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Auswahl der wissenschaftlichen Literatur zum Thema „Organizational change Australia“
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Zeitschriftenartikel zum Thema "Organizational change Australia"
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Braithwaite, Jeffrey. „Organizational Change, Patient-Focused Care: An Australian Perspective“. Health Services Management Research 8, Nr. 3 (August 1995): 172–85. http://dx.doi.org/10.1177/095148489500800303.
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Hospitals throughout the world are attempting to improve organizational performance through a variety of means. The focus in this paper is on a leading teaching hospital in Australia for a review of current management strategy. In a time of shrinking resources, management adopted a multi-faceted change management program including restructuring the organization, becoming more patient-focused via a product-line management approach and emphasising efficiency and cost-reduction measures. The next stage in management thinking is to place greater emphasis on patient-focused care. It is concluded this has the propensity to yield substantial further benefits, including improved financial and quality of care outcomes, in the Australian as well as the British and wider Organization for Economic Co-operation and Development (OECD) context. ‘Professionally, we have committed ourselves to creating caring environments that promote healing. We cannot meet this goal until we make a commitment to be patient-focused and give up being nurse-focused or facility-focused’ (Kerfort and LeClair, 1991). ‘In a customer-driven [organization], the distribution of roles is different. The organization is decentralized, with responsibility delegated to those who until now have comprised the order-obeying bottom level of the pyramid. The traditional, hierarchical corporate structure, in other words, is beginning to give way to a flattened, more horizontal structure’ (Carlzon, 1987).
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McIlveen, Peter, Carolyn Alchin, P. Nancey Hoare, Sarah Bowman, Rebecca Harris, Geraldine Gotting, John Gilmour et al. „Place identity and careers in regional Australia“. Australian Journal of Career Development 31, Nr. 1 (April 2022): 57–65. http://dx.doi.org/10.1177/10384162221085807.
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Emerging public discourse about making a “tree change”, “green change”, or “sea change” emphasizes the putative benefits of working and residing in regional Australia. Yet, attracting and retaining workers in the regions is a challenge for policymakers, governments, and industries. The present research involved two separate surveys of people residing in regional Australian communities to discern demographic and psychological predictors of their intent to stay in their region: income, years in the region, family, life satisfaction, job satisfaction, and place identity. Multiple regression analyses found incremental evidence of place identity as a predictor of intent to stay. The findings regarding place identity have implications for career development practice, human resources recruitment strategies, and public policy focused on regional Australia.
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Nagpal, Swati, und Suzanne Young. „Understanding Organizational (In)action in Response to Climate Change: Evidence from Australia“. Academy of Management Proceedings 2018, Nr. 1 (August 2018): 16976. http://dx.doi.org/10.5465/ambpp.2018.16976abstract.
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Booth, Adrian. „Health service delivery to outback South Australia: a story of organizational change“. International Journal of Health Care Quality Assurance 9, Nr. 2 (April 1996): 15–19. http://dx.doi.org/10.1108/09526869610112716.
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Pearse, Warwick, und Chloë Refshauge. „Workers' Health and Safety in Australia: An Overview“. International Journal of Health Services 17, Nr. 4 (Oktober 1987): 635–50. http://dx.doi.org/10.2190/fd8r-4du5-bnbw-x93a.
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In this article we explore some of the precursors and background to the recent wave of administrative and legislative change in the field of occupational health and safety in Australia. The influences of the New Left and women's movement in the late 1960s and early 1970s are seen to be crucial in creating a climate in which the issue of workers' health could be raised. It is then argued that the labor movement has been fundamentally important in determining the shape and extent of reform. Current organizational and legal developments are described and discussed in the context of Australian society.
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Hefni, Wildani, Rizqa Ahmadi und Maslathif Dwi Purnomo. „RELIGIOUS MOBILITY AND IDENTITY IN THE LIVES OF URBAN MUSLIM SOCIETY IN AUSTRALIA: AN ANATOMY OF RELIGIOUS PRACTICE“. Akademika : Jurnal Pemikiran Islam 27, Nr. 2 (16.10.2022): 145. http://dx.doi.org/10.32332/akademika.v27i2.5411.
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This article discusses religious mobility in the lives of urban Muslim society in Australia by investigating organizational projects and religious practices. This paper uses ethnographic fieldwork consisting of in-depth interviews and hang-out in the organization meeting and gatherings among urban Muslim society in Australia. This paper argues that although urban Muslim society in Australia is associated with a Muslim minority, they contribute significantly to the development of Islamic education, Islamic altruism, and spirituality performance. Urban Muslim society in Australia demonstrates social sensitivity by establishing social institutions to show their embodied Muslim identity, such as Islamic Society of Melbourne Eastern Region (ISOMER) in Melbourne, Islamic Science and Research (ISRA) in Sydney, and Australian Sufi Association (ASA). They show their religious mobility as well as their religious practices as part of an agent of social change by promoting community engagement as an embodiment of social solidarity.
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England, Erica. „Gender: Identity and Social Change“. Charleston Advisor 21, Nr. 4 (01.04.2020): 31–35. http://dx.doi.org/10.5260/chara.21.4.31.
