Electricity privatisation IT'S role in facilitating rapid organisational change

1991 ◽  
Vol 1 (4) ◽  
pp. 178
Author(s):  
R.A. Peddie ◽  
J.H. Banks ◽  
T.J. Haslam
Keyword(s):  
Organisational Change

Retóricas, metáforas y su papel en el cambio organizacional

Oikos ◽  
2014 ◽  
Vol 16 (33) ◽  
pp. 69
Author(s):  
Luis Muñoz Medina ◽  
Rafael Pizarro Rodríguez
Keyword(s):  
Scientific Literature ◽  
Organisational Change ◽  
Change Processes ◽  
Emotional Burden ◽  
New Approaches ◽  
Palabras Clave ◽  
The Creation ◽  
Change Concept

The Role of Rhetoric and Metaphors in Organisational Change  RESUMEN El presente artículo es una recopilación de literatura científica que demuestra la relevancia de comprender nuevas formas de construir el concepto de cambio organizacional a través del lenguaje, en especial a través de claves lingüísticas como la retórica y metáfora. Esta construcción ayuda a generar procesos de cambio organizacional que presenten una menor intensidad y carga emocional negativa para los individuos, así como una mejor comprensión del mismo cambio para los empleados. Palabras clave: cambio, organización, retórica, metáfora. ABSTRACT This article is a compilation of scientific literature about the importance of understanding new approaches to the construction of the organisational change concept through language, especially through linguistic devices such as rhetorical and metaphorical ones. This construction helps the creation of organisational change processes with lower levels of impact and a lower negative emotional burden for individuals as well as a better understanding of such changesKeywords: changes; organisation; rhetoric; metaphor. 

scholarly journals Unpacking the package

2015 ◽  
Vol 12 (4) ◽  
pp. 346-376 ◽  
Author(s):  
Mark Evans ◽  
Basil Phillip Tucker
Keyword(s):  
Organisational Change ◽  
Clean Energy ◽  
Management Control ◽  
Theory And Practice ◽  
Structured Interviews ◽  
Informal Control ◽  
Content Type ◽  
Energy Company ◽  
Management Controls ◽  
Control Package

Purpose – The purpose of this paper is to explore the ways in which both formal and informal control, operating as a package, are implicated in responding to organisational change arising from the introduction of the Australian Federal Government’s Clean Energy Act (2011). Design/methodology/approach – This investigation is based on a review of archival data, and semi-structured interviews conducted with 15 staff at different hierarchical levels within an Australian renewable energy company. Findings – Although formal management control systems and informal control both played important roles in the organisation’s reorientation to organisational change, it was the latter form of control that predominated over the former. The influence of the prevailing organisational culture, however, was pivotal in orchestrating both formal and informal control efforts within this organisation. Originality/value – This study contributes to management control theory and practice in two ways: first, it provides much needed empirical evidence about the ways in which management controls act as a package; second, it offers insights into the relative importance of the components of a management control package in the context of a particular organisational change. In addition, it responds to Laughlin’s (1991) call for empirical “flesh” to be added to the skeletal framework he advocates to make this conceptualisation of organisational change, “more meaningful”.

A case study of servicizing in the farming-livestock sector: organisational change and potential environmental improvement

2016 ◽  
Vol 124 ◽  
pp. 84-93 ◽  
Author(s):  
Ángeles Pereira ◽  
Adolfo Carballo-Penela ◽  
Manuel González-López ◽  
Xavier Vence
Keyword(s):  
Organisational Change ◽  
Environmental Improvement ◽  
Livestock Sector

scholarly journals Organisational change in hospitals: a qualitative case-study of staff perspectives

2019 ◽  
Vol 19 (1) ◽  
Author(s):  
Chiara Pomare ◽  
Kate Churruca ◽  
Janet C. Long ◽  
Louise A. Ellis ◽  
Jeffrey Braithwaite
Keyword(s):  
Health Systems ◽  
Early Stage ◽  
Organisational Change ◽  
Hospital Staff ◽  
Hospital Environment ◽  
Structured Interviews ◽  
Metropolitan Hospital ◽  
The Face ◽  
Negative Expectations

Abstract Background Organisational change in health systems is common. Success is often tied to the actors involved, including their awareness of the change, personal engagement and ownership of it. In many health systems, one of the most common changes we are witnessing is the redevelopment of long-standing hospitals. However, we know little about how hospital staff understand and experience such potentially far-reaching organisational change. The purpose of this study is to explore the understanding and experiences of hospital staff in the early stages of organisational change, using a hospital redevelopment in Sydney, Australia as a case study. Methods Semi-structured interviews were conducted with 46 clinical and non-clinical staff working at a large metropolitan hospital. Hospital staff were moving into a new building, not moving, or had moved into a different building two years prior. Questions asked staff about their level of awareness of the upcoming redevelopment and their experiences in the early stage of this change. Qualitative data were analysed using thematic analysis. Results Some staff expressed apprehension and held negative expectations regarding the organisational change. Concerns included inadequate staffing and potential for collaboration breakdown due to new layout of workspaces. These fears were compounded by current experiences of feeling uninformed about the change, as well as feelings of being fatigued and under-staffed in the constantly changing hospital environment. Nevertheless, balancing this, many staff reported positive expectations regarding the benefits to patients of the change and the potential for staff to adapt in the face of this change. Conclusions The results of this study suggest that it is important to understand prospectively how actors involved make sense of organisational change, in order to potentially assuage concerns and alleviate negative expectations. Throughout the processes of organisational change, such as a hospital redevelopment, staff need to be engaged, adequately informed, trained, and to feel supported by management. The use of champions of varying professions and lead departments, may be useful to address concerns, adequately inform, and promote a sense of engagement among staff.

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