Relevant bibliographies by topics / Organisational restructure

Academic literature on the topic 'Organisational restructure'

Author: Grafiati
Published: 10 December 2022
Last updated: 19 February 2023

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Journal articles on the topic "Organisational restructure"

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Exworthy, M. "A Review of Recent Structural Changes to District Health Authorities as Purchasing Organisations." Environment and Planning C: Government and Policy 11, no. 3 (September 1993): 279–89. http://dx.doi.org/10.1068/c110279.

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The first year of the National Health Service reforms was characterised by a steady-state situation involving little alteration to existing purchaser–provider organisational structures. However, the second year saw the internal market begin to take effect, though still restricted in many areas. In this paper, some recent developments of district health authority purchaser organisations are explored. The potentially contradictory trends towards (geographically and organisationally) larger purchasers, in the form of mergers and consortia, and the need for locally sensitive purchasing mechanisms are discussed. It is concluded that there needs to be some policy direction concerning the hierarchy of purchasers as the number of general practitioner fund-holders increases and as providers begin to restructure their operations in the internal (managed) market.
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Hashim, Junaidah, and Saodah Wok. "Predictors to employees with disabilities’ organisational behaviour and involvement in employment." Equality, Diversity and Inclusion: An International Journal 33, no. 2 (February 4, 2014): 193–209. http://dx.doi.org/10.1108/edi-03-2012-0018.

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Purpose – The purpose of this paper is to examine the work challenges of employees with disabilities and predict the organisational behaviours of employees and their involvement in employment. Design/methodology/approach – A self-developed questionnaire was used to gather relevant information from employers, employees with disabilities and their co-workers. The questionnaires were distributed and administered by a number of trained enumerators. Findings – Both employers and co-workers perceived that their organisations have provided conducive organisation climate, comfortable work environment and reasonable adjustment for their employees with disabilities. Employees with disabilities are found loyal and committed. They are satisfied with the job. Organisational loyalty and commitment are predicted by the organisations’ ability to restructure their job design to suit to the needs of employees with disabilities. Research limitations/implications – Initially, this study planned to use purposive sampling; however, due to poor database maintained by the relevant agency of employees with disability employment in the country, the paper was unable to identify which employers employ how many employees with disabilities. The sampling then was based on convenient sampling. Practical implications – Job design, organisational climate and comfortable work environment have long been recognised for motivating employees’ performance (Hackman et al., 1975; Garg and Rastogi, 2006). The paper's findings show that these factors also motivate employees with disabilities. This is added value to the existing body of knowledge as limited is known about the motivation of employees with disabilities. Originality/value – This study is unique because it gathers data from several parties: employees with disabilities, the co-workers and the employers.
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Schäffer, Utz, Erik Strauss, and Christina Zecher. "The role of management control systems in situations of institutional complexity." Qualitative Research in Accounting & Management 12, no. 4 (October 12, 2015): 395–424. http://dx.doi.org/10.1108/qram-01-2015-0010.

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Purpose – This study investigates in depth how decision-making of different organisational members is shaped by various management control systems (MCSs) that reflect different institutional logics, how the entire organisation deals with the arising institutional complexity and which role different management controls as a system play in such situations. Design/methodology/approach – A case study was conducted on a German Mittelstand firm whose MCSs were shaped by three different logics over time: a family logic, a stakeholder logic and a shareholder logic. Findings – This paper shows how different actors of an organisation confronted with institutional complexity used selective coupling of different MCS components and compartmentalizing MCS components to deal with clashing institutional logics. Thereby, it was possible for the actors to balance different sub-communities within the firm that were shaped by conflicting but yet complementary logics that were required for organisational survival. Research limitations/implications – This study contributes to the understanding of how an MCS can be exploited for organisational structural responses to multiple logics. Due to this research design, the present study deals with challenges of ex post rationalization. Practical implications – The results show options for organisational leaders to deal with different kind of worldviews (i.e. logics) that shape employees’ behaviour. Particularly, this paper explains how leaders can restructure their MCSs to influence human behaviour in times of radical change. Originality/value – This paper contributes to the literature on MCSs by showing what role MCSs play in structural responses to institutional complexity.
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Clibborn, Stephen. "The politics of employment relations in a multinational corporation during crisis." Economic and Industrial Democracy 40, no. 3 (March 7, 2018): 560–82. http://dx.doi.org/10.1177/0143831x17748198.

