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Zeitschriftenartikel zum Thema „Organizational change“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 9. November 2024

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1

Wananda, Adhi, und Puspitasari Puspitasari. „Organizational Environment, Organizational Change, And Polri Services“. Management Technology and Security International Journal 1, Nr. 2 (01.11.2020): 153–64. http://dx.doi.org/10.47490/mtsij.v1.i2.153164.

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A changing and developing environment , indeed, affects the organizational development of Indonesian National Police , called Polri in Bahasa . These environmental changes will affect the management of Indonesian National Police organization. The e xternal environmental factors that most influence organizational activities of Indonesian National Police consist of micro external environmental factors , including the personnel of Indonesian National Police and the public, as well as the macro external e nvironmental factors covering political and legal conditions in Indonesia. Organizational changes in Indonesian National Police institution have massively occurred since Indonesian National Police Reformation in 1999 - 2000 and due to the Bureaucratic Reform s launched by the government in 2010. The most prominent change from Indonesian National Police Reform is the organizational culture of Indonesian National Police , from previously having a military culture to fully become a police organization which protec ts and serves the community. Meanwhile, the changes due to the b ureaucratic r eform are implemented from the realization of programs and activities designed to improve the performance and the effectiveness and efficiency of Indonesian National Police ’s duties . By realizing and conducting these programs and activities, the level of public satisfaction with the services provided by Indonesian National Police has increased . This also shows an increase in the context of the image of Indonesian National Polic e in the eyes of the people . Keywords : organizational environment , organizational change , police services , police reform , bureaucratic reform

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2

Badruddozza Mia, Mohammad, und Magnus Ramage. „ICT-mediated organizational change in microfinance organizations: a case study“. Problems and Perspectives in Management 16, Nr. 3 (06.07.2018): 40–47. http://dx.doi.org/10.21511/ppm.16(3).2018.04.

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A strong research tradition on the economic and social impacts of microfinance intervention has been going on. But a dearth of studies on microfinance organizational and management perspectives is there, although the social and economic impacts of this development program largely depend on its organizational setup and intervention management. ICT (decipher!!!) has been used in microfinance organizations for quite a long period of time. This study looks into the ICT-mediated material and social changes that happen in this unique type of organization and its management. The study was conducted using exploratory case study in two organizations. A number of semi-structured interviews and focus groups have been conducted at different layers of the organizations. The study found that ICT has profound implications for change in different material and social aspects of microfinance organizations. As a catalyst, ICT causes organizational structure shrank both horizontally and vertically. Because of the use of ICT a loss-of-middle phenomenon emerges in organizational structure and a tendency of centralized decision authority prevails. It helps boosting up the operational performance and transparency and lowering the long-debated interest rate of microfinance. It engenders profound changes in human resources and socio-cultural aspects of microfinance organizations. However, if protective mechanism is not adopted then the use of ICT may have detrimental effects to the social performance of microfinance. This study contributes to the knowledge domain of ICT-mediated organizational change and the microfinance policy makers by exploring the implications of ICT to different organizational aspects. It contributes by unearthing the detrimental effect of ICT to the development outcome of microfinance intervention.

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3

Rocque, Ritika. „Organizational Change“. International Journal of Advances in Nursing Management 5, Nr. 4 (2017): 375. http://dx.doi.org/10.5958/2454-2652.2017.00081.6.

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4

Gummer, Burton. „Organizational Change:“. Administration in Social Work 16, Nr. 3-4 (06.01.1993): 205–14. http://dx.doi.org/10.1300/j147v16n03_12.

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5

Frantzve, Jerri L. „Organizational Change“. Contemporary Psychology: A Journal of Reviews 35, Nr. 10 (Oktober 1990): 987. http://dx.doi.org/10.1037/029134.

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6

Miller, A. „Organizational change“. IEEE Software 18, Nr. 3 (Mai 2001): 18–20. http://dx.doi.org/10.1109/ms.2001.922720.

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7

Parikh, Indira J. „Organizational Change“. NHRD Network Journal 1, Nr. 5_Special_Issue (November 2007): 5–9. http://dx.doi.org/10.1177/0974173920070502s.

