- Safety Culture Change Management Functions

2013 ◽  
pp. 64-77
Keyword(s):  
Change Management ◽  
Safety Culture ◽  
Culture Change ◽  
Management Functions

scholarly journals PRODUCT DEVELOPMENT IN THE ICT INDUSTRY: CRITICAL ENABLERS OF CUSTOMER SATISFACTION

2021 ◽  
Vol 32 (2) ◽  
pp. 86-96
Author(s):  
Arnold Naicker ◽  
Sugandren Naidoo ◽  
Amendra Rajcoomar
Keyword(s):  
Product Development ◽  
Change Management ◽  
Online Survey ◽  
Customer Experience ◽  
System Capacity ◽  
Management Tool ◽  
Factors Affecting ◽  
Course Of Action ◽  
Ict Industry ◽  
Management Functions

Because of the recent introduction of several touchpoints that place purchasing power completely in the customer’s hands, product development directly impacts how a customer experiences an organisation. The purpose of this study was to identify a course of action to overcome the factors affecting customer experience during product development. The research setting was a leading telecommunications firm in South Africa. A quantitative approach was undertaken through an online survey questionnaire. A sample of 120 individuals participated in the study. The findings indicate that system capacity takes precedence over customers. There also appear to be concerns with the significance of the roles of change management, customer experience, and project management functions in product development. It is stressed that customers need to be more actively involved, that an efficient change management tool should be adopted and socialised, and that the principles of the strategic transformation programme management process should be considered.

Employee Participation in Change Programs

2019 ◽  
pp. 179-199
Author(s):  
Nicholas Clarke ◽  
Malcolm Higgs
Keyword(s):  
Change Management ◽  
Case Studies ◽  
Culture Change ◽  
Change Process ◽  
Change Agents ◽  
Employee Participation ◽  
Contextual Factor ◽  
Intervention Approach ◽  
Implementing Change

This chapter aims to assist those responsible for implementing change to think more about how employee participation or involvement is undertaken during the change process. The chapter starts by providing an overview of the theoretical explanations as to why employee participation in change management is important. The authors then examine the nature of employee participation in three organizations undertaking major culture change programs, each using a different change intervention. They present three case studies that show how the context surrounding the change (comprising drivers, intervention, approach to change, and change levers) influenced the characteristics of employee participation in the change process. They conclude by emphasizing the significance of examining change agents' intervention methodology as a contextual factor to understand better the experience of culture change programs. The key message is that employees' experiences of participation influence their perceptions on the effectiveness of this type of change.

Improving the Role of Organisational Culture in Change Management through a Systems Approach

2015 ◽  
pp. 230-271
Author(s):  
N. Gökhan Torlak
Keyword(s):  
Change Management ◽  
Corporate Culture ◽  
Culture Change ◽  
Systems Approach ◽  
Soft Systems Methodology ◽  
Organisational Culture ◽  
Organisational Performance ◽  
Systems Methodology ◽  
Soft Systems

The chapter assumes organisational culture, which is most valuable resource of organisation, cannot often be treated coherently by managers in change management that ultimately leads to ineffectiveness and failure. In order to make organisational culture a powerful managerial instrument in change management resulting in high organisational performance the chapter proceeds through the following sequence. At first, it elaborates chief characteristics of organisational culture in order to underline its value; secondly, portrays significance of interpreting and managing organisational milieu; thirdly, emphasises necessity and difficulty of organisational culture change; and then offers a systems approach called two strands model of soft systems methodology to improve the effect of corporate culture on organisational performance. The last part describes the methodology in depth and shows how it is applied to a private hospital that generates its improved version dealing with the major issue of open, full and equal participation in organisational culture change management.

Safety Culture Change and Learnings

2015 ◽  
Author(s):  
M. Zerafa ◽  
K. Shallenberger ◽  
C. Hirstius ◽  
C. Sistrunk ◽  
B. Huber ◽  
...  
Keyword(s):  
Safety Culture ◽  
Culture Change
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