Healthy Change Process Index (HCPI) as a predictor of workplace bullying during organisational change

2010 ◽  
Author(s):  
S. D. Tvedt ◽  
M. B. Nielsen ◽  
B. Lau
Keyword(s):  
Change Process ◽  
Workplace Bullying ◽  
Organisational Change ◽  
Process Index

Action research: a way of researching or a way of managing?

2003 ◽  
Vol 8 (2) ◽  
pp. 100-104 ◽  
Author(s):  
Richard Lilford ◽  
Rachel Warren ◽  
David Braunholtz
Keyword(s):  
Action Research ◽  
Change Process ◽  
Research Finding ◽  
Organisational Change ◽  
Total Quality ◽  
Discrete Form ◽  
Effect Change ◽  
Managerial Action ◽  
Service Managers ◽  
Change Monitoring

Scrutinising recent systematic reviews both on action research and on the management of change in organisations, we have made two observations which, we believe, clarify a rather amorphous literature. First, by comparing formal descriptions of each, action research cannot be clearly distinguished from many other change methodologies. This applies particularly to total quality management (TQM). Both action research and TQM are cyclical activities involving examination of existing processes, change, monitoring the apparent effects of the change and further change. Both emphasise active participation of stakeholders. The examples used to illustrate action research would serve equally well as examples of TQM and vice versa. Second, the methods used in action research are neither specific to action research nor are they of any particular kind. It therefore follows that action research, in so far as it purports to describe a unique or discrete form of research rather than a change process, is a misnomer. Based on these observations, we make two suggestions. Organisational change should be described in terms of the steps actually taken to effect change rather than in 'terms of art' which, like the various brands of post-Freudian psychotherapy, obscure what they have in common rather than illuminate substantive differences. And the research embedded in any cyclical managerial process can have two broad (non-exclusive) aims: to help local service managers to take the next step or to assist managers in other places and in future years to make decisions. These can be described as limited (formative) and general (summative) aims. Whether, or to what extent, a research finding is generalisable across place and time is a matter of judgement and turns on the form of the research and on its context; it is completely independent of whether or not the research was carried out within a cycle of managerial action currently described by terms such as action research or TQM.

scholarly journals Professional development of sustainability competences in higher education

2017 ◽  
Vol 18 (5) ◽  
pp. 697-714 ◽  
Author(s):  
Wim Lambrechts ◽  
Elli Verhulst ◽  
Sara Rymenams
Keyword(s):  
Higher Education ◽  
Professional Development ◽  
Change Process ◽  
Organisational Change ◽  
Constructivist Approach ◽  
Content Type ◽  
Political Analysis ◽  
The Individual ◽  
The University

Purpose This paper aims to provide insights into the relation between professional development (PD) and organisational change processes towards sustainability, with a specific focus on empowerment. Design/methodology/approach The paper builds upon a constructivist approach, combining a literature review, a desk research on key publications and reports and a socio-political analysis to reveal the specific context in Flanders, Belgium. Findings are then connected to earlier insights from research on organisational change for sustainability. Findings The paper provides a number of PD initiatives that focus on sustainability in general and in a single higher education (HE) institution. Framing such initiatives as an organisational change process offers insights on how elements of empowerment are currently incorporated in PD initiatives and how it can strengthen them to lead to the further integration of sustainability competences in HE. Research limitations/implications Limitations are linked with the kind of sources used in the constructivist approach. The analysis only looks at written reports on the topic, albeit it also builds upon the first-hand experiences of educators in the HE institution focused upon in the case. Practical implications There is a need to frame PD initiatives as an organisational change process towards sustainability with specific attention towards empowerment. Without this framing, PD approaches comprise the risk of being left in the margins or being understood as single initiatives without any connection to the bigger picture, i.e. the transition towards sustainability in HE. Social implications Interlinking PD and organisational change provides opportunities to frame the sustainability transition within the university in a wider societal context. Originality/value The paper provides an original contribution to the debate on sustainability competences, as it frames the PD within an organisational context, rather than focusing on the individual role of educators.