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8

Lane, Gina. „Organizational change“. Business Information Review 25, Nr. 4 (Dezember 2008): 262–67. http://dx.doi.org/10.1177/0266382108098061.

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9

Goodman, Elisabeth, und Lucy Loh. „Organizational change“. Business Information Review 28, Nr. 4 (Dezember 2011): 242–50. http://dx.doi.org/10.1177/0266382111427087.

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Change is again in the spotlight. Much of the current debate about organizational change is focusing on large scale changes, e.g. public sector reshaping or the role of the third sector, for example, and many private sector organizations are working hard on internal efficiencies. All of these bring huge challenges. But what about the people and the teams within these organizations, who must continue to deliver today as well as achieve changes to their own roles and services for delivery tomorrow? This article describes some of the current drivers of change, and the challenges for teams. It highlights a number of models and approaches which describe the cycle of change and the elements of team effectiveness, and gives practical advice on how to use those to develop and support teams in a time of change. Our advice is grounded in good practice gained through real life experience, with practical tips and suggestions. These will help readers to build and rebuild teams so that they remain effective and the people in them motivated and aligned to the organization’s goals.

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10

Woodard, Dudley B., Jr., Patrick Love und Susan R. Komives. „Organizational Change“. New Directions for Student Services 2000, Nr. 92 (2000): 61–70. http://dx.doi.org/10.1002/ss.925.

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11

Singh, Jitendra V., Robert J. House und David J. Tucker. „Organizational Change and Organizational Mortality“. Administrative Science Quarterly 31, Nr. 4 (Dezember 1986): 587. http://dx.doi.org/10.2307/2392965.

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12

Grandori, Anna, und Andrea Prencipe. „Organizational invariants and organizational change“. European Management Review 5, Nr. 4 (2008): 232–44. http://dx.doi.org/10.1057/emr.2008.29.

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13

Egelhoff, William G. „Organizational equilibrium and organizational change“. Journal of International Management 5, Nr. 1 (März 1999): 15–33. http://dx.doi.org/10.1016/s1075-4253(99)00006-x.

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14

Hage, J. T. „ORGANIZATIONAL INNOVATION AND ORGANIZATIONAL CHANGE“. Annual Review of Sociology 25, Nr. 1 (August 1999): 597–622. http://dx.doi.org/10.1146/annurev.soc.25.1.597.

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15

Burnes, Bernard. „Organizational choice and organizational change“. Management Decision 35, Nr. 10 (Dezember 1997): 753–59. http://dx.doi.org/10.1108/00251749710192075.

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16

Janicijevic, Nebojsa. „Organizational learning in the theory of organizational change“. Ekonomski anali 51, Nr. 171 (2006): 7–31. http://dx.doi.org/10.2298/eka0671007j.

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The concept of organizational learning has been presented and placed within the referential frame of the organizational change theory. It appears that organizational changes shows to be a wider concept than organizational learning, since every learning includes change, but every change does not necessarily include learning. Organizational learning presents a particular type of organizational change, one which comprises creation and utilization of knowledge, includes changes of both cognitive structures and behaviors of organizational members, and necessarily is normative by its nature. The referential frame of the theory of organizational change is based on the classification of organizational changes and put together all theories into four perspectives: organizational development, organizational transformation, organizational adaptation and process perspective. It can be concluded that the concept of organizational learning is eclectic one, since it includes all types of organizational changes and encompasses all mentioned perspectives of organizational changes. .

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17

Ololube, Nwachukwu Prince, und Dennis Ogutum Ololube. „Organizational Change Management“. International Journal of Applied Management Sciences and Engineering 4, Nr. 1 (Januar 2017): 25–42. http://dx.doi.org/10.4018/ijamse.2017010103.

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Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between leadership perception, attitudes and application towards organizational change. Using a structured questionnaire, principal officers, their deputies and faculty perceptions were analyzed and the results revealed that though change matrix are often painful and chaotic, however, significant relationship was found between employee perception, attitude, application and organizational change. The study recommends that Nigerian universities should be proactive in the implementation of changes to improve their employees' perception, attitude and application towards organizational change.

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18

Takase, Takenori. „Organizational Change and Environmental Change :“. Japanese Sociological Review 37, Nr. 1 (1986): 64–78. http://dx.doi.org/10.4057/jsr.37.64.