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Gender: Identity and Social Change (hereafter Gender) provides researchers with access to key primary documents over three centuries of gender history through personal diaries, correspondence, newspapers, photographs, ephemera, and organizational records. Thematic highlights include women’s suffrage, feminism, domesticity and the family, sex and sexuality, and the organizations and associations associated with gender-specific movements. This research tool also includes essays by, and interviews with, featured academics, and also visual material, including photographs, posters, and scrapbooks. The materials have been sourced from participating library/archive institutions across the U.S., Canada, Australia, and the U.K.
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Goodman, James. „Organising for power: solidarities and transformation“. Cosmopolitan Civil Societies: An Interdisciplinary Journal 1, Nr. 2 (26.08.2009): 1–17. http://dx.doi.org/10.5130/ccs.v1i2.1087.
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Political and social movements are both empowering and power-seeking: they seek both to mobilize civil society and overwhelm state institutions. As organisations they mobilize collective power, generating solidarities and transforming social structures. As such, political organisations both challenge power and exercise power. This article addresses organizational vehicles for political change in Australia, drawing out limits and possibilities. Three organizational forms are discussed - the political party, the non-government organization (NGO), and the social movement - in terms of their capacity and limits. The social solidarities and social structures that frame political organization are debated, highlighting the impact of political conflicts over ecological change. The article ends with a discussion of the proceeding four articles, drawing out shared themes and implications in terms of the relationships post-Howard, between the Australian state, political parties, NGOs and movements.
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Thomson, Dianne. „Organisation change and its impact on Australian building societies’ performance.“ Corporate Ownership and Control 6, Nr. 2 (2008): 132–42. http://dx.doi.org/10.22495/cocv6i2p11.
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The paper examines the relation between changing ownership structure and performance of Australian building societies. An analysis and discussion of the theories of organizational development and change is undertaken to explore the mutual building societies’ motivation for change. The financial performance measures, provided by financial ratios of the major mutual building societies in Australia, are examined to assess the behavior of building societies under different governance structures in the 1980s and 1990s. The theoretical and empirical literature has suggested that mutual deposit-taking institutions should have lower profitability and higher operating expenses than their publicly listed counterparts. Accounting ratios are observed over time to investigate if governance change in mutual deposit-taking organizations accounted for any discernable differences in profitability and cost efficiency pre- and post- demutualization. The study finds support for the contention that demutualized building societies will have higher profitability and lower costs than their mutual counterparts. The study is confined to investigation of the six largest building societies that undertook the demutualization process. It could be extended to the entire building society sector. The results have implications for investors, managers and ‘owners’ of firms that retain their mutual structure, suggesting the demutualization will benefit these groups. There is no study that compares mutual deposit-taking institutions pre- and post-conversion in Australia
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Lindorff, M., L. Worrall und C. Cooper. „Managers' well-being and perceptions of organizational change in the UK and Australia“. Asia Pacific Journal of Human Resources 49, Nr. 2 (01.06.2011): 233–54. http://dx.doi.org/10.1177/1038411111400264.
Der volle Inhalt der QuelleDissertationen zum Thema "Organizational change Australia"
1
MacIntosh, Malcolm Leslie. „The management of change in four manufacturing organizations“. Title page, contents and abstract only, 2001. http://web4.library.adelaide.edu.au/theses/09PH/09phm15188.pdf.
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Bibliography: leaves 350-402. This thesis is concerned with the process of change and adaptation in four Australian manufacturing companies in the period 1989 to 1996. The thesis seeks to explain the reaction of these companies to the pressures for change, and particularly for the adoption of 'best practice' management prescriptions in the organization of work and human resource management. The operating hypothesis adopted is that the pattern of changes undertaken by manufacturing organizations are shaped by a variety of factors both external to and within the company, but that management beliefs and orientations are a key element in understanding the pace and extent of change. The research is pursued through detailed case studies designed to explore at length pressures for change and continuity in corporate decision-making.
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White, Larraine Cecilia. „The management of organisational change through educational processes : new directions in the Australian Taxation Office“. Thesis, The University of Sydney, 1995. https://hdl.handle.net/2123/26811.
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The Australian Taxation Office (ATO) is a large, public sector bureaucracy. Until the late 19705 it was a closed, uncommunicative environment, which rarely looked beyond itself for advice. As community pressures began to grow about tax fraud, and with a new Commissioner appointed in 1984, the ATO began to question its functions, operations and interactions. The Australian Public Service (APS) had already begun significant reforms, and the ATO found itself lacking in technology, service and taxpayer compliance. This thesis analyses the management of organisational change through educational processes in the ATO. Using an approach based on grounded theory, it ethnographically focuses on a new branch office, Towersfield, to explore the impact of such organisational factors as policy development, devolution, management programs and related change strategies on staff. The research peels away the 'contextual layers' of the APS and the ATO to reveal the Towersfield situation. In doing so it considers how such layers may free or restrain organisational actions. The research questions the manner in which 'education' is defined and explores the need to broaden and make more flexible the interactive patterns of ‘education' and educational processes. While it is demonstrated that many earlier theoretical positions about organisations may still be found in contemporary organisation or management theory, or in their related fields, this thesis identifies a theoretical gap and uses the data from the ATO to extend the work of three theoretical approaches. The result is the development of a flexible, three dimensional organisational model which integrates policy and educational processes.