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Much progress has been made recognising the importance of power and politics in organisational processes but legal regulatory institutional constraints on actors remain overemphasised in the extant literature. This article provides unique insight into organisational processes during the global economic crisis. The glare of crisis illuminates the negotiated nature of organisational processes and outcomes, demonstrating the range of options available to actors, both within and beyond apparent legal institutional limits. General Motors has received significant publicity for its near collapse, government bailout and restructure through bankruptcy proceedings. During the crisis the company made changes impacting its global workforce. This article tracks three key employment practices from development in the United States headquarters to implementation in the Australian subsidiary in the context of inconsistent local laws. Directives to cut pay for some employees, freeze pay for others and terminate the employment of a large number of workers were received and implemented in the subsidiary in varying and counterintuitive ways. Institutional consistency does not guarantee successful transfer, while even host country legal institutional inconsistency is no guarantee of failure.
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Abd Elghany, Mona Mohamed, and Reem Aly Elharakany. "Questioning Facilities Management in Higher Education in Egyptian Context for Better Decision-Making Process of Funding Allocation." International Journal of Business and Management 12, no. 7 (June 6, 2017): 129. http://dx.doi.org/10.5539/ijbm.v12n7p129.

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The quality of education is influenced by the managerialization of the universities, which refers to the introduction of substantial changes in the decision-making processes of the academic institutions, and the application of renewed information systems along with new managerial methodologies to restructure the organisational strategic relationships with stakeholders. This paper proposes a questionnaire to assess the importance of facilities in universities according to their financial budget consumed value. Semi Structured Interviews were conducted with the heads of logistic and financial departments in Egyptian universities, twenty public universities and twenty-three private universities, in order to identify criteria for the most significant university's facilities and appealing infrastructure that contributes to the quality of education.
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Gander, Michelle, and Margot McInnes. "Can a professional learning community deliver career development learning?" Journal of Workplace Learning 33, no. 7 (May 18, 2021): 523–33. http://dx.doi.org/10.1108/jwl-01-2021-0009.

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Purpose The professional development needs of university professional staff are an under-researched area. More data were needed to understand their needs to ensure that employers invest their resources appropriately. A conceptual framework is developed for the workplace learning of career development activities using concepts of professional learning communities, adult learning and non-formal learning. The purpose of this study was to evaluate the success of a professional development network in meeting the needs of university professional staff after a re-structure. Design/methodology/approach A case study of the development of a staff career network at an Australian university after a restructure is presented. An online survey was sent to 75 staff who had attended at least one professional development event. Quantitative and qualitative data were analysed using descriptive statistics and thematic analysis. Findings This study has shown that a university professional staff career network has been a positive influence for its participants after an organisational restructure. The value of this network was to increase confidence and provide opportunities for self-improvement, career planning and networking. Originality/value A conceptual model integrating the concepts of professional learning communities, adult learning and non-formal learning has resulted in a model of social non-formalised workplace learning that may be of use in other contexts to improve staff motivation, outside of more formal learning opportunities.
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Francis, Helen, and Tom Baum. "HR transformation within the hotel industry: building capacity for change." Worldwide Hospitality and Tourism Themes 10, no. 1 (February 12, 2018): 86–100. http://dx.doi.org/10.1108/whatt-10-2017-0064.