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19

Krysinski, Patricia R., und Donald B. Reed. „Organizational Change and Change Leadership“. Journal of Leadership Studies 1, Nr. 2 (März 1994): 65–72. http://dx.doi.org/10.1177/107179199400100207.

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20

ramezan, majid, Mohammad Ebrahim Sanjaghi und Hassan Rahimian Kalateh baly. „Organizational change capacity and organizational performance“. Journal of Knowledge-based Innovation in China 5, Nr. 3 (27.09.2013): 188–212. http://dx.doi.org/10.1108/jkic-07-2013-0012.

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21

Tsoukas, Haridimos, und Robert Chia. „On Organizational Becoming: Rethinking Organizational Change“. Organization Science 13, Nr. 5 (Oktober 2002): 567–82. http://dx.doi.org/10.1287/orsc.13.5.567.7810.

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22

Ceci, Federica, Francesca Masciarelli und Andrea Prencipe. „Changes in Organizational Architecture: Aspiration Levels, Performance Gaps and Organizational Change“. International Journal of Innovation and Technology Management 13, Nr. 01 (28.01.2016): 1650002. http://dx.doi.org/10.1142/s0219877016500024.

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This paper illustrates how organizations change their architecture in response to environmental feedback, measured in relation to performance gaps. Based on a study of 762 organizations, we explore the modus operandi underpinning architectural change and argue that the interplay between social and historical aspiration levels: (i) constitutes a benchmark against which organizations measure current performance; and (ii) defines the scope of architectural change. While a small performance gap leads organizations to implement minor architectural changes (adaptation strategy), a large performance gap requires major change (reorientation strategy).

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23

Gagliardi, Pasquale, Barbara Czarniawska und Guje Sevon. „Translating Organizational Change“. Administrative Science Quarterly 44, Nr. 1 (März 1999): 183. http://dx.doi.org/10.2307/2667039.

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24

Lukhmanova, N. A. „ORGANIZATIONAL CHANGE MANAGEMENT“. ECONOMIC VECTOR 4, Nr. 19 (Dezember 2019): 29–31. http://dx.doi.org/10.36807/2411-7269-4-19-29-31.

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25

Moran, John W., und Baird K. Brightman. „Leading organizational change“. Journal of Workplace Learning 12, Nr. 2 (März 2000): 66–74. http://dx.doi.org/10.1108/13665620010316226.

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26

Andersson, Gunnar. „Resisting Organizational Change“. International Journal of Advanced Corporate Learning (iJAC) 8, Nr. 1 (09.03.2015): 48. http://dx.doi.org/10.3991/ijac.v8i1.4432.

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27

Steele, Patricia. „Surviving Organizational Change“. Nursing Management (Springhouse) 21, Nr. 12 (Dezember 1990): 50. http://dx.doi.org/10.1097/00006247-199012000-00017.

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28

Nair, Leena, und Ankush Punj. „Driving Organizational Change“. NHRD Network Journal 1, Nr. 5_Special_Issue (November 2007): 65–69. http://dx.doi.org/10.1177/0974173920070513s.

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29

Glaser, Edward M. „Planned Organizational Change“. Knowledge 8, Nr. 2 (Dezember 1986): 260–69. http://dx.doi.org/10.1177/107554708600800209.

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30

Clack, Mary Elizabeth. „Managing Organizational Change“. Serials Librarian 25, Nr. 3-4 (10.03.1995): 149–61. http://dx.doi.org/10.1300/j123v25n03_17.

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31

Hannan, Michael T., László Pólos und Glenn R. Carroll. „Cascading Organizational Change“. Organization Science 14, Nr. 5 (Oktober 2003): 463–82. http://dx.doi.org/10.1287/orsc.14.5.463.16763.

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32

Cameron, Kim, und Jon McNaughtan. „Positive Organizational Change“. Journal of Applied Behavioral Science 50, Nr. 4 (25.09.2014): 445–62. http://dx.doi.org/10.1177/0021886314549922.

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33

Lorenzi, N. „Organizational ISSUES=change“. International Journal of Medical Informatics 69, Nr. 2-3 (März 2003): 197–203. http://dx.doi.org/10.1016/s1386-5056(02)00105-3.