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Waters, John Frederick, University of Western Sydney, College of Law and Business und School of Management. „Knowledge and commitment in innovation processes“. THESIS_CLAB_MAN_Waters_J.xml, 2004. http://handle.uws.edu.au:8081/1959.7/530.
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This study was aimed at achieving an understanding of the role of knowledge and commitment in the process of innovation. To do that, the study confronted several intractable problems of innovation research that have created barriers to knowledge accumulation. Theoretical models were developed based on organizational knowledge and commitments and aimed at overcoming the shortcomings of the traditional research models. Theoretical models of organizational change were investigated through multiple case studies of innovation projects that compared organizations of different types and size, and change processes of both technological and administrative character. A conclusion from this research is that innovation research should learn to live with the dialectic that innovation is unrelated to knowledge or outcomes. This would help to focus research attention on the means by which knowledge is transformed into action, the central problem of the management of innovation.Doctor of Philosophy (PhD)
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Spencer, Carolyn R., und n/a. „Cognitive Schemata and Project Manager Regulation of Unplanned Change: Categorical Analysis of Structured Interview Reports“. Griffith University. School of Applied Psychology, 2004. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20040721.092038.
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A significant risk area for project sponsors is managing unplanned change. Theorists of organisational behaviour have attempted to understand the circumstances of how activity change occurs on projects and have identified the significant impact that time has on activity. This current research takes the study of cognition into the real world setting of project management at a level of analysis that is viable across diverse projects and industries to study project manager regulation of unplanned change. The project managers' cognitive representation of meaningful aspects of a project (their 'cognitive schemata'), which guides activity change during the project, was investigated and the effect of feedback evaluated in order to address the central research question of what triggers change on group projects. In the present research, leading edge projects from six major Australian industries (telecommunications, banking and insurance, information technology, railway signalling, inorganic chemistry and construction) were monitored at three key points through their lifecycle to understand how feedback impacts on project activity through the project managers cognition leading to change. Six key categories of feedback were identified, which potentially represented the foci of project-related schemata, within a project management mental model. These were validated as important indicators for project management performance by a panel of Australia's leading experts in project management. Sixteen project managers participated in the field study, with their verbal reports being collected through structured interviews (incorporating a 'laddered' interview technique), which were developed and piloted across diverse projects for this purpose. Interview data were coded for analysis in terms of sensitivity to each of the six feedback foci and one control category, for five types of feedback and five types of change. Reliability of the content coding was checked through independent coding and found to be high. The research investigation was conducted within a schematic information processing conceptual framework developed for application within the domain of project management. Strong evidence was found that linked key schemata to the hypothesized effects of feedback. Overall, the effects were found to be general across all industries, individuals and projects. A contrasting effect was observed for one type of feedback where schemata were poorly developed in inexpert project managers, which raised the issue of measurable differences in behaviour arising from project management competency. The findings of strong relationships between the variables led to the proposed model of project manager cognition, which reveals an underlying structure in the schemata between key areas of sensitivity to feedback and unplanned change. The model is proposed as underpinning observed behaviour in this and prior research and suggests a relationship between competency and change regulation.
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Spencer, Carolyn R. „Cognitive Schemata and Project Manager Regulation of Unplanned Change: Categorical Analysis of Structured Interview Reports“. Thesis, Griffith University, 2004. http://hdl.handle.net/10072/366716.
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A significant risk area for project sponsors is managing unplanned change. Theorists of organisational behaviour have attempted to understand the circumstances of how activity change occurs on projects and have identified the significant impact that time has on activity. This current research takes the study of cognition into the real world setting of project management at a level of analysis that is viable across diverse projects and industries to study project manager regulation of unplanned change. The project managers' cognitive representation of meaningful aspects of a project (their 'cognitive schemata'), which guides activity change during the project, was investigated and the effect of feedback evaluated in order to address the central research question of what triggers change on group projects. In the present research, leading edge projects from six major Australian industries (telecommunications, banking and insurance, information technology, railway signalling, inorganic chemistry and construction) were monitored at three key points through their lifecycle to understand how feedback impacts on project activity through the project manager’s cognition leading to change. Six key categories of feedback were identified, which potentially represented the foci of project-related schemata, within a project management mental model. These were validated as important indicators for project management performance by a panel of Australia's leading experts in project management. Sixteen project managers participated in the field study, with their verbal reports being collected through structured interviews (incorporating a 'laddered' interview technique), which were developed and piloted across diverse projects for this purpose. Interview data were coded for analysis in terms of sensitivity to each of the six feedback foci and one control category, for five types of feedback and five types of change. Reliability of the content coding was checked through independent coding and found to be high. The research investigation was conducted within a schematic information processing conceptual framework developed for application within the domain of project management. Strong evidence was found that linked key schemata to the hypothesized effects of feedback. Overall, the effects were found to be general across all industries, individuals and projects. A contrasting effect was observed for one type of feedback where schemata were poorly developed in inexpert project managers, which raised the issue of measurable differences in behaviour arising from project management competency. The findings of strong relationships between the variables led to the proposed model of project manager cognition, which reveals an underlying structure in the schemata between key areas of sensitivity to feedback and unplanned change. The model is proposed as underpinning observed behaviour in this and prior research and suggests a relationship between competency and change regulation.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Applied Psychology (Health)
Full Text
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Waters, John Frederick. „Knowledge and commitment in innovation processes“. Thesis, View thesis, 2004. http://handle.uws.edu.au:8081/1959.7/530.
