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Zeitschriftenartikel zum Thema "Organizational change Australia Management":
1
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).
2
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.
Annotation:
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.
3
Buhusayen, Bassam, Pi-Shen Seet und Alan Coetzer. „Front-Line Management during Radical Organisational Change: Social Exchange and Paradox Interpretations“. Sustainability 13, Nr. 2 (17.01.2021): 893. http://dx.doi.org/10.3390/su13020893.
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External shocks have severely affected the aviation sector with detrimental impacts on airport service employees. Service-sector organizations tend to implement radical organizational change to survive and front-line managers face often-opposing demands. This study aims to shed light on how front-line managers cope by utilizing social exchange-based strategies during radical organizational change. This study uses an exploratory qualitative design and thematically analyses data obtained from 40 semi-structured interviews with senior managers, front-line managers and employees working for an airline services provider operating in a major international airport in Australia. The study finds that front-line managers employ several social exchange approaches to overcome the paradoxical challenge of facilitating change while maintaining current operations. We find evidence of four approaches that the front-line managers utilize that are based on social exchange: (1) building relationships with clients’ representatives; (2) utilizing relationships with experienced employees to facilitate radical organizational change practices; (3) rewarding employees in exchange for helping to manage personnel shortages; and (4) motivating employees by various morale-enhancing techniques. The study contributes to organizational sustainability and change research by developing a deeper understanding of the importance of social exchange in facilitating the work of front-line managers in the airport services sector.
4
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
5
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.
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Still, Leonie. „Women in management: A personal retrospective“. Journal of Management & Organization 15, Nr. 5 (November 2009): 555–61. http://dx.doi.org/10.1017/s1833367200002406.
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The status of women in employment in general and in management in particular has interested researchers in Australia since the mid-1970s, although interest in women's industrial and occupational employment segregation and pay inequality has an even longer history. However, this overview concentrates on developments in the ‘women in management’ field since the 1970s, primarily because of the concerted and concentrated efforts to raise the employment status of women since that time.The overview also concentrates on the Australian experience, in an attempt to determine if ‘the more things change the more they remain the same’ or if actual change and progress has been made. My credentials for undertaking this retrospective are that I have been researching in the women in management area since the early 1980s and have tracked the main changes, influences and dimensions since that time. Readers who are expecting a critique of the impact of feminism and other ideologies in the area will be disappointed. My research perspective is, and always has been, managerial and organizational. I will thus not be mentioning a whole raft of substantive thinkers and researchers from other perspectives who have contributed to this area over the years. To assist the process of review, I have divided developments into a number of eras to illustrate the progression of both policy and research over the various periods.
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Still, Leonie. „Women in management: A personal retrospective“. Journal of Management & Organization 15, Nr. 5 (November 2009): 555–61. http://dx.doi.org/10.5172/jmo.15.5.555.
Annotation:
The status of women in employment in general and in management in particular has interested researchers in Australia since the mid-1970s, although interest in women's industrial and occupational employment segregation and pay inequality has an even longer history. However, this overview concentrates on developments in the ‘women in management’ field since the 1970s, primarily because of the concerted and concentrated efforts to raise the employment status of women since that time.The overview also concentrates on the Australian experience, in an attempt to determine if ‘the more things change the more they remain the same’ or if actual change and progress has been made. My credentials for undertaking this retrospective are that I have been researching in the women in management area since the early 1980s and have tracked the main changes, influences and dimensions since that time. Readers who are expecting a critique of the impact of feminism and other ideologies in the area will be disappointed. My research perspective is, and always has been, managerial and organizational. I will thus not be mentioning a whole raft of substantive thinkers and researchers from other perspectives who have contributed to this area over the years. To assist the process of review, I have divided developments into a number of eras to illustrate the progression of both policy and research over the various periods.
8
Baker, Marzena, und Erica French. „Female underrepresentation in project-based organizations exposes organizational isomorphism“. Equality, Diversity and Inclusion: An International Journal 37, Nr. 8 (20.11.2018): 799–812. http://dx.doi.org/10.1108/edi-03-2017-0061.
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Purpose The purpose of this paper is to investigate the structural career barriers in project-based construction and property development organizations in Australia, and explore how these affect women and their project careers. It applies the insights of the institutional theory to explain how the process of normative isomorphism continues to reproduce female underrepresentation in those organizations. Design/methodology/approach Based on an exploratory interpretive approach, this study consisted of 16 in-depth interviews with female project managers from the Australian construction and property industry. Findings The research shows that organizational practices may contribute to the ongoing female underrepresentation in the Australian construction and property development industries. The structural career barriers unique to project organizations include work practice, presenteeism, reliance on career self-management and the “filtering of personnel” in recruitment and promotion practices. Research limitations/implications The results support the institutional theory as an explanation for the factors that influence women’s’ perceptions of their project management careers. Addressing inequity between men and women is perceived as an organizational choice. Practical implications To achieve a substantive change in the numbers of women in project management, organizational leaders in male dominated industries such as construction and property development are encouraged to think strategically about how to overcome the access and opportunity that affect women’s career progress. Originality/value Drawing on the institutional theory, this study explores how the process of normative isomorphism may reproduce female underrepresentation and gender segregation in traditional project-based organizations.