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34

BEERS, LEE SAVIO. „Spearheading Organizational Change“. Pediatric News 44, Nr. 2 (Februar 2010): 57. http://dx.doi.org/10.1016/s0031-398x(10)70090-4.

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35

Gupta, Parvinder. „Managing Organizational Change“. Management and Labour Studies 28, Nr. 3 (August 2003): 257–63. http://dx.doi.org/10.1177/0258042x0302800305.

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36

SIECK, KATE, und STEVEN GARCIA. „Decoding Organizational Change“. Ethnographic Praxis in Industry Conference Proceedings 2016, Nr. 1 (November 2016): 562–64. http://dx.doi.org/10.1111/1559-8918.2016.01131.

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37

Brunsson, Karin. „Translating organizational change“. Scandinavian Journal of Management 13, Nr. 3 (September 1997): 323–24. http://dx.doi.org/10.1016/s0956-5221(97)84646-5.

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38

Grant, David, Nick Wailes, Grant Michelson, Ann Brewer und Richard Hall. „Rethinking organizational change“. Strategic Change 11, Nr. 5 (2002): 237–42. http://dx.doi.org/10.1002/jsc.599.

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39

Austin, Michael J., Frederick L. Ahearn und Richard A. English. „Guiding Organizational Change“. New Directions for Higher Education 1997, Nr. 98 (1997): 31–56. http://dx.doi.org/10.1002/he.9803.

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40

Rahman, Z., und H. Kholidi Hadi. „Does Organizational Culture Matters in Organizational Change? Transformational Leadership and Cynicism About Organizational Change“. KnE Social Sciences 3, Nr. 11 (24.03.2019): 353. http://dx.doi.org/10.18502/kss.v3i11.4019.

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41

Chernyavs'ka, Iryna, und Rostyslav Kovtun. „MANAGEMENT OF ORGANIZATIONAL CHANGES AS A DIRECTION OF IMPROVING THE ORGANIZATION'S ACTIVITIES“. ECONOMIC BULLETIN OF THE DNIPROVSK STATE TECHNICAL UNIVERSITY, Nr. 2(5) (02.01.2023): 42–51. http://dx.doi.org/10.31319/2709-2879.2022iss2(5).270793pp42-51.

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Today, in the management of organizations, the issue of resistance to changes in the environment and management of changes in the organization's activities remains relevant. The article aims to clarify and generalize theoretical provisions regarding the management of organizational changes in the context of increasing the effectiveness of the organization's activities. The theoretical and methodological basis of the work is a set of principles and methods of scientific research: the principle of systematization and theoretical generalization and methods of structural and functional analysis. According to the goal, the task of analyzing scientific approaches to forming a conceptual apparatus for managing organizational changes is set. Based on the study, the concept of "organizational change management" was clarified, which is understood as the process of implementing relevant organizational and management transformations, which involves the use of new technologies, tools, and methods of the organization and the management system, in order to ensure the optimization of the organization's activities. The key approaches to ensuring organizational changes have been studied. The basis for the analysis was the scientific works of domestic and foreign scientists on the mentioned issues, statistical data on the state of activity of enterprises according to the directions of organizational changes in the dynamics for the period 2019–2020, statistical data on the results of the activities of construction industry organizations in the dynamics for the period 2010–2021 year. As a result of the study, positive dynamics regarding the initiation and implementation of organizational changes by industrial enterprises were recorded, the most active spheres (functional areas) of activity were verified, the relevance of the use of organizational change technologies, in particular in construction organizations, was proven, given the lack of mass implementation of organizational changes in their activities. A conceptual model of organizational change management has been built based on a systemic approach to ensuring organizational changes, considering the functional areas of the organization's activity. Application of the developed model can have a beneficial effect on increasing the efficiency of organizations.

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42

Espedal, Bjarne. „Do Organizational Routines Change as Experience Changes?“ Journal of Applied Behavioral Science 42, Nr. 4 (Dezember 2006): 468–90. http://dx.doi.org/10.1177/0021886306291601.

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43

Weber, Paula S., und James E. Weber. „Changes in employee perceptions during organizational change“. Leadership & Organization Development Journal 22, Nr. 6 (September 2001): 291–300. http://dx.doi.org/10.1108/01437730110403222.

