Youth Sport Organizational Structure and Athlete Development

2020 ◽  
Vol 9 (1) ◽  
pp. 20-24
Author(s):  
Suzannah Mork Armentrout ◽  
Julia Dutove
Keyword(s):  
High School ◽  
Organizational Change ◽  
Organizational Structure ◽  
Advisory Committee ◽  
Change Process ◽  
Structural Organization ◽  
Integrative Model ◽  
Organizational Changes ◽  
Current Structure ◽  
Youth Hockey

Chris Johansen is on the board for the Rockton Yuba Hockey Association, a robust and growing youth hockey association near St. Paul, MN. Parents in the association have brought to his attention a couple issues with the structural organization. Specifically, (1) some think athletes are limited in their opportunity to develop to their fullest potential because of the current structure of the association, and (2) others feel that if the youth hockey association was organized differently this would facilitate retention of players through high school. Chris has been charged by the president of the association to learn more about potential organizational changes and how these changes could impact the players and organization. Based on this information, the advisory committee has been asked to submit a recommendation to the board regarding potential organizational changes. The Integrative Model for Organizational Theory will be used to gain a better understanding of the organizational change process.

scholarly journals Restructuring a Pharmacy Department: Leadership Strategies for Managing Organizational Change

2018 ◽  
Vol 53 (4) ◽  
pp. 225-229
Author(s):  
BrookeAnne Magrum ◽  
Robert J. Weber
Keyword(s):  
Organizational Change ◽  
Organizational Structure ◽  
Change Process ◽  
Medical Center ◽  
Leadership Strategies ◽  
Organizational Changes ◽  
Patient Centered ◽  
Pharmacy Department ◽  
Structure Changes ◽  
Pharmacy Leaders

Background: The Director’s Forum series is designed to guide pharmacy leaders in establishing patient-centered services in hospitals and health-systems. This article focuses on leadership strategies for managing organizational change within a pharmacy department. Objective: The goals of this article are to describe the foundations of pharmacy organizational structure changes and strategies to efficiently and effectively manage the associated change. Methods: This article will aim to (1) describe the organizational structure change process, (2) list known rules to follow when redesigning an organizational structure, (3) briefly describe the organizational change at the Ohio State Wexner Medical Center, and (4) describe leadership strategies to overcome potential challenges of organizational changes. Conclusion: The strategies discussed in this article and proposed sample template for organizational change process may be used by a pharmacy department in an effort to restructure their department.

scholarly journals Manajemen Perubahan Organisasi Sebagai Upaya Peningkatan Kinerja Perusahaan di Industri Batik Laweyan Surakarta

2018 ◽  
Vol 3 (1) ◽  
pp. 49
Author(s):  
Lukman Hakim ◽  
Eko Sugiyanto
Keyword(s):  
Organizational Change ◽  
Environmental Factor ◽  
Change Process ◽  
Economic Condition ◽  
Organizational Changes ◽  
Change Factors ◽  
Company Policy ◽  
The Government ◽  
Materials Used ◽  
The Impact