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Smith, Andrew, Eddie Oczkowski, Charles Noble und Robert Macklin. „New management practices and enterprise training in Australia“. International Journal of Manpower 24, Nr. 1 (01.02.2003): 31–47. http://dx.doi.org/10.1108/01437720310464954.
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The widespread implementation of new management practices (NMPs) in industrialised countries has had a significant impact on employee training. Examines five NMPs: the learning organisation; total quality management; lean production/high performance work organisations; teamworking; and business process re‐engineering. Focuses on the relationship between organisational change and training at the enterprise level. The research identified important findings in six key areas: small business; the use of the vocational education and training system; the importance of the individual; the nature of training; the importance of behavioural skills; and organisational change. The study confirmed that workplace change is a major driver of improved training provision in enterprises. It showed unambiguously that most NMPs are associated with higher levels of training. The integration of training with business strategy was found to be the most important factor in driving training across a wide range of training activities and appears to lead to an across the board boost to enterprise training in all its forms.
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Thompson, Herb. „The APPM Dispute: The Dinosaur and Turtles vs the ACTU“. Economic and Labour Relations Review 3, Nr. 2 (Dezember 1992): 148–64. http://dx.doi.org/10.1177/103530469200300208.
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This article examines the Australian Pulp and Paper Mills Ltd. (APPM) dispute which took place in Burnie, Tasmania between March 3 and June 10, 1992. The dispute is placed within the context of major changes in Australian industrial relations, which have been in process since 1986. Management and unions throughout Australia are still experimenting with a variety of industrial weapons to achieve their aims and goals within the parameters of the “Structural Efficiency Principle” and “enterprise bargaining”, constructed in Accords III through VI, from 1986 to the present. It is argued that the crucial change during the past six years has been the ability of companies to re-establish managerial prerogative through litigation. This has provided management with the power to confront secondary issues and agents of change such as the Accord, the Australian Industrial Relations Commission, Structural Efficiency, Enterprise Bargaining and Restructuring with a new vigour, toughness and effectuality. Increasingly docile, debilitated and legally disabled union officials and workers seem to be coming to the view that a union victory occurs if the company agrees to abide by the law while directing its workforce, and recognises the workers' right to be represented by a “third party”.
Dissertationen zum Thema "Organizational change Australia Management":
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.
Annotation:
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.
2
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.
3
Mahoney, James Scott. „Clipped wings : management discourses during organisational change at Australia's Civil Avilation Authority /“. Canberra, 2007. http://erl.canberra.edu.au/public/adt-AUC20081113.153047/index.html.
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Clabaugh, Cecil A. „Downsizing : an analysis of organisational strategies and human resource management outcomes“. Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2001. https://ro.ecu.edu.au/theses/1070.
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The objective of this research was to examine the relationship between loss and retention of key employees in downsizing organisations and organisational performance. The purpose of this was to develop an understanding of the organisational performance that results when downsizing organisations are unable to retain their key workers. The secondary objective of the research was to examine the factors that make up a downsizing organisation's employee selection process in order to determine how these factors affect loss and retention of key workers. The research was guided by a theoretical framework developed by Kozlowski et al (1993) and Thornhill and Saunders (1998) and utilised a multi-method research approach suggested by Creswell (1994) and Eisenhardt (1989). The contextual issues in downsizing employee selection were examined through analysis of seven Western Australian case study organisations. The case studies, through structured interviews and secondary data, provided insight into the complexity of the employee selection process, enabled a rich contextual base which aided in understanding the downsizing process, informed the development of a survey instrument, and provided for triangulation of the data. Each organisation was analysed as a unique site. Cross-site analysis techniques, based on pattern analysis, provided a better understanding of the selection process (Miles and Huberman, 1984). The downsizing process for each organisation was mapped as a process model in order to compare the employee selection process across the organisations. The survey sampling frame was based on the Kompass Australia (1999) data set, which included around 26,000 organisations. A random sample of the data set resulted in selection of 1860 Australian organisations for survey. The firms constituted a wide cross-section of Australian private and public sector organisations and varied in size as well as type of company. Some 422 organisations responded to the survey for a response rate of 23%. Firms provided demographic information as well as data on the process used for employee selection, whether or not the firm lost key employees and managers, use of redundancy packages, use of selection strategies, and organisational performance subsequent to the downsizing. Factor analysis was used to develop a simplified classification system for organisational performance. This resulted in a reduction of the performance variables to two categories: employee performance and financial performance. The two factors of organisational performance were then used for cluster analysis in order to classify the organisations according to the two performance dimensions. The