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44

Corley, Kevin G., und Dennis A. Gioia. „Identity Ambiguity and Change in the Wake of a Corporate Spin-off“. Administrative Science Quarterly 49, Nr. 2 (Juni 2004): 173–208. http://dx.doi.org/10.2307/4131471.

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We report on the findings of an inductive, interpretive case study of organizational identity change in the spin-off of a Fortune 100 company's top-performing organizational unit into an independent organization. We examined the processes by which the labels and meanings associated with the organization's identity underwent changes during and after the spin-off, as well as how the organization responded to these changes. The emergent model of identity change revolved around a collective state of identity ambiguity, the details of which provide insight into processes whereby organizational identity change can occur. Additionally, our findings revealed previously unreported aspects of organizational change, including organization members' collective experience of “change overload” and the presence of temporal identity discrepancies in the emergence of the identity ambiguity.

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45

Banutu-Gomez, Michael Ba, und Shandra MT Banutu-Gomez. „Organizational Change And Development“. European Scientific Journal, ESJ 12, Nr. 22 (30.08.2016): 56. http://dx.doi.org/10.19044/esj.2016.v12n22p56.

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This paper discusses the importance of organizational change and development. Passed literature suggests how companies have used adaptation to promote their companies. The research supports the ideas of workers personal desire for changes in the workplace. Without willingness to adapt to changes in technology, society, and worker needs an organization will miss major opportunities. Individual’s acceptance of workplace changes were also shown to changes based on comfort at present time. Our research revealed that successful organizations and those that accept and adapt to the change process.

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46

Furxhi, Gentisa, Sonela Stillo und Marinela Teneqexhi. „Organizational Change: Employees Reaction Towards It“. European Journal of Multidisciplinary Studies 1, Nr. 1 (30.04.2016): 303. http://dx.doi.org/10.26417/ejms.v1i1.p303-308.

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The organizations, in the present days,are facing a dynamic environment which makes that no organization is immune towards change. Technological changes, innovations in communication, movements in the job market, globalization, make the organization face continuous challenges regarding competition, general non-stability of the macro-environment, merging and re-engineering of the work processes. To face these challenges, the organization reassesses the strategies, structure, policies, actions, processes and their culture. So the organizational change (OC) is inevitable in the environment where the organizations operate. Organizational change can be a very small change (additional) or it can be fundamental (transformative). Regardless of the form, function or size that the organizatioal change can make, there is an agreement between the community of the researchers that the pace of the organizational change has never been as high as in our days and it must be considered as a “feature which is present in the organizational life both in the operational level as well as in the strategic level” (By, 2005). Researchers already see the organizational change as a feature, present and continuous of the organizational life, inconsistent with the previous conceptualism that viewed the organizations as relatively stable systems, which developed over time through additional planned changes, which took place in regular and predicted phases (Burnes, 2004; Cummings -Worley, 2009). The famous expression “organizations don’t change, people do”, creates the need for change agents to understand that employees have different reactions to change initiative, because they have different personal experiences, motivation levels, socio-demographic characteristics, knowledges, values and different behavior models

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47

Hyung-Deok Shin, Ji-Eun Lee und Ju-Yeon Park. „Impacts of organizational change on organizational creativity“. Journal of Eurasian Studies 15, Nr. 2 (Juni 2018): 145–61. http://dx.doi.org/10.31203/aepa.2018.15.2.007.

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48

Austin, Michael J., und Jennette Ciaassen. „Impact of Organizational Change on Organizational Culture“. Journal of Evidence-Based Social Work 5, Nr. 1-2 (Januar 2008): 321–59. http://dx.doi.org/10.1300/j394v05n01_12.

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49

Day, Mark T. „Performance-Driven Organizational Change: The Organizational Portfolio“. Journal of Academic Librarianship 26, Nr. 2 (März 2000): 143. http://dx.doi.org/10.1016/s0099-1333(00)00090-2.

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50

Meyer, Marshall W., und Lex Donaldson. „Performance-Driven Organizational Change: The Organizational Portfolio“. Administrative Science Quarterly 46, Nr. 4 (Dezember 2001): 776. http://dx.doi.org/10.2307/3094832.

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