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This study was aimed at achieving an understanding of the role of knowledge and commitment in the process of innovation. To do that, the study confronted several intractable problems of innovation research that have created barriers to knowledge accumulation. Theoretical models were developed based on organizational knowledge and commitments and aimed at overcoming the shortcomings of the traditional research models. Theoretical models of organizational change were investigated through multiple case studies of innovation projects that compared organizations of different types and size, and change processes of both technological and administrative character. A conclusion from this research is that innovation research should learn to live with the dialectic that innovation is unrelated to knowledge or outcomes. This would help to focus research attention on the means by which knowledge is transformed into action, the central problem of the management of innovation.
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Rankine, Tim. „Building a theory about change in Australian software firms“. Thesis, View thesis, 2008. http://handle.uws.edu.au:8081/1959.7/37753.
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This thesis describes the development of a body of theory explaining why the principals of Australian software firms have difficulty in changing the organizational structures of their businesses. The need for change is predicated on the view that availability of capital is an essential prerequisite for sustainable growth in Australian software firms and that firm principals, in the main, have not implemented organizational structures preferred by Australian investors. A grounded theory approach is used, drawing upon personal knowledge of the software industry using sense making and self ethnography research methods. Personal knowledge is complemented with data from semi-structured interviews and secondary sources. Concepts developed from the data are related to theoretical and empirical work under the rubric of organization studies. What emerges from the data and the literature is: firstly, the Australian software industry is likely to consist of multiple organizational fields each one of which encompasses a small number of software firms servicing customers in specific vertical markets; secondly, to attract capital the principals of Australian software firms will need to change the structure of their organizations and thirdly, change will be radical and revolutionary in nature and may be difficult to achieve. This thesis contributes to the organizational studies literature by extending existing work to include an analysis of issues use of institutional theory addresses a gap in the present understanding of the manner in which the principals of Australian software firms approach the establishment of structures required of sustainable growing businesses. A future research agenda is presented building upon the findings of this study.
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Best, Simon, und n/a. „On a wing and a prayer stories of the use of improvisation by NEIS businesses during the start-up phase“. Swinburne University of Technology, 2006. http://adt.lib.swin.edu.au./public/adt-VSWT20060824.142152.
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The focus of this study is to consider the concept of ?improvisation? as a business process used by small businesses when faced with unanticipated events. Although the business news and literature is dominated by the activities of big businesses, there is little disagreement among researchers and business commentators about the role that small businesses plays in contributing to the economic activity of Australia. The contribution that small businesses make to the economy includes job creation, competitive power, economic growth and innovation. Furthermore, there is evidence that a flourishing small business sector can assist with creating and maintaining political and social stability.
It is widely acknowledged that businesses are operating in a turbulent, unstable and at times chaotic commercial environment. Many business operators are spending increasing amounts of their time responding to unanticipated events in circumstances where there is little or no time to plan solutions or build up resources. There has been little research into how small businesses respond to such unanticipated events.
A review of previous literature showed that business operators were likely to respond to unanticipated events in one of three ways; they either ignored the event, undertook planning or they improvised. The term 'improvisation' in this context was used to reflect either the time convergence between the realisation of a solution and its implementation or the application of selected resources for purposes other than that for which they were intended. A model of the process of improvisation was developed using the elements previously described in previous studies. The model falls into three parts; pre-improvisation, improvisation and post-improvisation.
The methodology used was a qualitative process consisting of a semi-structured interviews with twenty-nine owners of small-business start-up firms, to explore their experiences with dealing with unanticipated events and to try to establish the nature of the improvisational process. It was important for the participants to tell their stories of improvisation and for the researcher to reflect their experiences in relation to the model of improvisation.
The data collected provided greater insight into the process of improvisation and a refined model evolved which better represents the experience of participants. The study confirmed that small businesses do at times, use improvisation to respond to unanticipated events. Consequently, this study has made a significant contribution to the field by extending on the work undertaken to date and by the development of a model that more comprehensively represents the process of an improvisational response to an unanticipated event, in the context of small business.
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Van, Heerden Vicky. „Local government reform in Western Australia: a case study on change readiness“. Thesis, Rhodes University, 2012. http://hdl.handle.net/10962/d1003897.