results of this stage of the analysis suggested that the best fit for modelling the groupings of performance was based on a three-cluster solution. It was discovered that most of the organisations, 52%, exhibited declines in both employee and financial performance. Additionally only 33% of the organisations improved both financial and employee performance, and some 15% of the organisations improved financial performance despite declines in employee performance. The three groups of organisations were then examined for differences in loss and retention of key managers and employees. Using chi-square tests, it was discovered that 66% of the organisations that suffered declines in both financial and employee performance lost key employees during the downsizing process and that only 32% of those organisations that improved both financial and employee performance lost key managers. The results were statistically significant and supported the premise that loss and retention of key managers and key employees is closely associated with organisational performance in downsizing firms. The effects of the employee selection process on loss and retention of key managers and employees were next examined. It was discovered that larger organisations tended to lose a disproportionate level of both key managers and key employees, that the greater the proportion of staff that were shed the greater the probability of loss of key managers and employees, and that certain types of industries, such as mining companies, insurance and financial institutions, and utilities, demonstrated a high proportion of loss of key managers. The factors influencing loss of key managers included transfers to lower paying jobs as a downsizing alternative to cost reduction, the use of delayering as a downsizing target, and use of across-the-board staff .cuts to achieve cost reduction. Strategies that resulted in retention of key managers included the use of a competitive selection process that utilised selection criteria such as skills and experience. Key employees were lost to organisations that transferred workers to lower paying jobs, reduced the number of working hours, downsized as a result of merger or takeover, downsized in order to achieve economic turnaround as the primary goal, close specific work sites, and used voluntary redundancy as the primary downsizing strategy. It is argued that these results have significant implications for human resource management theory and practice, suggesting that employees must be valued as strategic assets not only in periods of expansion, but during organisational contraction.
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Duczynski, Guy A. „To what extent can knowledge management systems build and reinforce consensus around initiatives for change?: A self-reflective analysis of professional practice“. Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2001. https://ro.ecu.edu.au/theses/1518.
Annotation:
This thesis reports on my attempts to 're-align' the purpose, behaviour and underlying culture of a large military organisation through heuristic, self reflective enquiry - to 'find its future' - with and through its people. I use the word re-align with great care as I recognised that change would have been too ambitious and would (probably have) result(ed) in failure. Whilst I cannot claim total success, I have made new and valuable discoveries in knowledge elicitation and methods of integrating the views of a large number of people to 'build and reinforce consensus around initiatives for change'. In the process of completing this research I developed a novel approach to strategic planning/policy making that advances the ends, ways and means construct of decision-making into a purer and more refined approach. One that anchors these elements firmly to the organisation and its environment simultaneously through a knowledge management system, enabling the strengths and weaknesses within the organisation to be drawn into sharp focus - an effects based planning approach. I have also fused together the more systematic and disciplined approaches embodied within a knowledge management system with existing and more creative scenario planning/future focussed methods. Thus allowing organisations to undertake 'self-constructed' audits that have an immediate interest or are situated well into their future, doubling its value as a planning device. As I report, the methods have been presented at the highest levels of Defence, attracting interest from the Australian Minister of Defence. The New Zealand Defence Force, Naval Warfare Development Command of the United States Navy and Australia's Chief of Air Force have also expressed an interest in the potential of an effects-based orientation to planning and policy-making. Whether the concepts and underpinning ideas become established, leading to the discovery of a post-modem military is uncertain. What is clear is that there is a definite move away from a pre-occupation with the means, or the things that are done, towards a more comprehensive understanding of what are we trying to make happen as a guiding principle. This is certainly of value within military 'organisations and has potential for others involved in complex problem-solving in social settings. A heuristic, self-reflective approach has enriched this search for focussed and 'change-finding' knowledge, allowing a more purposeful, complete and forthright account of the involvement of others.
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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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Best, Simon. „On a wing and a prayer stories of the use of improvisation by NEIS businesses during the start-up phase /“. Australasian Digital Theses Program, 2006. http://adt.lib.swin.edu.au/public/adt-VSWT20060824.142152.
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Thesis (PhD) - Swinburne University of Technology, 2006.Submitted for the degree of Doctor of Philosophy, Swinburne University of Technology - 2006. Typescript. Includes bibliographical references (p. 193-207).
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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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Elliott, C. S. „Leadership and Change in Schools : the Case of District High Schools in Western Australia“. Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 1990. https://ro.ecu.edu.au/theses/1676.