Abstract : The purpose of this study are: (1) Identify the causes of organizational changes that occur in Batik Laweyan Surakarta industry. (2) Identify the impact of organizational change in Batik Laweyan Surakarta industry. (3) Analyzing organizational change process that happened in Batik Laweyan Surakarta industry. (4) Analyzing the constraining factors and supporting organizational change in Batik Laweyan Surakarta industry. The result of the research concludes that the cause of organizational change: (1) because the fulfillment of consumer needs and tastes, (2) competition from batik entrepreneurs, (3) due to fluctuating economic condition in Indonesia. (4) The existence of education problem and financial ability of batik company, (5) environmental factor around. The process of execution of changes that occurred in Batik Laweyan industry in general is the same character that is the character of calm and orderly by evolution or stages (midle of change). Factors supporting the change include: (1) the government, (2) the protective institutions(Kampoeng Batik Laweyan Development Forum), (3) company policy, (4) the materials used to innovate in the process of easy staining obtained. Source of rejection to change of organization, among others: (1) concern about the emergence of new competitor, (2) Variety of idea batik entrepreneur.Abstraksi : Tujuan penelitian ini adalah:  (1) Mengidentifikasi penyebab perubahan organisasi yang terjadi di industri Batik  Laweyan Surakarta.  (2) Mengidentifikasi dampak perubahan organisasi di industri Batik  LaweyanSurakarta. (3) Menganalisis proses perubahan organisasi yang terjadi di industri Batik  LaweyanSurakarta. (4) Menganalisis faktor pendukung perubahan organisasi di industri Batik  LaweyanSurakarta. Hasil penelitian menyimpulkan bahwa penyebab perubahan organisasi:  (1) karena pemenuhan kebutuhan dan selera konsumen, (2) adanya persaingan dari competitor pengusaha batik, (3) karena kondisi perekonomian di Indonesia yang fluktuatif. (4) Adanya masalah pendidikan dan kemampuan keuangan perusahaan batik, (5) faktor lingkungan sekitar. Proses pelaksanaan perubahan yang terjadi di Industri Batik Laweyan secara umum adalah berkarakter sama yaitu karakter tenang dan teratur secara evolusi atau tahapan-tahapan (midle of change). Faktor pendukung perubahan, antara lain: (1) pihak pemerintah, (2) lembaga pelindung (Forum Forum Pengembangan Kampoeng Batik Laweyan/ FPKBL), (3) Kebijakan perusahaan, (4) bahan-bahan yang digunakan untuk melakukan inovasi dalam proses pewarnaan mudah didapatkan. Sumber penolakan terhadap perubahan oganisasi, antara lain:(1) kekhawatiran akan munculnya pesaing-pesaing baru, (2) Beragamnya ide atau gagasan pengusaha batik.

scholarly journals STRATEGI KOMUNIKASI PENYEBARAN PESAN PERUBAHAN PADA PT. PERTANI (PERSERO)

2019 ◽  
Vol 3 (1) ◽  
pp. 23
Author(s):  
Elda Clara Sophia ◽  
Lilyana Aprianty
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Board Of Directors ◽  
Change Process ◽  
Work Environments ◽  
Organizational Changes ◽  
Board Meeting ◽  
Descriptive Research ◽  
Depth Interview ◽  
Qualitative Descriptive

Organizational culture is a belief, custom, value which exist in an organization in order to differ one organization and the other. Affairs in organizational culture unwittingly manage attitudes and behaviors of the organizational doers that its practice affects to the work environments. This research discusses about the practice of organizational culture values that are applied by PT Pertani (Persero) as one of Indonesian State Owned Enterprises after there were changes in Board of Directors. This research aims to find out the organizational change and the distribution of order changes along with the practice of organizational culture values in PT Pertani (Persero). Researcher uses the theory of organizational communication which focuses on organizational change and organizational culture. This is a qualitative descriptive research using the method of in-depth interview and observation. The result of this research is planned organizational changes found in PT Pertani (Persero) with the distribution of change process through tell and sell method in board meeting once a week, identify and reply by involving employees to create the concept of change for company development, and withold and uphold which is electing important information done by management to be distributed to all employees. After committing organizational changes, the practice of organizational culture values in PT Pertani (Persero) is performed based on Board of Directors' instructions which consist of enforcement of new regulations and a more disciplined and assertive way of working as well as advancing employees' rights in a form of income increase.    

Continuous Improvement Efforts Often Dictate Organizational Change: What are the Mechanisms for Change?

1992 ◽  
Vol 36 (11) ◽  
pp. 843-847 ◽  
Author(s):  
Robert L. Getty
Keyword(s):  
Organizational Change ◽  
Organizational Structure ◽  
Continuous Improvement ◽  
Present Form ◽  
Change Processes ◽  
Organizational Changes ◽  
Specific Change ◽  
Change Mechanisms

Organizational changes that occur to gain the objectives of continuous improvement are highly visible endeavors. However, there is little guidance regarding the specific change mechanisms to follow. There appears to be conflicting concepts of how to bring about change and how to utilize the existing organizational structure in the change processes. In an attempt to find a synthesis of the various concepts, each is explored with its recommended solution. The premise of this synthesis is that the organization in its present form must be thoroughly understood and the skills that have evolved are the primary mechanisms for any changes.

scholarly journals Contradictory values in the process of organizational change: a case study

2017 ◽  
Vol 22 (2) ◽  
pp. 29
Author(s):  
Nebojsa Janicijevic
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Change Process ◽  
Research Method ◽  
Quantitative Research ◽  
Case Study Research ◽  
Organizational Changes ◽  
Case Study Method ◽  
Qualitative And Quantitative

