice settings. Included are several "lessons learned" applicable to multiple settings that provide insight for other nurses in executive practice.

Hiring an associate dean of academic affairs.

PubMed

Pressler, Jana L; Kenner, Carole A

2009-01-01

Many new nursing leaders assuming deanships, assistant deanships, or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, 2 deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

Embracing new directions in curricula and teaching.

PubMed

Pressler, Jana L; Kenner, Carole

2009-01-01

Many new nursing leaders assuming deanships or assistant or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, 2 deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

Addressing the underperformance of faculty and staff.

PubMed

Kenner, Carole; Pressler, Jana L

2006-01-01

Many new nursing leaders assuming work as deans, assistant deans, or interim deans have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, both deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

When does outsourcing become a right source for academic excellence?

PubMed

Kenner, Carole; Pressler, Jana L

2006-01-01

Many new nursing leaders assuming deanships, assistant deanships, or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, 2 deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

Capitalizing on joint ventures to economize in nursing.

PubMed

Pressler, Jana L; Kenner, Carole A

2010-01-01

Many new nursing leaders assuming deanships, assistant, or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

Starting small and early for research funding.

PubMed

Pressler, Jana L; Kenner, Carole A

2009-01-01

Many new nursing leaders assuming deanships or assistant or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, 2 deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

The ripple effect: advancing faculty research?

PubMed

Kenner, Carole; Pressler, Jana L

2008-01-01

Many new nursing leaders assuming deanships or assistant or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, 2 deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

Performance evaluations and literacy.

PubMed

Pressler, Jana L; Kenner, Carole A

2009-01-01

Many new nursing leaders assuming deanships or assistant or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department, 2 deans, offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

Return on investment: an essential economics measure in higher education.

PubMed

Pressler, Jana L; Kenner, Carole A

2014-01-01

Many new nursing leaders assuming deanships, assistant deanships, or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, the authors of this department offer survival tips based on their personal experiences and insights. They address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. The authors welcome counterpoint discussions with readers.

The Politics of Organizational Reform: An Exploratory Study of the Effects of Corporate Management on Selected Aspects of the Education Service in English Local Government.

ERIC Educational Resources Information Center

Housego, Ian E.

In 1974 local government in England underwent external and internal reform. The external reforms involved changes in governmental structures and functions, while the internal reforms involved the introduction of "corporate management," a concept stressing more centralized administration and fewer local executive bodies. This paper first…

Exploring dual commitment among physician executives in managed care.

PubMed

Hoff, T J

2001-01-01

The growth of a medical management specialty is a significant event associated with managed care. Physician executives are lauded for their potential in bridging the clinical and managerial realms. They also serve as a countervailing force to help the medical profession and patients maintain a strong voice in healthcare decision making at the strategic level. However, little is known about their work loyalties. These attitudes are important to explore because they speak to whose interests physician executives consider and represent in their everyday management roles. If physician executives are to maximize their effectiveness in the healthcare workplace, both physicians and organizations must view them as credible sources of authority. This study examines organizational and professional commitment among a national sample of physician executives employed in managed care settings. Data used for the analysis come from a national survey conducted through the American College of Physician Executives in 1996. The findings support the notion that physician executives can and do express simultaneous loyalty to organizational and professional interests. This dual commitment is related to other work attitudes that contribute to success in the management role. In addition, it appears that situational factors increase the chances for dual commitment. These factors derive from a favorable work environment that includes both organizational and professional socialization in the management role. The results of the study are useful in specifying the training and socialization needs of physicians who wish to do management work. They also provide a rationale for collaboration between healthcare organizations and rank-and-file physicians aimed at cultivating physician executives who are credible leaders within the healthcare system.

Episodic memory and organizational strategy in free recall in unipolar depression: the role of cognitive support and executive functions.

PubMed

Taconnat, Laurence; Baudouin, Alexia; Fay, Severine; Raz, Naftali; Bouazzaoui, Badiaa; El-Hage, Wissam; Isingrini, Michel; Ergis, Anne-Marie

2010-08-01

Executive functioning and memory impairment have been demonstrated in adults with depression. Executive functions and memory are related, mainly when the memory tasks require controlled processes (attentional resource demanding processes)--that is, when a low cognitive support (external aid) is provided. A cross-sectional study was carried out on 45 participants: 21 with depression, and 24 healthy controls matched for age, verbal ability, education level, and anxiety score. Cognitive support was manipulated by providing a categorized word list at encoding, presented either clustered (high cognitive support) or randomized (low cognitive support) to both depressed and healthy adults. The number of words recalled was calculated, and an index of clustering was computed to assess organizational strategies. Participants were also administered cognitive tests (executive functions, cognitive speed, and categorical fluency) to explore the mediators of organizational strategies. Depressed participants had greater difficulty recalling and organizing the words, but the differences between the two groups were reduced for both measures when high cognitive support was provided at encoding. Healthy adults performed better on all cognitive tests. Statistical analyses revealed that in the depressed group, executive functions were the only variable associated with clustering and only when low cognitive support was provided. These findings support the view that the decrement in executive function due to depression may lead to impairment in organization when this mnemonic strategy has to be self-initiated.

The Mayaguez Incident: An Organizational Theory Analysis

DTIC Science & Technology

2006-09-01

actors, and its effectiveness is obtained. Applying organizational theory to the Mayaguez incident demonstrates that decision processes at the executive...theories to take to battle, an organizational theory tool to use on the lessons learned may prove effective . Though it is not feasible in the heat of...AND SUBTITLE: The Mayaguez Incident: An Organizational Theory Analysis 6. AUTHORS Edward J. Lengel, Shelley A. Rodriguez, Michael D. Tyynismaa and

Above the glass ceiling? A comparison of matched samples of female and male executives.

PubMed

Lyness, K S; Thompson, D E

1997-06-01

In this study the authors compare career and work experiences of executive women and men. Female (n = 51) and male (n = 56) financial services executives in comparable jobs were studied through archival information on organizational outcomes and career histories, and survey measures of work experiences. Similarities were found in several organizational outcomes, such as compensation, and many work attitudes. Important differences were found, however, with women having less authority, receiving fewer stock options, and having less international mobility than men. Women at the highest executive levels reported more obstacles than lower level women. The gender differences coupled with women's lower satisfaction with future career opportunities raise questions about whether women are truly above the glass ceiling or have come up against a 2nd, higher ceiling.

An evidence-based structure for transformative nurse executive practice: the model of the interrelationship of leadership, environments, and outcomes for nurse executives (MILE ONE).

PubMed

Adams, Jeffrey M; Erickson, Jeanette Ives; Jones, Dorothy A; Paulo, Lisa

2009-01-01

Identifying and measuring success within the chief nurse executive (CNE) population have proven complex and challenging for nurse executive educators, policy makers, practitioners, researchers, theory developers, and their constituents. The model of the interrelationship of leadership, environments, and outcomes for nurse executives (MILE ONE) was developed using the concept of consilience (jumping together of ideas) toward limiting the ambiguity surrounding CNE success. The MILE ONE is unique in that it links existing evidence and identifies the continuous and dependent interrelationship among 3 content areas: (1) CNE; (2) nurses' professional practice and work environments; and (3) patient and organizational outcomes. The MILE ONE was developed to operationalize nurse executive influence, define measurement of CNE success, and provide a framework to articulate for patient, workforce, and organizational outcome improvement efforts. This article describes the MILE ONE and highlights the evidence base structure used in its development.

Executive turnover: the influence of dispersion and other pay system characteristics.

PubMed

Messersmith, Jake G; Guthrie, James P; Ji, Yong-Yeon; Lee, Jeong-Yeon

2011-05-01

Using tournament theory as a guiding theoretical framework, in this study, we assess the organizational implications of pay dispersion and other pay system characteristics on the likelihood of turnover among individual executives in organizational teams. Specifically, we estimate the effect of these pay system characteristics on executive turnover decisions. We use a multi-industry, multilevel data set composed of executives in publicly held firms to assess the effects of pay dispersion at the individual level. Consistent with previous findings, we find that pay dispersion is associated with an increased likelihood of executive turnover. In addition, we find that other pay characteristics also affect turnover, both directly and through a moderating effect on pay dispersion. Turnover is more likely when executives receive lower portions of overall top management team compensation and when they have more pay at risk. These conditions also moderate the relationship between pay dispersion and individual turnover decisions, as does receiving lower compensation relative to the market.

ATTITUDE CHANGE DURING MANAGEMENT EDUCATION: A STUDY OF ORGANIZATIONAL INFLUENCES ON STUDENT ATTITUDES.

DTIC Science & Technology

Management and (2) what changes occur in the attitudes and values of students during their management education. The study was carried out with 2...student populations (one was enrolled in a 2-year curriculum leading to an S. M. degree in management , and the other was a group of middlelevel managers ...sent by their companies to obtain the degree in 12 months), a group of senior executives attending the School for a 10-week management development

Structures and Relationships between the Business Executive and Information Technology Executive at the University: A Mixed Methods Study

ERIC Educational Resources Information Center

Hollman, Angela K.

2014-01-01

This study uses an explanatory mixed methods methodology to attempt to determine the reporting relationships between business and IT executives within the university. The study also explores IT and business executives thoughts on these relationships. Supporting research from organizational studies and business-IT alignment is combined in order to…

4 CFR 9.1 - GAO Senior Executive Service.

Code of Federal Regulations, 2011 CFR

2011-01-01

... measured on the basis of individual and organizational performance (including such factors as improvements... performance and success in meeting equal employment opportunity goals); (3) Assure that senior executives are...

Safety in the c-suite: How chief executive officers influence organizational safety climate and employee injuries.

PubMed

Tucker, Sean; Ogunfowora, Babatunde; Ehr, Dayle

2016-09-01

According to social learning theory, powerful and high status individuals can significantly influence the behaviors of others. In this paper, we propose that chief executive officers (CEOs) indirectly impact frontline injuries through the collective social learning experiences and effort of different groups of organizational actors-including members of the top management team (TMT), organizational supervisors, and frontline employees. We found support for our collective social learning model using data from 2,714 frontline employees, 1,398 supervisors, and 229 members of TMTs in 54 organizations. TMT members' experiences within a CEO-driven TMT safety climate was positively related to organizational supervisors' reports of the broader organizational safety climate and their subsequent collective support for safety (reported by frontline employees). In turn, supervisory support for safety was associated with fewer employee injuries at the individual level. We discuss the theoretical and practical implications of these findings for workplace safety research and practice. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

Literacy in the Workplace: The Executive Perspective. A Qualitative Research Study.

ERIC Educational Resources Information Center

Omega Group, Inc., Haverford, PA.

Twenty-eight in-depth interviews were conducted with top executives in Philadelphia to discover issues and concerns about committing organizational resources over time to workplace literacy programs. Participants represented major organizations and institutions, both manufacturing and service. The executives reported that the manifestations of…

The impact of chief executive officer optimism on hospital strategic decision making.

PubMed

Langabeer, James R; Yao, Emery

2012-01-01

Previous strategic decision making research has focused mostly on the analytical positioning approach, which broadly emphasizes an alignment between rationality and the external environment. In this study, we propose that hospital chief executive optimism (or the general tendency to expect positive future outcomes) will moderate the relationship between comprehensively rational decision-making process and organizational performance. The purpose of this study was to explore the impact that dispositional optimism has on the well-established relationship between rational decision-making processes and organizational performance. Specifically, we hypothesized that optimism will moderate the relationship between the level of rationality and the organization's performance. We further suggest that this relationship will be more negative for those with high, as opposed to low, optimism. We surveyed 168 hospital CEOs and used moderated hierarchical regression methods to statically test our hypothesis. On the basis of a survey study of 168 hospital CEOs, we found evidence of a complex interplay of optimism in the rationality-organizational performance relationship. More specifically, we found that the two-way interactions between optimism and rational decision making were negatively associated with performance and that where optimism was the highest, the rationality-performance relationship was the most negative. Executive optimism was positively associated with organizational performance. We also found that greater perceived environmental turbulence, when interacting with optimism, did not have a significant interaction effect on the rationality-performance relationship. These findings suggest potential for broader participation in strategic processes and the use of organizational development techniques that assess executive disposition and traits for recruitment processes, because CEO optimism influences hospital-level processes. Research implications include incorporating greater use of behavior and cognition constructs to better depict decision-making processes in complex organizations like hospitals.

Information flow and work productivity through integrated information technology

NASA Technical Reports Server (NTRS)

Wigand, R. T.

1985-01-01

The work environment surrounding integrated office systems is reviewed. The known effects of automated office technologies is synthesized and their known impact on work efficiency is reviewed. These effects are explored with regard to their impact on networks, work flow/processes, as well as organizational structure and power. Particular emphasis is given to structural changes due to the introduction of newer information technologies in organizations. The new information technologies have restructed the average organization's middle banks and, as a consequence, they have shrunk drastically. Organizational pyramids have flattened with fewer levels since executives have realized that they can get ahold of the needed information via the new technologies quicker and directly and do not have to rely on middle-level managers. Power shifts are typically accompanied with the introduction of these technologies resulting in the generation of a new form of organizational power.

Relationships between Handwriting Performance and Organizational Abilities among Children with and without Dysgraphia: A Preliminary Study

ERIC Educational Resources Information Center

Rosenblum, Sara; Aloni, Tsipi; Josman, Naomi

2010-01-01

Organizational ability constitutes one executive function (EF) component essential for common everyday performance. The study aim was to explore the relationship between handwriting performance and organizational ability in school-aged children. Participants were 58 males, aged 7-8 years, 30 with dysgraphia and 28 with proficient handwriting.…

21 CFR 820.3 - Definitions.

Code of Federal Regulations, 2011 CFR

2011-04-01

... intended to have uniform characteristics and quality within specified limits. (n) Management with executive... management with executive responsibility. (v) Quality system means the organizational structure, responsibilities, procedures, processes, and resources for implementing quality management. (w) Remanufacturer...

Business leadership as a spiritual discipline.

PubMed

Leigh-Taylor, C

2000-01-01

What motivates organizational leaders in their search for spirituality? They seek to integrate their inner journey with their day-to-day professional roles. This article describes how a course in spirituality for executives has provided tools to analyze and clarify intentions, avoid the traps of excessive greed and power, and make decisions that are both compassionate and effective. André L. Delbecq, DBA, the Thomas J. and Kathleen L. McCarthy Professor at the Leavey School of Business at Santa Clara University in California, offers seminars in spirituality for organizational leadership through the MBA program and the Center for Executive Development. Delbecq is the first to admit his surprise at the number of executives who have repeatedly asked for courses in spirituality. He talks about how his seminars have helped CEOs and other top executives achieve greater effectiveness in leading organizations.

Applying the Model of the Interrelationship of Leadership Environments and Outcomes for Nurse Executives: a community hospital's exemplar in developing staff nurse engagement through documentation improvement initiatives.

PubMed

Adams, Jeffrey M; Denham, Debra; Neumeister, Irene Ramirez

2010-01-01

The Model of the Interrelationship of Leadership, Environments & Outcomes for Nurse Executives (MILE ONE) was developed on the basis of existing literature related to identifying strategies for simultaneous improvement of leadership, professional practice/work environments (PPWE), and outcomes. Through existing evidence, the MILE ONE identifies the continuous and dependent interrelationship of 3 distinct concept areas: (1) nurse executives influence PPWE, (2) PPWE influence patient and organizational outcomes, and (3) patient and organizational outcomes influence nurse executives. This article highlights the application of the MILE ONE framework to a community district hospital's clinical documentation performance improvement projects. Results suggest that the MILE ONE is a valid and useful framework yielding both anticipated and unexpected enhancements to leaders, environments, and outcomes.

From road to lab to math: the co-evolution of technological, regulatory, and organizational innovations for automotive crash testing.

PubMed

Leonardi, Paul M

2010-04-01

Today, in the midst of economic crisis, senior executives at US automakers and influential industry analysts frequently reflect on the progression that safety testing has taken from the crude trials done on the road, to controlled laboratory experiments, and to today's complex math-based simulation models. They use stories of this seemingly linear and natural sequence to justify further investment in simulation technologies. The analysis presented in this paper shows that change in the structures of automakers' organizations co-evolved with regulations specifying who was at fault in vehicle impacts, how vehicles should be built to withstand the force of an impact, and how testing should be done to assure that vehicles met those requirements. Changes in the regulatory environment were bolstered by new theories about crash test dynamics and changing technologies with which to test those theories. Thus, as new technological and regulatory innovations co-evolved with innovations in organizational structuring, ideas about how to best conduct crash tests shifted and catalyzed new cycles of technological, regulatory, and organizational innovation. However, this co-evolutionary story tells us that the move from road to lab to math was not natural or linear as today's managerial rhetoric would have us believe. Rather, the logic of math-based simulation was the result of technological, regulatory and organizational changes that created an industry-wide ideology that supported the move toward math while making it appear natural within the shifting structure of the industry.

The Relationship Between the Perceived Organizational Behavior Capabilities of Senior Navy Medical Department Executives and their Reported Organizational Behavior Requirements

DTIC Science & Technology

1994-03-01

Calhoun: The NPS Institutional Archive DSpace Repository Theses and Dissertations Thesis and Dissertation Collection 1994-03 The relationship between...POSfGRADUAlE SCHOOL Monterey, California THESIS THE RELATIONSHIP BElWEEN THE PERCEIVED ORGANIZATIONAL BEHAVIOR CAPABILITIES OF SENTOR NAVY MEDICAL...for public re1~ase; distribution is unlimited. The Relationship Betwe~n the Perceived Organizational Behavior Capabilities of Senior Navy Medical

The experiences of mentors on a career development and mentoring programme for female mental health nurses in the UK National Health Service.

PubMed

Woolnough, Helen M; Davidson, Marilyn J; Fielden, Sandra L

2006-08-01

This paper presents the experiences of executive and non-executive UK National Health Service (NHS) Trust directors and senior managers as mentors in a career development and mentoring programme for a cohort of 27 female mental health nurses from six NHS mental health trusts. Baseline interview data was collated from 27 mentors prior to the programme. Twenty-four mentors participated in semi-structured telephone interviews investigating their experiences of being a mentor at the end of the programme. The interview transcripts were analysed using thematic content analysis. Experience as a mentor impacted on mentors in a variety of ways and the common themes which emerged from the data included: increased understanding of the mentoring role, increased awareness of career barriers for female mental health nurses, improved ground-level insight in relation to nursing staff and the patients they care for, improved professional reputation, increased networks, new insights into organizational issues, personal enjoyment and fulfilment and desire to implement organizational change. All mentors interviewed stated that they would consider becoming a mentor again. The mentoring relationship was an invaluable learning experience for mentors and results from this study suggested that trained mentors have an important role to play as change agents in the NHS.

A Study of the Influence of Organizational Learning on Employees' Innovative Behavior and Work Engagement by a Cross-Level Examination

ERIC Educational Resources Information Center

Lin, Hsiu-Chuan; Lee, Yuan-Duen

2017-01-01

The purpose of this study is to examine the influence of organizational learning on employee's innovative behavior, and further proposed the mediation effect of work engagement between the relationship of organizational learning and employee's innovative behavior. The study targets on executives and their subordinates by paired samples within the…

Low effective organizational strategies in visual memory performance of unmedicated alcoholics during early abstinence.

PubMed

Daig, Isolde; Mahlberg, Richard; Schroeder, Franziska; Gudlowski, Yehonala; Wrase, Jana; Wertenauer, Florian; Bschor, Tom; Esser, Guenter; Heinz, Andreas; Kienast, Thorsten

2010-12-14

Alcohol-dependent patients in early abstinence show an impairment of cognitive functions which can be seen in poor implementation of newly learned skills for avoiding relapse. Executive dysfunction may persist during abstinence in alcohol-dependent persons, thus mitigating long-term abstinence. This study assessed visual memory function and choice of organizational strategies in alcoholics, as these are major factors necessary to implement ongoing behavior changes which are required for maintaining abstinence. We investigated 25 severely alcohol-dependent male patients between days 7 to 10 of abstinence, immediately after clinical withdrawal symptoms have ceased, compared to 15 healthy age, sex, and education matched controls. Pharmacological therapy had been terminated at least four half-lifes before inclusion into the study. Visual perceptual learning and organizational strategies were assessed with the Rey-Osterrieth Complex Figure Test (R-OCF). There were no group differences in copying or recalling the figure, but time differences occurred. Alcoholics and healthy controls performed worse in recalling than in copying. But, alcoholics used less effective organizational strategies. There was a deficit in choice of organizational strategy in newly abstinent and unmedicated alcohol-dependent patients. Due to the imperfect organizational strategies, alcoholics might need auxiliary therapeutic care to strengthen their cognitive ability.

Emotional and organizational supports for preschoolers' emotion regulation: Relations with school adjustment.

PubMed

Bailey, Craig S; Denham, Susanne A; Curby, Timothy W; Bassett, Hideko H

2016-03-01

Preschool teachers, like parents, support children in ways that promote the regulation capacities that drive school adjustment, especially for children struggling to succeed in the classroom. The purpose of this study was to explore the emotionally and organizationally supportive classroom processes that contribute to the development of children's emotion regulation and executive control. Emotion regulation and executive control were assessed in 312 3-, 4- and 5-year-old children. The 44 teachers of these children completed questionnaires asking about 3 components of children's school adjustment: Positive/Engaged, Independent/Motivated, and Prosocial/Connected. Observations of classroom emotional and organizational supports were conducted. Results of multilevel models indicated emotion regulation was significantly associated with the Positive/Engaged school adjustment component, but only when teachers' emotional and organizational supports were taken into account. Children with lower levels of emotion regulation, who were also in less supportive classrooms, had the lowest scores on the Positive/Engaged component. Children's executive control was associated with the Independent/Motivated and Prosocial/Connected components independently of teacher effects. In general, moderate support was found for the notion that teachers' supports can be particularly helpful for children struggling to regulate their emotions to be better adjusted to school. Children's emotionally salient classroom behaviors, and teachers' emotion scaffolding, are discussed. (c) 2016 APA, all rights reserved).

Designing organizational structures: Key thoughts for development.

PubMed

Killingsworth, Patricia; Eschenbacher, Lynn

2018-04-01

Current strategies and concepts to consider in developing a system-level organizational structure for the pharmacy enterprise are discussed. There are many different ways to design an organizational structure for the pharmacy enterprise within a health system. The size of the organization, the number of states in which it operates, and the geographic spread and complexity of the pharmacy business lines should be among the key considerations in determining the optimal organizational and decision-making structures for the pharmacy enterprise. The structure needs to support incorporation of the pharmacy leadership (both system-level executives and local leaders) into all strategic planning and discussions at the hospital and health-system levels so that they can directly represent the pharmacy enterprise instead of relying on others to develop strategy on their behalf. It is important that leaders of all aspects of the pharmacy enterprise report through the system's top pharmacy executive, who should be a pharmacist and have a title consistent with those of other leaders reporting at the same organizational level (e.g., chief pharmacy officer). Pharmacy leaders need to be well positioned within an organization to advocate for the pharmacy enterprise and use all resources to the best of their ability. As the scope and complexity of pharmacy services grow, it is critical to ensure that leadership of the pharmacy enterprise is unified under a single pharmacy executive team. Copyright © 2018 by the American Society of Health-System Pharmacists, Inc. All rights reserved.

Leading Change: A Case Study of the First Independent Critical-Access Hospital to Achieve Magnet® Designation.

PubMed

Nelson-Brantley, Heather V; Ford, Debra J; Miller, Karen L; Stegenga, Kristin A; Lee, Robert H; Bott, Marjorie J

2018-03-01

The aim of this study was to understand how nurses in a 25-bed critical-access hospital (CAH) led change to become the 1st to achieve Magnet®. Approximately 21% of the US population lives in rural areas served by CAHs. Rural nurse executives are particularly challenged with limited resources. Staff nurses, nurse managers, interprofessional care providers, the chief nursing officer, and board of directors (n = 27) were interviewed. Observations of hospital units and administrative meetings were done, and hospital reports were analyzed. Nine themes emerged to support a conceptual model of leading change. The CAH spent 3 years of its 6-year journey establishing organizational readiness. Nurses overcame complex challenges by balancing operational support and fostering relationships. The Magnet journey led to significantly improved nurse and patient outcomes. A new organizational culture centered on shared governance, evidence-based practice, and higher education emerged. The journey to Magnet leads to improved nurse, patient, and organization outcomes.

Correlates of Women's Chief Executive Status: Comparisons with Men Chief Executives and Women Top Managers.

ERIC Educational Resources Information Center

Tharenou, Phyllis

1995-01-01

In Australia, a sample of 50 female and 52 male chief executive officers (CEOs) and 53 top women managers was drawn from a larger survey. Results showed interpersonal and organizational situation factors (such as female management hierarchy, personal encouragement) were more associated with women CEOs' status. Status was less related to…

Executive Leadership and Physician Well-being: Nine Organizational Strategies to Promote Engagement and Reduce Burnout.

PubMed

Shanafelt, Tait D; Noseworthy, John H

2017-01-01

These are challenging times for health care executives. The health care field is experiencing unprecedented changes that threaten the survival of many health care organizations. To successfully navigate these challenges, health care executives need committed and productive physicians working in collaboration with organization leaders. Unfortunately, national studies suggest that at least 50% of US physicians are experiencing professional burnout, indicating that most executives face this challenge with a disillusioned physician workforce. Burnout is a syndrome characterized by exhaustion, cynicism, and reduced effectiveness. Physician burnout has been shown to influence quality of care, patient safety, physician turnover, and patient satisfaction. Although burnout is a system issue, most institutions operate under the erroneous framework that burnout and professional satisfaction are solely the responsibility of the individual physician. Engagement is the positive antithesis of burnout and is characterized by vigor, dedication, and absorption in work. There is a strong business case for organizations to invest in efforts to reduce physician burnout and promote engagement. Herein, we summarize 9 organizational strategies to promote physician engagement and describe how we have operationalized some of these approaches at Mayo Clinic. Our experience demonstrates that deliberate, sustained, and comprehensive efforts by the organization to reduce burnout and promote engagement can make a difference. Many effective interventions are relatively inexpensive, and small investments can have a large impact. Leadership and sustained attention from the highest level of the organization are the keys to making progress. Copyright © 2016 Mayo Foundation for Medical Education and Research. Published by Elsevier Inc. All rights reserved.

Organizational Downsizing: Individual and Organizational Implications and Recommendations for Action

DTIC Science & Technology

1991-06-01

leave. The complexity of the downsizing phenomenon has tended to foster multidisciplinary study. Different aspects of downsizing have been addressed by...Sutton, 1988; Latack & Dozier, 1986; Sutton & D’Aunno, 1989); and (d) organizational dissolution and death (Sutton, 1983, 1987). Issues relating to...and executives who were terminated have started their own businesses or consulting firms (Beaudoin, 1988; Zoghlin, 1989). Latack and Dozier (1986

76 FR 24437 - Structure and Practices of the Video Relay Service Program

Federal Register 2010, 2011, 2012, 2013, 2014

2011-05-02

... applicant, a description of the applicant's organizational structure, including the names of its executives... Internet-based relay service, including documentation on loans for equipment, inventory, property... over the applicant, a description of the applicant's organizational structure, and the names of its...

[Qualitative analysis of organizational innovations in Spanish public hospitals].

PubMed

del Llano, J; Martínez-Cantarero, J F; Gol, J; Raigada, F

2002-01-01

To determine the opinion of chief executive officers (CEOs) and physicians in public hospitals concerning new managerial trends. We performed a qualitative study designed to determine the opinion of CEOs and physicians on the organizational innovations that affect more than one level of health management intervention. In-depth semi-structured interviews were conducted to identify behavior, experiences, opinions, knowledge and other personal and institutional aspects related to the study's aim. Focus groups (two study groups and one control group) were also used. Interaction between groups was used to obtain different types of information on the development of ideas, operational capacity, and the degree of consensus and disagreement on the subjects discussed. Comparison between the control and the study groups revealed that the new management trends added value in the following areas: economy of contracts, delegation, administrative decentralization, incentives, risk avoidance, process re-engineering, heath care continuity, competitiveness, leadership, information systems and client centeredness. Physicians are showing increased interest in organizational innovations while CEOs are ambivalent about their changing role and respective responsibilities. There is evidence of resistance to change. There is no single institutional model; institutional design depends on internal factors (cohesion and leadership) and external factors (environment, size and technology). The incipient development of innovations reveals the need for changes in the style and characteristics of management structure (composition, functions, responsibilities).

RN, CIO: an executive informatics career.

PubMed

Staggers, Nancy; Lasome, Caterina E M

2005-01-01

The Chief Information Officer (CIO) position is a viable new career track for clinical informaticists. Nurses, especially informatics nurses, are uniquely positioned for the CIO role because of their operational knowledge of clinical processes, communication skills, systems thinking abilities, and knowledge about information structures and processes. This article describes essential knowledge and skills for the CIO executive position. Competencies not typical to nurses can be learned and developed, particularly strategic visioning and organizational finesse. This article concludes by describing career development steps toward the CIO position: leadership and management; healthcare operations; organizational finesse; and informatics knowledge, processes, methods, and structures.

Challenges of transitioning from a faculty to an administrative role: part 2, moving from individual contributor to group leader.

PubMed

Thompson, Cesarina M

2011-01-01

Many new nursing leaders assuming deanships, assistant, or interim deanships have limited education, experience, or background to prepare them for the job. To assist new deans and those aspiring to be deans, Jana L. Pressler, PhD, RN, and Carole A. Kenner, PhD, RNC-NIC, FAAN, the editors of this department, address common issues, challenges, and opportunities that face academic executive teams, such as negotiating an executive contract, obtaining faculty lines, building effective work teams, managing difficult employees, and creating nimble organizational structure to respond to changing consumer, healthcare delivery, and community needs. In this article, the editors asked guest author, Dr Cesarina Thompson, to discuss the transition process from faculty to administrative role.

Promoting quality: the health-care organization from a management perspective.

PubMed

Glickman, Seth W; Baggett, Kelvin A; Krubert, Christopher G; Peterson, Eric D; Schulman, Kevin A

2007-12-01

Although agreement about the need for quality improvement in health care is almost universal, the means of achieving effective improvement in overall care is not well understood. Avedis Donabedian developed the structure-process-outcome framework in which to think about quality-improvement efforts. There is now a robust evidence-base in the quality-improvement literature on process and outcomes, but structure has received considerably less attention. The health-care field would benefit from expanding the current interpretation of structure to include broader perspectives on organizational attributes as primary determinants of process change and quality improvement. We highlight and discuss the following key elements of organizational attributes from a management perspective: (i) executive management, including senior leadership and board responsibilities (ii) culture, (iii) organizational design, (iv) incentive structures and (v) information management and technology. We discuss the relevant contributions from the business and medical literature for each element, and provide this framework as a roadmap for future research in an effort to develop the optimal definition of 'structure' for transforming quality-improvement initiatives.

The association of strategic group and organizational culture with hospital performance in China.

PubMed

Xue, Di; Zhou, Ping; Bundorf, M Kate; Huang, Jin Xin; Chang, Ji Le

2013-01-01

The policy environment in China is rapidly changing. Strategic planning may enable hospitals to respond more effectively to changes in their external environment, little evidence exists on the extent to which public hospitals in China adopt different strategies and the relationship between strategic decision-making and hospital performance. The purposes of our study were to determine the extent to which different hospitals adopt different strategies, whether strategies are associated with organizational culture and whether hospital strategies are associated with hospital performance. Presidents (or vice presidents), employees, and patients from 87 public hospitals were surveyed during 2009. Measures of strategic group were developed using cluster analysis based on the three dimensions of product position, competitive posture, and market position. Culture was measured using a tool developed by the investigators. Performance was measured based on profitability, patient satisfaction, and employee satisfaction with overall hospital development in the recent 5 years. The association of strategic group and organizational culture with hospital performance was analyzed using multivariate models. Chinese public general hospitals were classified into five strategic groups that had significant differences in product positioning, competitive posture, and market position. Hospitals of similar types based on regulation adopted different strategies. Organizational culture was not strongly associated with hospital strategic group. Although strategic group was associated with hospital profitability and patient satisfaction in the models with or without control for hospital location, these effects did not persist after controlling for organizational culture, hospital level, and hospital location. It is important for public hospitals in China to make effective strategic planning and align their organizational culture with the strategies for better execution and therefore better performance. Moreover, the method of hospital strategic grouping in the study provides a new way to analyze management issues within a strategic group and between strategic groups.

Perspective: Organizational professionalism: relevant competencies and behaviors.

PubMed

Egener, Barry; McDonald, Walter; Rosof, Bernard; Gullen, David

2012-05-01

The professionalism behaviors of physicians have been extensively discussed and defined; however, the professionalism behaviors of health care organizations have not been systemically categorized or described. Defining organizational professionalism is important because the behaviors of a health care organization may substantially impact the behaviors of physicians and others within the organization as well as other institutions and the larger community. In this article, the authors discuss the following competencies of organizational professionalism, derived from ethical values: service, respect, fairness, integrity, accountability, mindfulness, and self-motivation. How nonprofit health care organizations can translate these competencies into behaviors is described. For example, incorporating metrics of population health into assessments of corporate success may increase collaboration among regional health care organizations while also benefiting the community. The unique responsibilities of leadership to model these competencies, promote them in the community, and develop relevant organizational strategies are clarified. These obligations elevate the importance of the executive leadership's capacity for self-reflection and the governing boards' responsibility for mapping operational activities to organizational mission. Lastly, the authors consider how medical organizations are currently addressing professionalism challenges. In an environment made turbulent by regulatory change and financial constraints, achieving proficiency in professionalism competencies can assist nonprofit health care organizations to promote population health and the well-being of their workforces.

78 FR 17358 - Mid-Atlantic Fishery Management Council (MAFMC); Public Meetings

Federal Register 2010, 2011, 2012, 2013, 2014

2013-03-21

... Organizational Reports, the New England and South Atlantic Liaison Reports, the Executive Director's Report, the... December 2012 and February 2013 minutes, receive Organizational Reports, the New England and South Atlantic... recommendation on the workshop results to include control dates, roll-over provisions, GRAs, port meetings, etc...