Annotation:
The focus of the research was on the manifestation of leadership that emerged in one district high school in Western Australia undergoing both imposed and self-determined change. Given the phenomena, which were deemed to involve complex human behaviour, a decision was made to locate the research within the naturalistic paradigm. The research was established in the “bounded case study” mode in which the school was regarded as an instant draw from a class within which issues would be discovered the described and studies in order to achieve understanding. A second district high school was used as a reference point from which developments in the case study school might be judged. A bounded case study of a second district high school as its school development plan was ratified by the district superintendent, was conducted. The school development plan was considered to be the product of the changes this school had undergone. A three phase research design was adopted in order to formulate research questions and procedures, undertake trialing and collect data. Data was collected by formal and informal interviews, direct observations and weekly three day visits to the case study school and periodic visits to the reference school. The Principal of the later school was used as an “external auditor” for the data analysis and interpretations. Data were analysed using a data content analysis system based upon a single frame of reference - interventions - and a preliminary categorization taxonomy developed as an initial conceptual framework. Data were ‘mapped” using two techniques based on chronologies of action and events (interventions) and leadership approach. Analysis of data indicated that the cultural difference between the secondary, upper primary and junior primary sections of district high schools should be taken into account when change is implemented in those schools. A clear and unambiguous definition of the tasks, functions and powers of district superintendents and principals of self-determining schools within the reform Ministry of Education should be developed so that conflicting understandings by Ministry of Education staff no longer exist. To develop a non-adversary relationship with principals, district superintendents should move from the use of legitimate and coercive power bases and use export and referent power. A system of professional support for principals, independent of the Ministry of Education hierarchy, should be implemented at Education District level. A principal need not exhibit all of the levels of leadership in the proportions suggested by Sergiovanni (1984) to aspire to be the principal of an excellent school, so long as the aggregate of the leadership behaviour in the school includes leadership in all levels, in the proportions suggested. In situations where individuals are permitted by peers to exercise leadership roles, their behaviour will not be consistent with that suggested by Sergiovanni (1984), as constituting excellent leadership. Effective leadership is fluid. As subordinates expectations vary, as they become more familiar with the task, an effective leader will monitor the situation and make fine adjustments to exert the necessary coordinations, control and motivation of staff. Individuals in leadership positions will vary their behaviour in response to situations where there is actual conflict or the potential for conflict. Individuals in leadership positions will vary their behaviour to accommodate changes in their perception of the flexibility of the task. The potential for conflict exists when the cultural situation changes. This conflict will, most often, be between “tribal” groups created on the bases of social, shared and vested interests. In cases where the tasks traditionally performed at executive or managerial levels, such as by deputy principals, the individuals at that level will be subject to diminished legitimate power and become without roles.
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Ottaviano, Michael Edward, und mikeottaviano@hotmail com. „Assessing and improving the enablers of innovation the development of an innovation capability assessment instrument“. Swinburne University of Technology. Australian Graduate School of Entrepreneurship, 2005. http://adt.lib.swin.edu.au./public/adt-VSWT20050707.162428.
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The ability to successfully innovate on a sustained basis is critical in today�s �hyper-competitive� environment characterised by increasingly rapid technological change and shortening product life cycles, and where competitors quickly imitate sources of competitive advantage. At the same time, organisations find managing innovation difficult; both larger firms who fight to avoid being outplayed by smaller, more nimble competitors, and smaller firms struggling to compete against the resources and reach of larger, global competitors.
This research develops an assessment instrument designed to assist organisations to improve their ability to innovate. An inductive, case-based methodology is adopted utilising action research techniques to develop the Innovation Capability Assessment instrument. The starting point of the research was an extensive analysis of the corporate entrepreneurship and innovation literature. The literature provided a basis for understanding what question areas might need to be included in such an instrument and led to the development of an initial theoretical framework and a preliminary assessment instrument.
The preliminary assessment instrument was further developed and refined via five exploratory case studies. Three subsequent confirmatory case studies were used to validate the instrument�s effectiveness. The case studies were carried out at Australian organisations operating within a variety of industries and of varying sizes, all of whom were looking to improve their innovation performance. Data was collected through interviews with key members of each organisation and through assessment and action planning workshops involving participants from a cross-section of each organisation. The case studies led to additional assessment questions being added to the instrument, and the rationalisation of others.
This research identifies the enablers of organisational innovation and finds that these are common to all the case organisations involved in the fieldwork. The innovation enablers form the basis of the Innovation Capability Assessment instrument that measures innovation performance against 21 questions within three key assessment areas: strategic management of innovation, the internal environment, and a series of innovation competencies. The relative importance of each innovation enabler to the organisation is also assessed.
The Innovation Capability Assessment instrument is shown to be very relevant across a variety of organisation types and sizes. In addition, it is useful for an organisation to identify and prioritise weaknesses, and develop actions for improving their innovation capability.
Bücher zum Thema "Organizational change Australia Management":
1
Dunphy, Dexter C. The sustainable corporation: Organisational renewal in Australia. Frenchs Forest, NSW: Allen & Unwin, 1998.
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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.