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The Western Australian State Government’s local government reform programme, initiated in February 2009, provides the context for this research. Nedlands, a local government in Perth’s western suburbs, resolved to participate in this reform programme and signed a Regional Transition Group Agreement with Subiaco local government in August 2010. The purpose of the Regional Transition Group was to prepare a business plan to investigate the potential benefits and viability of a Nedlands and Subiaco amalgamation. Whilst the local government of Nedlands is currently investigating the more operational and technical aspects of local government reform in the merger feasibility study, this research focused on employee readiness, more intangible but no less important. The difficulties of achieving success with organisational change initiatives are well documented. A number of models of planned organisational change have been developed to address these difficulties and support successful change and are outlined. This research highlights the value of the first phase of planned change, namely readiness for change, where organizational members are prepared for and become supporters of change. It also highlights the importance of change communication with respect to developing employee readiness. Definitions and some of the dimensions of ‘readiness for change’ are outlined. The five dimensions of readiness for change - discrepancy, appropriateness, principal support, efficacy and valence - provide the ‘lens’ through which readiness for change at Nedlands is explored. From this perspective, the documentation communicating local government reform at Nedlands was analysed. These dimensions were also used to ascertain, from the perspective of the Nedlands' managers, their level of readiness and the readiness of the employees of Nedlands for local government reform. The findings suggest that Nedlands local government has not consciously planned to ‘ready’ employees for local government reform. A number of management recommendations are made to strengthen the change readiness message communicated by the Nedlands local government and to support the development of the Nedlands employees’ readiness for change.
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Liu, De Min. „Building an organisational learning architecture for strategic renewal an autoethnography of action learning /“. Swinburne Research Bank, 2009. http://hdl.handle.net/1959.3/67317.
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Thesis (PhD) - Australian Graduate School of Entrepreneurship, Faculty of Business and Enterprise, Swinburne University of Technology, 2009.A thesis is submitted in fulfilment of the requirements for the degree Doctor of Philosophy, Faculty of Business and Enterprise, Swinburne University of Technology - 2009. Typescript. Includes bibliographical references (p. 225-238)
Bücher zum Thema "Organizational change Australia"
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Smart, John P. Cultural change at BP: An Australian case study of organisational change. Malvern, Australia: Graduate School of Management, Deakin University, 1993.
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Dunphy, Dexter C. The sustainable corporation: Organisational renewal in Australia. Frenchs Forest, NSW: Allen & Unwin, 1998.
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3
Aungles, S. B. Work, organisations, and change: Themes and perspectives in Australia. 2. Aufl. St. Leonards, NSW: Allen & Unwin, 1992.
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4
Robert, Parker Stanley, Hrsg. Work, organisations, and change: Themes and perspectives in Australia. Sydney: Allen & Unwin, 1989.
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5
IFIP TC 8 Open Conference on Business Process Re-engineering: Information Systems Opportunities andChallenges (1994 Gold Coast, Qld.). Business process re-engineering: Information systems opportunities and challenges : proceedings of the IFIP TC8 Open Conference on Business Process Re-engineering: Information Systems Opportunitiesand Challenges, Queensland Gold Coast, Australia, 8-11 May,1994. Amsterdam: Elsevier, 1994.
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Whiteley, Alma M. Managing change: A core values approach. Melbourne: Macmillan Education Australia, 1995.
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C, Glasson B., Hrsg. Business process re-engineering: Information systems opportunities and challenges : proceedings of the IFIP TC8 Open Conference on Business Process Re-engineering: Information Systems Opportunities and Challenges, Queensland Gold Coast, Australia, 8-11 May, 1994. Amsterdam: Elsevier, 1994.
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Brewer, Ann M. Change management: Strategies for Australian organisations. St Leonards, NSW, Australia: Allen & Unwin, 1995.
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Caro, Andrew. Management in a changing society: An Australian perspective. Sydney: Prentice Hall, 1994.
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Dunphy, Dexter C. Under new management: Australian organizations in transition. Sydney: McGraw-Hill, 1991.
Den vollen Inhalt der Quelle findenBuchteile zum Thema "Organizational change Australia"
1
Hamilton, Doug, und Martin Atchison. „The COMIS Plan: IT-Mediated Business Reengineering in Telecom Australia during the 1960s“. In Information Technology and Changes in Organizational Work, 89–106. Boston, MA: Springer US, 1996. http://dx.doi.org/10.1007/978-0-387-34872-8_7.
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2
Borgkvist, Ashlee. „‘It Would Be Silly to Stop Now and Go Part-Time’: Fathers and Flexible Working Arrangements in Australia“. In Engaged Fatherhood for Men, Families and Gender Equality, 231–43. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-75645-1_13.
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AbstractExpectations of fathering have changed over the past few decades, and it appears fathers are increasingly participating in care activities. Despite this, the capacity for Australian men to participate in child rearing is impeded by limitations around flexible working arrangements. The link between fathering, masculinity, paid work, and the persistent expectation that fathers will be the financial providers within the family unit is examined in this chapter. The influence of this gendered expectation on Australian policy development is briefly discussed, and some recommendations provided for policy makers, organizations, and fathers.