Towards a Competence Profile for Inter-Organizational Learning in Open Innovation Teams

ERIC Educational Resources Information Center

du Chatenier, Elise; Verstegen, Jos; Biemans, Harm; Mulder, Martin

2008-01-01

While inter-organizational learning in open innovation teams has received much attention lately, research into its human dimension is lacking. This paper, therefore, explores the competencies professionals need for this process. Three studies were executed: a theoretical study, explorative interviews and focus groups. A competence profile was…

Select Higher Education Chief Diversity Officers: Roles, Realities, and Reflections

ERIC Educational Resources Information Center

Pittard, Lesley-Anne

2010-01-01

This naturalistic inquiry sought to obtain the "essence" of select administrative chief diversity officers (CDOs), by exploring their participant profiles, organizational realities, and career reflections. Participants self-identified as their institution's senior most chief executive, were poised executively, and charged to facilitate an…

Memory and executive functions in patients with obsessive-compulsive disorder.

PubMed

Vandborg, Sanne Kjær; Hartmann, Tue Borst; Bennedsen, Birgit Egedal; Pedersen, Anders Degn; Thomsen, Per Hove

2014-03-01

We investigated whether patients with obsessive-compulsive disorder have poorer memory and executive functions than healthy controls. The relatively inconsistent previous findings on this question reflect a lack of well-matched control groups, the inclusion of patients with comorbidity, and the use of noncomparable neuropsychological tests to assess memory and executive functions. We used well-accepted neuropsychological tests of memory and executive functions to assess 42 patients who had obsessive-compulsive disorder without comorbidity, and 42 healthy controls. We matched the patients and controls pairwise by sex, age, and years of education. The patients performed significantly worse than the controls on the Rey Complex Figure Test, which assesses visuospatial memory and organizational skills. This group difference remained after we controlled for age, education, intelligence, and severity of depressive symptoms. The findings indicate that patients with obsessive-compulsive disorder may have impaired visuospatial memory and organizational skills, and these impairments should be considered in treatment. ClinicalTrials.gov NCT00792038.

Job and career influences on the career commitment of health care executives: the mediating effect of job satisfaction.

PubMed

Myrtle, Robert; Chen, Duan-Rung; Liu, Caroline; Fahey, Daniel

2011-01-01

While there is considerable evidence supporting the relationship between job satisfaction and organizational commitment, the relationship between the antecedents of job satisfaction, organizational commitment and career commitment are not clearly understood. This study seeks to clarify whether these antecedents have an effect independent of job satisfaction on career commitment or whether these antecedents are mediated by job satisfaction. In total, 2,799 questionnaires were mailed out to members of the American College of Healthcare Executives (ACHE). The responses received were 643 (22.9 percent) and after eliminating retirees or students, a sample of 456 respondents currently employed in the health care industry was obtained. Path analysis was conducted to test the hypothetical relationships between work situation, career experiences and career commitment. It was found that job satisfaction mediated the influences of job tenure and career pattern on career commitment. Job satisfaction partially mediated the influences of perceived job security and one's satisfaction with career on career commitment. Both of these measures had a direct influence on career commitment. Career experience such as sector change was also positively associated with career commitment. While the research offers some insights into the factors affecting the career commitment of health care executives, the sample was limited to respondents who were members of the American College of Healthcare Executives, and thus may not represent the views of all managers in the health care sector. To retain high-valued health care workers it is important that an organization has a work environment that enhances their commitment to their occupation as well as their careers. This study clarifies the influence of job satisfaction on the career commitment of health care managers during a very dynamic period.

Work-Life Dilemmas Emerging from Lesbian Executives' Narratives

ERIC Educational Resources Information Center

Heintz, Phyllis A.

2012-01-01

This qualitative study was an in-depth exploration of lesbian executives' sexual identity management experiences. These women navigated an invisible identity in a privileged, visible organizational position, yet their lesbian identity often made them vulnerable to discrimination and remained a subtext that permeated their relationships with…

Action Learning--An Experience Working with Executives at the IBM Corporation

ERIC Educational Resources Information Center

Tracy, Marianne

2011-01-01

The increasing emphasis on innovation in executive development has important implications for contemporary organizations talent professionals and strategy creators. Providing an experience that addresses individual and team development, strategic innovation, organizational alignment and the integration of values is the objective of the action…

How hardwired is human behavior?

PubMed

Nicholson, N

1998-01-01

Time and time again managers have tried to eliminate hierarchies, politics, and interorganizational rivalry--but to no avail. Why? Evolutionary psychologists would say that they are working against nature--emotional and behavioral "hardwiring" that is the legacy of our Stone Age ancestors. In this evolutionary psychology primer for executives, Nigel Nicholson explores many of the Science's central tenets. Of course, evolutionary psychology is still an emerging discipline, and its strong connection with the theory of natural selection has sparked significant controversy. But, as Nicholson suggests, evolutionary psychology is now well established enough that its insights into human instinct will prove illuminating to anyone seeking to understand why people act the way they do in organizational settings. Take gossip. According to evolutionary psychology, our Stone Age ancestors needed this skill to survive the socially unpredictable conditions of the Savannah Plain. Thus, over time, the propensity to gossip became part of our mental programming. Executives trying to eradicate gossip at work might as well try to change their employees' musical tastes. Better to put one's energy into making sure the "rumor mill" avoids dishonesty or unkindness as much as possible. Evolutionary psychology also explores the dynamics of the human group. Clans on the Savannah Plain, for example, appear to have had no more than 150 members. The message for managers? People will likely be most effective in small organizational units. As every executive knows, it pays to be an insightful student of human nature. Evolutionary psychology adds another important chapter to consider.

The VCU Pressure Ulcer Summit: Collaboration to Operationalize Hospital-Acquired Pressure Ulcer Prevention Best Practice Recommendations.

PubMed

Brindle, C Tod; Creehan, Sue; Black, Joyce; Zimmermann, Deb

2015-01-01

This executive summary reports outcomes of an interprofessional collaboration between experts in pressure ulcer prevention, bedside clinicians, regulatory agencies, quality improvement, informatics experts, and professional nursing organizations. The goal of the collaboration was to develop a framework to assist facilities to operationalize best practice recommendations to sustain organizational culture change in hospital-acquired pressure ulcer prevention, to develop a hospital-acquired pressure ulcer severity score, and to address topics related to the unavoidable pressure ulcer.

Memory and executive functioning in obsessive-compulsive disorder: a selective review.

PubMed

Olley, Amanda; Malhi, Gin; Sachdev, Perminder

2007-12-01

The neurocognitive deficits that underlie the unique features of obsessive-compulsive disorder (OCD) are not yet completely understood. This paper reviews the main neuropsychological findings in memory and executive functioning in this disorder, and examines a number of challenges facing this area of research. A selective review of the neuropsychological literature on OCD was conducted using MEDLINE and drawing on literature known to the authors. The neuropsychological profile of OCD appears to be one of primary executive dysfunction. Although memory functioning may be affected, these deficits appear secondary to an executive failure of organizational strategies during encoding. On tasks of executive functioning patients with OCD demonstrate increased response latencies, perseveration of responses, and difficulties utilizing feedback to adapt to change. A statistical meta-analysis was not performed and only the cognitive domains of memory and executive functioning were examined. Given the prominence of chronic doubt and indecision in clinical settings, it is surprising that decision making as a cognitive construct as related to OCD has not received greater attention in the neuropsychological literature. On the basis of emerging literature we suggest that it is a potential area of dysfunction and one that warrants further investigation as it may assist in enhancing our understanding of the pathophysiology of OCD.

Organizational ethics in managed behavioral health care: perspectives from executives and leaders.

PubMed

Sharar, David A; Huff, Stan; Ackerson, Barry

2003-01-01

Managed behavioral health care (MBHC) is frequently criticized on ethical grounds for the way it undermines classical ideals of professionalism in mental health and addiction treatment. There is an implied assumption that practitioners who are executives and leaders in MBHC companies have moved away from clinical ethics to the adoption of business and financial models. This qualitative study explores perceptions of organizational ethical issues from the point of view of leaders working in MBHC settings and how their perspectives contribute to our current schemas for analyzing the ethical complexities of MBHC. Twenty-seven participants from across the United States were interviewed using an interview guide that relied on open-ended questions and probes. Inquiry findings present four major themes and describe participant material in a way that enhances sensitivity and understanding to organizational ethics in MBHC and behavioral health services and research.

Strategic positioning for nursing excellence in health systems: insights from chief nursing executives.

PubMed

Arnold, Lauren; Drenkard, Karen; Ela, Sue; Goedken, Jolene; Hamilton, Connie; Harris, Carla; Holecek, Nancy; White, Maureen

2006-01-01

The emergence of health systems as a dominant structure for organizing healthcare has stimulated the development of health system chief nursing executive (CNE) positions. These positions have large spans of control, requiring CNEs to balance a wide range of responsibilities, making them accountable for fiscal management, quality of care, compliance, and contributing to organizational growth. As such the CNE is required to use principles of distributive justice to guide priority setting and decision making. This review addresses important questions about CNE system integration strategies, strategic priorities, and organizational positioning as they attempt to fulfill their ethical responsibilities to patients and the nurses they serve.

78 FR 33392 - Public Availability of Consumer Product Safety Commission FY 2012 Service Contract Inventory

Federal Register 2010, 2011, 2012, 2013, 2014

2013-06-04

... made through a contract or task order; (B) The organizational component of the executive agency administering the contract, and the organizational component of the agency whose requirements are being met through contractor performance of the service; (C) The total dollar amount obligated for services under...

77 FR 8818 - Public Availability of Consumer Product Safety Commission FY 2011 Service Contract Inventory

Federal Register 2010, 2011, 2012, 2013, 2014

2012-02-15

... through a contract or task order; (B) The organizational component of the executive agency administering the contract, and the organizational component of the agency whose requirements are being met through contractor performance of the service; (C) The total dollar amount obligated for services under the contract...

The Impact of Affective and Cognitive Trust on Knowledge Sharing and Organizational Learning

ERIC Educational Resources Information Center

Swift, Peter E.; Hwang, Alvin

2013-01-01

Purpose: This paper seeks to add to the research on the role of cognitive and affective trust in promoting knowledge sharing between executives and consequently establishing an organizational learning environment. Design/methodology/approach: This paper examines the influence of one conceptualization of trust, one that has two…

Support from Chief Executives to Sponsored Programs Administration at Baccalaureate Universities in the United States

ERIC Educational Resources Information Center

Hamilton, Zoya

2012-01-01

This research study examined support to sponsored programs administrators (SPAs, or research administrators) at baccalaureate universities from their chief executives. Support to SPAs strengthens the shared purpose of the university, enabling SPAs to serve as effective organizational representatives in business transactions pertaining to grants…

The Coach-Coachee Relationship in Executive Coaching: A Field Study

ERIC Educational Resources Information Center

Baron, Louis; Morin, Lucie

2009-01-01

Numerous authors have suggested that the working relationship between coach and coachee constitutes an essential condition to the success of executive coaching. This study empirically investigated the links between the coach-coachee relationship and the success of a coaching intervention in an organizational setting. Data were collected from two…

Executive Compensation in the California Community Colleges, 2000-2001.

ERIC Educational Resources Information Center

California Community Colleges, Sacramento. Office of the Chancellor.

The Chancellor's Office of the California Community Colleges, in compliance with the State Legislature's requirements, issues a yearly report detailing executive compensation in the community colleges. There are three major organizational configurations in the state: (1) 20 multi-college districts administered by chancellors; (2) 56 colleges in…

Organizational ethics in Catholic health care: honoring stewardship and the work environment.

PubMed

Magill, G

2001-04-01

Organizational ethics refers to the integration of values into decision making, policies, and behavior throughout the multi-disciplinary environment of a health care organization. Based upon Catholic social ethics, stewardship is at the heart of organizational ethics in health care in this sense: stewardship provides the hermeneutic filter that enables basic ethical principles to be realized practically, within the context of the Catholic theology of work, to concerns in health care. This general argument can shed light on the specific topic of non-executive compensation programs as an illustration of organizational ethics in health care.

Models of resource allocation optimization when solving the control problems in organizational systems

NASA Astrophysics Data System (ADS)

Menshikh, V.; Samorokovskiy, A.; Avsentev, O.

2018-03-01

The mathematical model of optimizing the allocation of resources to reduce the time for management decisions and algorithms to solve the general problem of resource allocation. The optimization problem of choice of resources in organizational systems in order to reduce the total execution time of a job is solved. This problem is a complex three-level combinatorial problem, for the solving of which it is necessary to implement the solution to several specific problems: to estimate the duration of performing each action, depending on the number of performers within the group that performs this action; to estimate the total execution time of all actions depending on the quantitative composition of groups of performers; to find such a distribution of the existing resource of performers in groups to minimize the total execution time of all actions. In addition, algorithms to solve the general problem of resource allocation are proposed.

AdaNET executive summary

NASA Technical Reports Server (NTRS)

Digman, R. Michael

1988-01-01

The goal of AdaNET is to transfer existing and emerging software engineering technology from the Federal government to the private sector. The views and perspectives of the current project participants on long and short term goals for AdaNET; organizational structure; resources and returns; summary of identified AdaNET services; and the summary of the organizational model currently under discussion are presented.

Medical engagement: a crucial underpinning to organizational performance.

PubMed

Spurgeon, Peter; Mazelan, Patti M; Barwell, Fred

2011-08-01

Medical Engagement has long been advocated as a critical component relating to organizational performance. Relatively little data though existed to support this contention. Using the Medical Engagement Scale (MES) This study demonstrates a persuasive linkage between assessed levels of Medical Engagement in secondary care organizations and independently gathered performance measures. Implications of executive leaders in promoting engagement are explored.

New Hampshire critical access hospitals: CEOs' report on ethical challenges.

PubMed

Nelson, William; Rosenberg, Marie-Claire; Weiss, Julie; Goodrich, Martha

2009-01-01

Research into the importance of organizational healthcare ethics has increasingly appeared in healthcare publications. However, to date, few published studies have examined ethical issues from the perspective of healthcare executives, and no empirical study has addressed organizational ethics with an explicit focus on rural hospitals. For our study, we sought to identify the frequency of ethical conflicts occurring within 12 general categories (domains) of administrative activities. Also, we wanted to determine what ethics resources are currently available and whether additional resources would be helpful. We conducted a structured telephone interview of all 13 chief executive officers (CEOs) of critical access hospitals in New Hampshire. All the CEOs in the study indicated that they encountered ethical conflicts. On average, the three most frequently noted domains were organizational-professional staff relations, reimbursement, and clinical care. All CEOs indicated they would like to have additional ethics resources to address these conflicts. This study verified that CEOs encounter a broad spectrum of ethical conflicts and need additional ethics resources to address them. Because this study used a small sample of CEOs and represented only one New England state, further ethics-related research in rural healthcare facilities is warranted. Follow-up study would allow for (1) a higher level of generalization of the findings, (2) clarity regarding specific ethical dilemmas that rural healthcare executives encounter, and (3) an assessment of ethics resources and training that healthcare executives need to address the ethical conflicts.

Downsizing in the public sector: Metro-Toronto's hospitals.

PubMed

Flint, Douglas H

2003-01-01

This study has two objectives. First, to predict the outcomes of a public sector downsizing; second to measure effects of downsizing at organizational and inter-organizational levels. Primary data to assess the organizational level effects was collected through interviews with senior executives at two of Metro-Toronto's hospitals. Secondary data, to assess the inter-organizational effects, was collected from government documents and media reports. Due to the exploratory nature of the study's objectives a case study method was employed. Most institutional downsizing practices aligned with successful outcomes. Procedures involved at the inter-organizational level aligned with unsuccessful outcomes and negated organizational initiatives. This resulted in an overall alignment with unsuccessful procedures. The implication, based on private sector downsizings, is that the post-downsized hospital system was more costly and less effective.

An Examination of the Correlative Effects of IT Outsourcing with IT Agility, IT Strategic Alignment and IT Effectiveness

ERIC Educational Resources Information Center

Eichman, Bruce W.

2013-01-01

Organizational executives are concerned with the insufficient alignment of Information Technology (IT) investments to achieve computed based information systems effectiveness. Survey results of senior executives determined that in spite of applying enormous amounts of resources and energy attempting to prioritize and effectively align these…

Why HPT Will Continue to Be a Hard Sell

ERIC Educational Resources Information Center

Pearlstein, Richard B.

2012-01-01

Most executives have not heard of human performance technology (HPT), but a recent Google search showed 25 times more Google hits for "lean six sigma" than for "human performance technology." This article describes five factors that make HPT a hard sell: (1) HPT is not part of standard business jargon, (2) organizational executives associate…

PERSPECTIVES ON MULTIDISCIPLINARY TEAM PROCESSES AMONG HEALTHCARE EXECUTIVES: PROCESSES THAT FACILITATE TEAM EFFECTIVENESS.

PubMed

Landry, Amy; Erwin, Cathleen

2015-01-01

Multidisciplinary teams (MDTs) are used in healthcare organizations to address both clinical and managerial functions. Despite their prevalence, little is known about how team processes work to facilitate effectiveness among MDT leadership teams. This study explores perceptions of MDT participation experienced by organizational leaders in healthcare organizations in the United States. A survey of American College of Healthcare Executives members was conducted to assess involvement and perceptions of MDTs among health care management professionals. Descriptive statistics, independent T-Tests and Chi-square analyses were used to examine participation in MDTs, perception of MDT processes, and the association of participation and perceived processes with employee and organizational characteristics. The survey yielded a sample comprised of 492 healthcare executive or executive-track employees. An overwhelming majority indicated participation in MDTs. The study identified team processes that could use improvement including communication, cooperation, and conflict resolution. The study provides evidence that can help guide the development of training programs that focus on providing managerial leaders with strategies aimed at improving communication, coordination, and conflict resolution that will improve the effectiveness of MDT functioning in healthcare organizations.

Washington State reorganization: more of the story.

PubMed

Gebbie, K M

1997-01-01

The creation of a new Department of Health in Washington State in 1989 provided an opportunity for analysis of the many forces beyond the pressure of interest groups leading to such a change. Interviews with key actors from executive and legislative branches of state government, local government, and interested health organizations were conducted to uncover the full scope considered for the new department, and the interactions that led to the final, narrower entity. A process model based on these findings is presented as a useful tool for those seeking to improve public health at the state level through changes in the organizational units responsible for health activities.

Data on impact of technological change on employees' cognitive attitude and organizational performance.

PubMed

Adeniji, Chinyerem; Adeyeye, Olufemi; Iyiola, Oluwole; Olokundun, Maxwell; Borishade, Taiye; Falola, Hezekiah; Salau, Odunayo

2018-06-01

Change is unavoidable for organizations just as it is in every sphere of life. Whatever the reasons are, organizations need to change, keeping in mind the end goal to survive and to be successful. Organizations operate in an environment where globalisation is the common expression of the phenomenon that is driving a great dynamism in the business environment across the world and no business is immune from the effects of this "globalisation". Competition, policymaking and advancement in technology exist on a day-to-day basis (Hatch, 2009) as well as opportunities are no longer localised within a nation, region or continent, every business is now competing with competitors all over the world. These forces are in constant change and affect a large number of organizations, which involves creating new strategies and policies in order for the organizations to survive and compete within the global business world and also to improve organizational performance but, there are also many challenges as well as the intensification of competition. The usage of technology decides the quality and number of products and services to be delivered. Organizational and national restrictive execution and improvement are controlled by the state and types of technology. Technology likewise impacts the living states of individual and groups in organizations and countries and the relationship between them. Technology is inclined to change, and the condition of technology have direct connection to the relationship between the business and worker. Technology, labour and capital are interconnected. The data presented in this article is very salient in this regard.

Patient-centered innovation in health care organizations: a conceptual framework and case study application.

PubMed

Hernandez, Susan E; Conrad, Douglas A; Marcus-Smith, Miriam S; Reed, Peter; Watts, Carolyn

2013-01-01

Patient-centered innovation is spreading at the federal and state levels. A conceptual framework can help frame real-world examples and extract systematic learning from an array of innovative applications currently underway. The statutory, economic, and political environment in Washington State offers a special contextual laboratory for observing the interplay of these factors. We propose a framework for understanding the process of initiating patient-centered innovations-particularly innovations addressing patient-centered goals of improved access, continuity, communication and coordination, cultural competency, and family- and person-focused care over time. The framework to a case study of a provider organization in Washington State actively engaged in such innovations was applied in this article. We conducted a selective review of peer-reviewed evidence and theory regarding determinants of organizational change. On the basis of the literature review and the particular examples of patient-centric innovation, we developed a conceptual framework. Semistructured key informant interviews were conducted to illustrate the framework with concrete examples of patient-centered innovation. The primary determinants of initiating patient-centered innovation are (a) effective leadership, with the necessary technical and professional expertise and creative skills; (b) strong internal and external motivation to change; (c) clear and internally consistent organizational mission; (d) aligned organizational strategy; (e) robust organizational capability; and (f) continuous feedback and organizational learning. The internal hierarchy of actors is important in shaping patient-centered innovation. External financial incentives and government regulations also significantly shape innovation. Patient-centered care innovation is a complex process. A general framework that could help managers and executives organize their thoughts around innovation within their organization is presented.

Betrayed trust: healing a broken hospital through servant leadership.

PubMed

Yancer, Deborah A

2012-01-01

An investigative reporter with The Washington Post broke the news of a no-confidence vote by the medical staff of a hospital in the suburbs of Washington, District of Columbia. The chaos that followed created a perfect storm for needed change and offered the rare opportunity for unbridled deep and creative collaboration. Issues the hospital faced as a result of this crisis and subsequent events that tested the authenticity of change are summarized. This article focuses on the approach used by the registered nurse chief executive officer (RN-CEO) to humanize the hospital, viewing it as though it were a patient and leading a clinical approach to organizational recovery and health. The relationship that developed between the medical staff leaders and the RN-CEO was pivotal to the hospital's recovery and evolved as a hybrid of servant leadership. Outcomes achieved over a 7-year period and attributable to this relational model are summarized. Finally, the RN-CEO shares lessons learned through experience and reflection and advice for nurses interested in pursuing executive leadership roles.

Systems engineering and integration and management for manned space flight programs

NASA Technical Reports Server (NTRS)

Morris, Owen

1993-01-01

This paper discusses the history of SE&I management of the overall program architecture, organizational structure and the relationship of SE&I to other program organizational elements. A brief discussion of the method of executing the SE&I process, a summary of some of the major lessons learned, and identification of things that have proven successful are included.

Organizational Learning, Knowledge Management Practices and Firm's Performance: An Empirical Study of a Heavy Engineering Firm in India

ERIC Educational Resources Information Center

Jain, Ajay K.; Moreno, Ana

2015-01-01

Purpose: The study aims at investigating the impact of organizational learning (OL) on the firm's performance and knowledge management (KM) practices in a heavy engineering organization in India. Design/Methodology/Approach: The data were collected from 205 middle and senior executives working in the project engineering management division of a…

Systems engineering and integration and management for manned space flight programs

NASA Astrophysics Data System (ADS)

Morris, Owen

This paper discusses the history of SE&I management of the overall program architecture, organizational structure and the relationship of SE&I to other program organizational elements. A brief discussion of the method of executing the SE&I process, a summary of some of the major lessons learned, and identification of things that have proven successful are included.

Volunteers: A Critical Element in the New AGU

NASA Astrophysics Data System (ADS)

McPhaden, Michael

2010-02-01

We are in the midst of unprecedented change at the American Geophysical Union. Members have recently approved new bylaws to create a governance structure that better reflects the Union's diverse range of scientific interests and enables more efficient and transparent functioning of the organization. We have also embarked on a new strategic planning process to develop far-reaching organizational goals that will ensure continued global leadership in the Earth and space sciences. Finally, we are in the midst of hiring a new permanent executive director to lead our organization in the years ahead.

Balancing Organizational Work with Personal Lives: What Chief Executive Officers Believe

ERIC Educational Resources Information Center

Eversole, Barbara A. W.

2008-01-01

Chief Executive Officers have an influence on the adoption and implementation of family-friendly initiatives in their organizations, yet little is known about what they believe about the work/life issues of their employees. Often, they themselves are personally removed from the experience of work/family conflict, yet they have a role in supporting…

Chief Executive Officer Power Message Types as a Function of Organizational Target Types.

ERIC Educational Resources Information Center

Freiberg, Kevin L.; Hellweg, Susan A.

To explore the specific types of power that emerge in the communication messages chief executive officers (CEOs) use when interacting with others--particularly superiors, peers, and subordinates--15 CEOs were asked to respond to three hypothetical situations. During 60-minute tape-recorded interviews, they were asked what they would say to…

Developing Competencies for Navy Human Resource Management Specialists: A Delphi Approach.

DTIC Science & Technology

1983-06-01

93] (Expert in Consulting Processes) Organizational Diagnosis (Able to identify and res- pond to an organization’s real needs) (Resolve...consensus were those skills and knowledge generally agreed in the profession as necessary for any OD effort to be successful such as organizational ... diagnosis , designing and executing an intervention, process consultation, entry and contracting, general interpersonal skills, and organization behavior

Lean healthcare from a change management perspective.

PubMed

van Rossum, Lisa; Aij, Kjeld Harald; Simons, Frederique Elisabeth; van der Eng, Niels; Ten Have, Wouter Dirk

2016-05-16

Purpose - Lean healthcare is used in a growing number of hospitals to increase efficiency and quality of care. However, healthcare organizations encounter problems with the implementation of change initiatives due to an implementation gap: the gap between strategy and execution. From a change management perspective, the purpose of this paper is to increase scientific knowledge regarding factors that diminish the implementation gap and make the transition from the "toolbox lean" toward an actual transformation to lean healthcare. Design/methodology/approach - A cross-sectional study was executed in an operating theatre of a Dutch University Medical Centre. Transformational leadership was expected to ensure the required top-down commitment, whereas team leadership creates the required active, bottom-up behavior of employees. Furthermore, professional and functional silos and a hierarchical structure were expected to impede the workforce flexibility in adapting organizational elements and optimize the entire process flow. Findings - The correlation and regression analyses showed positive relations between the transformational leadership and team leadership styles and lean healthcare implementation. The results also indicated a strong relation between workforce flexibility and the implementation of lean healthcare. Originality/value - With the use of a recently developed change management model, the Change Competence Model, the authors suggest leadership and workforce flexibility to be part of an organization's change capacity as crucial success factor for a sustainable transformation to lean healthcare.

The organizational dynamics enabling patient portal impacts upon organizational performance and patient health: a qualitative study of Kaiser Permanente.

PubMed

Otte-Trojel, Terese; Rundall, Thomas G; de Bont, Antoinette; van de Klundert, Joris; Reed, Mary E

2015-12-16

Patient portals may lead to enhanced disease management, health plan retention, changes in channel utilization, and lower environmental waste. However, despite growing research on patient portals and their effects, our understanding of the organizational dynamics that explain how effects come about is limited. This paper uses qualitative methods to advance our understanding of the organizational dynamics that influence the impact of a patient portal on organizational performance and patient health. The study setting is Kaiser Permanente, the world's largest not-for-profit integrated delivery system, which has been using a portal for over ten years. We interviewed eighteen physician leaders and executives particularly knowledgeable about the portal to learn about how they believe the patient portal works and what organizational factors affect its workings. Our analytical framework centered on two research questions. (1) How does the patient portal impact care delivery to produce the documented effects?; and (2) What are the important organizational factors that influence the patient portal's development? We identify five ways in which the patient portal may impact care delivery to produce reported effects. First, the portal's ability to ease access to services improves some patients' satisfaction as well as changes the way patients seek care. Second, the transparency and activation of information enable some patients to better manage their care. Third, care management may also be improved through augmented patient-physician interaction. This augmented interaction may also increase the 'stickiness' of some patients to their providers. Forth, a similar effect may be triggered by a closer connection between Kaiser Permanente and patients, which may reduce the likelihood that patients will switch health plans. Finally, the portal may induce efficiencies in physician workflow and administrative tasks, stimulating certain operational savings and deeper involvement of patients in medical decisions. Moreover, our analysis illuminated seven organizational factors of particular importance to the portal's development--and thereby ability to impact care delivery: alignment with financial incentives, synergy with existing IT infrastructure and operations, physician-led governance, inclusive decision making and knowledge sharing, regional flexibility to implementation, continuous innovation, and emphasis on patient-centered design. These findings show how organizational dynamics enable the patient portal to affect care delivery by summoning organization-wide support for and use of a portal that meets patient needs.

Testing the leadership and organizational change for implementation (LOCI) intervention in substance abuse treatment: a cluster randomized trial study protocol.

PubMed

Aarons, Gregory A; Ehrhart, Mark G; Moullin, Joanna C; Torres, Elisa M; Green, Amy E

2017-03-03

Evidence-based practice (EBP) implementation represents a strategic change in organizations that requires effective leadership and alignment of leadership and organizational support across organizational levels. As such, there is a need for combining leadership development with organizational strategies to support organizational climate conducive to EBP implementation. The leadership and organizational change for implementation (LOCI) intervention includes leadership training for workgroup leaders, ongoing implementation leadership coaching, 360° assessment, and strategic planning with top and middle management regarding how they can support workgroup leaders in developing a positive EBP implementation climate. This test of the LOCI intervention will take place in conjunction with the implementation of motivational interviewing (MI) in 60 substance use disorder treatment programs in California, USA. Participants will include agency executives, 60 program leaders, and approximately 360 treatment staff. LOCI will be tested using a multiple cohort, cluster randomized trial that randomizes workgroups (i.e., programs) within agency to either LOCI or a webinar leadership training control condition in three consecutive cohorts. The LOCI intervention is 12 months, and the webinar control intervention takes place in months 1, 5, and 8, for each cohort. Web-based surveys of staff and supervisors will be used to collect data on leadership, implementation climate, provider attitudes, and citizenship. Audio recordings of counseling sessions will be coded for MI fidelity. The unit of analysis will be the workgroup, randomized by site within agency and with care taken that co-located workgroups are assigned to the same condition to avoid contamination. Hierarchical linear modeling (HLM) will be used to analyze the data to account for the nested data structure. LOCI has been developed to be a feasible and effective approach for organizations to create a positive climate and fertile context for EBP implementation. The approach seeks to cultivate and sustain both effective general and implementation leadership as well as organizational strategies and support that will remain after the study has ended. Development of a positive implementation climate for MI should result in more positive service provider attitudes and behaviors related to the use of MI and, ultimately, higher fidelity in the use of MI. This study is registered with Clinicaltrials.gov ( NCT03042832 ), 2 February 2017, retrospectively registered.

Knowledge management is new competitive edge.

PubMed

Johnson, D E

1998-07-01

Managing knowledge is emerging as the latest business strategy to get ahead of the competition. In the process of developing knowledge management systems, executives are increasing their awareness and understanding of organizational dynamics, collaboration, corporate learning and knowledge management technology. But Donald E.L. Johnson writes that health care executives must buy into and understand collaboration and corporate learning before they tackle knowledge management.

The National Security Policy Process: The National Security Council and Interagency System

DTIC Science & Technology

2008-11-24

Service Officer who has served as the State Department’s Deputy Executive Secretary, and also was U.S. Ambassador to the State of Qatar from 1998...creation under President Truman. It describes the current NSC organizational structure and processes, and defines the roles of the key departments and...of doing business. Finally, the paper comments upon how the interagency process is incorporating new organizational structures associated with

78 FR 6111 - Statement of Organization, Functions, and Delegations of Authority

Federal Register 2010, 2011, 2012, 2013, 2014

2013-01-29

... and Veterinary Medicine Communications and Public Engagement Staff Executive Secretariat Staff Office... delegations and redelegations of authority made to officials and employees of affected organizational...

[Factors associated with the strength of organizational culture in a Beninese hospital].

PubMed

Sopoh, Ghislain Emmanuel; Kouckodila Nzingoula, Michael Florian; Sossa Jérôme, Charles; Hessou Ahahanzo-Glèlè, Yolaine; Damienne Agueh, Victoire; Tinoaga Ouédraogo, Laurent; Makoutodé, Michel

Organizational culture, a frequently ignored concept, affects job satisfaction and productivity in organizations. To determine the factors associated with the strength of organizational culture (OC) in Mono / Couffo regional hospital in Lokossa in Benin. This cross-sectional and analytical study involved 121 workers of Mono/Couffo hospital in March 2015. Data on the strength of OC was collected using a questionnaire based on the validated tool proposed by Cameron and Quinn (2006). Logistic regression was performed to explore the nature of the relationship between the independent variables and OC using Odds ratios. 62% of the surveyed subjects had a positive perception of organizational culture. This perception was statistically associated with managerial factors (moral support of workers and type of relationship with the executive staff). The risk of perceiving a low strength of OC was sixfold higher OR = 3.78, 95% CI (1.08 - 13.22) among subjects who felt they did not have moral support from executive staff than in those who perceived this moral support. The risk of perceiving a weak OC was higher among subjects who considered relations with the staff to be uncordial [OR = 14.32, 95% CI (4.35 - 47.11)] compared to those who considered these relations to be cordial. Human resource management factors were more closely associated with the strength of organizational culture. Hospital managers should pay more attention to these factors in their hospitals to promote better institutional performance.

Incorporating ethics into your comprehensive organizational plan.

PubMed

Oetjen, Dawn; Rotarius, Timothy

2005-01-01

Today's health care executives find their organizations facing internal and external environments that are behaving in chaotic and unpredictable ways. From inadequate staffing and an increase in clinical errors to outdated risk management procedures and increased competition for scare reimbursements, these health care managers find themselves making decisions without being fully informed of the ethical ramifications of these decisions. A 6-part Comprehensive Organizational Plan is presented that helps the health care decision maker better understand the key success factors for the organization. The Comprehensive Organizational Plan is an overall plan that is intended to protect and serve your organization. The 6 plans in the Comprehensive Organizational Plan cover the following areas: competition, facilities, finances, human resources, information management, and marketing. The comprehensive organizational plan includes an overlay of the ethical considerations for each part of the plan.

Verbal learning and memory impairments in posttraumatic stress disorder: the role of encoding strategies.