Values have always been perceived as a guide for action at both individual and organizational levels. By showcasing an example of one Serbian company, the paper aims to present how employees and managers’ collective values can be inconsistent and contradictory, as well as the causes and effects of such a state of company’ system of values. The research was conducted by applying a case study method in a Serbian company comprising both qualitative and quantitative research techniques. The company was in the process of intensive organizational changes at the time of the research. The research has shown that it is possible for values of the employees and managers to be contradictory and that this contradiction is caused by radical changes both in the environment and in the organization itself. The research has also shown that this contradiction characterizes the Moving Phase in the process of organizational change, and that it is likely to disappear when company moves into the Refreezing Phase in the change process. The conclusions of this paper imply that the structure of collective values in organizations must be taken into account both in research and in practice of change management. Generalization of conclusions and implications is limited by the nature of the applied case study research method.

Organizational Change in medium and large companies of Sugamuxi Valley

1970 ◽  
Vol 15 (1) ◽  
Author(s):  
José Javier González Millán ◽  
Miryam Teresa Rodríguez Díaz ◽  
Oscar Ulises González Millán
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Organizational Structure ◽  
Descriptive Analysis ◽  
Statistical Technique ◽  
Management Processes ◽  
Low Culture

To characterize the change management processes, barriers, policies and factors that currently favor medium and large companies of the Sugamuxi Valley. The type and method of study was descriptive – explanatory. The statistical technique used was descriptive analysis using 561 surveys in medium (22) and large (18) Sugamuxi Valley companies. The biggest barriers were: adherence to rules (51.2%), multidisciplinary professions (51%), imposing the criteria of the oldest workers (47.4%) and organizational structure (43.9 %). The stimuli were: support for patents and innovations (93%), support for artistic activities (90%) and scholarships for study (90%), event registration training (79.7%) and transportation to events (82.4%). The research reveals a low culture of change, with a lack of incentives and business forms of adaptability and flexibility.Este artículo muestra la carácterización de los procesos de gestión del cambio, barreras, políticas y factores que actualmente favorecen a las medianas y grandes empresas del Valle de Sugamuxi. El tipo y método de estudio utilizado fue descriptivo - explicativo. La técnica estadística utilizada fue el análisis descriptivo mediante 561 encuestas en medianas (22) y grandes (18) empresas del Valle de Sugamuxi. Los mayores obstáculos fueron: la adhesión a las normas (51,2 %), profesiones multidisciplinares (51 %), imposición de los criterios de los trabajadores más antiguos (47,4 %) y la estructura organizacional (43,9 %). Los estímulos fueron: el apoyo a las patentes e innovaciones (93%), apoyo a las actividades artísticas (90%) y becas de estudio (90 %), registro en eventos de capacitación (79,7 %) y transporte a los eventos (82.4 %). La investigación revela una baja cultura de cambio, con falta de incentivos y formas de negocio de adaptabilidad y flexibilidad.Este artigo apresenta a caracterização dos processos de gestão de mudança, barreiras, políticas e fatores que atualmente favorecem às médias e grandes empresas do Valle de Sugamuxl. O tipo e método de estudo utilizado foi o descritivo – explicativo. A técnica estatística utilizada foi a análise descritiva mediante 561 enquetes em médias (22) e grandes (18) empresas no Valle de Sugamuxl. Os maiores obstáculos foram: a adesão às normas (51,2 %), profissões multidisciplinares (51 %), imposição dos critérios dos trabalhadores mais antigos (47,4 %), e a estrutura organizacional (43,9 %). Os estímulos foram: o apoio às patentes e inovações (93%), apoio às atividades artísticas (90%), bolsas de estudo (90%), registro em eventos de treinamento (79,7%), e transporte aos eventos (82,4%). A pesquisa revela uma cultura com poucos índices de mudança, com falta de incentivos e formas de negócios de adaptabilidade e flexibilidade.

scholarly journals Trait attributions and threat appraisals explain why an entity theory of personality predicts greater internalizing symptoms during adolescence

2021 ◽  
pp. 1-11
Author(s):  
Eunjin Seo ◽  
Hae Yeon Lee ◽  
Jeremy P. Jamieson ◽  
Harry Reis ◽  
Robert A. Josephs ◽  
...  
Keyword(s):  
High School ◽  
Internalizing Symptoms ◽  
Implicit Theories ◽  
Integrative Model ◽  
First Year ◽  
Negative Consequences ◽  
Entity Theory ◽  
Multiple Datasets ◽  
Threat Appraisals ◽  
Challenge And Threat

