Culture Change Management (CCM)

2017 ◽  
pp. 163-190
Keyword(s):  
Change Management ◽  
Culture Change

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.

scholarly journals Technological Change as a Mediator of Employee Competency Profiling in Selected Industries in Kuching, Sarawak: A Structural Equation Modeling Approach

2016 ◽  
Vol 1 (2) ◽  
pp. 56-70
Author(s):  
Nadri Aetis Heromi Basmawi ◽  
Hasbee Usop
Keyword(s):  
Organizational Culture ◽  
Change Management ◽  
Technological Change ◽  
Culture Change ◽  
Structural Equation ◽  
Action Plan ◽  
Simple Random Sampling ◽  
Equation Modeling ◽  
Organizational Setting ◽  
Organizational Culture Change

This study aims to investigate competency profiling and determine if technological change act as a mediator in the relationship between the identified factors and employee competency in selected industries in Kuching, Sarawak. It is also to develop the best fit model based on the variables selected. The four identified variables are teamwork, organizational culture, change management, and technological change. The sample of this study were 302 respondents selected through a simple random sampling. The findings showed that there is a positive effect between teamwork, organizational culture, change management, and technological change as mediator towards employee competency. This study provides positive implications, such as, improving competency process in organizational setting, improving policy and related action plan regarding human resource practices on competency.Keywords: competency profiling; teamwork; organizationa culture; change management; technological change; mediator; structural equation modelling

5S—A Tool for Culture Change in Shipyards

2002 ◽  
Vol 18 (03) ◽  
pp. 143-151
Author(s):  
Camilla DiBarra
Keyword(s):  
Change Management ◽  
Continuous Improvement ◽  
Culture Change ◽  
Management Program ◽  
Education Change ◽  
Common Purpose ◽  
Successful Education ◽  
Ship Repair ◽  
The U.S

5S is a successful education/change management program that has been used in many industries to institute a culture of orderliness in the workplace. 5S programs are common in the automotive, aerospace and many other industries. The U.S. shipbuilding and repair industry has recently embraced 5S objectives despite the fact that shipyards view their operations as unique from other industries. A possible reason for this decision is the culture change leverage that a 5S program can provide. The elements of 5S that make it a powerful change program that is effective in a wide variety of industries are: simplicity of concept, commonsense approach, creation of a common purpose, employee driven changes, principle-based ideas, focused events, a structure for sustaining and structured continuous improvement. The author provides examples of specific 5S applications in ship repair as well as a discussion of the elements that make 5S an effective culture change tool.

scholarly journals An approach to information security culture change combining ADKAR and the ISCA questionnaire to aid transition to the desired culture

2018 ◽  
Vol 26 (5) ◽  
pp. 584-612 ◽  
Author(s):  
Adéle Da Veiga
Keyword(s):  
Information Security ◽  
Change Management ◽  
Culture Change ◽  
Qualitative Assessment ◽  
Diagnostic Instrument ◽  
Content Type ◽  
Security Culture ◽  
Management Interventions ◽  
Management Approaches ◽  
Information Security Culture

PurposeEmployee behaviour is a continuous concern owing to the number of information security incidents resulting from employee behaviour. The purpose of this paper is to propose an approach to information security culture change management (ISCCM) that integrates existing change management approaches, such as the ADKAR model of Prosci, and the Information Security Culture Assessment (ISCA) diagnostic instrument (questionnaire), to aid in addressing the risk of employee behaviour that could compromise information security.Design/methodology/approachThe ISCCM approach is constructed based on literature and the inclusion of the ISCA diagnostic instrument. The ISCA diagnostic instrument statements are also presented in this paper. The ISCCM approach using ISCA is illustrated using data from an empirical study.FindingsThe ISCCM approach was found to be useful in defining change management interventions for organisations using the data of the ISCA survey. Employees’ perception and acceptance of change to ensure information security and the effectiveness of the information security training initiatives improved significantly from the as-is survey to the follow-up survey.Research limitations/implicationsThe research illustrates the ISCCM approach and shows how it should be combined with the ISCA diagnostic instrument. Future research will focus on including a qualitative assessment of information security culture to complement the empirical data.Practical implicationsOrganisations do not have to rely on or adapt organisational development approaches to change their information security culture – they can use the proposed ISCCM approach, which has been customised from information security and change management approaches, together with the presented ISCA questionnaire, to address information security culture change purposefully.Originality/valueThe proposed ISCCM approach can be applied to complement existing information security management approaches through a holistic and structured approach that combines the ADKAR model, Prosci’s approach of change management and the ISCA diagnostic instrument. It will enable organisations to focus on transitioning to a positive or desired information security culture that mitigates the risk of the human element in the protection of information.

Sign in / Sign up

Export Citation Format

Share Document