PubMed

Johnsen, Grethe E; Asbjørnsen, Arve E

2009-01-30

The present study examined mechanisms underlying verbal memory impairments in patients with posttraumatic stress disorder (PTSD). Earlier studies have reported that the verbal learning and memory alterations in PTSD are related to impaired encoding, but the use of encoding and organizational strategies in patients with PTSD has not been fully explored. This study examined organizational strategies in 21 refugees/immigrants exposed to war and political violence who fulfilled DSM-IV criteria for chronic PTSD compared with a control sample of 21 refugees/immigrants with similar exposure, but without PTSD. The California Verbal Learning Test was administered to examine differences in organizational strategies and memory. The semantic clustering score was slightly reduced in both groups, but the serial cluster score was significantly impaired in the PTSD group and they also reported more items from the recency region of the list. In addition, intrusive errors were significantly increased in the PTSD group. The data support an assumption of changed memory strategies in patients with PTSD associated with a specific impairment in executive control. However, memory impairment and the use of ineffective learning strategies may not be related to PTSD symptomatology only, but also to self-reported symptoms of depression and general distress.

20 CFR 652.1 - Introduction and definitions.

Code of Federal Regulations, 2010 CFR

2010-04-01

... AND FUNCTIONING OF STATE EMPLOYMENT SERVICES Employment Service Operations § 652.1 Introduction and... agencies and organizational units. Governor means the chief executive of any State. JTPA means the Job...

Improving Communication Between Senior Air Force Leadership and Troops in the Field

DTIC Science & Technology

2002-04-01

Leadership................................................................................................12 Constitutional Separation of Powers .....................................................................12...transform its organizational characteristics. Constitutional Separation of Powers The Department of Defense falls within the executive branch of the

A Library of Optimization Algorithms for Organizational Design

DTIC Science & Technology

2005-01-01

N00014-98-1-0465 and #N00014-00-1-0101 A Library of Optimization Algorithms for Organizational Design Georgiy M. Levchuk Yuri N. Levchuk Jie Luo...E-mail: Krishna@engr.uconn.edu Abstract This paper presents a library of algorithms to solve a broad range of optimization problems arising in the...normative design of organizations to execute a specific mission. The use of specific optimization algorithms for different phases of the design process

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 changes where collective behavior change is necessary in order to effectively implement the change and, in some instances, for the change to produce anticipated benefits. Testing the theory would require further measurement development and careful sampling decisions. The theory offers a means of reconciling the structural and psychological views of organizational readiness found in the literature. Further, the theory suggests the possibility that the strategies that change management experts recommend are equifinal. That is, there is no 'one best way' to increase organizational readiness for change. PMID:19840381

CEO performance appraisal: review and recommendations.

PubMed

Newman, J F; Tyler, L; Dunbar, D M

2001-01-01

CEO performance appraisal (PA) is very valuable to an organization, but the chances of obtaining a PA of high quality decrease as executive responsibility increases. The realities of CEO PA are that it: (1) is inevitable; (2) is creative and complex; (3) involves politics; and (4) has a significant effect on the organization and the executive. PA is conducted for legal and social requirements, to enhance communication, to provide opportunities for improvement, and to relate performance to compensation. This article discusses several problems with chief executive officer (CEO) PA and the contemporary approaches that seek to improve it. Three fundamental areas for evaluation are identified: (1) organizational success; (2) areawide health status; and (3) professional role fulfillment. These provide an outline for successful healthcare PA. In addition to a discussion of the strategic considerations behind a successful CEO PA system, several recommendations are offered for the implementation of the annual evaluation process. The final goal of CEO PA is to link its results to CEO incentive compensation. It is strongly recommended that some portion of the CEO's salary directly hinge on his performance in two critical areas: organizational effectiveness and community health status.

The relation characteristics of personality of managers working in Iran University of Medical Sciences with success and desirable job

PubMed Central

Atefi Manesh, Pezhman; Saleh Ardestani, Abbas; Kermani, Behnaz; Rezapoor, Aziz; Sarabi Asiabar, Ali

2015-01-01

Background: Several studies suggest the existence of an effective relationship between individuals’characteristics and important factors such as occupational and organizational performance, job satisfaction, organizational commitment, and etc. This study was designed based on the dimensions of personality (introversion /extroversion) of managers of Iran University of Medical Sciences at three levels (executive, middle and senior) with their career success rate. Methods: This was a cross-sectional descriptive study, whose population was all managers of Iran University of Medical Sciences. To collect data, two valid and reliable questionnaires were used. The first questionnaire assessed personality characteristics of each director, and the second measured occupational success. Related tests such as Pearson correlation test and independent comparison (independent t-test) at a significance level of 0.05 were used for data analysis. Results: Findings revealed no significant relationship between variables of introversion and extroversion and occupational success among the senior managers, (p> 0.05). However, there was a direct but incomplete relationship between introversion and extroversion, which correlated with job success among middle and executives managers. Conclusion: It seems that in all three levels of managers, if the managers communicated more with employees and if the subject of communication was more of executive nature, the correlation rate would increase between extroversion and introversion with job success variables. Therefore, it is suggested to give attention to organizational interaction and communication, and contingency variables such as organization condition, structure, formality and complexity. PMID:26793625

Organizational structure for addressing the attributes of the ideal healthcare delivery system.

PubMed

Cowen, Mark; Halasyamani, Lakshmi K; McMurtrie, Daniel; Hoffman, Denise; Polley, Theodore; Alexander, Jeffrey A

2008-01-01

The Institute of Medicine's (IOM) report Crossing the Quality Chasm described the aims, characteristics, and components of the ideal healthcare system but did not provide the templates of organizational structures needed to achieve this vision. In this article, we review three principles of effective organizations to inform the design of a facilitative clinical care structure: a focus on the patient and caregiving team, the use of information, and connectivity with executive and operational leadership. These concepts can be realized in an organizational chart that is inverted to place patients and their care providers on top, flat with few degrees of separation between patients and executive leadership, and webbed to reflect connections to the professional and ancillary departments. An example of a recently implemented clinical care infrastructure follows this discussion. This model divides the patient population into nonexclusive subgroups, each with an interdisciplinary collaborative practice team that oversees and advocates the subgroup's clinical care activities. The organization's interdisciplinary practice council, in conjunction with its physician and nursing practice councils, backs these teams, providing a second layer of support. The council layer is connected to the health system board through the clinical oversight group, whose core membership consists of council chairs, the chief executive officer, and the chief medical and nursing officers. Clinical information for planning and evaluation is available at all levels. This model provides a framework for identifying the individuals and processes necessary to achieve IOM's vision.

The relation characteristics of personality of managers working in Iran University of Medical Sciences with success and desirable job.

PubMed

Atefi Manesh, Pezhman; Saleh Ardestani, Abbas; Kermani, Behnaz; Rezapoor, Aziz; Sarabi Asiabar, Ali

2015-01-01

Several studies suggest the existence of an effective relationship between individuals'characteristics and important factors such as occupational and organizational performance, job satisfaction, organizational commitment, and etc. This study was designed based on the dimensions of personality (introversion /extroversion) of managers of Iran University of Medical Sciences at three levels (executive, middle and senior) with their career success rate. This was a cross-sectional descriptive study, whose population was all managers of Iran University of Medical Sciences. To collect data, two valid and reliable questionnaires were used. The first questionnaire assessed personality characteristics of each director, and the second measured occupational success. Related tests such as Pearson correlation test and independent comparison (independent t-test) at a significance level of 0.05 were used for data analysis. Findings revealed no significant relationship between variables of introversion and extroversion and occupational success among the senior managers, (p> 0.05). However, there was a direct but incomplete relationship between introversion and extroversion, which correlated with job success among middle and executives managers. It seems that in all three levels of managers, if the managers communicated more with employees and if the subject of communication was more of executive nature, the correlation rate would increase between extroversion and introversion with job success variables. Therefore, it is suggested to give attention to organizational interaction and communication, and contingency variables such as organization condition, structure, formality and complexity.

Revisiting nurse turnover costs: adjusting for inflation.

PubMed

Jones, Cheryl Bland

2008-01-01

Organizational knowledge of nurse turnover costs is important, but gathering these data frequently may not always be feasible in today's fast-paced and complex healthcare environment. The author presents a method to inflation adjust baseline nurse turnover costs using the Consumer Price Index. This approach allows nurse executives to gain current knowledge of organizational nurse turnover costs when primary data collection is not practical and to determine costs and potential savings if nurse retention investments are made.

Hospital cultural competency as a systematic organizational intervention: Key findings from the national center for healthcare leadership diversity demonstration project.

PubMed

Weech-Maldonado, Robert; Dreachslin, Janice L; Epané, Josué Patien; Gail, Judith; Gupta, Shivani; Wainio, Joyce Anne

Cultural competency or the ongoing capacity of health care systems to provide for high-quality care to diverse patient populations (National Quality Forum, 2008) has been proposed as an organizational strategy to address disparities in quality of care, patient experience, and workforce representation. But far too many health care organizations still do not treat cultural competency as a business imperative and driver of strategy. The aim of the study was to examine the impact of a systematic, multifaceted, and organizational level cultural competency initiative on hospital performance metrics at the organizational and individual levels. This demonstration project employs a pre-post control group design. Two hospital systems participated in the study. Within each system, two hospitals were selected to serve as the intervention and control hospitals. Executive leadership (C-suite) and all staff at one general medical/surgical nursing unit at the intervention hospitals experienced a systematic, planned cultural competency intervention. Assessments and interventions focused on three organizational level competencies of cultural competency (diversity leadership, strategic human resource management, and patient cultural competency) and three individual level competencies (diversity attitudes, implicit bias, and racial/ethnic identity status). In addition, we evaluated the impact of the intervention on diversity climate and workforce diversity. Overall performance improvement was greater in each of the two intervention hospitals than in the control hospital within the same health care system. Both intervention hospitals experienced improvements in the organizational level competencies of diversity leadership and strategic human resource management. Similarly, improvements were observed in the individual level competencies for diversity attitudes and implicit bias for Blacks among the intervention hospitals. Furthermore, intervention hospitals outperformed their respective control hospitals with respect to diversity climate. A focused and systematic approach to organizational change when coupled with interventions that encourage individual growth and development may be an effective approach to building culturally competent health care organizations.

A Journey into Collaborative Leadership: Moving toward Innovation and Adaptability

ERIC Educational Resources Information Center

Otter, Ken; Paxton, Doug

2017-01-01

This case study explores the journey of an executive leadership team seeking to become more collaborative, innovative, and adaptive in their approach to organizational leadership, using a values-based collaborative leadership program.

The changing face of the leader.

PubMed

Culbertson, R A

2000-05-01

Leadership theory has identified leadership as a process or skill of transformation of organizations and society. Managerial theorists have seen leadership as a role within management, and have argued from a distinctly organizational perspective. During the last decade, mental health executives have gravitated from the leadership is policy emphasis to one of management accommodation to major changes in the health environment. The most noteworthy of these changes has been the dominance of private markets in health and the introduction throughout the mental health services sector of management techniques of managed care. Leadership is once again ascendant as a result of the failure of several of these initiatives, notably prior authorization of care, and a renewed public policy emphasis on needs of persons who are mentally ill. Major opportunities confronting the contemporary leader/manager include advocacy, diversity, and information management.

The post-capitalist executive. Interview by T George Harris.

PubMed

Drucker, P F

1993-01-01

For half a century, Peter F. Drucker has influenced senior executives across the globe with his rare insight into socioeconomic forces and practical advice for navigating often turbulent managerial waters. In his latest contribution to HBR, Drucker discusses the impact of the ideas in his latest work, Post-Capitalist Society, on the day-to-day lives and careers of managers. Drucker argues that managers must learn to negotiate a new environment with a different set of work rules and career expectations. Companies currently face downsizing and turmoil with increasing regularity. Once built to last like pyramids, corporations are now more like tents. In addition, businesses in the post-capitalist society grow through many and varied complicated alliances often baffling to the traditional manager. Confronted by these changes, managers must relearn how to manage. In the new world of business, information is replacing authority as the primary tool of the executive. And, Drucker advises, one embarks on the road toward information literacy not by buying the latest technological gadget but by identifying gaps in knowledge. As companies increasingly become temporary institutions, the manager also must begin to take individual responsibility for himself or herself. To that end, the executive must explore what Drucker calls competencies: a person's abilities, likes, dislikes, and goals, both professional and personal. If executives rise to these challenges, a new organizational foundation will be built. While a combination of rank and power supported the traditional organization, the internal structure of the emerging organization will be mutual understanding and trust.

Career inflection points of women who successfully achieved the hospital CEO position.

PubMed

Sexton, Donald W; Lemak, Christy Harris; Wainio, Joyce Anne

2014-01-01

Women are significantly underrepresented in hospital CEO positions, and this gender disparity has changed little over the past few decades. The purpose of this study was to analyze the career trajectories of successful female healthcare executives to determine factors that generated inflections in their careers. Using qualitative research methodology, we studied the career trajectories of 20 women who successfully ascended into a hospital CEO position. Our findings revealed 25 inflection points related to education and training, experience, career management, family, networking, and mentorship and sponsorship. We found substantial differences in the career inflection points by functional background. Inflections were more pronounced early in the careers of women in healthcare management, while clinical and administrative support executives experienced more inflections later as they took on responsibilities outside of their professional roles. Only two inflections were common among all the executives: completing a graduate degree and obtaining experience as a chief operating officer. More importantly, our findings show that organizational support factors are critical for the career advancement of women. We conclude with recommendations for individuals in an effort to enhance their career trajectories. We also provide recommended activities for organizations to support the careers of women in healthcare leadership.

Management and the Executive.

DTIC Science & Technology

1988-01-01

8217RDUCTION TO ORGANIZATIONAL BEHAVIOR. 2nd ed. New York, NY: fk; Graw -Hill, 1982. 590 p. HD 31 .M478 1982 (182) Mitroff, Ian I. STAKEHOIDERS OF THE...ROPES TO KNOW: STUDIES IN ORGANIZATIONAL BEHAVIOR. 2nd ed. Columbus, OH: Grid Pub., 1982. 290 p. HD 58.7 .R57 1982 (216) Robbins, Stephen ...34 Stephen J. Carroll and Dennis J. Gillen. W-ADEMY OF MANAGT REVIEN 12:38-51, January 1987 (290) 1 ( "Axe You Firing Talented nagers?" Richard Gould

Proceedings of the Annual Military Librarians’ Workshop (29th) Held in Colorado Springs, CO, on 9-11 October 1985

DTIC Science & Technology

1985-10-11

structure works merely because it is well- designed and looks good or. paper. They know form experience that the organizational system works well only...organizational communication doesn’t just happen; it needs to be planned for, designed , executed, and evaluated. The library manager who believes that...Communication) •: M.A., University of Colorado (Environmental Design ) A., University of Colorado (Communication) According to Dr. Rader, librarians, as keepers

Hospital operations management: improving organizational efficiency.

PubMed

2013-08-01

Reducing operational inefficiencies represents one of the most promising sources of potential savings in hospitals today. Health Forum convened a panel of hospital executives and industry experts to discuss the daunting challenges and big opportunities that lie ahead.

28 CFR 0.1 - Organizational units.

Code of Federal Regulations, 2011 CFR

2011-07-01

... Immigration Related Unfair Employment Practices. Community Relations Service. Executive Office for Immigration.... INTERPOL—United States National Central Bureau. Office of International Programs. Office of Community Oriented Policing Services. Office on Violence Against Women. Office of the Federal Detention Trustee...

7 CFR 2003.26 - Functional organization of RBS.

Code of Federal Regulations, 2010 CFR

2010-01-01

... community welfare by enhancing organizational and management skills, developing effective economic..., civil rights, EEO, space, equipment, travel, Senior Executive Service and Schedule C activities... cooperatives on their overall structure, strategic management and planning, financial issues, and operational...

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

2017-06-01

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 (c) 2017 APA, all rights reserved).

Organizational factors associated with readiness for change in residential aged care settings.

PubMed

von Treuer, Kathryn; Karantzas, Gery; McCabe, Marita; Mellor, David; Konis, Anastasia; Davison, Tanya E; O'Connor, Daniel

2018-02-01

Organizational change is inevitable in any workplace. Previous research has shown that leadership and a number of organizational climate and contextual variables can affect the adoption of change initiatives. The effect of these workplace variables is particularly important in stressful work sectors such as aged care where employees work with challenging older clients who frequently exhibit dementia and depression. This study sought to examine the effect of organizational climate and leadership variables on organizational readiness for change across 21 residential aged care facilities. Staff from each facility (N = 255) completed a self-report measure assessing organizational factors including organizational climate, leadership and readiness for change. A hierarchical regression model revealed that the organizational climate variables of work pressure, innovation, and transformational leadership were predictive of employee perceptions of organizational readiness for change. These findings suggest that within aged care facilities an organization's capacity to change their organizational climate and leadership practices may enhance an organization's readiness for change.

Success rate evaluation of clinical governance implementation in teaching hospitals in Kerman (Iran) based on nine steps of Karsh's model.

PubMed

Vali, Leila; Mastaneh, Zahra; Mouseli, Ali; Kardanmoghadam, Vida; Kamali, Sodabeh

2017-07-01

One of the ways to improve the quality of services in the health system is through clinical governance. This method aims to create a framework for clinical services providers to be accountable in return for continuing improvement of quality and maintaining standards of services. To evaluate the success rate of clinical governance implementation in Kerman teaching hospitals based on 9 steps of Karsh's Model. This cross-sectional study was conducted in 2015 on 94 people including chief executive officers (CEOs), nursing managers, clinical governance managers and experts, head nurses and nurses. The required data were collected through a researcher-made questionnaire containing 38 questions with three-point Likert Scale (good, moderate, and weak). The Karsh's Model consists of nine steps including top management commitment to change, accountability for change, creating a structured approach for change, training, pilot implementation, communication, feedback, simulation, and end-user participation. Data analysis using descriptive statistics and Mann-Whitney-Wilcoxon test was done by SPSS software version 16. About 81.9 % of respondents were female and 74.5 have a Bachelor of Nursing (BN) degree. In general, the status of clinical governance implementation in studied hospitals based on 9 steps of the model was 44 % (moderate). A significant relationship was observed among accountability and organizational position (p=0.0012) and field of study (p=0.000). Also, there were significant relationships between structure-based approach and organizational position (p=0.007), communication and demographic characteristics (p=0.000), and end-user participation with organizational position (p=0.03). Clinical governance should be implemented by correct needs assessment and participation of all stakeholders, to ensure its enforcement in practice, and to enhance the quality of services.

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.

The Senior Executive Service

NASA Technical Reports Server (NTRS)

1992-01-01

A major innovation of the Civil Service Reform Act of 1978 was the creation of a Senior Executive Service (SES). The purpose of the SES is both simple and bold: to attract executives of the highest quality into Federal service and to retain them by providing outstanding opportunities for career growth and reward. The SES is intended to: provide greater authority in managing executive resources; attract and retain highly competent executives, and assign them where they will effectively accomplish their missions and best use their talents; provide for systematic development of executives; hold executives accountable for individual and organizational performance; reward outstanding performers and remove poor performers; and provide for an executive merit system free of inappropriate personnel practices and arbitrary actions. This Handbook summarizes the key features of the SES at NASA. It is intended as a special welcome to new appointees and also as a general reference document. It contains an overview of SES management at NASA, including the Executive Resources Board and the Performance Review Board, which are mandated by law to carry out key SES functions. In addition, assistance is provided by a Senior Executive Committee in certain reviews and decisions and by Executive Position Managers in day-to-day administration and oversight.

48 CFR 1201.301 - Policy.

Code of Federal Regulations, 2010 CFR

2010-10-01

...—(i) Departmentwide acquisition regulations. The Department of Transportation's (DOT's) Senior..., shall be reviewed and approved by the Senior Procurement Executive (SPE) for insertion into the (TAR) 48... internal agency guidance at any organizational level. DOT internal operating procedures are contained in...

10 CFR 1.39 - Office of Human Resources.

Code of Federal Regulations, 2011 CFR

2011-01-01

..., programs, and services to provide for the effective organization, utilization, and development of the... NUCLEAR REGULATORY COMMISSION STATEMENT OF ORGANIZATION AND GENERAL INFORMATION Headquarters Staff Offices... employees; and (f) Provides executive resources management and organizational and managerial development...

10 CFR 1.39 - Office of Human Resources.

Code of Federal Regulations, 2010 CFR

2010-01-01

..., programs, and services to provide for the effective organization, utilization, and development of the... NUCLEAR REGULATORY COMMISSION STATEMENT OF ORGANIZATION AND GENERAL INFORMATION Headquarters Staff Offices... employees; and (f) Provides executive resources management and organizational and managerial development...

Improving emergency evacuation preparedness : policy and organizational implications for transportation agencies.

DOT National Transportation Integrated Search

2013-03-01

When Hurricanes Katrina and Rita ravaged the United States Gulf Coast in 2005, : the storms revealed woeful inadequacies in our nations emergency preparedness : and response capacities, including notably how we plan for and execute larg...

The management of research institutions: A look at government laboratories

NASA Technical Reports Server (NTRS)

Mark, H.; Levine, A.

1984-01-01

Technology development; project management; employment patterns; research productivity; legal status of support services; functions of senior executives; the role of the sponsoring agency; research diversification; obstacles to technical innovation; organizational structures; and personnel management are addressed.

Simulation in the Executive Suite: Lessons Learned for Building Patient Safety Leadership.

PubMed

Rosen, Michael A; Goeschel, Christine A; Che, Xin-Xuan; Fawole, Joseph Oluyinka; Rees, Dianne; Curran, Rosemary; Gelinas, Lillee; Martin, Jessica N; Kosel, Keith C; Pronovost, Peter J; Weaver, Sallie J

2015-12-01

Simulation is a powerful learning tool for building individual and team competencies of frontline health care providers with demonstrable impact on performance. This article examines the impact of simulation in building strategic leadership competencies for patient safety and quality among executive leaders in health care organizations. We designed, implemented, and evaluated a simulation as part of a larger safety leadership network meeting for executive leaders. This simulation targeted knowledge competencies of governance priority, culture of continuous improvement, and internal transparency and feedback. Eight teams of leaders in health care organizations-a total of 55 participants-participated in a 4-hour session. Each team performed collectively as a new chief executive officer (CEO) tasked with a goal of rescuing a hospital with a failing safety record. Teams worked on a modifiable simulation board reflecting the current dysfunctional organizational structure of the simulated hospital. They assessed and redesigned accountability structures based on information acquired in encounter sessions with confederates playing the role of internal staff and external consultants. Data were analyzed, and results are presented as qualitative themes arising from the simulation exercise, participant reaction data, and performance during the simulation. Key findings include high degrees of variability in solutions developed for the dysfunctional hospital system and generally positive learner reactions to the simulation experience. This study illustrates the potential value of simulation as a mechanism for learning and strategy development for executive leaders grappling with patient safety issues. Future research should explore the cognitive or functional fidelity of organizational simulations and the use of custom scenarios for strategic planning.

Employees' perception of organizational support: a qualitative investigation in the Indian information technology (IT) industry.

PubMed

Dhar, Rajib Lochan

2012-01-01

Organizational support relates to an organization's readiness to reward increased work effort and to meet socio-emotional needs. This study investigated the various constructs of employees' perceptions of organizational support in the Indian context, with specific reference to the information technology (IT) industry. Thirty six semi-structured interviews were conducted from three different organizations over a period of four months. The participants were employed as Project Managers, Team Leaders and Executives in these organizations operating in Pune and were selected via randomized quota sampling to reflect a mix of age, positions, genders and experience with organization. Qualitative methods were used in order to collect the data, through phenomenological principles. Discussion with the participants led to the emergence of five different themes which influence employees' perception of organizational support. These were: materialistic support, supervisor support, building reciprocal relationships, Organizational justice and intentions to leave. This study provided a tentative starting point towards the greater understanding of the employee's perceived notion of organizational support. Based on the study findings, there is an imperative that the human resource department and organizational forerunners continue to use research findings to support IT professionals in various ways in order to improve their quality of work life.

The impact of organizational changes on work stress, sleep, recovery and health.

PubMed

Greubel, Jana; Kecklund, Göran

2011-01-01

The study objective was to investigate the impact of different kinds of organizational changes, as well as anticipation of such changes, on work-related stress, sleep, recovery and health. It was hypothesized that impaired sleep and recovery increase the adverse health consequences of organizational changes. The data consisted of cross sectional questionnaire data from a random sample of 1,523 employees in the Swedish police force. It could be shown that extensive organizational changes including downsizing or a change in job tasks were associated with a small increase in work stress, disturbed sleep, incomplete recovery and health complaints. However, less extensive organizational changes like relocation did not affect these outcome variables. Anticipation of extensive organizational changes had almost the same effect as actual changes. Furthermore a moderating effect of sleep and work stress on gastrointestinal complaints and depressive symptoms was found. Thus, like former studies already suggested, extensive organizational changes resulted in increased stress levels, poorer health and impaired sleep and recovery. Furthermore, organizational instability due to anticipation of changes was as negative as actual changes. There was also some evidence that disturbed sleep increased these adverse health effects, in particular with respect to anticipation of organizational changes.

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 program...

Concordance Between Administrator and Clinician Ratings of Organizational Culture and Climate.

PubMed

Beidas, Rinad S; Williams, Nathaniel J; Green, Philip D; Aarons, Gregory A; Becker-Haimes, Emily M; Evans, Arthur C; Rubin, Ronnie; Adams, Danielle R; Marcus, Steven C

2018-01-01

Organizational culture and climate are important determinants of behavioral health service delivery for youth. The Organizational Social Context measure is a well validated assessment of organizational culture and climate that has been developed and extensively used in public sector behavioral health service settings. The degree of concordance between administrators and clinicians in their reports of organizational culture and climate may have implications for research design, inferences, and organizational intervention. However, the extent to which administrators' and clinicians' reports demonstrate concordance is just beginning to garner attention in public behavioral health settings in the United States. We investigated the concordance between 73 administrators (i.e., supervisors, clinical directors, and executive directors) and 247 clinicians in 28 child-serving programs in a public behavioral health system. Findings suggest that administrators, compared to clinicians, reported more positive cultures and climates. Organizational size moderated this relationship such that administrators in small programs (<466 youth clients served annually) provided more congruent reports of culture and climate in contrast to administrators in large programs (≥466 youth clients served annually) who reported more positive cultures and climates than clinicians. We propose a research agenda that examines the effect of concordance between administrators and clinicians on organizational outcomes in public behavioral health service settings.

Measures of Effectiveness-CONUS Reorganization 1973 (As Pertains to FORSCOM, TRADOC, HSC, OTEA and CAA). Volume I. Executive Summary

DTIC Science & Technology

1974-11-01

obvioun that they were’ dkep]y corncented a d halrd at work in &,tvrloping meaw to masure their rmT effectiveness . This proposed eval- tiatiot plIn wilt be...AD/A-002 532 MEASURES OF EFFECTIVENESS -CONUS REORCAN- IZATION 1973 (AS PERTAINS TO FORSCOM. TRADOC, HSC, OTEA AND CAA). VOLUME I.EXECUTIVE SUMMARY M...resulting Interaction organizational objective goal effectiveness imovati ye chanuge vrasurement are a The study provider, an evaluatinn plan, "ased

5 CFR 430.303 - Definitions.

Code of Federal Regulations, 2010 CFR

2010-01-01

...: Appointing authority means the department or agency head, or other official with authority to make... senior executive's performance will be appraised and rated. Balanced measures means an approach to... contributes to organizational goals and results and is so important that unsatisfactory performance of the...

5 CFR 430.303 - Definitions.

Code of Federal Regulations, 2011 CFR

2011-01-01

...: Appointing authority means the department or agency head, or other official with authority to make... senior executive's performance will be appraised and rated. Balanced measures means an approach to... contributes to organizational goals and results and is so important that unsatisfactory performance of the...

5 CFR 430.303 - Definitions.

Code of Federal Regulations, 2013 CFR

2013-01-01

..., including customers and employees. Critical element means a key component of an executive's work that.... Performance management system means the framework of policies and practices that an agency establishes under..., developing, evaluating, and rewarding both individual and organizational performance and for using resulting...

5 CFR 430.303 - Definitions.

Code of Federal Regulations, 2014 CFR

2014-01-01

..., including customers and employees. Critical element means a key component of an executive's work that.... Performance management system means the framework of policies and practices that an agency establishes under..., developing, evaluating, and rewarding both individual and organizational performance and for using resulting...

5 CFR 430.303 - Definitions.

Code of Federal Regulations, 2012 CFR

2012-01-01

..., including customers and employees. Critical element means a key component of an executive's work that.... Performance management system means the framework of policies and practices that an agency establishes under..., developing, evaluating, and rewarding both individual and organizational performance and for using resulting...

Using Appreciative Learning in Executive Education.

ERIC Educational Resources Information Center

Preziosi, Robert C.; Gooden, Doreen J.

2002-01-01

A leadership development program for managers used appreciative learning, based upon appreciative inquiry, an organizational development method focused on what organizations do well. Participants identified prior successful learning experiences for use in future work performance, creating a multiplier effect of positive experiences. (SK)

The role of nursing leadership in creating a mentoring culture in acute care environments.

PubMed

Bally, Jill M G

2007-01-01

High rates of retirement among older nurses and horizontal violence among younger nurses heighten the importance of mentoring in the context of overall organizational stability and performance. Viewing the essentials of mentoring in the context of organizational culture and leadership as a long-term commitment and solution rather than a short-term task will lead to improved staff retention, satisfaction, and, ultimately, patient outcomes. Using Bass's four leadership initiatives, a culture for mentoring can be achieved through inspirational motivation, individualized consideration, idealized influence, and intellectual stimulation. Alignment of organizational and mentoring goals is essential to a successful approach given that the qualities associated with leadership and mentorship are closely aligned. Mentoring cultures also depend upon elements of a stable infrastructure such as managerial and executive support, scheduling flexibility, incentives, and recognition. Transformational leadership practices are key to achieving the sustainable effects of mentoring programs that are rooted deeply in organizational culture.

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.

Development and Implementation of a Telecommuting Evaluation Framework, and Modeling the Executive Telecommuting Adoption Process

NASA Astrophysics Data System (ADS)

Vora, V. P.; Mahmassani, H. S.

2002-02-01

This work proposes and implements a comprehensive evaluation framework to document the telecommuter, organizational, and societal impacts of telecommuting through telecommuting programs. Evaluation processes and materials within the outlined framework are also proposed and implemented. As the first component of the evaluation process, the executive survey is administered within a public sector agency. The survey data is examined through exploratory analysis and is compared to a previous survey of private sector executives. The ordinal probit, dynamic probit, and dynamic generalized ordinal probit (DGOP) models of telecommuting adoption are calibrated to identify factors which significantly influence executive adoption preferences and to test the robustness of such factors. The public sector DGOP model of executive willingness to support telecommuting under different program scenarios is compared with an equivalent private sector DGOP model. Through the telecommuting program, a case study of telecommuting travel impacts is performed to further substantiate research.

Executive skills 21: a forecast of leadership skills and associated competencies required by naval hospital administrators into the 21st century.

PubMed

Sentell, J W; Finstuen, K

1998-01-01

Those in the Naval Medical Department are experiencing an exciting time of bridled chaos and creative change. Many mid-career officers are uncertain of the leadership behaviors and skills that will be necessary for successful managerial careers. Changes in the method of health care delivery of this nation combined with the reengineering of the armed forces' world-wide mission has driven military medical leaders to expand their professional skills, knowledge, and abilities beyond the clinical sciences. This research identifies the most critical domains in the science of health care administration and differentiates and ranks job skill, knowledge, and ability requirements that will be necessary for successful health care management into the 21st century. Top Naval hospital executives responded to two iterations of a Delphi inquiry. These medical leaders identified 106 unique issues that were content-analyzed into nine domains by a neutral, expert panel. Domains, in order of ranked importance, were leadership, health care delivery systems, cost-finance, technology, accessibility, professional staff relations, marketing, quality-risk management, and ethics. In the second Delphi iteration, hospital executives reviewed domain results and rated identified job requirements on their required job importance. The top-10 rated skills, knowledge, and abilities are reported. Results indicated that although a business orientation is needed for organizational survival, an emphasis on person-oriented skills, knowledge, and abilities is required for future success as a health care administrator in the Naval health care system.

The organizational transformative power of nurse residency programs.

PubMed

Kramer, Marlene; Maguire, Pat; Halfer, Diana; Budin, Wendy C; Hall, Debra S; Goodloe, Lauren; Klaristenfeld, Jessica; Teasley, Susan; Forsey, Lynn; Lemke, Johanna

2012-01-01

Residency programs for newly licensed registered nurses (NLRNs) have been strongly advocated by the Institute of Medicine, American Organization of Nurse Executives, and other professional organizations. Their cost-effectiveness as well as their impact on NLRN retention, job and practice satisfaction, improved performance, and reduction in environmental reality shock has been demonstrated. This qualitative study sought answers to the question: what people, components, processes and activities of Nurse Residency Programs (NRPs), and the work environment are instrumental in the transition and integration of NLRNs into the professional practice role and into professional communities? In the course of interviewing 907 nurses-NLRNs, experienced nurses, managers, and educators-practicing on clinical units with confirmed "very healthy work environments" in 20 Magnet hospitals, it became evident that not only did NRPs positively impact the professional socialization of NLRNs, they led to transformative changes in the organization and in the practice of other health care professionals. The organizational transformative changes described by the interviewees are presented for each of the 7 major challenges identified by NLRNs-delegation, prioritization, managing patient care delivery, autonomous decision-making, collaboration with other disciplines, constructive conflict resolution, and utilizing feedback to restore self-confidence. If it can be demonstrated that these transformative changes stimulated by NRPs also lead to improved patient outcomes, NRPs may be the most significant organization transformation instituted by nurse leaders in recent years.

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…

Enriching the Student Learning Experience: Linking Student Development and Organizational Perspectives

ERIC Educational Resources Information Center

King, Patricia M.

2014-01-01

Founding "About Campus" Executive Editor Patricia M. King discusses her concerns about what she sees as the unnecessary split between the institutional and the individual approach to supporting student learning and provides a forward-looking model to merge the two.