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Purpose This study aims to identify recent trends in the strategic repositioning of the human resources (HR) function within the hotel industry, and to explore challenges facing HR professionals as they engage in strategies to develop talent and organisational capability, while adjusting to the shifting boundaries of the HR function. Design/methodology/approach The study provides a case study investigation based on a qualitative research design. It draws on a series of informal discussions with key informants, in-depth round table discussions with members of the HR function and a rich source of secondary (company specific) data about a recent strategic change initiative. Findings The study presents a rich picture of the contradictory nature of the strategic repositioning of the HR function, and the role of electronic HR systems in shaping this. It points to the significance of “higher-order” HR capabilities associated with the functions’ capacity to engage in strategies to develop talent and organisational capability. Practical implications This study points to contradictions and tensions in shifting the focus of the HR function from “operational” to “strategic” management of talent. It offers four practice implications in the areas of continuous professional development, and building HR and line manager skills in dialogue, project management and the use of new technology, talent data and analytics. Originality/value This study illustrates the deployment of talent management practices within a broader organisational development remit to restructure the business and HR function in pursuit of more efficient and effective people management.
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Hughes, Stephen, and Linda De George-Walker. "Connecting to Community: What Do We Want in Our Special Education Graduates?" Australasian Journal of Special Education 34, no. 2 (November 1, 2010): 109–18. http://dx.doi.org/10.1375/ajse.34.2.109.

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AbstractWith a commitment to establishing collaborative relationships with a local special education community, a consultation process was undertaken to ascertain what practising educators considered essential special education graduate characteristics. This consultation occurred against the backdrop of broad-scale university organisational restructure, faculty level program redesign, and the reported lack of an empirical basis for special education teacher attributes as distinct from general teacher education attributes. Special education professionals in a regional Australian city were invited to participate in two workshops to generate and analyse the qualities they considered essential for graduates of special education teacher preparation programs. The attributes identified by participants as essential were in agreement with many of those identified in the literature, yet behaviour support and resilience, which are typically subsumed within other categories in the literature, featured as stand-alone areas in this study. The processes and outcomes described in this article are discussed in relation to the potential value of special education teacher attributes for the field, and establishing a bridge across the perceived gap between the field and universities.
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Smith, Debra, and Catherine Wilkin. "A Round Peg in a Square Hole: Changes in a Rural Health Service." Australian Journal of Primary Health 2, no. 2 (1996): 63. http://dx.doi.org/10.1071/py96030.

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The cultural partnerships which have been formed as a result of the decision to restructure a rural health service are discussed here. Previously, some aged care services and allied health staff in hospitals were responsible to the medical superintendent, and community health services answered to hospital chief executive officers in each location. The organisational principles, key elements of the structure, and changes in management are analysed using change management and primary care literature. The changes have been implemented within the context of several health cultures, which are often not only different by definition, but are also in direct competition with each other. Twelve months after restructuring the service, staff have responded positively to the changes so that now a partnership exists between management and staff. It is clear, however, that primary socialisation had made it difficult for the system to cope with these changes. Funding of primary health care remains an issue, and although there is an increasing reliance by medical services on the primary health care service system, there has not been a corresponding shift in resources. Changes have been significant at the local level, although much remains to be resolved before the health service becomes a health promoting service rather than a medically dominated sickness service.
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Chakravarti, Ranjan, and Nilanjana Bhaduri. "Redesigning Matrixed Organisations: HR Responsibilities." NHRD Network Journal 13, no. 2 (April 2020): 197–202. http://dx.doi.org/10.1177/2631454120924734.

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Organisations have used matrix structures to stay agile and flexible to do more with less. However, these structures with a dual chain of command have been fraught with power struggles, defeating the purpose of a matrix. Unfortunately, in most cases, the business continues to struggle with these issues. In India, managing the generational difference in family-owned businesses is akin to the matrix organisation and hence has similar complexities. Human resources (HR) as the custodian of organisation culture has the power to restructure. To do this, HR first needs to reinvent itself and make itself a trusted partner to the business. This article highlights some of these practices that HR needs to unlearn and learn that would help HR address the organisation structure to peak performance.
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Dissertations / Theses on the topic "Organisational restructure"

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Mahoney, James Scott, and n/a. "Clipped Wings: Management discourses during organisational change at Australia's Civil Aviation Authority." University of Canberra. Arts & Design, 2007. http://erl.canberra.edu.au./public/adt-AUC20081113.153047.