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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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IFIP TC8 Open Conference on Business Process Re-engineering: Information Systems Opportunities and Challenges (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 Opportunities and 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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Cope, Bill. Productive diversity: A new, Australian model for work and management. Annandale, N.S.W: Pluto Press, 1997.
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Dimmock, Clive A. J. Innovative school principals and restructuring: Life history portraits of successful managers of change. London: Routledge, 1997.
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Smith, Larry. Business of school leadership: A practical guide for managing the business dimension of schools. Camberwell, Vic: Acer Press, 2010.
Buchteile zum Thema "Organizational change Australia Management":
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Akingbola, Kunle, Sean Edmund Rogers und Alina Baluch. „Organizational Change“. In Change Management in Nonprofit Organizations, 1–35. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-14774-7_1.
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Barnhill, Christopher R., Natalie L. Smith und Brent D. Oja. „Organizational Change“. In Organizational Behavior in Sport Management, 81–90. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67612-4_8.
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Edmondson, Amy C. „Organizational Change“. In The Palgrave Encyclopedia of Strategic Management, 1–5. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_767-1.
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Edmondson, Amy C. „Organizational Change“. In The Palgrave Encyclopedia of Strategic Management, 1195–99. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_767.
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Weinberg, Ashley, Valerie J. Sutherland und Cary Cooper. „Change And The Need For Change“. In Organizational Stress Management, 1–36. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230203938_1.
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Singh, N. K. „Understanding Organizational Change“. In Management for Professionals, 63–68. New Delhi: Springer India, 2012. http://dx.doi.org/10.1007/978-81-322-0469-5_10.
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Furnham, Adrian. „Reactions to Organizational Change“. In Management Intelligence, 160–63. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230227439_55.
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Ross, Stanley C. „Change Management in Organizations“. In Organizational Behavior Today, 163–84. 1 Edition. | New York: Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781003142119-12.
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Saxena, Kul Bhushan C., Swanand J. Deodhar und Mikko Ruohonen. „Innovations and Organizational Change“. In Management for Professionals, 61–78. New Delhi: Springer India, 2016. http://dx.doi.org/10.1007/978-81-322-3652-8_4.
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Barth, Anthony L., und Wiaan de Beer. „Levers of Organizational Change“. In Performance Management Success, 9–13. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-64936-8_2.
Konferenzberichte zum Thema "Organizational change Australia Management":
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Wahyuni, Nanik, Ulfi Kartika Oktaviana und Indah Yuliana. „Organizational Change, Organizational Performance, and Management Accounting Practice Change in Sharia Banking“. In Proceedings of the 6th International Conference on Community Development (ICCD 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/iccd-19.2019.101.
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Kutuev, Artem Valerievich. „MODERN MODELS OF ORGANIZATIONAL CHANGE MANAGEMENT“. In Russian science: actual researches and developments. Samara State University of Economics, 2020. http://dx.doi.org/10.46554/russian.science-2020.03-1-211/216.
Annotation:
The article provides a comparative analysis of organizational change management models, the applicability of which in real conditions may differ under the influence of various factors of the external and internal environment of the company. In addition, the assessment of the impact of these factors on management decisions about which model should be followed when implementing a business transformation project is made.
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Khoori, Ahmed. „Organizational Learning and Management of Change“. In Abu Dhabi International Petroleum Exhibition and Conference. Society of Petroleum Engineers, 1998. http://dx.doi.org/10.2118/49551-ms.
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Çetin, Münevver. „Organizational Change: An Exploratory Study On Organizational Tightness-Flexibility Dilemmas Of Academicians“. In 17th International Strategic Management Conference. European Publisher, 2022. http://dx.doi.org/10.15405/epsbs.2022.12.02.16.
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Lin, Yang. „Research on Communication Management in Organizational Change“. In 7th International Conference on Education, Management, Information and Computer Science (ICEMC 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icemc-17.2017.203.
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Huschbeck, Torsten, Christian Horres und Oliver Haas. „Facts and Thoughts on Organizational Change Management“. In Sustainable Business Development Perspectives 2022. Brno: Masaryk University Press, 2022. http://dx.doi.org/10.5817/cz.muni.p280-0197-2022-7.
Annotation:
Change management is an organized strategy to ensure that changes are implemented completely and smoothly, as well as producing long-term advantages. Change management focuses on the larger implications of change, particularly on people and how they behave as they transition from one state to the next. The change could range from a modest process alteration to a huge system overhaul in order to maximize the business potential. There are two major philosophies of change management. They are investigated from several perspectives with the goal of determining whether they can be utilized as an appropriate analytical instrument to thoughtfully probe contemporary challenges in businesses.
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VOICA, Orlando, Cristina VEITH und Iyad ISBAITA. „ASPECTS OF ORGANIZATIONAL COMMUNICATION INFLUENCING THE SUCCESS OF CHANGE“. In International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/05.03.