48 CFR 2909.503 - Waiver.

Code of Federal Regulations, 2010 CFR

2010-10-01

... QUALIFICATIONS Organizational and Consultant Conflicts of Interest 2909.503 Waiver. (a) The Senior Procurement Executive is delegated authority by the Assistant Secretary for Administration and Management to waive any... include: (1) An analysis of the facts involving the potential or actual conflict including benefits and...

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.

NASA Human Health and Performance Center: Open innovation successes and collaborative projects

NASA Astrophysics Data System (ADS)

Richard, Elizabeth E.; Davis, Jeffrey R.

2014-11-01

In May 2007, what was then the Space Life Sciences Directorate published the 2007 Space Life Sciences Strategy for Human Space Exploration, setting the course for development and implementation of new business models and significant advances in external collaboration over the next five years. The strategy was updated on the basis of these accomplishments and reissued as the NASA Human Health and Performance Strategy in 2012, and continues to drive new approaches to innovation for the directorate. This short paper describes the successful execution of the strategy, driving organizational change through open innovation efforts and collaborative projects, including efforts of the NASA Human Health and Performance Center (NHHPC).

Organizational Change Processes: A Bibliography With Commentary.

ERIC Educational Resources Information Center

Baldridge, J. Victor

This bibliography deals with a wide variety of organizational dynamics and is related to the definition of organizational change developed by the Stanford Center's Organizational Change project. This definition, discussed in detail, focuses on deliberate change instituted to reformulate official policy. A topical outline of the bibliography is…

The role of ritualistic ceremonial in removing barriers between subcultures in the National Health Service.

PubMed

Brooks, Ian; Brown, Reva Berman

2002-05-01

The role of ritualistic ceremonial in removing barriers between subcultures in the National Health Service Background. One of the ways in which it is possible to achieve successful organizational change is through the elimination of those ceremonies that reinforce or preserve the negative aspects of professional and work group autonomy, thus maintaining the barriers between subcultures. Conversely, the encouraging of ceremonies which reinforce positive aspects is likely to achieve more flexible, team-orientated changes. Aim. The paper considers those ceremonies, which perpetuate barriers in a National Health Service (NHS) Trust, and explores new ceremonies which may question, weaken or eliminate current dysfunctional practices. Design. Our research approach was mainly phenomenological, as we wished to elicit the symbolic significance of organizational routines. The primary source of data was spoken language. The findings are based on purposive sampling of informants by means of semi-structured interview and observation. Other types of information were also collected, including business plans, reports and brochures. Informants included the Chief Executive and four Board members, three consultants, the director of nursing and midwifery, 10 middle managers and eight junior, nonmedical and nonmanagerial employees. Findings. Two broad bands of ceremonies have been identified - those which preserve the existing norms and autonomy of professional and worker groups, which we have named Ceremonies of Preservation, and those which encourage change, which we have called Ceremonies of Change. Considerable data are provided to help to 'tell the story'. Conclusion. The paper argues that attention to ceremonial in the wider change process may facilitate the desired, specific change or changes in practice. It suggests that changes which confront unnecessary demarcation, but which do not undermine professional integrity, can create real benefits for NHS hospitals.

Loyalty in managed care: a leadership system.

PubMed

Kerns, C D

2000-01-01

Healthcare executives are given a comprehensive and integrated ten-step system to lead their organization toward stabilizing a financial base, improving profitability, and differentiating themselves in the marketplace. This executive guide to implementing loyalty-based leadership can be adapted and used on an immediate basis by healthcare leaders. This article is a useful resource for healthcare executives as they move to make loyalty an organizational resource. Effectively managing the often-fragmented forces of loyalty can produce a healthier bottom line and improve the commitment among key stakeholders within a managed care environment. A brief loyalty-based leadership practices survey is included to serve as a catalyst for leaders and their teams to strategically discuss loyalty and retention in their organization.

Enhancing health leadership performance using neurotherapy.

PubMed

Swingle, Paul G; Hartney, Elizabeth

2018-05-01

The discovery of neuroplasticity means the brain can change, functionally, in response to the environment and to learning. While individuals can develop harmful patterns of brain activity in response to stressors, they can also learn to modify or control neurological conditions associated with specific behaviors. Neurotherapy is one way of changing brain functioning to modify troubling conditions which can impair leadership performance, through responding to feedback on their own brain activity, and enhancing optimal leadership functioning through learning to maximize such cognitive strengths as mental efficiency, focus, creativity, perseverance, and executive functioning. The present article outlines the application of the concept of optimal performance training to organizational leadership in a healthcare context, by describing approaches to neurotherapy and illustrating their application through a case study of a health leader learning to overcome the neurological and emotional sequelae of workplace stress and trauma.

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…

The Urban Context: A Place to Eliminate Health Disparities and Build Organizational Capacity

PubMed Central

GILBERT, KEON L.; QUINN, SANDRA CROUSE; FORD, ANGELA F.; THOMAS, STEPHEN B.

2011-01-01

This study seeks to examine the process of building the capacity to address health disparities in several urban African American neighborhoods. An inter-organizational network consisting of a research university, community members, community organizations, media partners, and foundations was formed to develop a community-based intervention designed to provide health promotion and disease prevention strategies for type 2 diabetes and hypertension. In-depth qualitative interviews (n = 18) with foundation executives and project directors, civic organization leadership, community leaders, county epidemiologist, and university partners were conducted. Our study contextualizes a process to build a public health partnership using cultural, community, organizational, and societal factors necessary to address health disparities. Results showed 5 important factors to build organizational capacity: leadership, institutional commitment, trust, credibility, and inter-organizational networks. These factors reflected other important organizational and community capacity indicators such as: community context, organizational policies, practices and structures, and the establishment of new commitments and partnerships important to comprehensively address urban health disparities. Understanding these factors to address African American health disparities will provide lessons learned for health educators, researchers, practitioners, foundations, and communities interested in building and sustaining capacity efforts through the design, implementation, and maintenance of a community-based health promotion intervention. PMID:21271434

Authentic leadership, organizational culture, and healthy work environments.

PubMed

Shirey, Maria R

2009-01-01

The purpose of this article is to showcase the relationship among authentic leadership, organizational culture, and healthy work environments using a stress and coping lens. A qualitative descriptive study was conducted to determine what situations contribute to nurse manager stress, what coping strategies they utilize, what health outcomes they report, and what decision-making processes they follow to address stressful situations in their roles. A purposive sample of 21 nurse managers employed at 3 US acute care hospitals completed a demographic questionnaire and 14-question interview incorporating components of the Critical Decision Method. A secondary analysis of the data was conducted to identify differences in nurse manager narratives based upon differences in the organizational cultures where the managers worked. Of the 21 nurse managers studied, differences were evident in the organizational cultures reported. Nurse managers working in the positive organizational cultures (n = 12) generally worked in healthy work environments and engaged in more authentic leadership behaviors. Conversely, nurse managers working in the negative organizational cultures (n = 9) worked in unhealthy work environments and reported less optimism and more challenges engaging in authentic leadership practices. Organizational culture and leadership matter in creating and sustaining healthy work environments. Nurse managers play a pivotal role in creating these environments, yet they need supportive structures and resources to more effectively execute their roles.

Associations among state and local organizational contexts: Use of evidence-based practices in the criminal justice system.

PubMed

Henderson, Craig E; Young, Douglas W; Farrell, Jill; Taxman, Faye S

2009-08-01

This study used hierarchical linear modeling (HLM) to examine the extent to which the organizational characteristics of state corrections agencies and local criminal justice facilities interacted in their associations with the extent to which local facilities are using evidence-based substance abuse treatment practices (EBPs). The study used data collected from two nationally representative surveys - one of state executives and the other of local prison wardens, justice administrators, and treatment directors - which were conducted as part of the National Criminal Justice Treatment Practices survey [NCJTP; Taxman, F.S., Young, D., Wiersema, B., Mitchell, S., Rhodes, A.G., 2007. The National Criminal Justice Treatment Practices Survey: Multi-level survey methods and procedures. J. Subst. Abuse Treat. 32, 225-238], and includes both adult criminal and juvenile justice samples. Results indicated that several state organizational characteristics were either associated with more EBP use or interacted with local organizational characteristics in associations with EBP use, including: (1) systems integration at the state level was associated with greater EBP use; (2) state staffing adequacy and stability accentuated the association between local training and resources for new programs and EBP use (i.e., in states with better staffing, the relationship between training/resources and EBP use in local facilities was stronger); and (3) state executives' attitudes regarding the missions and goals of corrections tended to diminish the extent to which corresponding local administrator attitudes were associated with EBP use. The study has implications for future research focused on EBP diffusion and implementation in correctional environments, particularly attempts to influence EBP use by working through state agencies.

Using managerial role motivation theory to predict career success.

PubMed

Holland, M G; Black, C H; Miner, J B

1987-01-01

Managerial role motivation theory has proved to be useful for understanding executive performance in a wide range of highly structured organizational environments. Consistent results of studies indicate that the theory may be useful for understanding managerial behavior and predicting performance in health care organizations.

17 CFR Appendix A to Part 37 - Form SEF

Code of Federal Regulations, 2014 CFR

2014-04-01

... execution facility or of any entity that performs the regulatory activities of the Applicant, indicating for... primarily by a division, subdivision, or other separate entity within the Applicant, corporation, or organization, describe the relationship of such entity within the overall organizational structure and attach...

The medical director and the use of power: limits, challenges and opportunities.

PubMed

Gabel, Stewart

2011-09-01

The organizational leadership in mental health agencies frequently resides in executives who are not psychiatrists and who may or may not have clinical backgrounds. Psychiatrists who are medical directors (MDs) of organizations with this structure are responsible for the success of the clinical programs, but are subordinate to the executive director (ED). The MD/ED relationship therefore is an example of the complexities and challenges of a relationship in which supervisor and supervisee have different types of power, but are mutually dependent on each other for the organization's success. Clarity and differentiation of the types of power of the MD and ED can be helpful in determining appropriate boundaries and facilitating a cooperative relationship that allows the organizational mission to be well served. Raven's model of the bases of social power (French and Raven, Studies in Social Power, 1959; Raven, Analyses of Social Issues and Public Policy 8(1):1-22, 2008) provides a useful framework to explore this relationship and the challenges and opportunities inherent in it.

Climbing the corporate ladder: do female and male executives follow the same route?

PubMed

Lyness, K S; Thompson, D E

2000-02-01

This study compares the careers of matched samples of 69 female executives and 69 male executives by examining perceived barriers and facilitators of advancement, self-reported developmental experiences, and career histories. Consistent with tokenism theory, women reported greater barriers, such as lack of culture fit and being excluded from informal networks, and greater importance of having a good track record and developing relationships to facilitate advancement than did men. Career success, measured by organizational level and compensation, was positively related to breadth of experience and developmental assignments for both genders, but successful women were less likely than successful men to report that mentoring facilitated their advancement. Developmental experiences and career histories were similar for female and male executives, but men had more overseas assignments and women had more assignments with nonauthority relationships.

Successful healthcare programs and projects: organization portfolio management essentials.

PubMed

Pickens, Scott; Solak, Jamie

2005-01-01

Many healthcare organization projects take more time and resources than planned and fail to deliver desired business outcomes. Healthcare IT is a major component of many projects and often undeservedly receives the blame for failure. Poor results are often not a result of faulty healthcare IT or poor project management or poor project execution alone. Many projects fail because of poor portfolio management--poor planning and management of the portfolio of initiatives designed to meet an organization's strategic goals. Because resources are limited, portfolio management enables organizations to more strategically allocate and manage their resources so care delivery, service delivery, and initiatives that advance organizations toward their strategic goals, including healthcare IT initiatives, can be accomplished at the levels of quality and service desired by an organization. Proper portfolio management is the essential foundation for program and project success and supports overall organization success. Without portfolio management, even programs and projects that execute flawlessly may not meet desired objectives. This article discusses the essential requirements for porfolio management. These include opportunity identification, return on investment (ROI) forecast, project prioritization, capacity planning (inclusive of human, financial, capital, and facilities resources), work scheduling, program and project management and execution, and project performance and value assessment. Portfolio management is essential to successful healthcare project execution. Theories are drawn from the Organizational Project Management Maturity Model (OPM3) work of the Project Management Institute and other leading strategy, planning, and organization change management research institutes.

Linking an agency strategic review to increase knowledge management: San Francisco County Human Service Agency.

PubMed

Harrison, Lindsay

2012-01-01

Led by the agency director, the agency engaged in a Strategic Review, based on a comprehensive assessment of agency performance that identified strategies to improve organizational effectiveness through increased data-informed practice and knowledge management. The Strategic Review gathered information on staff perceptions, perceptions of external stakeholders, changing citywide and neighborhood demographics, policy mandates, and budget and workload issues. The need for the review was based upon multiple, substantial changes not addressed in the 2000 Strategic Plan, including the 2004 merger of the Department of Human Services and the Department of Aging and Adult Services, changes among the executive management team, transitions among key political entities, new policy mandates and changing budget allocations. This case study describes the Strategic Review process and content, summarizing key challenges and lessons related to addressing workload demands, fostering positive staff attitudes, balancing internal and external information needs, and integrating data use and planning processes across the agency. Copyright © Taylor & Francis Group, LLC

Intention to leave the profession: antecedents and role in nurse turnover.

PubMed

Parry, Julianne

2008-10-01

This paper is a report of a study to examine the relationship between intention to change profession and intention to change employer among newly graduated nurses. Few studies of the worldwide nursing workforce shortage consider the contribution of changing professions to the shortage. Organizational behaviour research has identified that professional commitment and organizational commitment have an important role in organizational turnover and that professional commitment and intention to change professions may have a greater role in organizational turnover than is presently understood. A model of the relationships between affective professional commitment job satisfaction, organizational commitment, intention to change professions and organizational turnover intention was developed through review of the organizational behaviour literature and tested using path analysis. The sample was drawn from all nurses in Queensland, Australia, entering the workforce for the first time in 2005. The model was tested with a final sample size of 131 nurses in the initial period of exposure to the workplace. Affective professional commitment and organizational commitment were statistically significantly related to intention to change professions. Job satisfaction, organizational commitment and intention to change professions were statistically significantly related to intention to change employer. Turnover research in nursing should include intention to change professions as well as intention to change employer. Policies and practices that enhance the development of affective professional commitment prior to exposure to the workplace and support affective professional commitment, job satisfaction and organizational commitment in the workplace are needed to help reduce nurse turnover.

Factors influencing health information system adoption in American hospitals.

PubMed

Wang, Bill B; Wan, Thomas T H; Burke, Darrell E; Bazzoli, Gloria J; Lin, Blossom Y J

2005-01-01

To study the number of health information systems (HISs), applicable to administrative, clinical, and executive decision support functionalities, adopted by acute care hospitals and to examine how hospital market, organizational, and financial factors influence HIS adoption. A cross-sectional analysis was performed with 1441 hospitals selected from metropolitan statistical areas in the United States. Multiple data sources were merged. Six hypotheses were empirically tested by multiple regression analysis. HIS adoption was influenced by the hospital market, organizational, and financial factors. Larger, system-affiliated, and for-profit hospitals with more preferred provider organization contracts are more likely to adopt managerial information systems than their counterparts. Operating revenue is positively associated with HIS adoption. The study concludes that hospital organizational and financial factors influence on hospitals' strategic adoption of clinical, administrative, and managerial information systems.

Using internal marketing to improve organizational commitment and service quality.

PubMed

Tsai, Yafang; Wu, Shih-Wang

2011-12-01

The purpose of this article was to explore the structural relationships among internal marketing, organizational commitment and service quality and to practically apply the findings. Internal marketing is a way to assist hospitals in improving the quality of the services that they provide while executing highly labour-intensive tasks. Through internal marketing, a hospital can enhance the organizational commitment of its employees to attain higher service quality. This research uses a cross-sectional study to survey nursing staff perceptions about internal marketing, organizational commitment and service quality. The results of the survey are evaluated using equation models. The sample includes three regional hospitals in Taiwan. Three hundred and fifty questionnaires were distributed and 288 valid questionnaires were returned, yielding a response rate of 82.3%. The survey process lasted from 1 February to 9 March 2007. The data were analysed with SPSS 12.0, including descriptive statistics based on demographics. In addition, the influence of demographics on internal marketing, organizational commitment and service quality is examined using one-way anova. The findings reveal that internal marketing plays a critical role in explaining employee perceptions of organizational commitment and service quality. Organizational commitment is the mediator between internal marketing and service quality. The results indicate that internal marketing has an impact on both organizational commitment and service quality. Internal marketing should be emphasized to influence frontline nursing staff, thereby helping to create better organizational commitment and service quality. © 2011 The Authors. Journal of Advanced Nursing © 2011 Blackwell Publishing Ltd.

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. © The Author 2014. Published by Oxford University Press. All rights reserved. For Permissions, please email: journals.permissions@oup.com.

Work-related stress, work/life balance and personal life coaching.

PubMed

Hawksley, Barbara

2007-01-01

Work-related stress adversely affects personal performance, organizational efficiency and patient care as well as costing the NHS millions of pounds each year. Reducing the effects of work-related stress is a legal duty for all employers. There are a number of resources available to help both employees and employers, such as the Health and Safety Executive stress management standards. Personal life coaching is one approach to reducing work-related stress, which is well established amongst business and management executives as well as some public sector organizations.

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.

Institutionalization of Planned Organizational Change,

DTIC Science & Technology

1978-09-01

organizational change in the context of labor- management relations. One of their basic arguments is that the company and management have conflicting...planned organizational interventions. From the modest number of empirical studies on planned organizational change in a union- management context...new forms of work organization have emphasized the need to increase our understanding of oraganizational change processes. This paper has elaborated

32 CFR 352a.4 - Responsibilities and functions.

Code of Federal Regulations, 2010 CFR

2010-07-01

...) ORGANIZATIONAL CHARTERS DEFENSE FINANCE AND ACCOUNTING SERVICE (DFAS) § 352a.4 Responsibilities and functions. (a) The Director, Defense Finance and Accounting Service (DFAS), is the principal DoD executive for finance and accounting requirements, systems, and functions identified in DoD Directive 5118.3, 1 and...

The Effects of Organization Design on Media Richness in Multinational Enterprises.

ERIC Educational Resources Information Center

Whitfield, J. Michael; And Others

1996-01-01

Examines effects of two organizational design parameters, divisionalization and centralization, on the media richness choices of Chief Executive Officers (CEOs) of multinational enterprises in obtaining information from foreign subsidiaries on strategic issues. Samples 86 US multinationals; finds formal divisional structure affects CEOs' use of…

32 CFR 352a.4 - Responsibilities and functions.

Code of Federal Regulations, 2013 CFR

2013-07-01

...) ORGANIZATIONAL CHARTERS DEFENSE FINANCE AND ACCOUNTING SERVICE (DFAS) § 352a.4 Responsibilities and functions. (a) The Director, Defense Finance and Accounting Service (DFAS), is the principal DoD executive for finance and accounting requirements, systems, and functions identified in DoD Directive 5118.3, 1 and...

32 CFR 352a.4 - Responsibilities and functions.

Code of Federal Regulations, 2014 CFR

2014-07-01

...) ORGANIZATIONAL CHARTERS DEFENSE FINANCE AND ACCOUNTING SERVICE (DFAS) § 352a.4 Responsibilities and functions. (a) The Director, Defense Finance and Accounting Service (DFAS), is the principal DoD executive for finance and accounting requirements, systems, and functions identified in DoD Directive 5118.3, 1 and...

32 CFR 352a.4 - Responsibilities and functions.

Code of Federal Regulations, 2011 CFR

2011-07-01

...) ORGANIZATIONAL CHARTERS DEFENSE FINANCE AND ACCOUNTING SERVICE (DFAS) § 352a.4 Responsibilities and functions. (a) The Director, Defense Finance and Accounting Service (DFAS), is the principal DoD executive for finance and accounting requirements, systems, and functions identified in DoD Directive 5118.3, 1 and...

32 CFR 352a.4 - Responsibilities and functions.

Code of Federal Regulations, 2012 CFR

2012-07-01

...) ORGANIZATIONAL CHARTERS DEFENSE FINANCE AND ACCOUNTING SERVICE (DFAS) § 352a.4 Responsibilities and functions. (a) The Director, Defense Finance and Accounting Service (DFAS), is the principal DoD executive for finance and accounting requirements, systems, and functions identified in DoD Directive 5118.3, 1 and...

Functions of Conflict: Perceived Utility in the Emergent Professions.

ERIC Educational Resources Information Center

Henkin, Alan B.; And Others

1991-01-01

Describes perceptions of conflict as a utility (functional conflict) among 1,953 department executives in programs of social work, education, and nursing (the emergent professions); and analyzes perceptual data in terms of organizational conflict climate and demographics. Variations in terms of perceived operational utility of organizational…

Getting to the Heart of Performance.

ERIC Educational Resources Information Center

Stock, Byron

1996-01-01

Human performance technology (HPT) models are compared. One model groups performance factors by their relation to the performer (internal or external). A second model categorizes factors by which organizational level has the most control over them (executive, managerial, or individual). A third model considers rational and emotional intelligences;…

Followership: A Classroom Exercise to Introduce the Concept

ERIC Educational Resources Information Center

Hurwitz, Marc

2017-01-01

Followership is valuable for personal and organizational success, whether success is measured by satisfaction with work, improved team relationships, obtaining promotions, or quality and quantity of work output. Furthermore, senior executives and coaches recognize it as a critical skill. Despite this, creating effective followership training in…

75 FR 19663 - Records Schedules; Availability and Request for Comments

Federal Register 2010, 2011, 2012, 2013, 2014

2010-04-15

..., after a specified period, of records lacking administrative, legal, research, or other value. Notice is... create billions of records on paper, film, magnetic tape, and other media. To control this accumulation... consulting services, such as executive coaching and leadership assessment, aimed at overcoming organizational...

Development Communication in Action: Building Understanding and Creating Participation.

ERIC Educational Resources Information Center

Moemeka, Andrew A.

Addressing the use of communication (interpersonal, folk, traditional, group, organizational, and mass media) in the development process, this book discusses some of the conceptual and theoretical basis for integrating communication effectively into development plans and execution. It also examines the rationale and practical necessity for such…

The Missing Enrollment Meltdown

ERIC Educational Resources Information Center

Dawley, Kathleen; Epstein, Jonathan P.

2009-01-01

Shifting economic winds over the past year brought an end to a powerful, healthy wave that many higher education institutions rode successfully in recent years. While the work of college and university enrollment leaders and organizational executive teams is never easy, the recent student demographic spike, the abundance of online admission…

Annual Adult Education Research Conference Proceedings (38th, Stillwater, Oklahoma, May 16-18, 1997).

ERIC Educational Resources Information Center

Nolan, Robert E., Comp.; Chelesvig, Heath, Comp.

The following are among 50 papers included: "The Politics of Planning Culturally Relevant AIDS Education for African-American Women" (Archie-Booker); "Developing White Consciousness through a Transformative Learning Process" (Barlas); "Executive Businesswomen's Learning in the Context of Organizational Culture"…

Heterogeneity or Homogeneity

ERIC Educational Resources Information Center

McMillan-Capehart, Amy

2006-01-01

While research has focused on the effects of diversity on individual and group level outcomes, there has been little inquiry concerning the organizational level. Cox (1994) states that the most frequently asked question by executives regarding workforce diversity involves how it affects the performance of organizations. In order to manage the…

Reframing Organizational Thinking.

ERIC Educational Resources Information Center

Rieley, James

After a decade of institutional turmoil, including a succession of four chief executive officers, efforts were undertaken at one educational institution to identify the cultural dynamics at play in the organization and reframe its approach to management. A brief survey was distributed to over 125 people on the college's management council asking…

A Process for Planning.

ERIC Educational Resources Information Center

Gurowitz, William D.; And Others

1988-01-01

Describes how Division of Campus Life at Cornell University conducted long-range planning and the results of its 2-year effort. Explains 2 (strategic and organizational) by 3 (diagnosis, formulation, and execution) matrix providing systems view from describing and evaluating long-range planning. Presents 10-step process implemented at Cornell. (NB)

NCEP Central Operations

Science.gov Websites

Climate Climate Prediction Climate Archives Weather Safety Storm Ready NOAA Central Library Photo Library NCO's MISSION * Execute the NCEP operational model suite - Create climate, weather, ocean, space and ) NCO Organizational Chart NOAA's Weather and Climate Operational Supercomputing System is known as

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.

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... JUSTICE Sections and Subunits § 0.190 Changes within organizational units. (a) The head of each Office... termination of major functions within his organizational unit as he may deem necessary or appropriate. In each...

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…

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…

Handwriting measures as reflectors of executive functions among adults with Developmental Coordination Disorders (DCD)

PubMed Central

Rosenblum, Sara

2013-01-01

Planning ahead and organizational abilities in time and space are ingredients of high-level cognitive functions labeled as ‘Executive Functions’ (EF) required for daily activities such as writing or home management. EF deficits are considered a possible underlying brain mechanism involved in Developmental Coordination Disorders (DCD). The aim: of the study was to compare the handwriting process measures and the planning and organizational abilities in space and time of students with DCD with those of matched controls and to find whether handwriting measures can predict daily planning and organizational abilities among students with DCD. Method: 30 students diagnosed with DCD, between the ages of 24–41, and 30 age- and gender-matched controls participated in the study. They filled out the Handwriting Proficiency Screening Questionnaire (HPSQ) and the Adult Developmental Co-ordination Disorders Checklist (ADC). Furthermore, they copied a paragraph on a digitizer that is part of a computerized system Computerised Penmanship Evaluation Toll (ComPET). Results: Significant group differences were found for the HPSQ subscales scores as well as for the temporal and spatial measures of the paragraph copy task. Significant group differences were also found for the planning and organizational abilities in space and time as reflected through the ADC subscales. Significant medium correlations were found in both groups between the mean HPSQ time subscale and the ADC-B subscale mean score (r = 0.50/0.58, p < 0.05). Series of regression analyses indicated that two handwriting performance measures (mean HPSQ time subscale and mean stroke duration) predicted 19% of planning and organizational abilities as reflected through daily functions (ADC-B) [F(3, 54) = 38.37, β = 0.40, p < 0.0001]. Conclusion: The results support previous evidence about EF deficits as an underlying brain mechanism involved in motor coordination disorders, their significance as related to theoretical models of handwriting and daily function among DCD will be examined. PMID:23805113

The role of organizational culture and leadership in water safety plan implementation for improved risk management.

PubMed

Summerill, Corinna; Pollard, Simon J T; Smith, Jennifer A

2010-09-15

Appropriate implementation of WSPs offers an important opportunity to engage in and promote preventative risk management within water utilities. To ensure success, the whole organization, especially executive management, need to be advocates. Illustrated by two case studies, we discuss the influence of organizational culture on buy-in and commitment to public health protection and WSPs. Despite an internal desire to undertake risk management, some aspects of organizational culture prevented these from reaching full potential. Enabling cultural features included: camaraderie; competition; proactive, involved leaders; community focus; customer service mentality; transparency; accountability; competent workforce; empowerment; appreciation of successes, and a continual improvement culture. Blocking features included: poor communication; inflexibility; complacency; lack of awareness, interest or reward and coercion. We urge water utilities to consider the influence of organizational culture on the success and sustainability of WSP adoption, and better understand how effective leadership can mould culture to support implementation. Copyright 2010 Elsevier B.V. All rights reserved.

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…

Virtual HR: The Impact of Information Technology on the Human Resource Professional.

ERIC Educational Resources Information Center

Gardner, Sharyn D.; Lepak, David P.; Bartol, Kathyrn M.

2003-01-01

Responses from 357 complete pairs of human resources executives and professionals from the same company showed that information technology has increased autonomy, the responsiveness of their information dissemination, and networking with other professionals; they spend more time in technology support activities. Organizational climate moderated…

Lesson Organization: Big Vision Step-by-Step Execution

ERIC Educational Resources Information Center

Notar, Charles E.; Barkley, Jordan M.

2009-01-01

The National Board for Professional Teaching Standards (NBPTS) proposition 3 states "teachers are responsible for managing and monitoring student learning." They know how "...to organize instruction to meet instructional goals." This article provides 14 organizational patterns for use in organizing instruction in any of the content areas. The 14…

Run a Business Like a University? You Bet!

ERIC Educational Resources Information Center

Wessell, Nils Y.

1999-01-01

While conventional wisdom holds that higher education can learn much from business, the corporate world can also learn about leadership from the academy, including the practices of separation of power between the board chair and chief executive; collegial and less hierarchical organizational culture; performance reviews, common among academic…

Empowering Students through Organizational Empathy: Multiple Case Study Methodology

ERIC Educational Resources Information Center

Williams, Daniel

2017-01-01

This dissertation in practice employed a multiple case study design to better understand how two executive directors within a national network of arts and technology educational organizations defined, nurtured, and measured empathy with in their students. Empathy can connect diverse people and improve relationships, and it has been proven to…

Quality Assurance Program Description

DOE Office of Scientific and Technical Information (OSTI.GOV)

Halford, Vaughn Edward; Ryder, Ann Marie

Effective May 1, 2017, led by a new executive leadership team, Sandia began operating within a new organizational structure. National Technology and Engineering Solutions of Sandia (Sandia’s) Quality Assurance Program (QAP) was established to assign responsibilities and authorities, define workflow policies and requirements, and provide for the performance and assessment of work.

3 CFR 13522 - Executive Order 13522 of December 9, 2009. Creating Labor-Management Forums To Improve Delivery...

Code of Federal Regulations, 2010 CFR

2010-01-01

..., nonprofit organizations, State and local governments, Federal employees, and customers of Federal services... satisfaction, manager satisfaction, and organizational performance resulting from the labor-management forums... labor-management satisfaction, productivity gains, cost savings, and other areas as identified by the...

"Choose the Future Wisely": Supporting Better Ethics through Critical Thinking

ERIC Educational Resources Information Center

Meisel, Steven I.; Fearon, David S.

2006-01-01

Most people learn and internalize their sense of ethical behavior many years before they assume positions of organizational responsibility. Continued training in ethics helps to develop new understanding and supports ethical behavior. It is also useful to increase the cognitive skills of executives making decisions affecting firms and…

Discrimination in the Forest Industry: A Teaching Module.

ERIC Educational Resources Information Center

Eylon, Dafna; Langton, Nancy

1998-01-01

A case study of a female chief executive officer denied membership in an industry-related social club helps students understand discrimination and the interaction of personal and organizational goals. The exercise creates awareness of ways to respond to discrimination and of gender and power issues in the workplace. (SK)

Multinational Scanning: A Study of the Information Sources Utilized by Headquarters Executives in Multinational Companies

ERIC Educational Resources Information Center

Keegan, Warren J.

1974-01-01

Findings reveal the great importance of human sources of information and sources outside the organization. Divisional boundaries, functional specialization, and level were all found to act as significant barriers to information flows, and thus as limitations to organizational effectiveness. (Author/WM)

76 FR 59269 - Structure and Practices of the Video Relay Service Program

Federal Register 2010, 2011, 2012, 2013, 2014

2011-09-26

... applicant's organizational structure, including the names of its executives, officers, partners, and board... FEDERAL COMMUNICATIONS COMMISSION 47 CFR Part 64 [CG Docket No. 10-51; FCC 11-54] Structure and... with the Commission's Structure and Practices of the Video Relay Service Program, Report and Order...

78 FR 47180 - Basic Program Elements for Federal Employee Occupational Safety and Health Programs and Related...

Federal Register 2010, 2011, 2012, 2013, 2014

2013-08-05

... considered separate establishments. Each Federal department has an organizational structure consisting of... apply to all agencies of the Executive Branch except military personnel and uniquely military equipment.... Occupational injury and illness records, and the statistics based on them, have several desired functions or...

DOD Product Support Business Case Analysis Guidebook

DTIC Science & Technology

2011-04-01

Mitigation Plans ................................................................................................ 30 4.8 Sensitivity Analysis...Product Support BCA concludes with a recommendation and associated specific actions and an implementation plan to achieve stated organizational...primary executer of the actions and recommendations derived out of the BCA. Within the program office, the PSM has the responsibility to plan

Identifying and Extinguishing Dysfunctional and Deadly Organizational Practices

ERIC Educational Resources Information Center

Mawhinney, Thomas C.

2009-01-01

It is possible to define an organization's culture in terms of its dominant behavioral practices and their molar consequences, from the shop floor to the executive suite (Redmon & Mason, 2001). Dysfunctional and potentially deadly practices (for the organization as a whole) can be "latent." They often go undetected until their…

Promise-based management: the essence of execution.

PubMed

Sull, Donald N; Spinosa, Charles

2007-04-01

Critical initiatives stall for a variety of reasons--employee disengagement, a lack of coordination between functions, complex organizational structures that obscure accountability, and so on. To overcome such obstacles, managers must fundamentally rethink how work gets done. Most of the challenges stem from broken or poorly crafted commitments. That's because every company is, at its heart, a dynamic network of promises made between employees and colleagues, customers, outsourcing partners, or other stakeholders. Executives can overcome many problems in the short-term and foster productive, reliable workforces for the long-term by practicing what the authors call "promise-based management," which involves cultivating and coordinating commitments in a systematic way. Good promises share five qualities: They are public, active, voluntary, explicit, and mission based. To develop and execute an effective promise, the "provider" and the "customer" in the deal should go through three phases of conversation. The first, achieving a meeting of minds, entails exploring the fundamental questions of coordinated effort: What do you mean? Do you understand what I mean? What should I do? What will you do? Who else should we talk to? In the next phase, making it happen, the provider executes on the promise. In the final phase, closing the loop, the customer publicly declares that the provider has either delivered the goods or failed to do so. Leaders must weave and manage their webs of promises with great care-encouraging iterative conversation and making sure commitments are fulfilled reliably. If they do, they can enhance coordination and cooperation among colleagues, build the organizational agility required to seize new business opportunities, and tap employees' entrepreneurial energies.

Do we really understand how to retain nurses?