Abstract Adolescents who hold an entity theory of personality – the belief that people cannot change – are more likely to report internalizing symptoms during the socially stressful transition to high school. It has been puzzling, however, why a cognitive belief about the potential for change predicts symptoms of an affective disorder. The present research integrated three models – implicit theories, hopelessness theories of depression, and the biopsychosocial model of challenge and threat – to shed light on this issue. Study 1 replicated the link between an entity theory and internalizing symptoms by synthesizing multiple datasets (N = 6,910). Study 2 examined potential mechanisms underlying this link using 8-month longitudinal data and 10-day diary reports during the stressful first year of high school (N = 533, 3,199 daily reports). The results showed that an entity theory of personality predicted increases in internalizing symptoms through tendencies to make fixed trait causal attributions about the self and maladaptive (i.e., “threat”) stress appraisals. The findings support an integrative model whereby situation-general beliefs accumulate negative consequences for psychopathology via situation-specific attributions and appraisals.

Signaling, resource-based power, and pre-IPO organizational change

2012 ◽  
Vol 15 (1) ◽  
pp. 29-42
Author(s):  
John S. Pearlstein ◽  
Robert D. Hamilton
Keyword(s):  
Organizational Change ◽  
Organizational Changes

The theory presented suggests that underwriters are both advisors and independent agents in the issuerʼs attempt to send “signals” of quality to investors by making pre-IPO organizational changes. These pre-IPO gambits are intended to increase IPO proceeds, and preemptively address potential investor concerns that would deter them from subscribing. These organizational changes initially can financially benefit founders, early investors and underwriters. But they can also have a longterm impact that some issuers, especially founders, would prefer to avoid. Utilizing signaling and resource-based power, we find that underwriter power is significantly associated with making pre-IPO gambits and lower levels of underpricing.

Organizational Change for the Human Services

2021 ◽  
Author(s):  
Thomas Packard
Keyword(s):  
Organizational Change ◽  
Conceptual Framework ◽  
Change Process ◽  
Team Building ◽  
Change Leadership ◽  
Service Organizations ◽  
Evidence Based ◽  
Case Examples ◽  
Arc Model ◽  
Organizational Culture Change

This book presents an evidence-based conceptual framework for planning and implementing organizational change processes specifically focused on human service organizations (HSOs). After a brief discussion of relevant theory and a review of key challenges facing HSOs that create opportunities for organizational change, a detailed conceptual framework outlines an organizational change process. Two chapters are devoted to the essential role of an organization’s executive or other manager as a change leader. Five chapters cover the steps of the change process, beginning with identifying a problem or change opportunity; then defining a change goal; assessing the present state of the organization (the change problem and organizational readiness and capacity to engage in change); and determining an overall change strategy. Twenty-one evidence-based organizational change tactics are presented to guide implementation of the process. Tactics include communicating the urgency for change and the change vision; developing an action system that includes a change sponsor, a change champion, a change leadership team and action teams; providing support to staff; facilitating the development and approval of ideas to achieve the change goal; institutionalizing the changes within organizational systems; and evaluating the change process and outcomes. Four case examples from public and nonprofit HSOs are used to illustrate change tactics. Individual chapters cover change technologies and methods, including action research; team building; conflict management; quality improvement methods; organization redesign; organizational culture change; using consultants; advancing diversity, equity, inclusion, and social justice; capacity building; implementation science methods; specific models, including the ARC model; and staff-initiated organizational change.

Contemporary Change Management and Leadership in Local and International Businesses

2019 ◽  
pp. 405-430
Author(s):  
Aytaç Gökmen
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Labor Force ◽  
Change Process ◽  
Status Quo ◽  
Technological Changes ◽  
Current Position ◽  
Openness To Change ◽  
Effective Change ◽  
Future State

Organizational change is to transfer the organization from its current position to the desired future state. This process involves the differentiation of the activities, processes, structure, and targets of the organization. It is significant for an organization to decide where it is supposed to be in the future and to comprehend how to get to that new status-quo. Increasing globalization, fast technological changes, necessity of a well-trained labor force, changing social and demographic structures have intensified the competition and organizational change has become inevitable. The elements of an effective change process are openness to change, willingness of the personnel, flexibility, adjustment capacity of the business, optimism, and effective planning of change. The change process affects the organizations at structural, managerial, and individual basis as a result of the success of the change process.

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