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Chung, Mona, und Bruno Mascitelli. „“We Still Don't Like You but We Want Your Money”“. In Advances in Human Resources Management and Organizational Development, 88–98. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-4056-4.ch005.
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The history of Chinese migration goes back nearly as long as colonial settlement. The first major wave, which brought a noticeable number of Chinese to Australia, was the gold rush. Although the Chinese were the first non-British migrants they were heavily discriminated and looked down upon. Under the ‘White Australia Policy', it was guaranteed that the Chinese would not become in any real way, part of the Australian population. Yet despite all these difficulties, by 2010-2011 Chinese migrants became the largest migrant group in Australia. This change is significant as it was a turning point in Australia's demographic makeup (Armillei & Mascitelli, 2016). This paper examines the phenomenon of Chinese migration into Australia and how it evolved from the early years of discrimination to more recent years when the Chinese are seen in more economic opportunist forms. The true motivations of the Australian authorities for opening up to the Chinese are indeed questionable which can aptly be summarised as “we may still not like you but we want your money”.
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Loon, Mark Kong Chew. „Framing and Tropes in Organizational Change Practice“. In Advances in Business Strategy and Competitive Advantage, 617–25. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-6155-2.ch042.
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There are two main parts to this reflective case history of evidence-based OCD practice. The first involves the use of framing in enhancing meaning and provoking action from the client, an automotive manufacturer in Malaysia. The second part, largely drawn from organizational change experience in Australia, is a reflection on the use of tropes in change project teams and with clients to facilitate communications and invoke new ways of thinking. Both “evidence” and experience play an important role in the two stories. Through reflection, insights and lessons learned are presented that may help organizational change and development practitioners.
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Mkrttchian, Vardan, Svetlana Veretekhina, Olga Gavrilova, Anastasiia Ioffe, Svetlana Markosyan und Serge V. Chernyshenko. „The Cross-Cultural Analysis of Australia and Russia“. In Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work, 1138–58. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7297-9.ch057.
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The chapter examines the comparison of the cross-cultural analysis of the green country, Australia (NSW), and the northern country, Russia (Republic of Karelia). Based on the results of the analysis, it shows how a small business from Russia, Green Roofs, overcomes barriers in Australia through the application of blockchain technology. The authors hope that examples of development and thoughts about the driving sources of these transformations, chosen by taking into account the interests of the development of the Russian digital economy, can be interesting and useful for Russian enterprises, small businesses that have begun their digital transformations.
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Olcott, Jocelyn. „WINGO Politics“. In International Women's Year. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780195327687.003.0002.
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This chapter examines the organizational and geopolitical rivalries that gave rise to IWY. It considers how long-simmering ideological tensions between the International Council of Women (ICW) and the Women’s International Democratic Federation (WIDF)—dubbed WINGOs (women’s international non-governmental organizations)—fostered competing visions for IWY. While the WIDF and its allies saw IWY as linking women’s issues with human rights, their Cold War rivals linked IWY humanitarian concerns and development strategies. Australia provides a case study of the growing rift in civil society between WINGOs and feminists and the tensions between those working within the rules of the game to those who wanted to change the game entirely. The chapter examines the Australian case to demonstrate the ways that IWY highlighted generational differences, particularly between younger women’s liberationists and older, more establishmentarian activists.
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Bosua, Rachelle, und Marianne Gloet. „Telework and People with Disabilities“. In Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work, 1119–37. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7297-9.ch056.
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People with disabilities face unique challenges to access work and participate in a work culture and environment. The increasing uptake of telework is promising from a digital inclusion perspective for people with disabilities. This qualitative study explored barriers and problems of including people with disabilities through telework in Australia. The study focused on management and worker perspectives and findings indicate that both parties face unique challenges to accommodate and include people with disabilities in telework arrangements. Worker barriers to access telework relate to management attitudes, physical and infrastructure problems, social isolation misconceptions, lack of management trust, insufficient telework opportunities and inadequate management knowledge of IT support and reasonable adjustment for people with disabilities. Management issues involve cultural intolerance towards diversity and disability in general, as well as a lack of policies and processes that create a supportive environment for people with disabilities who wish to telework.
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Blackham, Alysia. „Positive Duties“. In Reforming Age Discrimination Law, 253—C7.B8. Oxford University PressOxford, 2022. http://dx.doi.org/10.1093/oso/9780198859284.003.0007.
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Abstract This chapter critically analyses the extent to which positive duties offer a viable alternative or addition to the individual enforcement of age discrimination law. Drawing on a theoretical model grounded in reflexive law and regulatory theory, the chapter evaluates the theoretical potential of positive duties to enhance discrimination law, and identifies key criteria for making positive duties effective in practice. It maps existing positive duties in the United Kingdom and Australia, and critiques their operation using this model. The chapter argues that positive duties have radical potential to effect organizational change, but do not yet meet the requirements for effective second-generation regulation. Focusing on four interlocking limitations of existing positive duties—self-regulation by organizations, consultation and engagement, central scrutiny, and individual enforcement—it proposes reforms to strengthen existing provisions.