PubMed

O'Brien-Pallas, Linda; Duffield, Christine; Hayes, Laureen

2006-05-01

To compare views of nurse executives with those of nurses who have left the profession on the importance of retention strategies. Although much has been written about nursing turnover, there continues to be dissonance among decision makers as to why nurses leave the profession and what the most crucial issues are for retention. Factor analysis was undertaken to compare responses of nurse executives with those of nurses employed outside of nursing. Contract requirements represented the greatest discrepancy, 1.07, followed by legal and employer issues, 1.02; worklife/homelife balance, 0.91; external values and beliefs about nursing, 0.75; and professional practice, 0.29. A disparity exists between perceptions of nurse executives and those of nurses who have left the profession as to which issues are most critical in retention. We suggest that nurse executives ensure sufficient organizational support for nursing unit managers who are more likely to understand methods of retaining nurses at the clinical interface.

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…

Detecting event-related changes in organizational networks using optimized neural network models.

PubMed

Li, Ze; Sun, Duoyong; Zhu, Renqi; Lin, Zihan

2017-01-01

Organizational external behavior changes are caused by the internal structure and interactions. External behaviors are also known as the behavioral events of an organization. Detecting event-related changes in organizational networks could efficiently be used to monitor the dynamics of organizational behaviors. Although many different methods have been used to detect changes in organizational networks, these methods usually ignore the correlation between the internal structure and external events. Event-related change detection considers the correlation and could be used for event recognition based on social network modeling and supervised classification. Detecting event-related changes could be effectively useful in providing early warnings and faster responses to both positive and negative organizational activities. In this study, event-related change in an organizational network was defined, and artificial neural network models were used to quantitatively determine whether and when a change occurred. To achieve a higher accuracy, Back Propagation Neural Networks (BPNNs) were optimized using Genetic Algorithms (GAs) and Particle Swarm Optimization (PSO). We showed the feasibility of the proposed method by comparing its performance with that of other methods using two cases. The results suggested that the proposed method could identify organizational events based on a correlation between the organizational networks and events. The results also suggested that the proposed method not only has a higher precision but also has a better robustness than the previously used techniques.

Detecting event-related changes in organizational networks using optimized neural network models

PubMed Central

Sun, Duoyong; Zhu, Renqi; Lin, Zihan

2017-01-01

Organizational external behavior changes are caused by the internal structure and interactions. External behaviors are also known as the behavioral events of an organization. Detecting event-related changes in organizational networks could efficiently be used to monitor the dynamics of organizational behaviors. Although many different methods have been used to detect changes in organizational networks, these methods usually ignore the correlation between the internal structure and external events. Event-related change detection considers the correlation and could be used for event recognition based on social network modeling and supervised classification. Detecting event-related changes could be effectively useful in providing early warnings and faster responses to both positive and negative organizational activities. In this study, event-related change in an organizational network was defined, and artificial neural network models were used to quantitatively determine whether and when a change occurred. To achieve a higher accuracy, Back Propagation Neural Networks (BPNNs) were optimized using Genetic Algorithms (GAs) and Particle Swarm Optimization (PSO). We showed the feasibility of the proposed method by comparing its performance with that of other methods using two cases. The results suggested that the proposed method could identify organizational events based on a correlation between the organizational networks and events. The results also suggested that the proposed method not only has a higher precision but also has a better robustness than the previously used techniques. PMID:29190799

Organizational Climate for Change in Schools: Towards Definition and Measurement.

ERIC Educational Resources Information Center

McGeown, Vincent

1979-01-01

Suggests a socio-psychological approach to the definition and measurement of school organizational climate for change. The measurement instrument, the Organizational Climate for Change Questionnaire, is described. (Author/DB)

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…

Resistance, Justice, and Commitment to Change

ERIC Educational Resources Information Center

Foster, Rex D.

2010-01-01

This research focused on individual responses to organizational change by exploring the relationships among individual resistance, organizational justice, and commitment to change following organizational change implementations in three organizations. To accomplish this, Web-based questionnaires were used to gather individual-level quantitative…

Innovative human resource practices in U.S. hospitals: an empirical study.

PubMed

Platonova, Elena A; Hernandez, S Robert

2013-01-01

Contemporary organizations increasingly recognize human resource (HR) capabilities as a source of sustained competitive advantage; about 80% of an organization's value is attributable to intangible assets, including human assets and capital. Some scholars consider effective human resource management (HRM) the single most important factor affecting organizational performance. This study examined (1) the extent to which HRM strategies were included in organizational strategic planning and (2) the association between the involvement of senior HR professionals in strategic planning and the use of innovative HR practices in U.S. hospitals employing strategic HRM theory. A survey was administered to 168 chief executive officers and HR executives from 85 hospitals during spring 2005. Binary logistic regression was conducted to determine whether HRM involvement was associated with the use of innovative HRM strategies in the hospitals. We found significant associations between HRM strategy inclusion in the strategic planning process and senior HR professionals' involvement in organizational strategic planning and in three innovative HR activities: finding talent in advance for key job openings (odds ratio [OR] = 4.61, 95% confidence interval [CI]: 1.10-7.38), stressing organizational culture and values in the selection process (OR = 3.97, 95% CI: 1.01-3.97), and basing individual or team compensation on goal-oriented results (OR = 6.17, 95% CI: 1.17-3.37). Our data indicate that innovative HR practices were underused in some U.S. hospitals despite their potential to improve overall hospital performance. Hospitals that emphasized effective HRM were more likely to use some of the innovative HR approaches. In this article, we discuss this research and the practical implications of the findings.

An empirically based model for knowledge management in health care organizations.

PubMed

Sibbald, Shannon L; Wathen, C Nadine; Kothari, Anita

2016-01-01

Knowledge management (KM) encompasses strategies, processes, and practices that allow an organization to capture, share, store, access, and use knowledge. Ideal KM combines different sources of knowledge to support innovation and improve performance. Despite the importance of KM in health care organizations (HCOs), there has been very little empirical research to describe KM in this context. This study explores KM in HCOs, focusing on the status of current intraorganizational KM. The intention is to provide insight for future studies and model development for effective KM implementation in HCOs. A qualitative methods approach was used to create an empirically based model of KM in HCOs. Methods included (a) qualitative interviews (n = 24) with senior leadership to identify types of knowledge important in these roles plus current information-seeking behaviors/needs and (b) in-depth case study with leaders in new executive positions (n = 2). The data were collected from 10 HCOs. Our empirically based model for KM was assessed for face and content validity. The findings highlight the paucity of formal KM in our sample HCOs. Organizational culture, leadership, and resources are instrumental in supporting KM processes. An executive's knowledge needs are extensive, but knowledge assets are often limited or difficult to acquire as much of the available information is not in a usable format. We propose an empirically based model for KM to highlight the importance of context (internal and external), and knowledge seeking, synthesis, sharing, and organization. Participants who reviewed the model supported its basic components and processes, and potential for incorporating KM into organizational processes. Our results articulate ways to improve KM, increase organizational learning, and support evidence-informed decision-making. This research has implications for how to better integrate evidence and knowledge into organizations while considering context and the role of organizational processes.

Considering rational self-interest as a disposition: organizational implications of other orientation.

PubMed

Meglino, Bruce M; Korsgaard, Audrey

2004-12-01

In contrast with major theories of attitudes and behavior, the authors propose that individuals are not equally motivated to pursue their self-interests. The authors show that differences in other orientation affect the extent to which actions and attitudes reflect self-interested calculation (instrumental rationality) and the extent to which beliefs represent their external environment (epistemic rationality). These differences have consequences for processes underlying a wide range of attitudes and behavior typically assumed to be rationally self-interested. Thus, the authors' model exposes a common explanation for diverse organizational phenomena. It also clarifies inconsistencies surrounding the validity of certain attitudinal and motivational models, the relationship between job attitudes and actions, cross-cultural differences in attitudes and behavior, escalation of commitment, and the relationship between chief executive officer characteristics and organizational performance. 2004 APA, all rights reserved

Academic service partnerships: organizational efficiency and efficacy between organizations.

PubMed

Fetsch, Susan H; DeBasio, Nancy O

2011-01-01

Two leading nursing organizations, the Greater Kansas City Area Collegiate Nurse Educators and the Kansas City Area Nurse Executives, represent the Kansas City metropolitan area nursing programs and area employers. These two organizations have been engaged in collaborative workforce planning and strategy development around key nursing issues for over 25 years. This model of collaboration is unique in that the partnership is between organizations representing 17 nursing programs and 28 hospitals. The collaborative partnership has enhanced organizational efficiency and efficacy between the groups, which has directly benefited the organizational members. Most importantly, it has had a transformative impact on both nursing education and professional practice in the Kansas City metropolitan area. This article describes the evolution of the partnership and the collaborative work that has led to the accomplishment of mutual goals. Copyright © 2011 Elsevier Inc. All rights reserved.

Organizational capacity for change in health care: Development and validation of a scale.

PubMed

Spaulding, Aaron; Kash, Bita A; Johnson, Christopher E; Gamm, Larry

We do not have a strong understanding of a health care organization's capacity for attempting and completing multiple and sometimes competing change initiatives. Capacity for change implementation is a critical success factor as the health care industry is faced with ongoing demands for change and transformation because of technological advances, market forces, and regulatory environment. The aim of this study was to develop and validate a tool to measure health care organizations' capacity to change by building upon previous conceptualizations of absorptive capacity and organizational readiness for change. A multistep process was used to develop the organizational capacity for change survey. The survey was sent to two populations requesting answers to questions about the organization's leadership, culture, and technologies in use throughout the organization. Exploratory and confirmatory factor analyses were conducted to validate the survey as a measurement tool for organizational capacity for change in the health care setting. The resulting organizational capacity for change measurement tool proves to be a valid and reliable method of evaluating a hospital's capacity for change through the measurement of the population's perceptions related to leadership, culture, and organizational technologies. The organizational capacity for change measurement tool can help health care managers and leaders evaluate the capacity of employees, departments, and teams for change before large-scale implementation.

A multilevel model of organizational health culture and the effectiveness of health promotion.

PubMed

Lin, Yea-Wen; Lin, Yueh-Ysen

2014-01-01

Organizational health culture is a health-oriented core characteristic of the organization that is shared by all members. It is effective in regulating health-related behavior for employees and could therefore influence the effectiveness of health promotion efforts among organizations and employees. This study applied a multilevel analysis to verify the effects of organizational health culture on the organizational and individual effectiveness of health promotion. At the organizational level, we investigated the effect of organizational health culture on the organizational effectiveness of health promotion. At the individual level, we adopted a cross-level analysis to determine if organizational health culture affects employee effectiveness through the mediating effect of employee health behavior. The study setting consisted of the workplaces of various enterprises. We selected 54 enterprises in Taiwan and surveyed 20 full-time employees from each organization, for a total sample of 1011 employees. We developed the Organizational Health Culture Scale to measure employee perceptions and aggregated the individual data to formulate organization-level data. Organizational effectiveness of health promotion included four dimensions: planning effectiveness, production, outcome, and quality, which were measured by scale or objective indicators. The Health Promotion Lifestyle Scale was adopted for the measurement of health behavior. Employee effectiveness was measured subjectively in three dimensions: self-evaluated performance, altruism, and happiness. Following the calculation of descriptive statistics, hierarchical linear modeling (HLM) was used to test the multilevel hypotheses. Organizational health culture had a significant effect on the planning effectiveness (β = .356, p < .05) and production (β = .359, p < .05) of health promotion. In addition, results of cross-level moderating effect analysis by HLM demonstrated that the effects of organizational health culture on three dimensions of employee effectiveness were completely mediated by health behavior. The construct connections established in this multilevel model will help in the construction of health promotion theories. The findings remind business executives that organizational health culture and employee health behavior help improve employee effectiveness.

Educating for ethical leadership through web-based coaching.

PubMed

Eide, Tom; Dulmen, Sandra van; Eide, Hilde

2016-12-01

Ethical leadership is important for developing ethical healthcare practice. However, there is little research-based knowledge on how to stimulate and educate for ethical leadership. The aim was to develop and investigate the feasibility of a 6-week web-based, ethical leadership educational programme and learn from participants' experience. Training programme and research design: A training programme was developed consisting of (1) a practice part, where the participating middle managers developed and ran an ethics project in their own departments aiming at enhancing the ethical mindfulness of the organizational culture, and (2) a web-based reflection part, including online reflections and coaching while executing the ethics project. Focus group interviews were used to explore the participants' experiences with and the feasibility of the training. Participants and research context: Nine middle managers were recruited from a part-time master's programme in leadership in Oslo, Norway. The research context was the participating leaders' work situation during the 6 weeks of training. Ethical considerations: Participation was voluntary, data anonymized and the confidentiality of the participating leaders/students and their institutions maintained. No patient or medical information was involved. Eight of the nine recruited leaders completed the programme. They evaluated the training programme as efficient and supportive, with the written, situational feedback/coaching as the most important element, enhancing reflection and motivation, counteracting a feeling of loneliness and promoting the execution of change. The findings seem consistent with the basic assumptions behind the educational design, based partly on e-health research, feedback studies and organizational ethics methodology, partly on theories on workplace learning, reflection, recognition and motivation. The training programme seems feasible. It should be adjusted according to participants' proposals and tested further in a large-scale study.

Effects of participation in the Executive Leadership in Academic Medicine (ELAM) program on women faculty's perceived leadership capabilities.

PubMed

McDade, Sharon A; Richman, Rosalyn C; Jackson, Gregg B; Morahan, Page S

2004-04-01

This study measured the impact of participation by women academics in the Executive Leadership in Academic Medicine (ELAM) program as part of a robust evaluation agenda. The design is a classic pre/post, within-group, self-report study. The survey elicits self-perception about leadership in ten constructs: knowledge of leadership, management, and organizational theory; environmental scanning; financial management; communication; networking and coalition building; conflict management; general leadership; assessment of strengths and weaknesses; acceptance of leadership demands; and career advancement sophistication. The post surveys inquire additionally about perceived program usefulness. Data were collected from 79 participants (1997-98, 1998-99, and 2000-01 classes). Response rates were nearly 100% (pre) and 69% to 76% (post). Statistically significant increases (p <.01) in perceived leadership capabilities were identified across all ten leadership constructs. Gains were large in knowledge of leadership and organizational theory, environmental scanning, financial management, and general leadership. Gains in career building knowledge were large to moderate. More modest were gains in communication, networking, and conflict management. There were significant correlations between each leadership construct and perceived usefulness of the program. Significant improvements were reported on all leadership constructs, even when participants viewed themselves as already skilled. While it cannot be concluded that participation in ELAM directly and solely caused all improvements, it seems unlikely that midcareer women faculty would improve on all ten constructs in 11 months after program completion by natural maturation alone. Future research will investigate whether the changes are due to ELAM or other factors, and assess whether participants show more rapid advancement into leadership than comparable women not participating in ELAM.

Professional networks and the alignment of individual perceptions about medical innovation.

PubMed

Iacopino, Valentina; Mascia, Daniele; Cicchetti, Americo

In recent decades, the role of technology in health care organizations has become increasingly relevant because it enhances health care outcomes and the achievement of clinical goals. Extant research demonstrates that the effectiveness of a medical innovation depends largely on health care professionals' perceptions of its usefulness and impact on their activities and practices. We also know that interaction among social actors contributes to the shaping of their judgments and opinions regarding innovation. This study investigated the role of professionals' social networks and social capital in the formation of similar individual perceptions about a highly innovative robotic surgical system. We collected data from a sample of 50 professionals, including both physicians and nurses, working in three hospital wards belonging to an Italian hospital organization. Using a survey, we gathered data on professionals' demographic characteristics, the adoption and impact of the new technology, and social networks. We tested our hypotheses using a dyadic perspective and logistic regression quadratic assignment procedures. Our findings document that professionals' perceptions regarding technological change were more likely to be similar when they were connected and exhibited similarity in some social capital characteristics and adoption behavior. These results have important implications for health care executives and administrators, as well as for health professionals characterized by high degrees of autonomy and for which organizational change can be affected by professional or organizational resistance.

Public sector hospitals and organizational change: an agenda for policy analysis.

PubMed

Collins, C; Green, A

1999-01-01

An important feature of health care systems in recent years is the change in the organizational position and relations of public sector hospitals. Health sector reforms have led to increasing heterogeneity in the organizational location and status of public sector hospitals and new organizational forms of public-private relations are being developed by and for hospitals. These changes can have important implications for health and health care. They raise issues around equity, control, accountability and performance of health care. Yet the policy process in practice may be failing to develop and implement appropriate forms of policy formulation on health sector reform. This paper focuses on the organizational position and relations of hospitals within public sector health services. It firstly outlines key elements of health sector reform and relates these to two dimensions of organizational change for hospitals: increasing heterogeneity and forms of public-private relations. The paper provides a descriptive format for classifying forms of hospital organizational change and proposes a framework of six questions for analysing these organizational forms. This may be used to assess the appropriateness of specific policies to particular country situations and to develop more open debate around hospital organizational forms.

How to get things done. Period.

PubMed

Freed, D H

2000-09-01

In a competitive environment, hospitals are finding it more important than ever to satisfy their patients, support themselves, and improve their performances. However, experience repeatedly confirms that articulating these strategies is much simpler than actually executing them. While a variety of reasons can be offered, the fact is that effective execution--getting things done--is a strategic differential that brings about significant competitive advantage. This article examines a number of proven best practices for overcoming resistance and actually getting things done. Doing so requires more assumption of risk, but it is both personally and organizationally very invigorating and rewarding.

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

Care delivery and compensation system changes: a case study of organizational readiness within a large dental care practice organization in the United States.

PubMed

Cunha-Cruz, Joana; Milgrom, Peter; Huebner, Colleen E; Scott, JoAnna; Ludwig, Sharity; Dysert, Jeanne; Mitchell, Melissa; Allen, Gary; Shirtcliff, R Mike

2017-12-20

Dental care delivery systems in the United States are consolidating and large practice organizations are becoming more common. At the same time, greater accountability for addressing disparities in access to care is being demanded when public funds are used to pay for care. As change occurs within these new practice structures, attempts to implement change in the delivery system may be hampered by failure to understand the organizational climate or fail to prepare employees to accommodate new goals or processes. Studies of organizational behavior within oral health care are sparse and have not addressed consolidation of current delivery systems. The objective of this case study was to assess organizational readiness for implementing change in a large dental care organization consisting of staff model clinics and affiliated dental practices and test associations of readiness with workforce characteristics and work environment. A dental care organization implemented a multifaceted quality improvement program, called PREDICT, in which community-based mobile and clinic-based dental services were integrated and the team compensated based in part on meeting performance targets. Dental care providers and supporting staff members (N = 181) were surveyed before program implementation and organizational readiness for implementing change (ORIC) was assessed by two 5-point scales: change commitment and efficacy. Providers and staff demonstrated high organizational readiness for change. Median change commitment was 3.8 (Interquartile range [IQR]: 3.3-4.3) and change efficacy was 3.8 (IQR: 3.0-4.2). In the adjusted regression model, change commitment was associated with organizational climate, support for methods to arrest tooth decay and was inversely related to office chaos. Change efficacy was associated with organizational climate, support for the company's mission and was inversely related to burnout. Each unit increase in the organizational climate scale predicted 0.45 and 0.8-unit increases in change commitment and change efficacy. The survey identified positive readiness for change and highlighted weaknesses that are important cautions for this organization and others initiating change. Future studies will examine how organizational readiness to change, workforce characteristics and work environment influenced successful implementation within this organization.

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…

Qualitative analysis of round-table discussions on the business case and procurement challenges for hospital electronic prescribing systems.

PubMed

Cresswell, Kathrin M; Slee, Ann; Coleman, Jamie; Williams, Robin; Bates, David W; Sheikh, Aziz

2013-01-01

There is a pressing need to understand the challenges surrounding procurement of and business case development for hospital electronic prescribing systems, and to identify possible strategies to enhance the efficiency of these processes in order to assist strategic decision making. We organized eight multi-disciplinary round-table discussions in the United Kingdom. Participants included policy makers, representatives from hospitals, system developers, academics, and patients. Each discussion was digitally audio-recorded, transcribed verbatim and, together with accompanying field notes, analyzed thematically with NVivo9. We drew on data from 17 participants (approximately eight per roundtable), six hours of discussion, and 15 pages of field notes. Key challenges included silo planning with systems not being considered as part of an integrated organizational information technology strategy, lack of opportunity for interactions between customers and potential suppliers, lack of support for hospitals in choosing appropriate systems, difficulty of balancing structured planning with flexibility, and the on-going challenge of distinguishing "wants" and aspirations from organizational "needs". Development of business cases for major investments in information technology does not take place in an organizational vacuum. Building on previously identified potentially transferable dimensions to the development and execution of business cases surrounding measurements of costs/benefits and risk management, we have identified additional components relevant to ePrescribing systems. These include: considerations surrounding strategic context, case for change and objectives, future service requirements and options appraisal, capital and revenue implications, timescale and deliverability, and risk analysis and management.

Organizational Barriers and Their Impact on Women in Higher Education. Research Report.

ERIC Educational Resources Information Center

Stokes, M. Jean

The nature and extent of conditions or barriers that inhibit women administrators in their professional responsibilities and careers were studied. A questionnaire mailed to 241 women was completed by 168 women with executive, administrative, and managerial responsibilities in nine universities of the State University System of Florida. The…

The Role of Feedback in the Assimilation of Information in Prediction Markets

ERIC Educational Resources Information Center

Jolly, Richard Donald

2011-01-01

Leveraging the knowledge of an organization is an ongoing challenge that has given rise to the field of knowledge management. Yet, despite spending enormous sums of organizational resources on Information Technology (IT) systems, executives recognize there is much more knowledge to harvest. Prediction markets are emerging as one tool to help…

Quality improvement prototype: Johnson Space Center, National Aeronautics and Space Administration

NASA Technical Reports Server (NTRS)

1990-01-01

The Johnson Space Flight Center was recognized by the Office of Management and Budget as a model for its high standards of quality. Included are an executive summary of the center's activities, an organizational overview, techniques for improving quality, the status of the quality effort and a listing of key personnel.

Women in Management: Leadership Theories, Research Results, and Future Directions.

ERIC Educational Resources Information Center

Putnam, Linda L.

This review of the literature about women in management advocates the pursuit of research on women executives as unique components in the organizational setting, with the warning that careful and unremitting attention be paid to the selection of theoretical perspectives. It examines trait and role theory, and discusses such factors as…

Examining the Role of Emotional Intelligence between Organizational Learning and Adaptive Performance in Indian Manufacturing Industries

ERIC Educational Resources Information Center

Pradhan, Rabindra Kumar; Jena, Lalatendu Kesari; Singh, Sanjay Kumar

2017-01-01

Purpose: The purpose of this study is to examine the relationship between organisational learning and adaptive performance. Furthermore, the study investigates the moderating role of emotional intelligence in the perspective of organisational learning for addressing adaptive performance of executives employed in manufacturing organisations.…

Observations Guide

DTIC Science & Technology

2015-11-01

T) Organizational Performance (B) Sexual Harassment (C) Sex Harassment Retaliation (D) Discrimination - Sex (E) Discrimination - Race (F...standards?  Workplace and living conditions/environment. Look for graffiti, personal display of pictures, posters, artifacts, and general impressions...your briefing.  Determine the commander’s preferred style for an out-brief upon completion (ex. PowerPoint, executive summary).  Identify who else

Knowledge Sharing in an American Multinational Company Based in Malaysia

ERIC Educational Resources Information Center

Ling, Chen Wai; Sandhu, Manjit S.; Jain, Kamal Kishore

2009-01-01

Purpose: This paper seeks to examine the views of executives working in an American based multinational company (MNC) about knowledge sharing, barriers to knowledge sharing, and strategies to promote knowledge sharing. Design/methodology/approach: This study was carried out in phases. In the first phase, a topology of organizational mechanisms for…

Leaders Learning from Leaders as an Emergent Action Learning Strategy Type of Paper: Account of Practice

ERIC Educational Resources Information Center

Mullen, Carol A.; Rodríguez, Mariela A.; Allen, Tawannah G.

2015-01-01

This account of practice describes what three executive leaders in a professional association have learned about action learning and their own practices of organizational renewal. Data are approached narratively and stories are told from the perspectives of diverse educators' experiences, agency, and expertise. Mature organizations can be…

The Perceived Influence of Industry-Sponsored Credentials in the Information Technology Industry.

ERIC Educational Resources Information Center

Bartlett, Kenneth R.

A study investigated the influence of information technology (IT)-industry-sponsored credentials from both organizational and individual perspectives. A senior-level human resource (HR) executive from each of 33 organizations with 500 or more employees completed a paper-and-pencil questionnaire (response rate=66% of the 50 organizations comprising…

Organizational Strategic Planning and Execution: Should Governmental Organizations Rely on Strategic Planning for the Success of the Organization?

DTIC Science & Technology

2007-06-01

THIS PAGE INTENTIONALLY LEFT BLANK i NSN 7540-01-280-5500 Standard Form 298 (Rev. 2-89) Prescribed by ANSI Std. 239-18...4 I . INTRODUCTION............................................................................................. 7 A. SCOPE...6 THIS PAGE INTENTIONALLY LEFT BLANK 7 I . INTRODUCTION A. SCOPE The intent

Socratic Problem-Solving in the Business World

ERIC Educational Resources Information Center

Peterson, Evan

2009-01-01

Accurate and effective decision-making is one of the most essential skills necessary for organizational success. The problem-solving process provides a systematic means of effectively recognizing, analyzing, and solving a dilemma. The key element in this process is critical analysis of the situation, which can be executed by a taking a Socratic…

Conflict as an Asset: Perceptions and Dispositions of Executive Women in Higher Education and Business.

ERIC Educational Resources Information Center

Singleton, Carole A.; And Others

1994-01-01

A study of 53 women in leadership positions in business and 160 women in higher education indicates that they acknowledge functions of conflict as they relate to organizational performance. Those in the for-profit sector were more positive in their views of conflict functions. (SLD)

76 FR 21893 - Notice of Public Information Collection Submitted to the Office of Management and Budget (OMB...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-04-19

... the applicant's organizational structure, including the names of its executives, officers, partners... the FCC submission to OMB will be displayed. OMB Control Number: 3060-1145. Title: Structure and... applicant's detailed plan for modifying its business structure and operations in order to meet the new...

77 FR 38655 - Solicitation for a Cooperative Agreement: Training Curriculum Development for Probation and...

Federal Register 2010, 2011, 2012, 2013, 2014

2012-06-28

... instructor-led face-to-face and Web-based instructional delivery strategies, and be based on NIC's... officer of a criminal justice agency. The curriculum should promote the use of evidence-based practices in... examine the executive's leadership role in influencing an organizational culture that supports an agency's...

The Influence of Race, Ethnicity, and Gender on Advancement in Information Technology

ERIC Educational Resources Information Center

McGee, Kimberly

2017-01-01

This study investigated the experiences of African American/Black, Asian American, Caucasian American/White, and Latina/Hispanic American women who advanced from operational or technical IT roles to senior executive IT roles. The intent was to understand how individual and organizational factors influenced the women's career advancement journey…

Culture Matters in Successful Curriculum Change: An International Study of the Influence of National and Organizational Culture Tested With Multilevel Structural Equation Modeling.

PubMed

Jippes, Mariëlle; Driessen, Erik W; Broers, Nick J; Majoor, Gerard D; Gijselaers, Wim H; van der Vleuten, Cees P M

2015-07-01

National culture has been shown to play a role in curriculum change in medical schools, and business literature has described a similar influence of organizational culture on change processes in organizations. This study investigated the impact of both national and organizational culture on successful curriculum change in medical schools internationally. The authors tested a literature-based conceptual model using multilevel structural equation modeling. For the operationalization of national and organizational culture, the authors used Hofstede's dimensions of culture and Quinn and Spreitzer's competing values framework, respectively. To operationalize successful curriculum change, the authors used two derivates: medical schools' organizational readiness for curriculum change developed by Jippes and colleagues, and change-related behavior developed by Herscovitch and Meyer. The authors administered a questionnaire in 2012 measuring the described operationalizations to medical schools in the process of changing their curriculum. Nine hundred ninety-one of 1,073 invited staff members from 131 of 345 medical schools in 56 of 80 countries completed the questionnaire. An initial poor fit of the model improved to a reasonable fit by two suggested modifications which seemed theoretically plausible. In sum, characteristics of national culture and organizational culture, such as a certain level of risk taking, flexible policies and procedures, and strong leadership, affected successful curriculum change. National and organizational culture influence readiness for change in medical schools. Therefore, medical schools considering curriculum reform should anticipate the potential impact of national and organizational culture.

Perceived Need for Change: A Test of Individual Emotion and Contextual Influences

DTIC Science & Technology

2009-03-01

to be a determinant for organizational trust (Stinglamber, De Cremer , & Mercken, 2006). The organizational trust research concurs with the findings...source of the feedback must be credible (Kinicki et al., 2004). In the present study, the organizational leadership argued that the changes needed to...W. H., & Hede, A. (2001). Resistance to organizational change: The role of cognitive and affective processes. Leadership & Organization Development

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.…

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…

Using Policy to Drive Organizational Change

ERIC Educational Resources Information Center

Hornsby, Eunice Ellen

2006-01-01

This chapter addresses recent changes in public policy and organizational practices that affect LGBTQ individuals and the role that organizational policy can play in establishing and maintaining respectful and inclusive workplaces.

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

2017-06-01

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.

Bioterror events: preemptive strategies for healthcare executives.

PubMed

Zinkovich, Lisa; Malvey, Donna; Hamby, Eileen; Fottler, Myron

2005-01-01

Today's healthcare executives face challenges that their predecessors have never known: bioterror events. To prepare their organizations to cope with new and emerging strategic threats of bioterrorism, these executives must consider preemptive strategies. The authors present courses of action to assist executives' internal, external, and cross-sectional organizational preparedness. For example, stakeholder groups, internal resources, and competencies that combine and align efforts efficiently are identified. Twelve preemptive strategies are provided to guide healthcare executives in meeting these formidable and unprecedented challenges. The reputation of the healthcare organization (HCO) is at risk if a bioterror event is not properly handled, resulting in severe disadvantages for future operations. Justifiably, healthcare executives are contemplating the value of prioritizing bioterror preparedness, taking into account the immediate realities of decreasing reimbursement, increasing numbers of uninsured patients, and staffing shortages. Resources must be focused on the most valid concerns and must maximize the return on investment. Healthcare organizations can reap the benefits of a win-win approach by optimizing available resources, planning, and training. Bioterror preparedness will transcend the boundaries of bioterrorism and prepare for myriad mass healthcare incidents such as the looming potential for an avian (bird) influenza pandemic.

Prospective evaluation of a Bayesian model to predict organizational change.

PubMed

Molfenter, Todd; Gustafson, Dave; Kilo, Chuck; Bhattacharya, Abhik; Olsson, Jesper

2005-01-01

This research examines a subjective Bayesian model's ability to predict organizational change outcomes and sustainability of those outcomes for project teams participating in a multi-organizational improvement collaborative.

Romanian Special Forces: Identifying Appropriate Missions and Organizational Structure

DTIC Science & Technology

2004-12-01

79 B. RECOMMENDATIONS FOR MANAGING ORGANIZATIONAL CHANGE ........................................................................................................80...to its periphery, to think, feel, and do things differently. B. RECOMMENDATIONS FOR MANAGING ORGANIZATIONAL CHANGE In The Harvard Business Review

Sex Stratification, Technology and Organizational Change: A Longitudinal Case Study of AT&T.

ERIC Educational Resources Information Center

Hacker, Sally L.

1979-01-01

Recent technological displacement in AT&T affected workers differentially by sex. This longitudinal analysis of changes in AT&T's organizational structure addresses the tendency of organizational research to ignore the variable of sex in the study of change. (Author/RLV)

Organizational Change for Acquisition Reform: Proposed Core Competencies

DTIC Science & Technology

1997-03-01

21Patrick Connor, and Linda Lake, Managing Organizational Change (Westport, CT: Praeger, 1994), 74. Schein, 328. Tichy, 242. 22Tichy, 246. 23Conner and...Connor, Patrick and Linda Lake. Managing Organizational Change . Westport, CT: Praeger, 1994. “Cultural Shift Clutches Acquisition Work Force.” National

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.

Bring Your Own Device and Nurse Managers' Decision Making.

PubMed

Martinez, Karen; Borycki, Elizabeth; Courtney, Karen L

2017-02-01

The Bring Your Own Device phenomenon is important in the healthcare environment because this trend is changing the workplace in healthcare organizations, such as British Columbia. At present, there is little research that exists in Canada to provide a distinct understanding of the complexities and difficulties unique to this phenomenon within the nursing practice. This study focused on the experiences and perceptions of nurse managers regarding how they make decisions on the use of personal handheld devices in the workplace. Telephone interviews (N = 10) and qualitative descriptive analysis were used. Four major themes emerged: (1) management perspective, (2) opportunities, (3) disadvantages, and (4) solutions. Nurse managers and other executives in healthcare organizations and health information technology departments need to be aware of the practice and organizational implications of the Bring Your Own Device movement.

Reinvention/reengineering of business and technical processes

NASA Technical Reports Server (NTRS)

Olsen, Eugene A.

1996-01-01

The changing marketplace as evidenced by global competition is requiring American organizations to rethink, regroup, and redesign their processes. The umbrella of total quality management (TQM) includes many quality methods, techniques, tools, and approaches. There is no right way for every situation or circumstance. Adaptability and experimentation of several tools is necessary. Process management when properly applied can lead to continuous quality improvements. But some processes simply need to be discarded and new ones developed. This reengineering often results in vertical compression and job redesign and restructuring. Work activities must be designed around processes, not processes around work activities. Reengineering and process management do not stand alone--they support each other. Senior executive leadership and empowerment of workers at all organizational levels is vital for both short-term and long-term success.

Austere, remote, and disaster medicine missions: an operational mnemonic can help organize a deployment.

PubMed

Macias, Darryl J; Williams, Jason

2013-01-01

Medical care in resource-limited environments (austere settings) can occur in the context of a disaster, wilderness, or a tactical field operation. Regardless of the type of environment, there are common organizational themes in most successful humanitarian missions that occur in harsh natural or manmade environmental conditions. These principles prioritize the initiation and execution of any given deployment in austere or remote settings, diverging from priorities that would occur in a situation in which change to the existing medical structure is intact and operating well. Attention to these priorities not only helps providers to deliver medical care to people in need during a period of resource limitations but it also can keep providers, teams, the public, and patients safe during and after a deployment.