Annotation:
This paper aims to analyse some organizational routines that can influence the success of organizational change. Thus, we analyse several communicational elements that influence the implementation of a change, from the perspective of their interdependence. The data were collected through an online questionnaire and statistically evaluated. The quantitative analysis was based on the responses to questionnaire from 258 organizations in both public and private sectors. We hypothesized that a successful change is reliant on some particular factors specific to the communication process. The analysis revealed that a personalized, demanding-focused communication is a determining factor for the success of any change. Materialized through the proper channel, this approach can determine the active and long-lasting involvement of team members in change implementation and goal-achievement processes. Our actual research is limited in scale and scope, but its results are important for practitioners that intend to realize organizational changes, emphasizing the communication elements that they should focus on. Also, our study might be a support for future researches that focus on the impact that communication have on knowledge management processes during the organizational change initiatives.
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AMUZA, ANTONIO, und RADU FLOREA. „Effects of organizational change on cultural value shifts redefining organizational culture through corporate change models“. In Third International Conference on Advances in Social Science, Economics and Management Study- SEM 2015. Institute of Research Engineers and Doctors, 2015. http://dx.doi.org/10.15224/978-1-63248-063-7-41.
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Barchiesi, Maria Assunta, Elisa Battistoni, Francesca A. Iacobone und Agostino La Bella. „Leveraging on informal networks for organizational change“. In 2008 IEEE International Engineering Management Conference (IEMC-Europe 2008). IEEE, 2008. http://dx.doi.org/10.1109/iemce.2008.4617996.
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Lovrenčić, Sandra. „Knowledge Management as a Facilitator of Organizational Change“. In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.82.
Annotation:
Natural, social, political, technological and economic environment of an organization constantly change making timely and relevant information and knowledge critical for competitive advantage and business success. Such constant changes can cause disruption and with it need for adaptation of business models, digital transformation and improvement of knowledge management systems. Digital business and digital workforce are being even more accentuated with ongoing epidemic and new information technologies emerge to help organizations in achieving their goals. Information technology is an important element of knowledge management that supports its processes of creation, acquisition, storage, sharing and application of organizational knowledge. Other important elements, or classic pillars, are organization, leadership and learning. They all include people and people really are key enablers of development and progress. Technology, processes and people in organization are intertwined;:they change and are changed by each other, and are specific for each organization. Knowledge management makes use of those connections to foster organizational change, but is also influenced and changed by them.
Berichte der Organisationen zum Thema "Organizational change Australia Management":
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Johnson, Craig L. Transformation of Installation Management: An Analysis of Organizational Change. Fort Belvoir, VA: Defense Technical Information Center, März 2006. http://dx.doi.org/10.21236/ada448585.
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Vergos, Deborah H. Navy's Organizational Transformation: Substantiative Change or Just More Management Hype. Fort Belvoir, VA: Defense Technical Information Center, März 2010. http://dx.doi.org/10.21236/ada520132.
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Herrera, Cristian. How do strategies to change organizational culture affect healthcare performance? SUPPORT, 2016. http://dx.doi.org/10.30846/1608114.
Annotation:
‘Organizational culture’ refers to characteristics shared by people who work within the same organization. These characteristics may include beliefs, values, norms of behaviour, routines, and traditions. The management of organizational culture is viewed increasingly as a necessary part of health system reform. It is therefore important for policymakers to be aware how strategies to improve organizational culture affect healthcare performance.
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McKnight, Katherine, und Elizabeth Glennie. Are You Ready for This? Preparing for School Change by Assessing Readiness. RTI Press, März 2019. http://dx.doi.org/10.3768/rtipress.2019.pb.0020.1903.
Annotation:
Schools routinely face federal and state mandated changes, like the Common Core State Standards or standardized testing requirements. Sometimes districts and schools want to take on new policies and practices of their own, like anti-bullying programs or using technology to deliver instruction. Regardless of the origin of the change, implementation requires them to take on additional work; yet experts estimate that only 30 to 50 percent of major change efforts in organizations will succeed. Failing change efforts result in not only financial losses but also lowered organizational morale, wasted resources, and lost opportunities. For schools where resources are already stretched thin, the consequences of failed change initiatives can be particularly devastating. In this paper, we discuss results of a study, over a school year, of school principals who were working on implementing a new change initiative in their schools. We apply lessons from the change management literature and focus on the importance of assessing readiness for change as a key step in ensuring the success of new initiatives. We share examples of a change readiness rubric to help schools and districts successfully lead change.
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Woolaston, Katie. Working Together to Protect Australia in the Age of Pandemics: Managing the Environmental Drivers of Zoonotic Disease Risks. Queensland University of Technology, 2022. http://dx.doi.org/10.5204/rep.eprints.232775.