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Leuprecht, Christian. „Australia“. In Intelligence as Democratic Statecraft, 135–54. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780192893949.003.0006.
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Intelligence accountability in Australia balances compliance and bodies whose systematic focus is on efficacy and financial review with independent intelligence reviews, commissions, and inquiries that focus on efficacy. Australia differs insofar as it is not subject to a constitutionally or supranationally enshrined civil right regime. A diversity of mechanisms, ranging from parliamentary committees and executive bodies to periodic independent reviews, fashion an oversight system that drives innovation. From the three Royal Hope Commissions to regular inquiries into the National Intelligence Community, Australia’s independent in-depth periodic reviews, inquiries, and commissions have a track-record of shaping and spurring change and innovation in the scope and structure of accountability across its broader intelligence and security community. The Australian tradition of independent expert intelligence reviews, commissions, and inquiries offsets the lack of accountability bodies dedicated to reviewing for efficacy and innovation. The chapter reviews the member organizations of the Australia’s National Intelligence Community, the strategic environment that has informed intelligence and accountability in Australia, national security threats as seen by Australia, as well as Australia’s systematic approach to reviewing and innovating its intelligence accountability architecture. It consists of the Inspector General of Intelligence and Security, the Parliamentary Joint Committee on Intelligence and Security, and the Independent National Security Law Monitor. Although similar to the United States Office of the Director of National Intelligence and the United Kingdom’s Joint Intelligence Organization, Australia’s Office of National Intelligence is quite unique insofar as neither the US and UK equivalents nor comparable offices in Canada and the New Zealand have an analogous accountability function. These mechanisms balance existing independent review mechanisms with mandates to review legislation and compliance, propriety, administration.
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Watson, Bernadette M., Gavin M. Schwarz und Elizabeth Jones. „Is Organizational e-Democracy Inevitable? The Impact of Information Technologies on Communication Effectiveness“. In e-Human Resources Management, 206–35. IGI Global, 2005. http://dx.doi.org/10.4018/978-1-59140-435-4.ch009.
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In this chapter, we consider the relationships between social identity and e-democracy in organizations that exist in the constantly changing global business and technological environment. We also consider the inevitability of organizational e-democracy in organizations undertaking information technology (IT) changes, the technology at the base of e-democracy. Through an examination of employees’ experiences of change, we investigate their perceptions of changes in effective communication during major organizational change implementation in a hospital context. While the changes were far reaching, we mainly focus on the introduction of information and communication technology (ICT). We use an empirical examination of an Australian public hospital’s IT change experience as the backdrop to assess the accuracy of the statement that there is an improvement in the autonomy within organizations as a result of IT changes. We discuss our findings in light of the implications that arise for HR practitioners.
Konferenzberichte zum Thema "Organizational change Australia"
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Xinting, Liang. „The Trajectory of Collective Life: The Ideal and Practice of New Village in Tianjin, 1920s-1950s“. In The 38th Annual Conference of the Society of Architectural Historians Australia and New Zealand. online: SAHANZ, 2022. http://dx.doi.org/10.55939/a4026pt85d.
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Originated from New Village Ideal in Japan, New Village was introduced to China in the early 1920s and became a byword for social reform program. Many residential designs or projects whose name includes the term “Village” or “New Village” had been completed in China since that time. This paper uses the Textual Criticism method to sort out the introduction and translation of New Village Ideal theory in China, and to compare the physical space, life organization and concepts of the New Village practices in ROC with in early PRC of Tianjin. It is found that the term “New Village” continued to be used across several historical periods, showing very similar spatial images. But the construction and usage of New Village and the meaning of collective life changed somewhat under different political positions and social circumstances: New Village gradually became an urban collective residential area which only bore the living function since it was introduced into modern China. The goal of its practice changed from building an equal autonomy to building a new field of power operation, a new discourse of social improvement and a new way for profit-seeking capital. With the change of state regime, the construction had entered a climax stage. New Village then became the symbol of the rising political and social status of the working class, and the link between the change of urban nature and spatial development. Socialism collective life and the temporal and spatial separation or combination between production and live constructed the collective conscience and identity of residents. The above findings highlight the independence of architecture history from general history, help to examine the complexity of China’s localization New Village practice and the uniqueness of Tianjin’s urban history, and provide new ideas for the study of China’s modern urban housing development from the perspective of changes in daily life organization.
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Weerakkody, Niranjala. „Technology and Marginalization: A Case Study of the Limited Adoption of the Intranet at a State-owned Organization in Rural Australia“. In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2755.
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Taking a critical theory approach and the pluralist view of technology, this paper examines the problems in organizational communication that arose due to the implementation of a limited intranet electronic mail system as the main channel of communication between a rural state-owned organization and its city-based Head Office, installed at the sole discretion of the latter. The intranet was provided only to the administration division and managers of some units due to financial constraints. This required others to receive information carried via the intranet through a gatekeeper who due to information and work overload, failed to disseminate the information effectively and efficiently. Using a combination of qualitative data collection methods, this study found that the intranet had marginalized those without access to it and reinforced the privileged position of those already with higher status within the organization, contrary to the utopian predictions of new technologies as leading to social equality.