Digital Transformations Carried Out Through Games

2020 ◽  
pp. 119-147
Author(s):  
Therese Hedman Monstad ◽  
Sanna Burman
Keyword(s):  
Qualitative Study ◽  
Change Process ◽  
Organisational Change ◽  
Digital Transformation ◽  
Change Processes

Digital transformations are ubiquitous in today's society. Organisations at all levels and types are challenged by the necessity to relate and adapt their activities to the digital reality of the environment in which they operate. Despite the focus on digitalization, many of the digital transformation projects fail. Organisations are therefore probing for tools that can lead to successful transformations. In this chapter, the authors explore if gamification, here considered a servicescape, may be used to endorse and enhance employees' understanding, engagement, and participation in a digital change process. A qualitative study has been carried out where two organisations' change processes have been explored and gaming experts have been interviewed to give their view of the use of gamification in organisational change processes. The results indicate that gamification may be used to engage and motivate employees to participate in organisational change and hence contribute to successful digital transformation.

scholarly journals The Effect of Leadership Behaviours on the Change Process in Healthcare Organisations in Saudi Arabia

2018 ◽  
Vol 10 (6) ◽  
pp. 77
Author(s):  
Mohammad Alharbi
Keyword(s):  
Saudi Arabia ◽  
Change Process ◽  
Leadership Behaviors ◽  
Organisational Change ◽  
Primary Data ◽  
Cross Sectional ◽  
Self Administered Questionnaire ◽  
Insight Into ◽  
Profound Insight

OBJECTIVE: The purpose of this empirical study was to explore and determine the influence of leadership behaviors on the organisational change process in healthcare organisations in the Kingdom of Saudi Arabia.METHODS: Primary data were collected from a sample of 272 employees in hospitals in the Al-Qassim region. The study used a self-administered questionnaire to examine the role of leadership behaviors (task-, relations-, and change-oriented leadership behaviors) on the organisational change process in healthcare organisations. Cross-sectional data were analyzed using SPSS.RESULTS: Positive and significant relations were found between leadership behaviors and the organisational change process contributed 54% of the variation in the dependent variable (R2 = 0.54).CONCLUSIONS: The findings of this research are highly significant, as they can give managers and organisational leaders a more profound insight into the behaviors and practices required to improve healthcare organisations’ performance during implementation of the change process.

scholarly journals Palvelurakennemuutoksen diskurssit: Erikoissanaston käyttö kaupunkiorganisaation suunnittelukokouksissa

Virittäjä ◽  
2018 ◽  
Vol 122 (1) ◽  
Author(s):  
Riikka Nissi
Keyword(s):  
Customer Service ◽  
Change Process ◽  
Organisational Change ◽  
Service Encounter ◽  
Project Leader ◽  
Work Processes ◽  
Public Officials ◽  
Mutual Relations ◽  
The One ◽  
The City

Tutkimus käsittelee organisaatiomuutokseen liittyvää erikoissanastoa. Sen aineistona ovat kaupunkiorganisaation kokoukset, joissa suunnitellaan kaupungin palvelurakenteen muutosta. Kokousten osallistujiin kuuluvat kaupungin työntekijöistä koottu projektiryhmä, projektipäällikkö ja muuta projektin johtoa, valtion virkamiehiä sekä ulkopuolisia konsultteja. Tutkimuksessa tarkastellaan keskustelun- ja diskurssianalyyttisin metodein, miten muutosprosessia ohjaavan toteutusohjeen sanasto tuodaan osaksi kokousten vuorovaikutusta. Siinä analysoidaan 1) minkälaisiin diskursseihin sanaston termit kiinnittyvät, 2) miten niitä käytetään osana suunnittelukokousten vuorovaikutusta sekä 3) minkälaisia muutoksia niiden käytössä ilmenee kokoussarjan kuluessa. Tutkimuksen tulokset osoittavat, että kokousvuorovaikutuksessa toteutusohjeen sanasto tuo keskusteluun kaksi eri diskurssia, tehostamisen diskurssin ja kohtaamisen diskurssin, joissa painottuvat toisaalta organisaation työprosessit ja niiden suunnitelmallinen koordinointi, toisaalta asiakkaan ja asiakaspalvelijan keskinäinen suhde ja erityisesti asiakkaan näkökulma. Tehostamisen diskurssi liittyy kokouksissa valtion virkamiesten ja konsulttien pitämiin esitelmiin, joissa määritellään ja ohjaillaan käynnissä olevaa muutosprosessia. Kohtaamisen diskurssi yhdistyy puolestaan kaupungin työntekijöiden ja muiden osallistujien tuottamiin kuvauksiin asiakaspalvelutilanteista. Sen avulla pyritään paitsi normittamaan näitä tilanteita myös vastustamaan tai tukemaan projektiin liittyviä suunnitelmia. Artikkeli osoittaa, miten kokouksen osallistujat neuvottelevat termien välityksellä projektin omistajuudesta sekä ammatillisista rooleistaan, tietämyksestään ja keskinäisistä suhteistaan. Tutkimus tuokin uutta tietoa moniammatillisen suunnittelutyön ja organisaatiomuutoksen kielellisestä dynamiikasta.   Discourses of service structure change: The use of a specialised lexicon in planning meetings of the city organisation This study investigates the specialised lexicon connected with organisational change. The data originates from the meetings of a city organisation, at which a change in the service structure of the city is being planned. The participants at the meetings include the project group comprising the employees of the city, the project leader and other project management representatives, public officials, and outside consultants. By using conversation and discourse analytical methods, the study examines how the lexicon – deriving from the dictionary of the instruction book that guides the change process – is brought into the meeting interaction. The article analyses 1) what kinds of discourse the terms of the dictionary are related to, 2) how they are employed as part of local actions in planning meeting interaction and 3) what kinds of change occur in their use during the longitudinal series of meetings. The analysis shows that the lexicon circulated in meeting interactions introduces into the conversation two salient discourses, the discourse of rationalisation and the discourse of the service encounter, which on the one hand emphasise the work processes of the organisation and their systematic coordination, and on the other hand, the perspective of the customer and his/her relation to the customer service assistant. The discourse of rationalisation is particularly linked to the presentations given by the public officials and consultants, used to define and steer the ongoing change process. For its own part, the service encounter discourse is associated with those descriptions of customer service situations produced by city employees and other meeting participants. It is used both to regulate these situations and to support and resist the plans related to the project. The article shows how the participants, through their use of the terms, negotiate ownership of the project and their own professional roles, knowledge and mutual relations. In this way, the article presents a new understanding of the language dynamics of multi-professional planning work and organisational change.  