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Structural change in organisations is stressful for staff and the managers who must implement it. Most change programs use employee communication techniques to support change directions set by senior executive decision makers-dominant coalitions. This research used a single case study to explain the context and management discourses of a major re-structure of an Australian Federal Government agency, the former Civil Aviation Authority (CAA), during the early 1990s. A content analysis examined the use of keywords in management discourses that argued the need for change. The keywords represented the two major change discourses: micro-economic reform and aviation safety regulation. A critical discourse analysis investigated the dominant coalition's discourse strategies to justify change. Content and process communication theories, and the role of framing in organisational change, were used to explain how employees may have reacted to change directions. The research found that change directions were framed as an economic imperative that clashed with a traditional organisational culture that emphasised the primacy of aviation safety. It found that mixed messages by the two principal members of the dominant coalition who drove change exacerbated the clash. The results suggest a need for further analysis of management discourses used to inform employees about structural change, especially in organisations that have legislative responsibilities. Further analysis of change messages framed by dominant coalitions could lead to a deeper understanding ofhow they affect employees and the change process.
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Jeffrey, Philip. "Organisational Reform and Restructure in the Voluntary Sector : The case of Groundwork in the North West of England." Thesis, University of Liverpool, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.511040.

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Stofile, Phakama Phumla Bernadette. "Exploring the effects of the psychological contract on organisational commitment and employee engagement in a restructured organisational environment: the case of selected hospitals in the Eastern Cape province." Thesis, University of Fort Hare, 2015. http://hdl.handle.net/10353/1984.

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This study investigated the impact of organisation restructuring on the psychological contract and the effects on employee engagement and organisational commitment. The study focused on employees from selected health care institutions. The sample consisted of 156 employees from the selected health care institutions. Results indicated positive relationships between employee engagement, psychological contract and organisational commitment. The researcher recommended a better understanding of the manner in which individuals interpret various inducements where would clearer prescriptions be provided. Therefore, employers were advised to be aware of employees’ values and attempt to address them as they are important
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(13157584), Mark D. Shaw. "An investigation into strategies for managing rightsizing." Thesis, 1993. https://figshare.com/articles/thesis/An_investigation_into_strategies_for_managing_rightsizing/20380191.

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 Australian industry has undergone major structural change since the late 1980's with many public and private enterprises having shed jobs in an attempt to reduce costs and improve competitiveness. Many organisations have also reconsidered their core business activity and adjusted their staff levels accordingly. Consequently, job losses have affected all categories of employees from senior managers to unskilled labourers. This study hypothesised that it was possible for organisations to maximise the motivation (and resultant productivity) of employees, that remained in the organisation, by adopting an 'integrated management approach' to rightsizing. Employees (n=109) from four organisations in South East Queensland were interviewed and the results factor analysed to explain the major variances. Chi square and T-tests were also conducted to verify the accuracy of the results and their relationship to broader population predictions. The results provided some support for the hypothesis and suggest that organisations can better manage rightsizing using particular management behaviours to maximise the motivation of survivors.  

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(9793928), Mehdi Ebrahimi. "Building internal coaching capacity and coaching culture to promote positive behaviour change in employees in the face of corporate restructure." Thesis, 2016. https://figshare.com/articles/thesis/Building_internal_coaching_capacity_and_coaching_culture_to_promote_positive_behaviour_change_in_employees_in_the_face_of_corporate_restructure/13454447.