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…

Organizational Change Efforts: Methodologies for Assessing Organizational Effectiveness and Program Costs versus Benefits.

ERIC Educational Resources Information Center

Macy, Barry A.; Mirvis, Philip H.

1982-01-01

A standardized methodology for identifying, defining, and measuring work behavior and performance rather than production, and a methodology that estimates the costs and benefits of work innovation are presented for assessing organizational effectiveness and program costs versus benefits in organizational change programs. Factors in a cost-benefit…

Change In(ter)Ventions to Organizational Learning: Bravo to Leaders as Unifying Agents

ERIC Educational Resources Information Center

Yeo, Roland K.

2007-01-01

Purpose: The purpose of this research is to examine the relationship between change interventions and organizational learning. It seeks to identify the process through which team learning is developed, the factors that affect organizational learning and its influences on organizational effectiveness. Design/methodology/approach: Two groups of…

Lean-Six Sigma: tools for rapid cycle cost reduction.

PubMed

Caldwell, Chip

2006-10-01

Organizational costs can be grouped as process cost, cost of quality, and cost of poor quality. Providers should train managers in the theory and application of Lean-Six Sigma, including the seven categories of waste and how to remove them. Healthcare financial executives should work with managers in eliminating waste to improve service and reduce costs.

Rational Decisionmaking in Higher Education. An NCHEMS Executive Overview.

ERIC Educational Resources Information Center

Chaffee, Ellen Earle

Five models of organizational decision-making are described, and a case study of the rational model as seen in the budget process at Stanford University during the 1970s is presented. Several issues are addressed to help administrators who are interested in increasing the organization's rational decision-making. The five models are as follows: the…

The Role of the Executive-Level Student Services Officer within a Community College Organizational Structure

ERIC Educational Resources Information Center

Hernandez, John; Hernández, Ignacio

2014-01-01

The unique nature and mission of community colleges directly shapes the role and function of a senior student affairs officer (SSAO). Broadly, the community college mission is shaped by a vision of fulfilling several commitments to local communities. This includes admitting all applicants through an open access admissions policy and providing…

Towards PCC for Concurrent and Distributed Systems (Work in Progress)

NASA Technical Reports Server (NTRS)

Henriksen, Anders S.; Filinski, Andrzej

2009-01-01

We outline some conceptual challenges in extending the PCC paradigm to a concurrent and distributed setting, and sketch a generalized notion of module correctness based on viewing communication contracts as economic games. The model supports compositional reasoning about modular systems and is meant to apply not only to certification of executable code, but also of organizational workflows.

Air Force Materiel Command Reorganization Analysis

DTIC Science & Technology

2012-01-01

proper leadership, training, force development, and execution of the sustainment processes 5. a culture of collaboration whereby each of the many...organization and the pattern of organizational communication. The “principles of organization” have been relativized by a stream of criticism, and...how dramatic perfor- mance improvements can be achieved by redesigning business processes, organization, and culture . The authors define reengineering

Trustees as Reluctant Leaders: The Board/CEO Relationship.

ERIC Educational Resources Information Center

Sherman, Vaughn A.

Due to inertia within organizational cultures, relations between the boards and chief executive officers (CEO's) at community colleges tend to remain the same at each institution through time. The time has come to look at the separate roles of the CEO and trustee and then to decide how best at each institution to fashion a relationship between…

A Nursing Leadership Immersion Program: Succession Planning Using Social Capital.

PubMed

Pedersen, Anne; Sorensen, Joanne; Babcock, Tyler; Bradley, Marci; Donaldson, Nicole; Donnelly, James E; Edgar, William

2018-03-01

This article describes the inception and evolution of a 3-month immersion experience between hospital and nurse leaders where sociological principles were applied to support nurse leader succession. Unique to this program, the bedside nurse joins the nursing executive team full time to participate in all organizational leadership activities as part of the experience.

On Becoming College Prep: Examining the Challenges Charter School Staff Members Face while Executing a School's Mission

ERIC Educational Resources Information Center

Farmer-Hinton, Raquel L.

2006-01-01

This article draws from a case study investigating the organizational characteristics of a college preparatory charter high school and the impact of that college preparatory climate on the postsecondary plans of the school's graduating classes. Although charters provide local communities with alternatives to existing educational institutions, many…

Medical and Medio-social Measures for the Health Protection of Mothers and Young Children in France.

ERIC Educational Resources Information Center

Evans, Roy; Evans, Patricia G.

1983-01-01

Provides English translation of a French study of legislation and programs providing preventive medical and social services to pregnant women and young children. Discussed are legislative objectives and organizational levels, strategies and modes of executive action, the contribution of social security to medical protection for mother and child,…

Human Resource Executives' Perceptions and Measurement of the Strategic Impact of Work/Life Initiatives

ERIC Educational Resources Information Center

Morris, Michael Lane; Heames, Joyce Thompson; McMillan, Heather S.

2011-01-01

Given the stresses associated with today's demanding workplaces, work/life (w/l) initiatives continue to grow in importance as an organizational development (OD) intervention. In a period of increasing accountability, it is important for scholars and practitioners to demonstrate how OD interventions, like w/l initiatives, can be used as a…

76 FR 45796 - Information Collection Being Submitted to the Office of Management and Budget for Review and...

Federal Register 2010, 2011, 2012, 2013, 2014

2011-08-01

... organizational structure, including the names of its executives, officers, partners, and board of directors; A... Control Number: 3060-1145. Title: Structure and Practices of the Video Relay Service Program, CG Docket No... end times; (5) incoming telephone number and IP address (if call originates with an IP-based device...

77 FR 28876 - Information Collections Being Submitted for Review and Approval to the Office of Management and...

Federal Register 2010, 2011, 2012, 2013, 2014

2012-05-16

... description of the applicant's organizational structure, and the names of its executives, officers, members of.... Title: Structure and Practices of the Video Relay Service Program, Second Report and Order and Order, CG... prevent fraud and abuse, and ensure quality service, in the provision of Internet-based forms of...

Transforming Higher Education through Organizational Meditation: A Story of the Executive Learning Series on Equity & Empowerment

ERIC Educational Resources Information Center

Balajee, Sonali S.; Todd, Joshua

2018-01-01

Equity, diversity, and inclusion are frequently on the lips of higher education professionals yet we struggle to infuse these concepts throughout the academy as evidenced in challenges recruiting faculty of color, graduating students of color, and hostile environments reported by students. The authors posit that this is because, to date, most…

Conceptions of Change: A Phenomenographical Study of the Reinvention Initiative at the City Colleges of Chicago

ERIC Educational Resources Information Center

Horace, Jennifer M.

2016-01-01

The purpose of this study was to add to the literature on community colleges and organizational change. This study explored how interested parties, internal and external, understood the organizational change called the Reinvention Initiative occurring at the City Colleges of Chicago and how this organizational change influenced constituencies'…

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…

Design principles for data- and change-oriented organisational analysis in workplace health promotion.

PubMed

Inauen, A; Jenny, G J; Bauer, G F

2012-06-01

This article focuses on organizational analysis in workplace health promotion (WHP) projects. It shows how this analysis can be designed such that it provides rational data relevant to the further context-specific and goal-oriented planning of WHP and equally supports individual and organizational change processes implied by WHP. Design principles for organizational analysis were developed on the basis of a narrative review of the guiding principles of WHP interventions and organizational change as well as the scientific principles of data collection. Further, the practical experience of WHP consultants who routinely conduct organizational analysis was considered. This resulted in a framework with data-oriented and change-oriented design principles, addressing the following elements of organizational analysis in WHP: planning the overall procedure, data content, data-collection methods and information processing. Overall, the data-oriented design principles aim to produce valid, reliable and representative data, whereas the change-oriented design principles aim to promote motivation, coherence and a capacity for self-analysis. We expect that the simultaneous consideration of data- and change-oriented design principles for organizational analysis will strongly support the WHP process. We finally illustrate the applicability of the design principles to health promotion within a WHP case study.

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.

Adaptation of the Grasha Riechman Student Learning Style Survey and Teaching Style Inventory to assess individual teaching and learning styles in a quality improvement collaborative.

PubMed

Ford, James H; Robinson, James M; Wise, Meg E

2016-09-29

NIATx200, a quality improvement collaborative, involved 201 substance abuse clinics. Each clinic was randomized to one of four implementation strategies: (a) interest circle calls, (b) learning sessions, (c) coach only or (d) a combination of all three. Each strategy was led by NIATx200 coaches who provided direct coaching or facilitated the interest circle and learning session interventions. Eligibility was limited to NIATx200 coaches (N = 18), and the executive sponsor/change leader of participating clinics (N = 389). Participants were invited to complete a modified Grasha Riechmann Student Learning Style Survey and Teaching Style Inventory. Principal components analysis determined participants' preferred learning and teaching styles. Responses were received from 17 (94.4 %) of the coaches. Seventy-two individuals were excluded from the initial sample of change leaders and executive sponsors (N = 389). Responses were received from 80 persons (25.2 %) of the contactable individuals. Six learning profiles for the executive sponsors and change leaders were identified: Collaborative/Competitive (N = 28, 36.4 %); Collaborative/Participatory (N = 19, 24.7 %); Collaborative only (N = 17, 22.1 %); Collaborative/Dependent (N = 6, 7.8 %); Independent (N = 3, 5.2 %); and Avoidant/Dependent (N = 3, 3.9 %). NIATx200 coaches relied primarily on one of four coaching profiles: Facilitator (N = 7, 41.2 %), Facilitator/Delegator (N = 6, 35.3 %), Facilitator/Personal Model (N = 3, 17.6 %) and Delegator (N = 1, 5.9 %). Coaches also supported their primary coaching profiles with one of eight different secondary coaching profiles. The study is one of the first to assess teaching and learning styles within a QIC. Results indicate that individual learners (change leaders and executive sponsors) and coaches utilize multiple approaches in the teaching and practice-based learning of quality improvement (QI) processes. Identification teaching profiles could be used to tailor the collaborative structure and content delivery. Efforts to accommodate learning styles would facilitate knowledge acquisition enhancing the effectiveness of a QI collaborative to improve organizational processes and outcomes. ClinicalTrials.gov Identifier: NCT00934141 Registered July 6, 2009. Retrospectively registered.

Leadership profiles of senior nurse executives.

PubMed

Hemman, E A

2000-01-01

As hospitals reorganize to meet the demand for accessible, cost-effective quality healthcare, nursing's active participation as part of the top management team is vital. The purpose of this study was to describe the leadership profiles of four senior nurse executives and determine their congruence with the theoretical perspectives of the stratified systems theory. A multiple case study methodology was employed to develop individual and group leadership profiles through related experiences obtained during an interview, the organization's expectations based on their job descriptions, and a survey of their self-perceptions of how they spent most of their time. The findings indicated that the executives' leadership behavior was consistent with the theory in that they reported more frequent leadership behaviors at the strategic domain, less activity at the organizational domain, and infrequent activity at the production domain. Individual profiles were uniformly consistent with the group profile.

Power in the role of the medical director: what it is and how to get more.

PubMed

Gabel, Stewart

2011-05-01

The formal leadership of mental health care organizations commonly resides in an executive director, who may or may not have had clinical training. The medical director is a psychiatrist who reports to the executive director. For some, this arrangement suggests that the medical director lacks or has lost power in the organization. This paper examines more specifically the types of power available to the medical director using French & Raven (1959) and Raven (2008) bases of power framework. The executive director/medical director relationship can be thought of as a relationship between individuals holding formal and informal power, respectively. Although medical directors lack formal or positional power, they potentially have and can gain more informal power based on their recognized clinical/medical expertise, their personal presence and an assertive involvement and focus on the organizational mission.

Change the System! School Psychologist as Organizational Consultant.

ERIC Educational Resources Information Center

Johnston, Janis Clark; Bernstein, Rhoda

Organizational development (OD) within school systems is productive work for the school psychologist. Basic to all OD is the principle of maximizing a system's resources. Following organizational change in the business world, schools can profit greatly from system changes which address today's "people problems." Outside consultants often provide…

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…

Identification of Commercial Items Risk Factors

DTIC Science & Technology

2003-03-01

performance measures, vendors availability of support, testing and managing organizational change . 1. Process Risk Factor: Commercial Standards Military...support, testing and managing organizational change . C. ASSESSING RESULTS Completing the questions and assessing/compiling the results should help...to performance measures, vendors availability of support, testing and managing organizational change . SECTION I Service

Breaking the glass ceiling: structural, cultural, and organizational barriers preventing women from achieving senior and executive positions.

PubMed

Johns, Merida L

2013-01-01

The business case for gender diversity in senior and executive positions is compelling. Studies show that companies that have the best records for promoting women outstrip their competition on every measure of profitability. Yet women disproportionately are failing to attain high-level positions. Reviewing current data on women in the workplace, findings of studies on the relationship between gender diversity in senior management and company performance, and the literature on gender behavioral differences and the workplace, this article explores the possible reasons for the persistent wage and gender gap between women and men in senior leadership positions and discusses possible remedies.

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. © 2016 John Wiley & Sons Ltd.

Ethical guidance in the era of managed care: an analysis of the American College of Healthcare Executives' Code of Ethics.

PubMed

Higgins, W

2000-01-01

Market competition and the rise of managed care are transforming the healthcare system from a physician-dominated cottage industry into a manager-dominated corporate enterprise. The managed care revolution is also undermining the safe-guards offered by medical ethics and raising serious public concerns. These trends highlight the growing importance of ethical standards for managers. The most comprehensive ethical guidance for health service managers is contained in the American College of Healthcare Executives' (ACHE) Code of Ethics. An analysis of the ACHE Code suggests that it does not adequately address several ethical concerns associated with managed care. The ACHE may wish to develop a supplemental statement regarding ethical issues in managed care. A supplemental statement that provides more specific guidance in the areas of financial incentives to reduce utilization, social mission, consumer/patient information, and the health service manager's responsibility to patients could be extremely valuable in today's complex and rapidly changing environment. More specific ethical guidelines would not ensure individual or organizational compliance. However, they would provide professional standards that could guide decision making and help managers evaluate performance in managed care settings.

Clinicians’ views on improving inter-organizational care transitions

PubMed Central

2013-01-01

Background Patients with complex health conditions frequently require care from multiple providers and are particularly vulnerable to poorly executed transitions from one healthcare setting to another. Poorly executed care transitions can result in negative patient outcomes (e.g. medication errors, delays in treatment) and increased healthcare spending due to re-hospitalization or emergency room visits by patients. Little is known about care transitions from acute care to complex continuing care and rehabilitation settings. Thus, a qualitative study was undertaken to explore clinicians’ perceptions of strategies aimed at improving patient care transitions from acute care hospitals to complex continuing care and rehabilitation healthcare organizations. Methods A qualitative study using semi-structured interviews was conducted with clinicians employed at two selected healthcare facilities: an acute care hospital and a complex continuing care/rehabilitation organization, respectively. Analysis of the transcripts involved the creation of a coding schema using the content analyses outlined by Ryan and Bernard. In total, 31 interviews were conducted with clinicians at the participating study sites. Results Three themes emerged from the data to delineate what study participants described as strategies to ensure quality inter-organizational transitions of patients transferred from acute care to the complex continuing care and rehabilitation hospital. These themes are: 1) communicating more effectively; 2) being vigilant around the patients’ readiness for transfer and care needs; and 3) documenting more accurately and completely in the patient transfer record. Conclusion Our study provides insights from the perspectives of multiple clinicians that have important implications for health care leaders and clinicians in their efforts to enhance inter-organizational care transitions. Of particular importance is the need to have a collective and collaborative approach amongst clinicians during the inter-organizational care transition process. Study findings also suggest that the written patient transfer record needs to be augmented with a verbal report whereby the receiving clinician has an opportunity to discuss with a clinician from the acute care hospital the patient’s status on discharge and plan of care. Integral to future research efforts is designing and testing out interventions to optimize inter-organizational care transitions and feedback loops for complex medical patients. PMID:23899326

The changing nature of nursing work in rural and small community hospitals.

PubMed

Montour, Amy; Baumann, Andrea; Blythe, Jennifer; Hunsberger, Mabel

2009-01-01

The nursing literature includes descriptions of rural nursing workforces in Canada, the United States of America and Australia. However, inconsistent definitions of rural demography, diverse employment conditions and health care system reorganization make comparisons of these data difficult. In 2007, the Ministry of Health and Long-term Care in Ontario, Canada, transferred responsibility for decision-making and funding to 14 regional governing bodies known as Local Health Integration Networks (LHINs). Little is known about rural-urban variations in the nursing workforces in the LHINs because existing data repositories do not describe them. This study investigated the influence of demographic characteristics, provincial policies, organizational changes and emerging practice challenges on nursing work in a geographically unique rural region. The purpose was to describe the nature of nursing work from the perspective of rural nurse executives and frontline nurses. The study was conducted in 7 small rural and community hospitals in the Hamilton Niagara Haldimand Brant LHIN. Data collection occurred between August and November 2007. A qualitative descriptive study design was chosen to facilitate exploration of nursing in the rural setting. Study participants were identified through purposive snowball sampling. All nurses, nurse managers and nurse executives currently employed in the 7 study hospitals were eligible to participate. Data collection included the use of questionnaires and semi-structured interviews. Memos were also created to describe the relevance and applicability of concepts, categories and properties emerging from the data. Themes were compared across interviews to determine relevance and value. Twenty-one nurses from 7 different hospitals participated. The nurses reflect the aging trend in the provincial and regional workforces of Ontario. All study participants anticipate a substantial increase in retirements during the next decade, which will alter the structure and capacity of the rural workforce. Rural nursing practice is generalist in nature, requiring personal flexibility and a broad knowledge base. The nurses in the study preferred this type of practice. However, they felt that new nurses have different values and goals and are more likely to choose the specialized practice opportunities available in urban tertiary centres. Structural changes to the health system influenced relationships between hospitals and altered the internal organization of individual hospitals. Nurse executives were positive about new opportunities for cost savings, sharing best practices and continuing education. Yet they also felt that organizational changes significantly increased their administrative responsibilities and limited their opportunities for communication with frontline nurses. The nurses thought that the changing organizational structures increased opportunities to seek multiple employers to augment the lack of full-time positions in the region. Many reported that part-time and casual nurses often seek employment in other hospitals and long-term care homes to supplement their income. However, multi-site employment within and across healthcare organizations contributes to scheduling issues because casual nurses are unavailable to fill vacant shifts. Patient transports, the implementation of e-technology and emerging disease patterns in the patient population were identified as additional practice challenges. This study has implications for health human resource planning in rural and small community hospitals. The findings indicate that demographic trends pose an immediate threat to the sustainability of the nursing workforce in the rural setting. Many nurses are nearing retirement, but the lack of opportunities for full-time positions as well as specialized and expanded nursing practice are attracting younger nurses to urban centres. Government policies focussing on the retention of clinical expertise, the recruitment of new graduates and expanding the role of registered practical nurses have been more difficult to implement in the rural setting. Implications for future research include the need to address data gaps to facilitate workforce planning and to evaluate the effectiveness of provincial recruitment and retention strategies in the rural context.

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…

Leadership behaviours, organizational culture and intention to stay amongst Jordanian nurses.

PubMed

AbuAlRub, R F; Nasrallah, M A

2017-12-01

To investigate the impact of leadership behaviours of nurse managers and organizational culture on Jordanian nurses' intention to stay at work in public, private and university hospitals. Leadership behaviours of nurses and organizational culture are considered important factors in enhancing retention of nurses. A correlational design was used in the study. A sample of 285 Jordanian nurses was conveniently selected to complete a self-administered questionnaire that consisted of three measures; Kouzes and Posner's Leadership Practise Inventory, Professional Organizational Culture questionnaire and McCain's Intent to Stay Scale. Nurse managers' leadership behaviours and organizational culture were positively associated with the level of intention to stay at work. The study variables explained almost 43% of the variance in nurses' intention to stay at work. The limitation of the study was the use of convenience sampling method. The results asserted that transformational leadership styles of nurse managers enhance positive hospitals' culture as well as the intention of nurses to stay at work. Nurse executives should promote leadership behaviours of nurse managers through training. The regulatory bodies of nursing profession in collaboration with nurse educators and administrators should help in developing competencies for nurse managers that are based on transformational leadership and incorporate such competencies in nursing education programs as well as continuous education programs. © 2017 International Council of Nurses.

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.

Assessing organizational change in multisector community health alliances.

PubMed

Alexander, Jeffrey A; Hearld, Larry R; Shi, Yunfeng

2015-02-01

The purpose of this article was to identify some common organizational features of multisector health care alliances (MHCAs) and the analytic challenges presented by those characteristics in assessing organizational change. Two rounds of an Internet-based survey of participants in 14 MHCAs. We highlight three analytic challenges that can arise when quantitatively studying the organizational characteristics of MHCAs-assessing change in MHCA organization, assessment of construct reliability, and aggregation of individual responses to reflect organizational characteristics. We illustrate these issues using a leadership effectiveness scale (12 items) validated in previous research and data from 14 MHCAs participating in the Robert Wood Johnson Foundation's Aligning Forces for Quality (AF4Q) program. High levels of instability and turnover in MHCA membership create challenges in using survey data to study changes in key organizational characteristics of MHCAs. We offer several recommendations to diagnose the source and extent of these problems. © Health Research and Educational Trust.

Relationship between staff-reported culture change and occupancy rate and organizational commitment among nursing homes in South Korea.

PubMed

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

2013-04-01

This study aims to examine culture change in nursing homes in South Korea and to identify the outcomes of culture change implementation. 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 from four regions nationwide. Culture change in nursing homes was operationalized by five person-directed care (PDC) constructs and three organizational environment constructs, and outcome quality was indicated by changes to occupancy rate and organizational commitment. After controlling for facility characteristics, the effect of staff-reported culture change on occupancy rate and organizational commitment was analyzed through the multiple-regression method. Consistent with previous research, this study revealed positive effects of culture change for nursing homes in South Korea. The study found that staff-reported culture change correlated with occupancy rate and organizational commitment. Given that culture change variables were significantly related to occupancy rate and organizational commitment, the findings of the study provide a persuasive argument that policies and/or programs to support culture change in nursing homes should be enhanced. Management-level workers in these facilities should have the skills and knowledge to foster more PDC and a more person-directed environment.

The impact of a national strategy to increase physical activity among older adults on national organizations.

PubMed

Park, Chae-Hee; Chodzko-Zajko, Wojtek; Ory, Marcia G; Gleason-Senior, Jane; Bazzarre, Terry L; Mockenhaupt, Robin

2010-10-01

This study was designed to evaluate the impact of the National Blueprint (NB) on the policies, programs, and organizational culture of selected national organizations. The theoretical model selected to assess the impact of the NB on organizational behavior was Burke's system theory of organizational change. Three organizations, AARP, the American College of Sports Medicine (ACSM), and the Administration on Aging (AoA), were selected for the study. Two individuals in each of these organizations were selected for interview. Semistructured interviews and document reviews were used in the data-collection process. Findings showed that the publication and establishment of the NB resulted in changes in the operating procedures of AARP, ACSM, and AoA. The results were broadly consistent with Burke's system theory of organizational change. The publication of the NB was shown to affect the behavior of organizational leaders, organizational culture, policies, programs, and individual and organizational performance. The new information generated has increased our understanding of the impact of health campaigns on organizational behavior.

How Social Accounts and Participation during Change Affect Organizational Learning

ERIC Educational Resources Information Center

Lines, Rune

2005-01-01

Purpose: The purpose of this paper is to examine how the way change implemented effects organizational learning. More specifically, we study the relationships between the use of social accounts, participation and organizational learning in the context of strategic change. The use of social accounts and participation are often promoted during…

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…

Organizational Change, Leadership and Learning: Culture as Cognitive Process.

ERIC Educational Resources Information Center

Lakomski, Gabriele

2001-01-01

Examines the claim that it is necessary to change an organization's culture in order to bring about organizational change. Considers the purported causal relationship between the role of the leader and organizational learning and develops the notion of culture as cognitive process based on research in cultural anthropology and cognitive science.…

Resetting the Clock: The Dynamics of Organizational Change and Failure.

ERIC Educational Resources Information Center

Amburgey, Terry L.; And Others

1993-01-01

When viewed dynamically, organizational change can be both adaptive and disruptive. When viewed over time, same forces rendering organizations inert also make them more malleable. These ideas are supported by dynamic models of organizational failure and change estimated on population of 1,011 Finnish newspaper organizations over 193 years. Change…

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…

How institutional theory speaks to changes in organizational populations.

PubMed

Wells, R

2001-01-01

In this issue, Begun and Luke note striking variation in organizational arrangements across local health care markets and probe how characteristics of those markets affect shifts in organizational populations over time. This article contributes to this FORUM by focusing on how institutional theory's emphasis on the culturally mediated nature of organizational change speaks to the evolution of local market structures over time.

Attention to change: A multilevel theory on the process of emergent continuous organizational change.

PubMed

Wee, Elijah X M; Taylor, M Susan

2018-01-01

Increasingly, continuous organizational change is viewed as the new reality for organizations and their members. However, this model of organizational change, which is usually characterized by ongoing, cumulative, and substantive change from the bottom up, remains underexplored in the literature. Taking a multilevel approach, the authors develop a theoretical model to explain the mechanisms behind the amplification and accumulation of valuable, ongoing work-unit level changes over time, which then become substantial changes at the organizational level. Drawing on the concept of emergence, they first focus on the cognitive search mechanisms of work-unit members and managers to illustrate how work-unit level routine changes may be amplified to the organization through 2 unique processes: composition and compilation emergence. The authors then discuss the managers' role in creating a sense of coherence and meaning for the accumulation of these emergent changes over time. They conclude this research by discussing the theoretical implications of their model for the existing literature of organizational change. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

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…

Qualitative Analysis of Round-Table Discussions on the Business Case and Procurement Challenges for Hospital Electronic Prescribing Systems

PubMed Central

Cresswell, Kathrin M.; Slee, Ann; Coleman, Jamie; Williams, Robin; Bates, David W.; Sheikh, Aziz

2013-01-01

Objectives There is a pressing need to understand the challenges surrounding procurement of and business case development for hospital electronic prescribing systems, and to identify possible strategies to enhance the efficiency of these processes in order to assist strategic decision making. Materials and Methods We organized eight multi-disciplinary round-table discussions in the United Kingdom. Participants included policy makers, representatives from hospitals, system developers, academics, and patients. Each discussion was digitally audio-recorded, transcribed verbatim and, together with accompanying field notes, analyzed thematically with NVivo9. Results We drew on data from 17 participants (approximately eight per roundtable), six hours of discussion, and 15 pages of field notes. Key challenges included silo planning with systems not being considered as part of an integrated organizational information technology strategy, lack of opportunity for interactions between customers and potential suppliers, lack of support for hospitals in choosing appropriate systems, difficulty of balancing structured planning with flexibility, and the on-going challenge of distinguishing “wants” and aspirations from organizational “needs”. Discussion and conclusions Development of business cases for major investments in information technology does not take place in an organizational vacuum. Building on previously identified potentially transferable dimensions to the development and execution of business cases surrounding measurements of costs/benefits and risk management, we have identified additional components relevant to ePrescribing systems. These include: considerations surrounding strategic context, case for change and objectives, future service requirements and options appraisal, capital and revenue implications, timescale and deliverability, and risk analysis and management. PMID:24260213

Implementation Characteristics of Organizational Innovations: Limits and Opportunities for Management Strategies.

ERIC Educational Resources Information Center

Leonard-Barton, Dorothy

1988-01-01

Examines the effects of a technology's implementation characteristics (its transferability, organizational complexity, and divisibility) on tactics managers use to implement an innovation, such as: involving users, managing sponsorship, and managing organizational change in concert with technical change. (SR)

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…

Creating and Sustaining Effective Partnership between Government and Industry

DTIC Science & Technology

2011-04-30

defense industry, fielding, contracting, interoperability, organizational behavior, risk management , cost estimating, and many others. Approaches...Finance from Cameron University and an MBA from Drury University. [scott.fouse@dau.mil] Allen Green—Engineer and Program Manager , SAIC, Inc...Program Executive Officer SHIPS • Commander, Naval Sea Systems Command • Army Contracting Command, U.S. Army Materiel Command • Program Manager , Airborne

An Alternative Approach to the Organization of the Office of Education Programs. Bureau of Indian Affairs, December 1972.

ERIC Educational Resources Information Center

Hawkins, James E.

Presenting a Bureau of Indian Affairs (BIA) Office of Education organizational alternative based upon the findings of the Task Force on the Functions and Organization of the BIA Education Programs (Executive Summary is appended) and the concept of American Indian self-determination, this document deals with: the experience of Indian control of…

Strategies of learning from failure.

PubMed

Edmondson, Amy C

2011-04-01

Many executives believe that all failure is bad (although it usually provides Lessons) and that Learning from it is pretty straightforward. The author, a professor at Harvard Business School, thinks both beliefs are misguided. In organizational life, she says, some failures are inevitable and some are even good. And successful learning from failure is not simple: It requires context-specific strategies. But first leaders must understand how the blame game gets in the way and work to create an organizational culture in which employees feel safe admitting or reporting on failure. Failures fall into three categories: preventable ones in predictable operations, which usually involve deviations from spec; unavoidable ones in complex systems, which may arise from unique combinations of needs, people, and problems; and intelligent ones at the frontier, where "good" failures occur quickly and on a small scale, providing the most valuable information. Strong leadership can build a learning culture-one in which failures large and small are consistently reported and deeply analyzed, and opportunities to experiment are proactively sought. Executives commonly and understandably worry that taking a sympathetic stance toward failure will create an "anything goes" work environment. They should instead recognize that failure is inevitable in today's complex work organizations.

The School Counselor as Facilitator of Organizational Health.

ERIC Educational Resources Information Center

Childers, John H., Jr.; Fairman, Marvin

1986-01-01

Discusses ways school counselors can be agents of change in organizational behavior to promote organizational health in their schools. Defines organizational health and identifies 10 related dimensions. (ABB)

Organizational Development and Teacher Corps: A Discussion of a Book by Ronald Corwin.

ERIC Educational Resources Information Center

Marsh, David D.

This paper focuses on the theory of organizational change and development as presented by Ronald G. Corwin in his book, "Reform and Organizational Survival: The Teacher Corps As an Instrument of Educational Change," and the implications this theory has for efforts at institutional change which are being made by the Teacher Corps. Corwin…

The Task of Reviewing and Finding the Right Organizational Change Theory

ERIC Educational Resources Information Center

Alase, Abayomi Oluwatosin

2017-01-01

Organizational change is probably the singular most important undertaken that many organizations wish they could do to affect their productivities/profitability performances. This review paper will highlight some of the well-known theories and approaches to organizational change. In the late 1990s and early 2000s, America had one of the best…

Thirty years of advocacy in San Francisco: lessons learned and the next generation of leadership.

PubMed

Lee, Ntanya

2008-01-01

Professional advocacy organizations are often challenged by the question of their authentic community representation and their ability to balance short-term pragmatism with strategic plans for long-term, systemic change. Coleman Advocates, one of the nation's most effective child advocacy organizations, has taken up this challenge under the leadership of a next-generation leader of color who followed a dynamic director of the baby boom generation. In this piece, Coleman's thirty years of social change strategies are analyzed from the perspective of this new executive director, who has facilitated the latest organizational shift that deepens its commitment to building bottom-up grassroots leadership and community power while keeping the best of the professional, staff-led advocacy model. Issues of race, accountability, power, and movement building are addressed through the lens of one organization's evolution, with the goal of building a long-term movement that will achieve racial and economic equity for all children and families.

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 satisfaction: satisfaction with leadership, which should be highly correlated with readiness, versus satisfaction with salary, which should be less correlated with readiness. Content validity will be assessed using an expert panel and modified Delphi technique. Discussion We propose a comprehensive protocol for validating a survey instrument for assessing organizational readiness to change that specifically addresses key threats of bias related to halo effect, method bias and questions of construct validity that often go unexplored in research using measures of organizational constructs. PMID:21777479

Theoretical Frameworks to Guide School Improvement

ERIC Educational Resources Information Center

Evans, Lisa; Thornton, Bill; Usinger, Janet

2012-01-01

A firm grounding in change theory can provide educational leaders with an opportunity to orchestrate meaningful organizational improvements. This article provides an opportunity for practicing leaders to review four major theories of organizational change--continuous improvement, two approaches to organizational learning, and appreciative inquiry.…

Self-reports of executive dysfunction in current ecstasy/polydrug Users.

PubMed

Hadjiefthyvoulou, Florentia; Fisk, John E; Montgomery, Catharine; Bridges, Nikola

2012-09-01

Ecstasy/polydrug users have exhibited deficits in executive functioning in laboratory tests. We sought to extend these findings by investigating the extent to which ecstasy/polydrug users manifest executive deficits in everyday life. Forty-two current ecstasy/polydrug users, 18 previous (abstinent for at least 6 months) ecstasy/polydrug users, and 50 non-users of ecstasy (including both non-users of any illicit drug and some cannabis-only users) completed the self-report Behavior Rating Inventory of Executive Function-Adult Version (BRIEF-A) measure. Current ecstasy/polydrug users performed significantly worse than previous users and non-users on subscales measuring inhibition, self-monitoring, initiating action, working memory, planning, monitoring ongoing task performance, and organizational ability. Previous ecstasy/polydrug users did not differ significantly from non-users. In regression analyses, although the current frequency of ecstasy use accounted for statistically significant unique variance on 3 of the 9 BRIEF-A subscales, daily cigarette consumption was the main predictor in 6 of the subscales. Current ecstasy/polydrug users report more executive dysfunction than do previous users and non-users. This finding appears to relate to some aspect of ongoing ecstasy use and seems largely unrelated to the use of other illicit drugs. An unexpected finding was the association of current nicotine consumption with executive dysfunction.

Challenges in developing physician leadership and management.