Annotation:
The COVID-19 pandemic has infiltrated every level of social, cultural and political life and has demonstrated the truly devastating effects of ineffective pandemic management systems. Yet, the likelihood of another pandemic occurring in the short to medium term is greater than ever. The drivers of pandemics are not improving. Anthropogenic drivers, including agricultural intensification, land-use changes such as deforestation and urbanisation, wildlife trade and climate change are all contributing to what has been called the ‘era of pandemics’. This report contains key findings and research around pandemic prevention and zoonotic disease risk management.
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Flandin, Simon, Germain Poizat und Romuald Perinet. Proactivité et réactivité: deux orientations pour concevoir des dispositifs visant le développement de la sécurité industrielle par la formation. Fondation pour une culture de sécurité industrielle, Februar 2021. http://dx.doi.org/10.57071/948rpn.
Annotation:
In a world exposed to uncertainty and upsets, the development of organizational resilience is often proposed to improve performance. Intended as a complement – but also sometimes as a counterpoint – to management approaches based on anticipation and preparedness, resilience-based approaches aim to improve the ability of professionals to react in an opportune manner to extraordinary and unexpected situations. Despite increasing interest for this change in paradigm, few concrete case studies have been documented. The work presented in this document explores the possibilities offered by new training modalities, for and using resilience, which aim to improve the ability of professionals to produce safety in work situations. The work is part of a research project called FOResilience, led by Simon Flandin and Germain Poizat at the University of Geneva, which was partially funded by the FonCSI. Three characteristics of the authors’ approach are worth emphasizing: - They adopt a broad definition of “training”, which includes professional development activities and organizational interventions, with a particular interest for methods that differ from classical classroom-based training, such as crisis exercises, discussion forums, coaching, and collective analysis of work situations. - They are more interested in activities and methods that develop professionals’ ability to interpret ambiguous situations and to act and cooperate in unexpected or critical situations, than in activities that promote a quasi-mechanical execution of a procedure or deployment of a pre-established plan. - They see safety as resulting as much from the daily work activities that develop professionals’ ability to act in appropriate ways in a constantly evolving context, as from the initial safe system design and careful implementation of operating procedures that cover all possible situations. Two families of training/intervention methods are analyzed: - Methods that develop proactivity in routine situations, the daily activities that create conditions which are favourable to safe operations. These include different forms of discussion between professionals that aim to improve the shared understanding of goal conflicts, of the decisions and compromises made, the difficulties encountered (such as procedures that are inappropriate in certain situations) and improvement opportunities. - Methods that encourage reactivity in extraordinary or critical situations and the ability to bounce back after a critical organizational upset. These include various simulation-based methods, such as crisis exercises, though designed to improve the ability of professionals to make sense of and react in appropriate ways to unexpected events, rather than the classical objective of exercises to check correct execution of a predefined plan.
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Contreras Salamanca, Luz Briyid, und Yon Garzón Ávila. Generational Lagging of Dignitaries, Main Cause of Technological Gaps in Community Leaders. Analysis of Generation X and Boomers from the Technology Acceptance Model. Universidad Nacional Abierta y a Distancia, Mai 2021. http://dx.doi.org/10.22490/ecacen.4709.
Annotation:
Community and neighborhood organizations are in the process of renewing the organizational culture, considering technological environments in the way of training, and advancing communally, being competitive in adaptation and learning, creating new solutions, promoting change, and altering the status quo, based on the advancement of technology over the last few years, currently applied in most organizations. The decisive factor is the ability of true leaders to appropriate the Technological Acceptance Model –TAM– principles, participating in programs and projects, adopting new technologies from the different actors involved, contributing to the welfare of each community. There is, however, a relative resistance to the use of technology as support in community management, due to the generational differences in leaders and dignitaries, according to collected reports in this study, in relation to the age range of dignitaries –Generation X and Baby Boomers predominate–. They present a challenge to digital inclusion with difficulties related to age, cognitive, sensory, difficulty in developing skills, and abilities required in Digital Technologies, necessary to face new scenarios post-pandemic and, in general, the need to use technological facilities.
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McKenna, Patrick, und Mark Evans. Emergency Relief and complex service delivery: Towards better outcomes. Queensland University of Technology, Juni 2021. http://dx.doi.org/10.5204/rep.eprints.211133.