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In the last decade, workplace coaching has seen major growth as a result of globalisation in many countries and across various industries. With high and at times unaffordable costs associated with employing professional external coaches, and challenges and complicated process in recruiting professional coaches, there has been a need to put more emphasis on developing a pool of internal coaches within organisations. The majority of the empirical research in the literature has largely focused on the external form of coaching, and less attention has been given to the benefits of building internal coaching capacity. Additionally, the literature remains silent with regard to the benefits of creating a coaching culture that supports internal coaching programs. This research aims to find ways to build internal coaching capacity and to create coaching culture in organisations. Furthermore this study aims to understand the effect that coaching may have on employee behaviour in the times of change and restructure in organisations. This study made an original contribution to theory by developing a model of Positive Coaching Culture based on seven steps that organisations are suggested to take to move towards a culture that supports and promotes the implementation of internal coaching programmes. Four research questions posited for this study were as follows: RQ1: How is internal coaching differentiated from external coaching? RQ2 : What are the characteristics of an effective internal coaching program? RQ3: How do organisations create a coaching culture that supports effective coaching? RQ4: What effect can coaching have on behaviour during corporate restructure? From the methodological perspective, this study utilised a sequential exploratory mixed methods approach, with the first two phases putting specific emphasis on internal coaching and coaching culture then being supplemented with a third phase later, focusing on the effect of coaching on behaviour during corporate restructure. The main limitations of this study included small sample size in phase one and phase three of the study. Furthermore, the study was conducted in Australia and was limited to Australian rail organisations which may be cuase limitations with regards to the implication of findings to other industries and in other countries. Although, there were limitations in this research project, there is no evidence that they have seriously affected or compromised the findings The findings of this study revealed evidence suggesting that in order to build internal coaching capacity, organisations should consider shifting from the informal and unstructured forms of internal coaching programs into a formal, structured, systematic and consistent form of internal coaching. Furthermore, the findings suggest that in order to build successful internal coaching programs, the following factors are highly important: 1. coach-coachee relationship, 2. coach training and on-going development of internal coaches, and 3. initial planning and investment in creating a culture of coaching... iii
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Books on the topic "Organisational restructure"

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Northern Ireland. Ministry of Health and Social Services. A discussion paper on medical organisation and advisory machinery in the restructured service. Belfast: Ministry of Health and Social Services, 1992.

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India) Organisation for the Protection of Democratic Rights (Andhra Pradesh. Ōpiḍiār lō saṅgharṣaṇa - punarnirmāṇaṃ: Rājyaṃ - sāmājika nyāyaṃ - hakkula udyamaṃ = Struggle in OPDR - restructure of OPDR : state - social justice - rights movement. Āndhrapradēś: Ārganaijēṣan phar Proṭekṣan āph Ḍemokraṭik Raiṭs, 2013.

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Irwin, Alan. A study of the GMB's recent decision to restructure its organisational base incorporating a new public services section: Looking also at the implications for the GMB of the proposed NALGO/NUPE/COHSE merger with the objective of producing a response and strategy both to reflect this and anticipate further developments in local government : paying particular attention to the effects of compulsory competitive tendering legislation. [s.l.]: typescript, 1992.

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Clarke, Thomas. Flexible specialisation as a production strategy: Programmable technologies, restructured work organisation, and niche marketing : a case study of the Volvo Uddevalla plant. Nottingham: Nottingham Business School, Nottingham Polytechnic, 1991.

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Book chapters on the topic "Organisational restructure"

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Vlados, Charis, and Dimos Chatzinikolaou. "Impact of COVID-19 Crisis, Global Transformation Approaches and Emerging Organisational Adaptations: Towards a Restructured Evolutionary Perspective." In Palgrave Studies in Cross-disciplinary Business Research, In Association with EuroMed Academy of Business, 65–90. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-76575-0_4.

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Whitacre, Ryan. "How the Science of HIV Treatment-as-Prevention Restructured PEPFAR’s Strategy: The Case for Scaling up ART in ‘Epidemic Control’ Countries." In Social Aspects of HIV, 187–200. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-69819-5_14.

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AbstractThe clinical logics of TasP shaped PEPFAR’s latest strategic initiative to achieve ‘epidemic control’ including the organisation’s use of metrics for evaluating performance, and decisions for allocating funds to specific programs and countries. TasP was conceptualised as an ‘evidence-based’ solution for effectively treating and preventing HIV, which could be consistently measured and reported on, however its ability to produce the right kinds of evidence remained abstract and hypothetical. The effects of TasP have also been evident in the budget since PEPFAR launched the strategy to achieve ‘epidemic control’. Whereas under previous initiatives to ‘lead to the global response’ to the epidemic, PEPFAR supported a wider variety of program areas, including by strengthening health systems, under the strategy of epidemic control PEPFAR has prioritised treatment programs over and above all others. TasP also justified disproportionate spending on a subset of countries. By adopting the clinical logics of TasP, PEPFAR justified spending on a limited number of programmes in a small set of countries that could produce what it defined as the right kinds of outcomes, and laid the groundwork for the retreat of US foreign aid.
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Karamitsos, Ioannis, and Mohamed Salama. "Digital Transformation in the Event Industry." In Event Project Management. Goodfellow Publishers, 2021. http://dx.doi.org/10.23912/9781911635734-4778.