PubMed

Guthrie, M B

1999-01-01

Many of the issues confronting healthcare organizations require physician involvement and understanding, and the physician executive is a tool to achieving physician participation. Physician leaders can become the mediators between physicians and organizational management, minimizing miscommunication and maximizing agreement and understanding. Yet few doctors seem willing to stand up and speak positively for the plans and proposals that will move the institution forward, and healthcare executives are often frustrated by physician leadership that fails to articulate and implement the vision and objectives of the organization. Understanding physician leadership and exploring the challenges in managing and leading physicians require an understanding of the physician mindset--a completely different mindset than that of the typical healthcare executive. Beginning with a discussion of the unique situation faced by physicians in leadership positions, this article attempts to define the obstacles faced by both the physician and the executive in developing the role of physician executive. After reviewing the opportunities open to physician executives for improving leadership ability, the author presents the essential characteristics and core skills for effective leadership. The second half of the article suggests ways in which an organization can reemphasize physician leadership development within an organization from selection of potential candidates to creating training and networking opportunities and offering appropriate incentives.

Leadership, Communication, and Negotiation Across a Diverse Workforce*: An AOA Critical Issues Symposium.

PubMed

Clohisy, Denis R; Yaszemski, Michael J; Lipman, Joanne

2017-06-21

The current workforce in the United States is rapidly changing and is increasingly inclusive of individuals from a broad range of ages, ethnicities, and cultural backgrounds. Engaging and leading a diverse workforce creates great opportunities for innovation and adaptation in our evolving medical economic and clinical care delivery environment. For optimal engagement of employees and partners, orthopaedic surgeons must develop the necessary skills for executing change inside complex organizations and across teams composed of a variety of providers and skilled workers. Important skills include leadership, effective communication, and negotiation within an ever-changing employee milieu. Understanding generalizable differences between age-based generations can increase the effectiveness of one's strategies to execute change and increase organizational performance. One of the greatest impediments to effective communication and negotiations that all leaders face is unconscious bias. For leaders, even the tiniest unconscious biases have an outsized impact. Common domains that harbor unconscious bias include sex, race, and ethnicity. Addressing unconscious bias begins with developing awareness and then deploying various tactics that might include equity in compensation, promotion, and "being heard." Effective negotiation skills also are essential to lead a diverse workforce and develop a successful organization. The most basic goal in any negotiation should be to establish a relationship (or deepen an existing relationship) while seeking an agreement that provides win-win opportunities for all parties. To effectively achieve a win-win scenario, leaders must recognize and address their tendency to interpret others' behaviors, values, and beliefs through the lens of their own beliefs and experiences. Finally, and fortunately, there is a set of leader attributes that transcends the generational differences and diversity that is encountered in the workplace. These attributes include integrity, credibility, effective listening, having a vision of your destination, fairness, humility, and caring.

Riding the dragon: enhancing resilient leadership and sensible self-care in the healthcare executive.

PubMed

Wicks, Robert J; Buck, Tina C

2013-01-01

With challenges in the healthcare system growing, strengthened leader and organizational resilience is often overlooked as a factor that can support staff morale and sustain performance improvement and quality. Here we examine resilience-building practices related to self-awareness, alone time, mindfulness, and a healthy perspective. A key aspect of management resilience is weighing the costs and benefits to the executive personally and to the organization if the warning signals of impairment are left untended. To that end, we propose a leader self-care protocol, which even the busy healthcare executive can find time to undertake. Ifimplemented, the protocol will allow leaders to lessen their vulnerability to burnout and help teammates whose resilience may be stretched thin. Finally, we present healthy coping skills for daily stressors and for the sudden and overwhelming situations that can negatively affect resilience.

ScyFlow: An Environment for the Visual Specification and Execution of Scientific Workflows

NASA Technical Reports Server (NTRS)

McCann, Karen M.; Yarrow, Maurice; DeVivo, Adrian; Mehrotra, Piyush

2004-01-01

With the advent of grid technologies, scientists and engineers are building more and more complex applications to utilize distributed grid resources. The core grid services provide a path for accessing and utilizing these resources in a secure and seamless fashion. However what the scientists need is an environment that will allow them to specify their application runs at a high organizational level, and then support efficient execution across any given set or sets of resources. We have been designing and implementing ScyFlow, a dual-interface architecture (both GUT and APT) that addresses this problem. The scientist/user specifies the application tasks along with the necessary control and data flow, and monitors and manages the execution of the resulting workflow across the distributed resources. In this paper, we utilize two scenarios to provide the details of the two modules of the project, the visual editor and the runtime workflow engine.

Much ado about mentors.

PubMed

Roch, G R

1979-01-01

An international management firm conducted a study of executives that included questions regarding compensations, personal data, and current position. It was of special interest to determine the effect of mentor and protege relationships on business careers. Of the individuals surveyed, two-thirds reported a relationship with a senior person who took a special interest in their career, during the first five years of their professional development. In general, executives who had a mentor are better educated, earn more money at an earlier age, more apt to follow a career plan and report high job satisfaction. The majority of sponsors are older businessmen holding positions of authority and who feel that personnel development and management succession are key responsibilities. The following characteristics of a mentor are judged most important: willingness to share experiences, knowledge of the organization, organizational power and respect from peers. Mentor-protege relationships frequently develop into lengthy friendships which in turn encourage young executives to eventually sponsor their own proteges.

The board's role in meaningful collaboration. After negotiations are completed, a new round of work begins.

PubMed

Deets, M K

1991-06-01

For collaborations that in some way modify involved organizations' assets and organizational or governance issues, negotiations are the responsibility of the congregation and not the healthcare system. Congregational leaders should, however, actively involve the system chief executive officer in the process and should also seek the advice of the system board. The board can be particularly helpful in offering financial, legal, and managerial advice to negotiators. Once an agreement is reached, however, the board must consider whether to approve it. And from this point forward, its involvement in the details of the collaboration will be more active. Because board members must evaluate a proposed collaboration from the perspective of the organization they serve, they may not always take the same view of it as did the congregational leaders. Moreover, what congregational leaders believe to be in the best interests of Catholic healthcare may not be consistent with the legitimate self-interest of some of the many constituencies affected by a collaboration. After negotiators have reached an agreement and the board has approved it, the board must make the necessary financial and organizational changes necessary to achieve the transition to a new corporate entity. In doing so, its goal will be to promote standardization without destroying the member institutions' rich traditions.

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.

Professionalism in a digital age: opportunities and considerations for using social media in health care.

PubMed

Gagnon, Kendra; Sabus, Carla

2015-03-01

Since the beginning of the millennium, there has been a remarkable change in how people access and share information. Much of this information is user-generated content found on social media sites. As digital technologies and social media continue to expand, health care providers must adapt their professional communication to meet the expectations and needs of consumers. This adaptation may include communication on social media sites. However, many health care providers express concerns that professional social media use, particularly interactions with patients, is ethically problematic. Social media engagement does not create ethical dissonance if best practices are observed and online communication adheres to terms of service, professional standards, and organizational policy. A well-executed social media presence provides health care providers, including physical therapists, the opportunity-and perhaps a professional obligation-to use social media sites to share or create credible health care information, filling a consumer void for high-quality online information on fitness, wellness, and rehabilitation. This perspective article provides a broad review of the emergence of social media in society and health care, explores policy implications of organizational adoption of health care social media, and proposes individual opportunities and guidelines for social media use by the physical therapy professional. © 2015 American Physical Therapy Association.

Using Action Planning to Build Organizational Capacity for the Prevention of Intimate Partner Violence.

PubMed

Schober, Daniel J; Fawcett, Stephen B

2015-08-01

The DELTA PREP Project aims to reduce risk for intimate partner violence (IPV). It engaged leadership and staff from 19 statewide domestic violence coalitions in building capacity to prevent IPV before it occurs (rather than solely responding to IPV). This article describes the process and outcomes associated with action planning to create coalition organizational change related to preventing IPV. Coalition staff and leadership planned for organizational changes in six goal areas: leadership, structures and processes, staffing, resource development, partnership development, and member agency development. Action planning was conducted during 2-day, in-person sessions that involved (a) review and refinement of coalition vision and mission statements, (b) interpretation of coalition assessments (for prevention capacity), (c) identification of specific organizational changes to be sought, and (d) specification of action steps for each proposed organizational change to be sought. The results show overall increases in the amounts, and variations in the kinds, of organizational changes that were facilitated by coalitions. Challenges related to action planning and future directions for capacity building among statewide IPV prevention coalitions are discussed. © 2015 Society for Public Health Education.

The meta-volition model: organizational leadership is the key ingredient in getting society moving, literally!

PubMed

Yancey, Antronette K

2009-10-01

This paper argues that substantive and sustainable population-wide improvements in physical activity can be achieved only through the large scale adoption and implementation of policies and practices that make being active the default choice and remaining inactive difficult. Meta-volition refers to the volition and collective agency of early adopter leaders who implement such changes in their own organizations to drive productivity and health improvements. Leaders, themselves, are motivated by strong incentives to accomplish their organizational missions. The meta-volition model (MVM) specifies a cascade of changes that may be sparked by structural integration of brief activity bouts into organizational routine across sectors and types of organizations. MVM builds upon inter-disciplinary social ecological change models and frameworks such as diffusion of innovations, social learning and social marketing. MVM is dynamic rather than static, integrating biological influences with psychological factors, and socio-cultural influences with organizational processes. The model proposes six levels of dissemination triggered by organizational marketing to early adopter leaders carried out by "sparkplugs," boisterous leaders in population physical activity promotion: initiating (leader-leader), catalyzing (organizational-individual), viral marketing (individual-organizational), accelerating (organizational-organizational), anchoring (organizational-community) and institutionalizing (community-individual). MVM embodies public-private partnership principles, a collective investment in the high cost of achieving and maintaining active lifestyles.

An actor-focused model of justice rule adherence and violation: the role of managerial motives and discretion.

PubMed

Scott, Brent A; Colquitt, Jason A; Paddock, E Layne

2009-05-01

Research on organizational justice has focused primarily on the receivers of just and unjust treatment. Little is known about why managers adhere to or violate rules of justice in the first place. The authors introduce a model for understanding justice rule adherence and violation. They identify both cognitive motives and affective motives that explain why managers adhere to and violate justice rules. They also draw distinctions among the justice rules by specifying which rules offer managers more or less discretion in their execution. They then describe how motives and discretion interact to influence justice-relevant actions. Finally, the authors incorporate managers' emotional reactions to consider how their actions may change over time. Implications of the model for theory, research, and practice are discussed. (c) 2009 APA, all rights reserved.

10 CFR 63.144 - Quality assurance program change.

Code of Federal Regulations, 2010 CFR

2010-01-01

... assurance program at the time of the change; (2) The use of generic organizational position titles that... titles; (3) The use of generic organizational charts to indicate functional relationships, authorities... assurance standards to which the licensee is committed; and (5) Organizational revisions that ensure that...

Sustaining Motivation and Productivity during Significant Organizational Change.

ERIC Educational Resources Information Center

Pellak, Mary T.

2001-01-01

Discussion of organizational change and possible negative effects which can impact organizational performance focuses on ways a manager can identify problems with employee motivation and productivity and address them in a supportive manner. Topics include clear expectations, open communication, and recognizing employee efforts. (Author/LRW)

Understanding and Representing Changing Work Structures and Practices through Art

ERIC Educational Resources Information Center

Wieland, Stacey M. B.

2018-01-01

Courses: Organizational Communication, Advanced Organizational Communication, Organizing Work, Management/Organizational History. Objectives: This activity will help students to understand major shifts in the organization of work and creatively represent changing work structures and practices. An optional follow-up assignment is included. A…

A neuroscience-based approach to changing organizational behaviour.

PubMed

Rock, David

2018-05-01

The greatest challenge in healthcare management is not identifying what changes are needed but actually changing behaviour on a long-term basis. Traditional approaches to organizational change are doomed to fail because they focus almost entirely on raising awareness. But countless studies show that the mere intention to change is not sufficient to reshape behaviour. In this article, we propose a new approach to organizational change informed by the principles of neuroleadership. The framework is called PHS: Priorities, Habits, Systems. The steps are as follows: (1) priorities: inform people about what changes are desired, (2) habits: teach people new habits, (3) systems: implement organizational systems to support and sustain new habits over the long term. By building solutions informed by the science of how the brain actually works, we believe organizations can bridge the intention behaviour gap and create lasting behaviour change.

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

Subjective indicators as a gauge for improving organizational well-being. An attempt to apply the cognitive activation theory to organizations.

PubMed

Arnetz, Bengt B

2005-11-01

Globally, organizations are undergoing substantial changes, commonly resulting in significant employee stress. However, facing similar stressors and challenges, departments within an organizations, as well as companies within the same area of business, vary in the way they cope with change. It was hypothesized that collective uncertainty about the future as well as unclear organizational goals contribute to chronic stress in organizations exposed to change. Applying the theoretical cognitive activation theory of stress--CATS--model by Ursin and Eriksen at an organizational level, support was found for the above hypothesis. Changes in chronic stress indicators between two assessments were related to clarity of organizational goals. It is suggested that the CATS model might be fruitful, not only in understanding variations in individual stress responses and experiences, but also to interpret and manage organizational stress. By doing so, both organizational health and well-being will improve, creating enterprises with healthy employees and healthy productivity and economic results.

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…

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...Accountability Office Highlights of GAO-16-803, a report to congressional requesters September 2016 VA HEALTH CARE Processes to Evaluate , Implement, and...recommended organizational structure changes are evaluated to determine appropriate actions and implemented. This is inconsistent with federal standards

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…

A theory of expert leadership (TEL) in psychiatry.

PubMed

Goodall, Amanda H

2016-06-01

Leaders' technical competence - 'expert knowledge' - has been shown in many settings to be associated with better organizational performance. In universities, for example, there is longitudinal evidence that research-focused scholars make the best leaders; results from a hospital study show that doctors instead of professional managers are most closely associated with the best performing institutions. To explain these patterns, and raise hypotheses, a theory of expert leadership (TEL) has been developed that might explain these patterns. In this paper the framework for expert leadership is applied to psychiatry. The TEL proposes that psychiatric leaders, as opposed to non-expert managers, improve organizational performance through several channels. First, experts' knowledge influences organizational strategy. Second, having been 'one of them', a psychiatrist understands how to create the optimal work environment for psychiatric teams, through appropriate goal-setting, evaluation and support. These factors are positively associated with workers' wellbeing and performance. Third, exceptional psychiatrist-leaders are likely to set high standards for hiring. Fourth, leaders' credibility extends their influence among core workers, and also signals organizational priorities to stakeholders. Finally, a necessary prerequisite of TEL is that expert leaders have direct executive power inclusive of budgetary and strategic oversight. © The Royal Australian and New Zealand College of Psychiatrists 2015.

Organizational Behavior: A Review of the Literature.

ERIC Educational Resources Information Center

Bobbitt, H. Randolph, Jr.; Behling, Orlando C.

1981-01-01

Organizational behavior is defined and its micro and macro subdivisions described. Leavitt's model for organizational change (task, technology, structure, and people) is employed to extract meanings from the organizational behavior literature. A diagnostic approach is suggested for applying organizational behavior to the practice of higher…

Cross-industry dimensionality of the commitment to change scale in China.

PubMed

Chen, Jingqiu; Wang, Lei

2011-06-01

Commitment to organizational change can explain a range of employees' attitudes and behaviors during organizational change, and its measurement is central to explaining such organizational linkages. The purpose of this study is to re-examine the dimensionality of Herscovitch and Meyer's Commitment to Change Scale across two different industrial samples in a non-Western cultural context (China). The two samples were 198 civil servants (60.0% men; M age = 29.3 yr., M organizational tenure = 62.7 mo.) and 442 high-tech company employees (58.2% men; M age = 30.5 yr., M organizational tenure = 66.5 mo.) who had respectively undergone major changes in compensation and performance appraisal systems in their organizations at the time of the research. Results of exploratory and confirmatory factor analyses showed that a four-factor model with 14 items fit the data best in both samples. The generality of the scale's structure as well as its implications for change-management practices are discussed.

Co-operation of employers in the area of personal monitoring: a commentary on BIR guidance on the UK regulatory situation.

PubMed

Rogers, Andy

2017-11-01

The requirement for organizations to co-operate regarding doses to staff who work across organizational boundaries is well established. However, in the field of personal dosimetry there is little guidance as to how to actually achieve legal compliance. Following improvement action in the UK by the regulator, The Health & Safety Executive, a guidance document was developed by the leading professional bodies in this area. This guidance was also commented on by the Health & Safety Executive Specialist Inspectorate (Radiation) enabling the published guidance to represent a compliant standard. This commentary describes the guidance and discusses the issues involved with developing systems for compliance in this area.

Supporting Cross-Organizational Process Control

NASA Astrophysics Data System (ADS)

Angelov, Samuil; Vonk, Jochem; Vidyasankar, Krishnamurthy; Grefen, Paul

E-contracts express the rights and obligations of parties through a formal, digital representation of the contract provisions. In process intensive relationships, e-contracts contain business processes that a party promises to perform for the counter party, optionally allowing monitoring of the execution of the promised processes. In this paper, we describe an approach in which the counter party is allowed to control the process execution. This approach will lead to more flexible and efficient business relations which are essential in the context of modern, highly dynamic and complex collaborations among companies. We present a specification of the process controls available to the consumer and their support in the private process specification of the provider.

Breaking the Glass Ceiling: Structural, Cultural, and Organizational Barriers Preventing Women from Achieving Senior and Executive Positions

PubMed Central

Johns, Merida L.

2013-01-01

The business case for gender diversity in senior and executive positions is compelling. Studies show that companies that have the best records for promoting women outstrip their competition on every measure of profitability. Yet women disproportionately are failing to attain high-level positions. Reviewing current data on women in the workplace, findings of studies on the relationship between gender diversity in senior management and company performance, and the literature on gender behavioral differences and the workplace, this article explores the possible reasons for the persistent wage and gender gap between women and men in senior leadership positions and discusses possible remedies. PMID:23346029

NASA Symposium on Productivity and Quality: Strategies for Improving Operations in Government and Industry

NASA Technical Reports Server (NTRS)

1984-01-01

The purpose of the Symposium is to increase the awareness of productivity and quality issues in the United States, and to foster national initiatives through government and industry executive leadership. The Symposium will provide a forum for discussion of white-collar productivity issues by experienced executives from successful organizations and an opportunity to share information learned through Productivity initiatives in govemment, industry and academic organizations. It will focus on white-collar organizational issues that are common to large companies and technology oriented organizations. The Symposium program will include strategies for improving operations in government and industry and will be responsive to the management issues viewed necessary to increase our nation's productivity growth rate.

Breaking the glass ceiling.

PubMed

Lazarus, A

1997-03-01

The glass ceiling is a form of organizational bias and discrimination that prevents qualified professionals from achieving positions of top governance and leadership. This article examines glass ceiling barriers that keep physicians from the upper reaches of management. While these factors apply mainly to women and minority physicians in academia, and are attributable to sexual harassment and discrimination, physicians as a class are frequently denied executive management positions. Such denial results from inadequate preparation for a career in health care administration. Important issues in the professional development of physician executives include mentoring, training and education, administrative experience, and cultural and personality factors. All of those must be considered when making the transition from medicine to management.

Authentic leadership and its effect on employees' organizational citizenship behaviours.

PubMed

Edú Valsania, Sergio; Moriano León, Juan A; Molero Alonso, Fernando; Topa Cantisano, Gabriela

2012-11-01

The studies that have verified the positive association of authentic leadership with organizational citizenship behaviours (OCBs), have used global measures of both constructs. Therefore, the goal of this work is to analyze the effect of authentic leadership on employees' OCBs, specifically focusing on the relations of the four components of authentic leadership with the individual and organizational dimensions of the OCBs. The participants of this study were 220 Spanish employees (30.9% men and 69.1% women) who completed a questionnaire that included the variables of interest in this study: Authentic Leadership, OCB and Sociobiographical control variables. The results, obtained with stepwise multiple regression analysis, show that two components of authentic leadership-moral perspective and relational transparency-present significant relationships with OCB. Moreover, authentic leadership is a better predictor of employees' OCB when these behaviors are impersonal and directed towards the organization than when they are directed towards other people. These results have practical implications for human resources management in organizations, especially in selection processes and when training top executives.

Measuring the influence of professional nursing practice on global hospital performance in an organizational context.

PubMed

Fasoli, Dijon R

2008-01-01

The purpose of this study was to measure the influence of professional nursing practice (PNP) on global hospital performance (GHP). Evidence links PNP and positive outcomes for patients and nurses, however, little is known about PNP influence on GHP measures used for patient decision-making and hospital management resource allocation decisions. A quantitative study using multiple regression analysis to predict a composite measure of GHP was conducted. Two survey instruments measuring perspectives of the PNP environment were completed by 1815 (31.3%) Registered Nurses (RN) and 28 (100%) Senior Nurse Executives (SNE) at 28 northeastern US hospitals. Secondary data provided organizational attributes. The degree of PNP was consistently reported by RNs and SNEs. When regressed with organizational factors, PNP was not a significant predictor of GHP. Better GHP was associated with lower lengths of stay, lower profitability, less admission growth, and non-health system affiliation. Further research is needed to define a nursing-sensitive GHP measure.

How Do High-Performance Work Systems Affect Individual Outcomes: A Multilevel Perspective.

PubMed

Zhang, Junwei; Akhtar, M Naseer; Bal, P Matthijs; Zhang, Yajun; Talat, Usman

2018-01-01

Research on high-performance work systems (HPWS) has suggested that a potential disconnection may exist between organizational-level HPWS and employee experienced HPWS. However, few studies have identified factors that are implied within such a relationship. Using a sample of 397 employees, 84 line managers, and 21 HR executives in China, we examined whether line managers' goal congruence can reduce the difference between organizational-level HPWS and employee experienced HPWS. Furthermore, this study also theorized and tested organization-based self-esteem (OBSE) as a mediator in the associations between employee experienced HPWS and job performance and job satisfaction. Using multilevel analyses, we found that line managers' goal congruence strengthened the relationship between organizational-level HPWS and employee experienced HPWS, such that the relationship was significant and positive when line managers' goal congruence was high, but a non-significant relationship when line managers' goal congruence was low. Moreover, employee experienced HPWS indirectly affected job performance and job satisfaction through the mechanism of OBSE beyond social exchange perspective.

How Do High-Performance Work Systems Affect Individual Outcomes: A Multilevel Perspective

PubMed Central

Zhang, Junwei; Akhtar, M. Naseer; Bal, P. Matthijs; Zhang, Yajun; Talat, Usman

2018-01-01

Research on high-performance work systems (HPWS) has suggested that a potential disconnection may exist between organizational-level HPWS and employee experienced HPWS. However, few studies have identified factors that are implied within such a relationship. Using a sample of 397 employees, 84 line managers, and 21 HR executives in China, we examined whether line managers’ goal congruence can reduce the difference between organizational-level HPWS and employee experienced HPWS. Furthermore, this study also theorized and tested organization-based self-esteem (OBSE) as a mediator in the associations between employee experienced HPWS and job performance and job satisfaction. Using multilevel analyses, we found that line managers’ goal congruence strengthened the relationship between organizational-level HPWS and employee experienced HPWS, such that the relationship was significant and positive when line managers’ goal congruence was high, but a non-significant relationship when line managers’ goal congruence was low. Moreover, employee experienced HPWS indirectly affected job performance and job satisfaction through the mechanism of OBSE beyond social exchange perspective. PMID:29743875

Workforce deployment--a critical organizational competency.

PubMed

Harms, Roxanne

2009-01-01

Staff scheduling has historically been embedded within hospital operations, often defined by each new manager of a unit or program, and notably absent from the organization's practice and standards infrastructure and accountabilities of the executive team. Silvestro and Silvestro contend that "there is a need to recognize that hospital performance relies critically on the competence and effectiveness of roster planning activities, and that these activities are therefore of strategic importance." This article highlights the importance of including staff scheduling--or workforce deployment--in health care organizations' long-term strategic solutions to cope with the deepening workforce shortage (which is likely to hit harder than ever as the economy begins to recover). Viewing workforce deployment as a key organizational competency is a critical success factor for health care in the next decade, and the Workforce Deployment Maturity Model is discussed as a framework to enable organizations to measure their current capabilities, identify priorities and set goals for increasing organizational competency using a methodical and deliberate approach.

Organizational practices, work demands and the well-being of employees: a follow-up study in the metal industry and retail trade.

PubMed

Tuomi, Kaija; Vanhala, Sinikka; Nykyri, Erkki; Janhonen, Minna

2004-03-01

Rapid technological change and increased international competition have changed working life and work organizations. These changes may not be considered when researching employee work ability and well-being. This study investigates the impact of organizational practices, work demands and individual factors on work ability, organizational commitment and mental well-being of employees in the metal industry and retail trade. A follow-up study was conducted to examine these connections among 1389 employees (mean age 42 years at baseline) in 91 organizations. The first survey was conducted in 1998 and was repeated in 2000. Changes in organizational practices and the demands of work were strongly associated with changes in employee well-being. Work ability, organizational commitment and the mental well-being of employees were increased most if the opportunities for development and influence and the promotion of employee well-being were increased and if the supervisory support and organization of work were improved. Well-being also improved with less uncertainty at work and with decreasing mental and physical work demands. In addition physical exercise and affluence also had favourable effects. The results confirm that several features of organizational practices are strongly associated with employees' well-being. Organizational development is an important method of improving employees' work ability, commitment and well-being.

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…

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…

Organizational Strategies for Building Capacity in Evidence-Based Oncology Nursing Practice: A Case Report of an Australian Tertiary Cancer Center.

PubMed

Chan, Raymond Javan; Bowers, Alison; Barton-Burke, Margaret

2017-03-01

The ever-increasing cancer care demand has posed a challenge for oncology nurses to deliver evidence-based, innovative care. Despite efforts to promote evidence-based practice, barriers remain and executives find it difficult to implement evidence-based practice efficiently. Using the successful experience of an Australian tertiary cancer center, this paper depicts 4 effective strategies for facilitating evidence-based practice at the organizational level-the Embedded Scholar: Enabler, Enactor, and Engagement (4 Es) Model-includes a 12-week evidence-based practice program that prioritizes relevant research proposed by clinical staff and endorses high-quality, evidence-based point-of-care resources. Crown Copyright © 2016. Published by Elsevier Inc. All rights reserved.

Organizational capacity and implementation change: a comparative case study of heart health promotion in Ontario public health agencies.

PubMed

Riley, Barbara L; Taylor, S Martin; Elliott, Susan J

2003-12-01

This paper reports the results of a comparative case study that examines factors influencing changes in implementation of heart health promotion activities in Ontario public health units. The study compared two cases that experienced large changes in implementation from 1994 to 1996, but in opposite directions. Multiple data sources were used, with an emphasis on secondary analyses of quantitative surveys of health units and other community agencies, and in-depth interviews of public health staff, collected as part of the Canadian Heart Health Initiative Ontario Project. Guided by social ecological and organizational theories, changes in implementation were explained by examining changes in (1) organizational predisposition to undertake heart health promotion activities, (2) organizational practices to undertake these activities, (3) other internal organizational factors and (4) external system factors. Findings show that in communities with diverse characteristics, implementation change was most strongly influenced by an interplay of changes in internal features of public health agencies; notably, leadership, structure and staff skills. Findings support a social ecological approach to health promotion by demonstrating the importance of the institutional context in the implementation change process, the interaction of individual (skills) and organizational (structure) levels in explaining implementation change, and community context in shaping the change process. Findings also reinforce the value of strengthening capacity within public health agencies and suggest further research on the implementation change process, especially in different systems and over longer periods of time.

Organizational change : an assessment of trust and cynicism : final report.

DOT National Transportation Integrated Search

2000-05-01

In the organizational science literature, organizational cynicism is generally considered to be conceptually distinct from organizational trust. This proposition, however, has not been adequately assessed. The present study attempts to distinguish th...

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

DTIC Science & Technology

2012-05-17

requirements. Models of organizational change, like the Burke- Litwin model, facilitate an assessment of CBP’s transformation because they identify factors...valuable insight. The Burke- Litwin model offers a framework for prioritizing the organizational factors of change. Others outline the importance of an...implementation plan first and then assesses CBP’s efforts against the Burke- Litwin model which stresses transformational factors: strategy, leadership, and

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…

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…

Implementing the Mission-Funded Naval Shipyard: A Case Study on Change Management

DTIC Science & Technology

2004-06-01

C. THE MANAGEMENT OF CHANGE.........................................................12 D. GUIDANCE FOR MANAGING ORGANIZATIONAL CHANGE .........14 1...organization like the naval shipyard as it adapts to its environmental change. D. GUIDANCE FOR MANAGING ORGANIZATIONAL CHANGE Much of today’s

Interagency Task Forces: The Right Tools for the Job

DTIC Science & Technology

2011-01-01

shortcomings. This analysis discusses four organizational reform models and recommends the interagency task force ( IATF ) as the preferred structure...model.64 Still others recommend creating and deploying ad hoc IATFs for crisis operations. These interagency task forces would be task- organized to...forces assigned for planning, exercises, and mission execution.65 A 2005 article in Policy Review recommended developing IATFs as needed for specific

A Qualitative Study of the Relationship between a Banking IT Troubled Project and the Executive Project Sponsor's Project Management Maturity Level

ERIC Educational Resources Information Center

Northcraft, Terry G.

2017-01-01

This qualitative study examined the effect the level of project management maturity a banking IT project sponsor has on project success. Project management maturity is gauged by the amount of modern project management training, knowledge and organizational skills an individual or organization has and applies to their project lifecycle experiences.…

Faculty Assessment Project for Colleges of Osteopathic Medicine. Final Report, Covers Period of Performance During September 26, 1977-October 25, 1978. Volumes 1, 2, and 3.

ERIC Educational Resources Information Center

American Association of Colleges of Osteopathic Medicine, Washington, DC.

The three volume report includes (1) an executive summary; (2) a comprehensive report reviewing the literature on current faculty development needs in schools of osteopathic medicine; and (3) a volume of resource materials. The study gauges the formal organizational and programmatic factors that influence the success of faculty development…

Organizational Use of a Framework for Innovation Adoption

DTIC Science & Technology

2011-09-01

in current processes , the eight practices identified by Denning and Dunham’s The Innovator’s Way, Essential Practices For Successful Innovation (2010...framework for identifying gaps in current processes , the eight practices identified by Denning and Dunham’s The Innovator’s Way, Essential Practices For...60 2. Methods to Use within the Eight Practice Framework ..................63 a. Marine Corps Planning Process (MCPP) for Executing

The Impact of Organizational Culture on the Sharing of Homeland Security Information

DTIC Science & Technology

2008-04-04

transform an organization through 8 U.S. Government Accountability Office, “Homeland Security: Efforts...www.whitehouse.gov/omb/ egov /documents/FEA_Practice_Guidance.pdf (accessed September 23, 2007), 4-1. 10 U.S. Government Accountability Office, GAO-04-777, 12...between the federal government and the state and local governments , and the transformation of disparate cultures into a new executive department – the

Two decades of organizational change in health care: what have we learned?

PubMed

Bazzoli, Gloria J; Dynan, Linda; Burns, Lawton R; Yap, Clarence

2004-09-01

The 1980s and 1990s witnessed a substantial wave of organizational restructuring among hospitals and physicians, as health providers rethought their organizational roles given perceived market imperatives. Mergers, acquisitions, internal restructuring, and new interorganizational relationships occurred at a record pace. Matching this was a large wave of study and discourse among health services researchers, industry experts, and consultants to understand the causes and consequences of organizational change. In many cases, this literature provides mixed signals about what was accomplished through these organizational efforts. The purpose of this review is to synthesize this diverse literature. This review examines studies of horizontal consolidation and integration of hospitals, horizontal consolidation and integration of physician organizations, and integration and relationship development between physicians and hospitals. In all, around 100 studies were examined to assess what was learned through two decades of research on organizational change in health care.

Facilitating a just and trusting culture.

PubMed

Pattison, Jill; Kline, Theresa

2015-01-01

The purpose of this paper is to identify managerial and organizational characteristics and behaviors that facilitate the fostering of a just and trusting culture within the healthcare system. Two studies were conducted. The initial qualitative one was used to identify themes based on interviews with health care workers that facilitate a just and trusting culture. The quantitative one used a policy-capturing design to determine which factors were most likely to predict outcomes of manager and organizational trust. The factors of violation type (ability vs integrity), providing an explanation or not, blame vs no blame by manager, and blame vs no blame by organization were all significant predictors of perceptions of trust. Limitations to the generalizability of findings included both a small and non-representative sample from one health care region. The present findings can be useful in developing training systems for managers and organizational executive teams for managing medical error events in a manner that will help develop a just and trusting culture. A just and trusting culture should enhance the likelihood of reporting medical errors. Improved reporting, in turn, should enhance patient safety. This is the first field study experimentally manipulating aspects of organizational trust within the health care sector. The use of policy-capturing is a unique feature that sheds light into the decision-making of health care workers as to the efficaciousness of particular managerial and organizational characteristics that impact a just and trusting culture.

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…

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.

(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…

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…

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…

48 CFR 1852.243-71 - Shared savings.

Code of Federal Regulations, 2010 CFR

2010-10-01

... organizational support of a contract or group of contracts. These alternatives must result in a net reduction of... organizational support which are proposed to be changed. (2) A description of the difference between the current... make any structural or organizational changes in order to implement an approved CRP. (5) Government...

Knowledge Sharing and Organizational Change in Higher Education

ERIC Educational Resources Information Center

Dee, Jay; Leisyte, Liudvika

2017-01-01

Purpose: Organizational learning in higher education institutions depends upon the ability of managers and academics to maintain a flow of knowledge across the structural boundaries of the university. This paper aims to understand the boundary conditions that foster or impede the flow of knowledge during organizational change at a large public…

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…

Factors involved in nurses' responses to burnout: a grounded theory study

PubMed Central

Rafii, Forough; Oskouie, Fatemeh; Nikravesh, Mansoure

2004-01-01

Background Intense and long-standing problems in burn centers in Tehran have led nurses to burnout. This phenomenon has provoked serious responses and has put the nurses, patients and the organization under pressure. The challenge for managers and nurse executives is to understand the factors which would reduce or increase the nurses' responses to burnout and develop delivery systems that promote positive adaptation and facilitate quality care. This study, as a part of more extensive research, aims to explore and describe the nurses' perceptions of the factors affecting their responses to burnout. Methods Grounded theory was used as the method. Thirty- eight participants were recruited. Data were generated by unstructured interviews and 21 sessions of participant observations. Constant comparison was used for data analysis. Results Nurses' and patients' personal characteristics and social support influenced nurses' responses to burnout. Personal characteristics of the nurses and patients, especially when interacting, had a more powerful effect. They altered emotional, attitudinal, behavioral and organizational responses to burnout and determined the kind of caring behavior. Social support had a palliative effect and altered emotional responses and some aspects of attitudinal responses. Conclusions The powerful effect of positive personal characteristics and its sensitivity to long standing and intense organizational pressures suggests approaches to executing stress reduction programs and refreshing the nurses' morale by giving more importance to ethical aspects of caring. Moreover, regarding palliative effect of social support and its importance for the nurses' wellbeing, nurse executives are responsible for promoting a work environment that supports nurses and motivates them. PMID:15541180

Factors associated with a positive attitude towards change among employees during the early phase of a downsizing process.