Annotation:
Emergency Relief (ER) is a Department of Social Services (DSS) funded program, delivered by 197 community organisations (ER Providers) across Australia, to assist people facing a financial crisis with financial/material aid and referrals to other support programs. ER has been playing this important role in Australian communities since 1979. Without ER, more people living in Australia who experience a financial crisis might face further harm such as crippling debt or homelessness. The Emergency Relief National Coordination Group (NCG) was established in April 2020 at the start of the COVID-19 pandemic to advise the Minister for Families and Social Services on the implementation of ER. To inform its advice to the Minister, the NCG partnered with the Institute for Governance at the University of Canberra to conduct research to understand the issues and challenges faced by ER Providers and Service Users in local contexts across Australia. The research involved a desktop review of the existing literature on ER service provision, a large survey which all Commonwealth ER Providers were invited to participate in (and 122 responses were received), interviews with a purposive sample of 18 ER Providers, and the development of a program logic and theory of change for the Commonwealth ER program to assess progress. The surveys and interviews focussed on ER Provider perceptions of the strengths, weaknesses, future challenges, and areas of improvement for current ER provision. The trend of increasing case complexity, the effectiveness of ER service delivery models in achieving outcomes for Service Users, and the significance of volunteering in the sector were investigated. Separately, an evaluation of the performance of the NCG was conducted and a summary of the evaluation is provided as an appendix to this report. Several themes emerged from the review of the existing literature such as service delivery shortcomings in dealing with case complexity, the effectiveness of case management, and repeat requests for service. Interviews with ER workers and Service Users found that an uplift in workforce capability was required to deal with increasing case complexity, leading to recommendations for more training and service standards. Several service evaluations found that ER delivered with case management led to high Service User satisfaction, played an integral role in transforming the lives of people with complex needs, and lowered repeat requests for service. A large longitudinal quantitative study revealed that more time spent with participants substantially decreased the number of repeat requests for service; and, given that repeat requests for service can be an indicator of entrenched poverty, not accessing further services is likely to suggest improvement. The interviews identified the main strengths of ER to be the rapid response and flexible use of funds to stabilise crisis situations and connect people to other supports through strong local networks. Service Users trusted the system because of these strengths, and ER was often an access point to holistic support. There were three main weaknesses identified. First, funding contracts were too short and did not cover the full costs of the program—in particular, case management for complex cases. Second, many Service Users were dependent on ER which was inconsistent with the definition and intent of the program. Third, there was inconsistency in the level of service received by Service Users in different geographic locations. These weaknesses can be improved upon with a joined-up approach featuring co-design and collaborative governance, leading to the successful commissioning of social services. The survey confirmed that volunteers were significant for ER, making up 92% of all workers and 51% of all hours worked in respondent ER programs. Of the 122 respondents, volunteers amounted to 554 full-time equivalents, a contribution valued at $39.4 million. In total there were 8,316 volunteers working in the 122 respondent ER programs. The sector can support and upskill these volunteers (and employees in addition) by developing scalable training solutions such as online training modules, updating ER service standards, and engaging in collaborative learning arrangements where large and small ER Providers share resources. More engagement with peak bodies such as Volunteering Australia might also assist the sector to improve the focus on volunteer engagement. Integrated services achieve better outcomes for complex ER cases—97% of survey respondents either agreed or strongly agreed this was the case. The research identified the dimensions of service integration most relevant to ER Providers to be case management, referrals, the breadth of services offered internally, co-location with interrelated service providers, an established network of support, workforce capability, and Service User engagement. Providers can individually focus on increasing the level of service integration for their ER program to improve their ability to deal with complex cases, which are clearly on the rise. At the system level, a more joined-up approach can also improve service integration across Australia. The key dimensions of this finding are discussed next in more detail. Case management is key for achieving Service User outcomes for complex cases—89% of survey respondents either agreed or strongly agreed this was the case. Interviewees most frequently said they would provide more case management if they could change their service model. Case management allows for more time spent with the Service User, follow up with referral partners, and a higher level of expertise in service delivery to support complex cases. Of course, it is a costly model and not currently funded for all Service Users through ER. Where case management is not available as part of ER, it might be available through a related service that is part of a network of support. Where possible, ER Providers should facilitate access to case management for Service Users who would benefit. At a system level, ER models with a greater component of case management could be implemented as test cases. Referral systems are also key for achieving Service User outcomes, which is reflected in the ER Program Logic presented on page 31. The survey and interview data show that referrals within an integrated service (internal) or in a service hub (co-located) are most effective. Where this is not possible, warm referrals within a trusted network of support are more effective than cold referrals leading to higher take-up and beneficial Service User outcomes. However, cold referrals are most common, pointing to a weakness in ER referral systems. This is because ER Providers do not operate or co-locate with interrelated services in many cases, nor do they have the case management capacity to provide warm referrals in many other cases. For mental illness support, which interviewees identified as one of the most difficult issues to deal with, ER Providers offer an integrated service only 23% of the time, warm referrals 34% of the time, and cold referrals 43% of the time. A focus on referral systems at the individual ER Provider level, and system level through a joined-up approach, might lead to better outcomes for Service Users. The program logic and theory of change for ER have been documented with input from the research findings and included in Section 4.3 on page 31. These show that ER helps people facing a financial crisis to meet their immediate needs, avoid further harm, and access a path to recovery. The research demonstrates that ER is fundamental to supporting vulnerable people in Australia and should therefore continue to be funded by government.