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Digital transformation (DT) is becoming an important topic for organisations and industries around the world (Kaufman & Horton, 2015; Von Leipzig et al., 2017). It is anticipated that some organisations will be unable to adapt easily to the new digital era, and executives are struggling to understand how digital transformation affects their organisations. Digital transformation is not only about investing in digital technology but refers to how organisations restructure themselves to adapt and shift organisational culture to enable developments that exploit technology and bring their businesses to new growth rates. Digital transformation has also appeared in the event industry, presenting digital solutions to optimise the event management process. The basic idea of the digital transformation comes from the blending of personal and corporate information environments and integrates the transformative effect of new digital technologies such as social, mobile, analytics, cloud and the Internet of Things (Kane et al., 2015.). A broad definition describes it as the integration of digital technologies and business processes into a digital economy (Liu et al., 2011). A similarly broad view holds that the use of technology can radically improve a business’s performance or impact (Westerman et al., 2014a).
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Moth, Rich. "Shifting contours of managerial control." In Understanding Mental Distress, 159–72. Policy Press, 2022. http://dx.doi.org/10.1332/policypress/9781447349877.003.0008.

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This chapter gives a more granular picture of forms of agency from above and from below in the context of neoliberal reform of mental health services. There are three parts to the chapter. First, mental health nurse and trade union activist Roger offers an overview of the shifting landscape of relations between trade unions and senior managers from the latter stages of the community care era up until the RRT restructure. Second, the disciplining and victimisation of team manager Evelyn provides a case a case study of these intensified processes of control. The third section then examines how Roger, Evelyn and other practitioners responded to these organisational reforms and shifting frontiers of control.
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Peckham, Stephen, Anna Coleman, Erica Gadsby, Julia Segar, Neil Perkins, and Donna Bramwell. "The changing public health system: an examination of the new commissioning infrastructure." In Commissioning Healthcare in England, 123–42. Policy Press, 2020. http://dx.doi.org/10.1332/policypress/9781447346111.003.0008.

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Chapter 8 reports research on the changing role of commissioning in the restructured public health system. The chapter will discuss how public health commissioning responsibilities have changed and become more fragmented, being split amongst a range of different organisations, most of which were newly created in 2013. It will focus on discussing how the re-organisation substantially changed the way public health commissioning is done, who is doing it, and what is commissioned, since the reforms. There have been significant changes in commissioning processes, with important consequences for what health improvement services are ultimately commissioned. Also new opportunities for creativity and joining public health with wider determinants of health (e.g. housing and leisure).
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Baines, Donna, Ian Cunningham, Philip James, and Chandrima Roy. "Privatizing the sacrifice: individualized funding, austerity and precarity in the voluntary sector in Australia and Scotland." In The Changing Politics and Policy of Austerity, 82–102. Policy Press, 2021. http://dx.doi.org/10.1332/policypress/9781447359517.003.0005.

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This chapter explores austerity in relation to two major pieces of social policy recently introduced in Australia and Scotland, namely the National Disabilities Insurance Scheme (NDIS) and Personalisation Self-Directed Care. Claiming to promote human rights and consumer choice, both policies introduce cash-for-care packages that significantly change for service users, the female-majority workforce, and the organisations providing services. Consistent with austerity, need for service outstrips supply, labour markets are being rapidly restructured to offer increasingly precarious and degraded employment, including the emergence of gig work in the Australia example, and service organisations in Scotland that are unable to remain solvent in the austerity-led funding regimes. Ideological themes associated with austerity underlie and are reinforced in these programs including a state-led argument that sacrifices, patience and understanding are required of service users while the programs are painstakingly rolled-out and funding packages assessed, reassessed, awarded, and denied. Rather than protecting and empowering service users and workers under these policies, the government has instigated the further privatization of services, and the deepening of insecurity.
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