PubMed

Svensen, Erling; Neset, Gunnar; Eriksen, Hege R

2007-04-01

Most research on organizational changes in working life, including downsizing, focuses on the negative attitudes and negative consequences of the change. The aim of this study was to evaluate if the employee's previous learning experience and characteristics of the working environment were associated with positive attitudes towards organizational change. The 467 employees (73.5% males) working in a global oil company in the early phases of a downsizing process were asked to answer a questionnaire with demographic variables, perception of the working environment, and attitude to change (93% response rate). Corporate social responsibility (CSR), involvement and participation, team leadership and team effectiveness were important factors related to positive attitudes towards organizational change. Non-leaders and older employees were positive to change. We conclude that employees' perceptions of their psychosocial working environment, in particular the CSR, were highly related to their attitude to organizational change.

Are general and strategic measures of organizational context and leadership associated with knowledge and attitudes toward evidence-based practices in public behavioral health settings? A cross-sectional observational study.

PubMed

Powell, Byron J; Mandell, David S; Hadley, Trevor R; Rubin, Ronnie M; Evans, Arthur C; Hurford, Matthew O; Beidas, Rinad S

2017-05-12

Examining the role of modifiable barriers and facilitators is a necessary step toward developing effective implementation strategies. This study examines whether both general (organizational culture, organizational climate, and transformational leadership) and strategic (implementation climate and implementation leadership) organizational-level factors predict therapist-level determinants of implementation (knowledge of and attitudes toward evidence-based practices). Within the context of a system-wide effort to increase the use of evidence-based practices (EBPs) and recovery-oriented care, we conducted an observational, cross-sectional study of 19 child-serving agencies in the City of Philadelphia, including 23 sites, 130 therapists, 36 supervisors, and 22 executive administrators. Organizational variables included characteristics such as EBP initiative participation, program size, and proportion of independent contractor therapists; general factors such as organizational culture and climate (Organizational Social Context Measurement System) and transformational leadership (Multifactor Leadership Questionnaire); and strategic factors such as implementation climate (Implementation Climate Scale) and implementation leadership (Implementation Leadership Scale). Therapist-level variables included demographics, attitudes toward EBPs (Evidence-Based Practice Attitudes Scale), and knowledge of EBPs (Knowledge of Evidence-Based Services Questionnaire). We used linear mixed-effects regression models to estimate the associations between the predictor (organizational characteristics, general and strategic factors) and dependent (knowledge of and attitudes toward EBPs) variables. Several variables were associated with therapists' knowledge of EBPs. Clinicians in organizations with more proficient cultures or higher levels of transformational leadership (idealized influence) had greater knowledge of EBPs; conversely, clinicians in organizations with more resistant cultures, more functional organizational climates, and implementation climates characterized by higher levels of financial reward for EBPs had less knowledge of EBPs. A number of organizational factors were associated with the therapists' attitudes toward EBPs. For example, more engaged organizational cultures, implementation climates characterized by higher levels of educational support, and more proactive implementation leadership were all associated with more positive attitudes toward EBPs. This study provides evidence for the importance of both general and strategic organizational determinants as predictors of knowledge of and attitudes toward EBPs. The findings highlight the need for longitudinal and mixed-methods studies that examine the influence of organizational factors on implementation.

A propitious moment in the midst of crisis: a case study of organizational change in an academic department.

PubMed

Buckley, Peter F; Grigsby, R Kevin

2011-01-01

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 the department. The authors draw from the literature on leadership, organizational development, and culture change. The department experienced a complex, often exhausting process of organizational change, leading to documented improvement in departmental performance. The transformation of the department exemplifies many broad organizational principles of leadership and strategic development. Copyright © 2011 Academic Psychiatry

Active Commuting: Workplace Health Promotion for Improved Employee Well-Being and Organizational Behavior

PubMed Central

Page, Nadine C.; Nilsson, Viktor O.

2017-01-01

Objective: This paper describes a behavior change intervention that encourages active commuting using electrically assisted bikes (e-bikes) for health promotion in the workplace. This paper presents the preliminary findings of the intervention’s impact on improving employee well-being and organizational behavior, as an indicator of potential business success. Method: Employees of a UK-based organization participated in a workplace travel behavior change intervention and used e-bikes as an active commuting mode; this was a change to their usual passive commuting behavior. The purpose of the intervention was to develop employee well-being and organizational behavior for improved business success. We explored the personal benefits and organizational co-benefits of active commuting and compared these to a travel-as-usual group of employees who did not change their behavior and continued taking non-active commutes. Results: Employees who changed their behavior to active commuting reported more positive affect, better physical health and more productive organizational behavior outcomes compared with passive commuters. In addition, there was an interactive effect of commuting mode and commuting distance: a more frequent active commute was positively associated with more productive organizational behavior and stronger overall positive employee well-being whereas a longer passive commute was associated with poorer well-being, although there was no impact on organizational behavior. Conclusion: This research provides emerging evidence of the value of an innovative workplace health promotion initiative focused on active commuting in protecting and improving employee well-being and organizational behavior for stronger business performance. It considers the significant opportunities for organizations pursuing improved workforce well-being, both in terms of employee health, and for improved organizational behavior and business success. PMID:28119640

Active Commuting: Workplace Health Promotion for Improved Employee Well-Being and Organizational Behavior.

PubMed

Page, Nadine C; Nilsson, Viktor O

2016-01-01

Objective: This paper describes a behavior change intervention that encourages active commuting using electrically assisted bikes (e-bikes) for health promotion in the workplace. This paper presents the preliminary findings of the intervention's impact on improving employee well-being and organizational behavior, as an indicator of potential business success. Method: Employees of a UK-based organization participated in a workplace travel behavior change intervention and used e-bikes as an active commuting mode; this was a change to their usual passive commuting behavior. The purpose of the intervention was to develop employee well-being and organizational behavior for improved business success. We explored the personal benefits and organizational co-benefits of active commuting and compared these to a travel-as-usual group of employees who did not change their behavior and continued taking non-active commutes. Results: Employees who changed their behavior to active commuting reported more positive affect, better physical health and more productive organizational behavior outcomes compared with passive commuters. In addition, there was an interactive effect of commuting mode and commuting distance: a more frequent active commute was positively associated with more productive organizational behavior and stronger overall positive employee well-being whereas a longer passive commute was associated with poorer well-being, although there was no impact on organizational behavior. Conclusion: This research provides emerging evidence of the value of an innovative workplace health promotion initiative focused on active commuting in protecting and improving employee well-being and organizational behavior for stronger business performance. It considers the significant opportunities for organizations pursuing improved workforce well-being, both in terms of employee health, and for improved organizational behavior and business success.

17 CFR 39.19 - Reporting.

Code of Federal Regulations, 2012 CFR

2012-04-01

.... (viii) Change in ownership or corporate or organizational structure—(A) Reporting requirement. Any anticipated change in the ownership or corporate or organizational structure of the derivatives clearing... of the change; and any relevant agreements effecting the change and corporate documents such as...

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.

A medical school's organizational readiness for curriculum change (MORC): development and validation of a questionnaire.

PubMed

Jippes, Mariëlle; Driessen, Erik W; Broers, Nick J; Majoor, Gerard D; Gijselaers, Wim H; van der Vleuten, Cees P M

2013-09-01

Because successful change implementation depends on organizational readiness for change, the authors developed and assessed the validity of a questionnaire, based on a theoretical model of organizational readiness for change, designed to measure, specifically, a medical school's organizational readiness for curriculum change (MORC). In 2012, a panel of medical education experts judged and adapted a preliminary MORC questionnaire through a modified Delphi procedure. The authors administered the resulting questionnaire to medical school faculty involved in curriculum change and tested the psychometric properties using exploratory and confirmatory factor analysis, and generalizability analysis. The mean relevance score of the Delphi panel (n = 19) reached 4.2 on a five-point Likert-type scale (1 = not relevant and 5 = highly relevant) in the second round, meeting predefined criteria for completing the Delphi procedure. Faculty (n = 991) from 131 medical schools in 56 countries completed MORC. Exploratory factor analysis yielded three underlying factors-motivation, capability, and external pressure-in 12 subscales with 53 items. The scale structure suggested by exploratory factor analysis was confirmed by confirmatory factor analysis. Cronbach alpha ranged from 0.67 to 0.92 for the subscales. Generalizability analysis showed that the MORC results of 5 to 16 faculty members can reliably evaluate a school's organizational readiness for change. MORC is a valid, reliable questionnaire for measuring organizational readiness for curriculum change in medical schools. It can identify which elements in a change process require special attention so as to increase the chance of successful implementation.

The impact of moderate and major workplace expansion and downsizing on the psychosocial and physical work environment and income in Sweden.

PubMed

Ferrie, Jane E; Westerlund, Hugo; Oxenstierna, Gabriel; Theorell, Töres

2007-01-01

To describe the effect of organizational change (moderate and major expansion and downsizing) on psychosocial work characteristics, physical hazards, and income in a representative sample of larger workplaces in Sweden. Annual changes in workforce size for the years 1991-1996 were derived from tax registry data. Work environment characteristics were measured in a sub-set of participants from the biennial Swedish Work Environment Surveys for 1991, 1993, and 1995. Income data were derived from national registries. Not all organizational change resulted in a poorer work environment. The number of beneficial outcomes associated with moderate downsizing and moderate expansion in the public sector outweighed the number of adverse outcomes. However, in the private sector the overall effect of moderate organizational change was a poorer work environment. Major downsizing was associated with a better psychosocial work environment for private-sector men and major expansion with a poorer environment for public-sector women and private-sector men. Otherwise, associations between major organizational change and the psychosocial work environment were mixed across sex and sector, although major organizational change was consistently associated with a greater risk of physical hazards. Low income was associated exclusively with organizational downsizing in the private sector. More research is needed to determine whether the work environment can explain observed associations between organizational change and health. Data limitations prevented the authors from examining this in the present study. Their findings indicate that future research on the work environment should pay more attention to physical hazards.

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.

Organizational Members as Storywriters: On Organizing Practices of Reflexivity

ERIC Educational Resources Information Center

Gherardi, Silvia; Cozza, Michela; Poggio, Barbara

2018-01-01

Purpose: The purpose of this paper is to describe how organizational members became storywriters of an important process of organizational change. Writing became a practice designed to create a space, a time and a methodology with which to author the process of change and create a learning context. The written stories produced both the…

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…

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…

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.…

Worklife Improvement and Leadership Development study: a learning experience in leadership development and "planned" organizational change.

PubMed

Cummings, Greta G; Spiers, Judith A; Sharlow, Janice; Germann, Paula; Yurtseven, Ozden; Bhatti, Aslam

2013-01-01

In response to increasing recognition of the importance of quality health care work environments, the Alberta Cancer Board initiated a province-wide leadership development program to plan for organizational change through a series of stages. In 2004, the Leadership Development Initiative (LDI) was implemented to facilitate organizational learning using a cohort-based leadership intervention based on a communities of practice framework. The aim of the Worklife Improvement and Leadership Development study was to examine both the outcomes and experiences of participants of the LDI program to better understand leadership development, implementation, and its impact on worklife quality among 5 cohorts of health care managers and staff at the Alberta Cancer Board. This study used both structured survey and interview methods, using a pretest-intervention-posttest quasi-experiment without a control group design, to assess the effects of LDI on worklife of leaders and staff. Surveys included the Leadership Practices Inventory and Areas of Worklife Scale, which looked at meaningfulness of work and organizational engagement. Interviews and focus group data provided a more detailed description of the experience of leadership development and perceptions of organizational worklife. The study revealed layers of information about the complexity of individual and collective leadership in a cohort-based design, perceptions of leadership initiatives, organizational worklife, and planned organizational change. Our findings suggest that early changes in how leaders reflected on their own skills and practices (Leading Self) were positive; however, growing disengagement as the LDI continued was evident in the focus group data, particularly when change in behavior of others was not perceived to be evident. To support the effectiveness and success of a leadership initiative, managers and administrators need to implement strategies designed to help leaders grow and cope with ongoing flux of organizational change and stagnation.

17 CFR 39.19 - Reporting.

Code of Federal Regulations, 2013 CFR

2013-04-01

.... (viii) Change in ownership or corporate or organizational structure.—(A) Reporting requirement. Any anticipated change in the ownership or corporate or organizational structure of the derivatives clearing... of the change; and any relevant agreements effecting the change and corporate documents such as...

17 CFR 39.19 - Reporting.

Code of Federal Regulations, 2014 CFR

2014-04-01

.... (viii) Change in ownership or corporate or organizational structure.—(A) Reporting requirement. Any anticipated change in the ownership or corporate or organizational structure of the derivatives clearing... of the change; and any relevant agreements effecting the change and corporate documents such as...

Cracking the code of change.

PubMed

Beer, M; Nohria, N

2000-01-01

Today's fast-paced economy demands that businesses change or die. But few companies manage corporate transformations as well as they would like. The brutal fact is that about 70% of all change initiatives fail. In this article, authors Michael Beer and Nitin Nohria describe two archetypes--or theories--of corporate transformation that may help executives crack the code of change. Theory E is change based on economic value: shareholder value is the only legitimate measure of success, and change often involves heavy use of economic incentives, layoffs, downsizing, and restructuring. Theory O is change based on organizational capability: the goal is to build and strengthen corporate culture. Most companies focus purely on one theory or the other, or haphazardly use a mix of both, the authors say. Combining E and O is directionally correct, they contend, but it requires a careful, conscious integration plan. Beer and Nohria present the examples of two companies, Scott Paper and Champion International, that used a purely E or purely O strategy to create change--and met with limited levels of success. They contrast those corporate transformations with that of UK-based retailer ASDA, which has successfully embraced the paradox between the opposing theories of change and integrated E and O. The lesson from ASDA? To thrive and adapt in the new economy, companies must make sure the E and O theories of business change are in sync at their own organizations.

Building the "fable hospital"--the CEO's perspective: an interview with Michael H. Covert, president and chief executive officer, Palomar Pomerado Health. Interview by David A Tam.

PubMed

Covert, Michael

2012-01-01

Hospital construction is a significant event in any health system. The financial implications are great, especially at a time of shrinking capital resources. Personnel are affected, as are the processes to perform their tasks. Often, new facilities are catalysts that change organizational culture; it has been clearly shown that new facilities have a positive impact on patient satisfaction scores. The members of the C-suite of a hospital/health system play important roles in construction projects. However, no one is more critical to the success of such major endeavors than the chief executive officer (CEO). The CEO sets the tone for the project, giving direction to the design and construction process that may have implications for the rest of the organization. Palomar Pomerado Health (PPH) is the largest public health district in California. In 2002, the PPH governing board authorized the creation of a new facility master plan for the district, which included the construction of a replacement facility for its tertiary care trauma center. The new Palomar Medical Center is slated to open in August 2012. HERD had the opportunity to speak with PPH CEO Michael H. Covert on the role of the CEO in the building of this "fable hospital".

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…

Paradise lost: A study of the decline of institutions and the restructuring of organizational fields in the United States power industry

NASA Astrophysics Data System (ADS)

Sine, Wesley David

Institutional theorists have a long tradition of examining the persistence organizational forms and practices. Most institutional analysis, however, fails to discuss change in organizational forms and practices that at one time were highly taken for granted. This dissertation presents three papers that explore questions of institutional change in the context of the evolving power industry. The first paper, Dimensions of Institutional Resistance to Change, examines the qualities that make institutions more or less resistant to change. This paper surveys the literature on institutional change and suggests four institutional qualities for indexing institutional change: taken for grantedness, diffuseness, symbolic value, and integrativeness. I argue that these qualities can be used to measure the extent to which an institution is resistant to change, thus providing a means for studying and predicting the life spans of institutions. The second paper, From Hierarchies to Markets: The Deregulation of the Electric Generating Industry, uses the dimensions proposed in the first paper to understand the structural changes in the electric utility industry between 1935 and 1978. It theorizes that crisis catalyzes both organizational scrutiny, which erodes institutional symbolic value and taken-for-grantedness, and search processes for solutions, which redefine fringe alternatives within an institutional field as possible solutions. The net result is the delegitimation of incumbent institutions and the recognition of alternative solutions, creating a solution bazaar, where solutions compete to solve organizational inefficiencies made relevant by the crisis. The third paper, The Institutional Context of Founding Variation in the Emerging Independent Power Industry, presents and tests a theory of the effects of institutional structures on the genesis, development, and variation of organizational forms in a newborn industry created by radical regulatory change. Nascent industries formed by punctuated change are particularly susceptible to institutional influences. Normative, regulative, and cognitive structures form the context that shape entrepreneurial decisions about organizational foundings. Institutional structures can either increase or decrease barriers to entry into nascent industries, thus influencing the heterogeneity of organizational forms founded within the niche. These propositions are examined and tested in the context of the independent power industry.

Changes in commitment to change among leaders in home help services.

PubMed

Westerberg, Kristina; Tafvelin, Susanne

2015-07-06

The purpose of the this study was to explore the development of commitment to change among leaders in the home help services during organizational change and to study this development in relation to workload and stress. During organizational change initiatives, commitment to change among leaders is important to ensure the implementation of the change. However, little is known of development of commitment of change over time. The study used a qualitative design with semi-structured interviews with ten leaders by the time an organizational change initiative was launched and follow-up one year later. Thematic content analysis was used to analyze the interviews. Commitment to change is not static, but seems to develop over time and during organizational change. At the first interview, leaders had a varied pattern reflecting different dimensions of commitment to change. One year later, the differences between leaders' commitment to change was less obvious. Differences in commitment to change had no apparent relationship with workload or stress. The data were collected from one organization, and the number of participants were small which could affect the results on workload and stress in relation to commitment to change. It is important to support leaders during organizational change initiatives to maintain their commitment. One way to accomplish this is to use management team meetings to monitor how leaders perceive their situation. Qualitative, longitudinal and leader studies on commitment to change are all unusual, and taken together, this study shows new aspects of commitment.

Contracting for Change

ERIC Educational Resources Information Center

Scholtes, Peter R.

1975-01-01

An organizational workshop for staff members focused on organizational change through identification of problems, one-to-one communication, and the writing of contracts for behavioral change. Contract forming assists members to agree on definition of problems, to involve and commit themselves, and to define processes for change. (EA)

75 FR 4454 - Privacy Act of 1974

Federal Register 2010, 2011, 2012, 2013, 2014

2010-01-27

... new, open systems, client-server based architecture, and the change in system number will reflect organizational changes. The System Location was amended to reflect the current organization structure with... accurately identify the system and the change in number will reflect organizational changes. VA is...

Building a Foundation of Continuous Improvement in a Rapidly Changing Environment: The Dartmouth-Hitchcock Value Institute Experience.

PubMed

McGrath, Susan P; Blike, George T

2015-10-01

A performance improvement competency development program, known as the Value Institute (VI), was established at Dartmouth-Hitchcock (D-H; Lebanon, New Hampshire) in 2011 to develop a performance improvement-focused workforce and systems capable of meeting the challenges of creating a sustainable health system. A tiered competency development program that provides patient safety, health care quality, and improvement science education, and an execution support infrastructure that enables access to performance improvement tools for all employees, comprise the core of the VI. At 20 months after the launch of the first VI classes, more than 10% of all employees were trained to the Yellow Belt level, and approximately 1.5% of all employees became advanced practitioners (Green Belts or Black Belts). Improvement projects have focused on both clinical and business process optimization, as well as regulatory and accreditation compliance and patient safety. Project savings during the two years of operation have exceeded the investment of resources to establish this long-term performance improvement capability by 2.5 times. The D-H VI model promotes multidisciplinary team-based learning, incremental skill development, and access to a common continuous improvement vocabulary and method for all employees-all key to building the teams and momentum needed for successful execution of improvement work and to maintain outcomes. Initial outcomes, represented by organizational spread, project execution status, participants' feedback scores, and return on investment estimates, suggest that robust team-based learning combined with coaching provides sufficient depth and breadth of learning and effective opportunities to gain practical experience in continuous improvement.

The high cost of accurate knowledge.

PubMed

Sutcliffe, Kathleen M; Weber, Klaus

2003-05-01

Many business thinkers believe it's the role of senior managers to scan the external environment to monitor contingencies and constraints, and to use that precise knowledge to modify the company's strategy and design. As these thinkers see it, managers need accurate and abundant information to carry out that role. According to that logic, it makes sense to invest heavily in systems for collecting and organizing competitive information. Another school of pundits contends that, since today's complex information often isn't precise anyway, it's not worth going overboard with such investments. In other words, it's not the accuracy and abundance of information that should matter most to top executives--rather, it's how that information is interpreted. After all, the role of senior managers isn't just to make decisions; it's to set direction and motivate others in the face of ambiguities and conflicting demands. Top executives must interpret information and communicate those interpretations--they must manage meaning more than they must manage information. So which of these competing views is the right one? Research conducted by academics Sutcliffe and Weber found that how accurate senior executives are about their competitive environments is indeed less important for strategy and corresponding organizational changes than the way in which they interpret information about their environments. Investments in shaping those interpretations, therefore, may create a more durable competitive advantage than investments in obtaining and organizing more information. And what kinds of interpretations are most closely linked with high performance? Their research suggests that high performers respond positively to opportunities, yet they aren't overconfident in their abilities to take advantage of those opportunities.

Goal Translation: How To Create a Results-Focused Organizational Culture.

ERIC Educational Resources Information Center

Mourier, Pierre

2000-01-01

Presents a model for changing human and organizational behavior. Highlights include behavioral dynamics; expectations; alignment; organizational structure; organizational culture; individual skills and training; leadership; management systems; developing corporate-level goals; communicating goals to the organization; and developing employee goals.…

Innovation sustainability in challenging health-care contexts: embedding clinically led change in routine practice

PubMed Central

Martin, Graham P; Weaver, Simon; Currie, Graeme; Finn, Rachael; McDonald, Ruth

2012-01-01

The need for organizational innovation as a means of improving health-care quality and containing costs is widely recognized, but while a growing body of research has improved knowledge of implementation, very little has considered the challenges involved in sustaining change – especially organizational change led ‘bottom-up’ by frontline clinicians. This study addresses this lacuna, taking a longitudinal, qualitative case-study approach to understanding the paths to sustainability of four organizational innovations. It highlights the importance of the interaction between organizational context, nature of the innovation and strategies deployed in achieving sustainability. It discusses how positional influence of service leads, complexity of innovation, networks of support, embedding in existing systems, and proactive responses to changing circumstances can interact to sustain change. In the absence of cast-iron evidence of effectiveness, wider notions of value may be successfully invoked to sustain innovation. Sustainability requires continuing effort through time, rather than representing a final state to be achieved. Our study offers new insights into the process of sustainability of organizational change, and elucidates the complement of strategies needed to make bottom-up change last in challenging contexts replete with competing priorities. PMID:23554445

The Perceived Influence of Industry-Sponsored Credentials in the Information Technology Industry. In Essence: Key Findings from the National Research Center for Career and Technical Education No. 2.

ERIC Educational Resources Information Center

Naylor, Michele

The perceptions of human resource (HR) managers and information technology (IT) professionals regarding the influence of industry-sponsored credentials (ISCs) on recruitment, training, career development, and selected organizational outcomes were examined. Data were collected from 33 (66%) of 50 HR executives surveyed and from a Web-based survey…

Governance - Alignment and Configuration of Business Activities Task Group Report

DTIC Science & Technology

2006-05-01

governance level and the Enterprise Model as a way of ensuring integration at the management and work/execution levels 3. Ensure shared services (i.e...Management Framework o QDR Organizational Model o Secretary of Defense 2006-2008 Priorities o Shared Services Defense Business Board...support for horizontal and vertical organizations • Move “supporting” organizations to shared services model May 2006 "Team Defense" 18 Task Group

Perfect Storm: Analyzing Strategic Issues Confronting Program Executive Office, Missiles and Space

DTIC Science & Technology

2007-03-30

question or challenge affecting an organization’s mandates, mission, and values; product or service level and mix ; clients, users, or payers; or...the people are the right mix . This also includes the rewards program that provides motivation and incentives for the achievement of goals. The...visible indicators of organizational success (e.g., exploding Starbucks growth). Outputs can be described in terms of three factors. How successfully

Career Development of Managers and Executives: A Compendium.

DTIC Science & Technology

1983-06-01

Organizational or community security. A desire to stabilize the total life situation; tends to accept the organization’s definition of one’s career... life . This study reported from the point of view of individuals, con- cluding that people tend to gravitate to work situations that are consistent...technically- oriented organization should accommodate the fact of life that occupa- tional. differences are reflected in different mind-sets, and that

Can You Lead Me Now? Leading in the Complex World of Homeland Security

DTIC Science & Technology

2007-09-01

Theories of Formal Social Systems (Thousand Oaks, California: Sage Publications, 1999), 5. 3 Richard N. Osborn, James G. Hunt, and Lawrence Jauch...midst of an organizational crisis, or when executives and employees use social networks to gather information and initiate solutions for survival...GROUNDED THEORY Grounded theory offers a different way of knowing and understanding social interactions and patterns. The positivistic and deductive

Sustaining the edge: factors influencing strategy selection in academic health centers.

PubMed

Walsh, Anne M; Szabat, Kathryn

2002-01-01

Competition within the acute care sector as well as increased penetration by managed care organizations has influenced the structure and role of academic health centers during the past decade. The market factors confronting academic health centers are not dissimilar from conditions that confront other organizations competing in mature industries characterized by declining profitability and intense rivalry for market share. When confronted with intense competition or adverse external events, organizations in other industries have responded to potential threats by forming alliances, developing joint ventures, or merging with another firm to maintain their competitive advantage. Although mergers and acquisitions dominated the strategic landscape in the healthcare industry during the past decade, recent evidence suggests that other types of strategic ventures may offer similar economic and contracting benefits to member organizations. Academic health centers have traditionally been involved in network relationships with multiple partners via their shared technology, collaborative research, and joint educational endeavors. These quasi-organizational relationships appear to have provided a framework for strategic decisions and allowed executives of academic health centers to select strategies that were competitive yet closely aligned with their organizational mission. The analysis of factors that influenced strategy selection by executives of academic health centers suggests a deliberate and methodical approach to achieving market share objectives, expanding managed care contracts, and developing physician networks.

Steering the Ship: Principles of Student Success for Organizational for Change

ERIC Educational Resources Information Center

Mitchler, Jenna

2017-01-01

Researchers often use focus groups to collect data for qualitative research, but focus groups can also be used by organizational leaders to articulate participants' values or principles--principles that can be used to guide organizational change. This paper examines one staff's mobilization of a focus group to collect data for a research study…

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…

The Effects of Organizational Integration Into Informational Environments on Adoption of Innovation.

ERIC Educational Resources Information Center

Kimberly, John R.

In the context of the rapid technological advance characteristic of post-industrial societies, organizational theorists have paid a great deal of attention to the problem of organizational change. One of the central issues in various analyses of the problem of change in general has been the observation that all organizations do not respond to…

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…

A multi-wave study of organizational justice at work and long-term sickness absence among employees with depressive symptoms.

PubMed

Hjarsbech, Pernille U; Christensen, Karl Bang; Bjorner, Jakob B; Madsen, Ida E H; Thorsen, Sannie V; Carneiro, Isabella G; Christensen, Ulla; Rugulies, Reiner

2014-03-01

Mental health problems are strong predictors of long-term sickness absence (LTSA). In this study, we investigated whether organizational justice at work - fairness in resolving conflicts and distributing work - prevents risk of LTSA among employees with depressive symptoms. In a longitudinal study with five waves of data collection, we examined a cohort of 1034 employees with depressive symptoms. Depressive symptoms and organizational justice were assessed by self-administered questionnaires and information on LTSA was derived from a national register. Using Poisson regression analyses, we calculated rate ratios (RR) for the prospective association of organizational justice and change in organizational justice with time to onset of LTSA. All analyses were sex stratified. Among men, intermediate levels of organizational justice were statistically significantly associated with a decreased risk of subsequent LTSA after adjustment for covariates [RR 0.49, 95% confidence interval (95% CI) 0.26-0.91]. There was also a decreased risk for men with high levels of organizational justice although these estimates did not reach statistical significance after adjustment (RR 0.47, 95% CI 0.20-1.10). We found no such results for women. In both sexes, neither favorable nor adverse changes in organizational justice were statistically significantly associated with the risk of LTSA. This study shows that organizational justice may have a protective effect on the risk of LTSA among men with depressive symptoms. A protective effect of favorable changes in organizational justice was not found.

Managing Organizational Change in the Community College. ERIC Digest.

ERIC Educational Resources Information Center

Kozeracki, Carol

This digest discusses two recurrent themes presented in the New Directions for Community Colleges volume titled "Organizational Change in the Community College: Ripple or Sea Change?" First, change in the external environment is accelerating, and colleges must respond to these changes to thrive. External environmental influences include…

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

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.

A complementary marriage of perspectives: understanding organizational social context using mixed methods.

PubMed

Beidas, Rinad S; Wolk, Courtney L Benjamin; Walsh, Lucia M; Evans, Arthur C; Hurford, Matthew O; Barg, Frances K

2014-11-23

Organizational factors impact the delivery of mental health services in community settings. Mixed-methods analytic approaches have been recommended, though little research within implementation science has explicitly compared inductive and deductive perspectives to understand their relative value in understanding the same constructs. The purpose of our study is to use two different paradigmatic approaches to deepen our understanding of organizational social context. We accomplish this by using a mixed-methods approach in an investigation of organizational social context in community mental health clinics. Nineteen agencies, representing 23 sites, participated. Enrolled participants included 130 therapists, 36 supervisors, and 22 executive administrators. Quantitative data was obtained via the Organizational Social Context (OSC) measure. Qualitative data, comprised of direct observation with spot sampling generated from agency visits, was coded using content analysis and grounded theory. The present study examined elements of organizational social context that would have been missed if only quantitative data had been obtained and utilized mixed methods to investigate if stratifying observations based on quantitative ratings from the OSC resulted in the emergence of differential themes. Four of the six OSC constructs were commonly observed in field observations (i.e., proficiency, rigidity, functionality, stress), while the remaining two constructs were not frequently observed (i.e., resistance, engagement). Constructs emerged related to organizational social context that may have been missed if only quantitative measurement was employed, including those around the physical environment, commentary about evidence-based practice initiatives, leadership, cultural diversity, distrust, and affect. Stratifying agencies by "best," "average," and "worst" organizational social context impacted interpretation for three constructs (affect, stress, and leadership). Results support the additive value of integrating inductive and deductive perspectives in implementation science research. This synthesis of approaches facilitated a more comprehensive understanding and interpretation of the findings than would have been possible if either methodology had been employed in isolation.

Lessons learned or lessons noted: A retrospective case study of the stored organizational memory of the causes of mishaps in NASA

NASA Astrophysics Data System (ADS)

Miller, Susan Burgess

This study of the National Aeronautics and Space Administration's (NASA) organizational memory explores how the root causes of NASA mishaps have changed from the creation of NASA in 1958 through 2002. Official Mishap Board Reports document in stored organizational memory the organization's analyses of the causes of the mishaps. Using Parsons' Social Action Theory for its theoretical frame, and the Schwandt Organizational Learning Systems Model as the theoretical lens, this study provides a meta-analysis of 112 Type A mishap reports to discern what patterns in this stored organizational memory have emerged over time. Results indicate marked stability in the causes of mishaps until the latter portion of the study period. The theory of revolutionary change is considered to explain this apparent shift. Discussion includes the roles organizational culture, sensemaking and identity played in data collection and knowledge management challenges as well as in the lack of change in mishap causes.

Elements of Engineering Excellence

NASA Technical Reports Server (NTRS)

Blair, J. C.; Ryan, R. S.; Schutzenhofer

2012-01-01

The inspiration for this Contract Report (CR) originated in discussions with the director of Marshall Space Flight Center (MSFC) Engineering who asked that we investigate the question: "How do you achieve excellence in aerospace engineering?" Engineering a space system is a complex activity. Avoiding its inherent potential pitfalls and achieving a successful product is a challenge. This CR presents one approach to answering the question of how to achieve Engineering Excellence. We first investigated the root causes of NASA major failures as a basis for developing a proposed answer to the question of Excellence. The following discussions integrate a triad of Technical Understanding and Execution, Partnership with the Project, and Individual and Organizational Culture. The thesis is that you must focus on the whole process and its underlying culture, not just on the technical aspects. In addition to the engineering process, emphasis is given to the need and characteristics of a Learning Organization as a mechanism for changing the culture.

[Ethical issues in nursing leadership].

PubMed

Wang, Shu-Fang; Hung, Chich-Hsiu

2005-10-01

Social transition causes shifts and changes in the relationship between health professionals and their patients. In their professional capacity, it is important today for nurses to handle ethical dilemmas properly, in a manner that fosters an ethical environment. This article investigates the ethical concerns and decision processes of nurses from a knowledge construction perspective, and examines such issues as patient needs, staff perceptions, organizational benefits, and professional image. The decision making methods commonly used when facing ethical dilemma explored in this study include the traditional problem solving, nursing process, MORAL model, and Murphy's methods. Although decision making for ethical dilemmas is governed by no universal rule, nurses are responsible to try to foster a trusting relationship between employee and employer, health care providers and patients, and the organization and colleagues. When decision making on ethical dilemmas is properly executed quality care will be delivered and malpractice can be reduced.