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Potgieter, Christo. „Exploring Change and Innovation by ICT Teaching Staff in the New Zealand Polytechnic Sector“. In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2828.
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Papers presented at the 2003 conference of HERDSA (Higher Education Research and Development Society of Australasia) proposed guidelines for change and innovation in higher education. This paper empirically studied these guidelines in the ICT environment of an institution. We explored change and innovation outputs by ICT staff at ITPs (Institutes of Technology and Polytechnics), aspects of the environment in which ICT staff work and the leadership of that environment. It appears that the particular environment does not emphasize change and innovation that one would typically expect of the ICT environments. Staff perceptions indicate that change and innovation are not highly emphasized and visibly lead by management. We advise on ways that leadership could create this environment. Empirically study of the organization for change and innovation by ICT staff will require further development of instruments that considers the observations made in this project.
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Kononova, N. A., und Т. М. Zorkina. „Dynamics of meadow-bog vegetation because of flooding of the coastal zone of the salt lake Kurinka (Koybalskay steppe, Khakasia)“. In Problems of studying the vegetation cover of Siberia. TSU Press, 2020. http://dx.doi.org/10.17223/978-5-94621-927-3-2020-19.
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The paper presents the results of long-term studies of the structural and functional organization of the vegetation of the coastal zone of the salt lake Kurinka (Koybalskay steppe, Khakasia). It is shown that the structure of coastal vegetation changes due to abnormal weather conditions of the year. As a result of a prolonged drought and a decrease in the area of the lake surface, the dominant Phragmites australis fell out from the coastal zone, and community Bolboschoenus maritimus was formed. The restoration of a stable typical community was noted, when a favorable weather conditions in subsequent years were established.
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Goad, Philip. „Designing a Critical Voice: Discourse and the Victorian Architectural Students Society (VASS), 1907-1961“. In The 38th Annual Conference of the Society of Architectural Historians Australia and New Zealand. online: SAHANZ, 2022. http://dx.doi.org/10.55939/a3992pwp5p.
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Students are a necessary part of the architecture profession. Their training and preparation have long been key to maintaining the business and culture of architecture, and in doing so perpetuating traditional territories that control the institutionalisation of a profession. Students have also created their own associations, often mirroring, and at the instigation of, their parent organizations. More often than not though, in addition to acting as social binders and playing out the role of disciplinary ‘club’, these associations have developed a critical voice, urging change and injecting critique: in short, setting the basis for the framing of a local discourse. Using its publications as primary source material, this paper explores the critical activities of the Victorian Architectural Students Society (VASS), which developed under the auspices of the Royal Victorian Institute of Architects (RVIA). VASS published its annual from 1908, which evolved by 1932 to become Lines and, then additionally in 1939, students Robin Boyd and Roy Simpson expanded VASS’s publishing remit, producing the oft-controversial fold-away pamphlet Smudges that infamously gave ‘blots’ and ‘bouquets’ to new buildings. In 1947, VASS published Victorian Modern, Australia’s first polemical history of modern architecture and in 1952, it was the first publisher of the influential journal, Architecture and Arts. This paper examines the shifting ambitions of VASS, its chief protagonists, the role of graphics and the deft blending of the social, satirical and the critical that eventually framed and shaped Victoria’s architecture culture after World War II.
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Harron, Lorna, und Kimberley Turner. „Risk Profiling for the Pipeline Industry: Application of Best Practices From the Aviation Industry“. In 2016 11th International Pipeline Conference. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/ipc2016-64173.
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Enbridge partnered with Aerosafe Risk Management to perform risk profiling to assist strategic planning activities aimed at safety performance improvement. A preliminary risk report, the first step towards an Industry Risk Profile (IRP) was the outcome. An IRP presents a strategic view of the risks within an industry sector at a point in time, requiring input from many stakeholders including operators, associations, and regulators. Most importantly, an IRP facilitates joint solutioning of risks to achieve improved safety performance and industry wide risk reduction. The preliminary risk report considered Enbridge data in addition to publically available information from associations and regulators to produce a preliminary risk report. The data gathering process considered information related to governance and oversight, compliance regime, assurance model, asset capabilities, industry operating environment, industry safety profile, and operator profile. Results of the preliminary risk report are shared in this paper, with applicability to other operators, associations, and regulators. Providing the first building block of the IRP, these results focus on how organizations like Enbridge who aspire to participate or lead industry level reform or change can use the data to reshape their corporate risk based decision making. This approach, if adopted more broadly across the industry could provide as far reaching results as those seen in the aviation, military and transport sectors. The IRP methodology and approach developed by Aerosafe in the mid-2000s, is now well entrenched in the aviation industry and is used by regulators and industry alike to create a pathway for industry level risk reduction and notable reform. The use of an IRP is considered best practices by the aviation, transport and regulatory sectors in the USA, Canada, Australia and New Zealand and after being in use in some sectors of aviation around the globe since 2008, the results are now measurable. These results provide a strong and clear link between safety performance improvement and the management and reduction of the industry risk profile.