Organisational development in a rural hospital in Australia

2015 ◽  
Vol 39 (2) ◽  
pp. 127 ◽  
Author(s):  
Suzanne Young ◽  
Sandra Leggat ◽  
Pauline Stanton ◽  
Tim Bartram
Keyword(s):  
Leadership Development ◽  
Change Process ◽  
Middle Managers ◽  
Participant Observation ◽  
Single Case ◽  
Organisational Change ◽  
Development Project ◽  
Organisational Development ◽  
Development Intervention ◽  
The Relationship

Objective This paper analyses an organisational development project that aimed to change the organisational culture and improve people management systems and processes. The questions addressed were: was the change process a success; how was success defined; and what were the barriers to its progress? Methods We examined the process of change over a 3-year period. The organisational development intervention is described and analysed. Qualitative methods, including document review, in-depth interviews and focus groups, participant observation, newsletters and diary entries were used to gather the data. A variant of competing values was used to analyse the data. Results We sought to build trust with all managers and encouraged reflection by conducting feedback sessions, presentations, workshops and one-on-one and group discussions. A cross-site action group was established to encourage organisation-wide participation in the project. However, it was clear that stakeholders had different understandings and perceptions of the problems facing the organisation. The project faltered when a leadership development intervention was organised. Conclusions The existence of at least four different organisational ‘worlds’ and identities, according to different professional groupings with different goals, languages and values, was evident. The relationship between the researcher and subjects was key in terms of whether the researcher is seen as an ‘expert’ or as a ‘facilitator’. In bringing about change, we need to work with the Chief Executive Officer in empowering others. Hence, the researchers need to engage in continual dialogue across boundaries and within groups as well as at individual levels to provide support for organisational change. What is known about the topic? Evidence suggests that change processes often fail, that success in one part of the organisation may not translate into organisation-level performance and that change may fail to deliver expected organisation-wide results. Fluctuating organisational expectations may render managers unable to understand the shifting world and the confusion, anxiety and stress that middle managers experience as part of the change process may impede decision making. What does this paper add? This paper reports on a single case study of an organisational development project in a rural health service in Australia. The contribution of this paper is in demonstrating the different worlds of each of the actors involved. Moreover, it shows that building relationships is key. What are the implications for practitioners? The relationship between the researcher and subjects is key in terms of whether the researcher is seen as an ‘expert’ or as a ‘facilitator’. The researchers need to engage in continual dialogue across boundaries and within groups, as well as at individual levels, to provide support for organisational change. The research also demonstrates the importance of middle managers in facilitating communication between senior management and employees.

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