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Автор: Grafiati

Опубліковано: 10 грудня 2022

Оновлено: 28 січня 2023

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Статті в журналах з теми "Organizational change – Canada – Management"

Newton, Keith. "Technological and organizational change in Canada." New Technology, Work and Employment 4, no. 1 (March 1989): 40–45. http://dx.doi.org/10.1111/j.1468-005x.1989.tb00102.x.

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Reay, Trish, and C. R. (Bob) Hinings. "The Recomposition of an Organizational Field: Health Care in Alberta." Organization Studies 26, no. 3 (March 2005): 351–84. http://dx.doi.org/10.1177/0170840605050872.

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In this paper we develop a theoretical model that helps to understand change in mature organizational fields by emphasizing the role of competing institutional logics as part of a radical change process. Our investigation into a large-scale, government-led health reform initiative in Alberta, Canada, is based upon a qualitative case study approach to understanding the process of field recomposition. This study focuses on the later portions of change in an organizational field — that is, rather than explaining the sources of change, we investigate how a field becomes re-established after the implementation of a radical structural change.

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Colvin, Alex, and Pradeep Kumar. "Unions and Workplace Change in Canada." Industrial and Labor Relations Review 50, no. 3 (April 1997): 512. http://dx.doi.org/10.2307/2525190.

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Sopow, Eli. "Aligning workplace wellness with global change: an integrated model." Journal of Organizational Change Management 33, no. 5 (June 30, 2020): 909–23. http://dx.doi.org/10.1108/jocm-11-2019-0334.

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PurposeThe purpose of this study is to present evidence for a new model of change management designed to create a continuous integrated alignment between ongoing external organizational change and the proven internal environmental factors related to employee emotional wellness and workplace engagement that in turn directly impact organizational performance relationships within society and the human condition.Design/methodology/approachThis research uses a quantitative approach based on both primary and secondary data. The secondary data includes an analysis of the 2018 Public Service Employee Survey of Canada (N = 163,121) conducted by the Government of Canada while the primary data involves a 2018 employee survey conducted by the author of both civilian and sworn police officer employees with the British Columbia division of the Royal Canadian Mounted Police (N = 2,129) as well as a 2019 survey by the author of Corrections Officers at the Kent Maximum Security Institution in Agassiz, British Columbia (N = 174).FindingsThe key findings presented in this paper provide new evidence that correlations between key organizational workplace factors and employee wellness and performance are directly linked to the ability to address rapidly evolving external environmental factors; that traditional change management approaches are often insufficient to create a positive nexus between the results of environmental scanning and internal workplace environments; and that a new holistic model described in this paper can serve as a powerful diagnostic tool for change managers to identify how internal organizational structures, systems and climates can harmonize with external climates including societal expectations, economic and technological change and public policy.Research limitations/implicationsThe research findings pertain to about 100,000 employees of the Canadian public service and their readiness to manage well-established external environmental factors based on their rating of key internal environmental factors rated to workplace wellness and employee emotional health. Further research on the topic of external/internal organizational change adaptability is required specific to private sector organizations.Practical implicationsThe practical implications of the change management matrix diagnostic model have been proven in earlier beta testing with a group of organizational executives. The presentation of the data in the matrix format resulted in quick and clear identification of major areas of required change. Those changes resulted in improved service delivery, public safety and public trust. A second test was conducted by MBA students successfully applying the matrix model to identify key areas requiring change in various case studies.Social implicationsSociety at present has many new expectations of organizational behavior and citizenship as rapid changes in external environments occur including changes to technology, corporate governance, communications, economic conditions, social values, demographics and public policy. A failure by organizations to ensure that their internal environments of corporate culture, structure, systems and the workplace climate are in sync with external change presents major threats to employee and social well-being and organizational success.Originality/valueA unique model of organizational change management is presented that allows for successfully adapting internal organizational environments to the challenges of meeting rapidly advancing integrated external environmental forces. The result becomes an integrated ecosystem of external and internal environmental forces that offer adaptability to complex and evolving challenges ranging from social, economic, technological and climate change.

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Knight, Thomas R., and David C. McPhillips. "Technological Change and Collective Bargaining in Canada." Employee Relations 11, no. 4 (April 1989): 17–20. http://dx.doi.org/10.1108/01425458910133996.

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Staber, Udo. "Organizational Foundings in the Cooperative Sector of Atlantic Canada: An Ecological Perspective." Organization Studies 10, no. 3 (July 1989): 381–403. http://dx.doi.org/10.1177/017084068901000305.

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This paper examines, from an ecological perspective, the founding frequencies of three organizational forms of cooperatives in Atlantic Canada from 1940 to 1987: worker cooperatives, consumer cooperatives and marketing cooperatives. The findings show that cooperative foundings are sensitive to institutional change as well as to the level of prior foundings, deaths, and population density. The pattern of these effects, however, varies across organizational forms, suggesting substantial differences in the ecologies of populations of cooperatives.

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Grenier, Amanda M., and Elham Bidgoli. "The Emotional Consequences of Organizational Change." Canadian Social Work Review 32, no. 1-2 (December 1, 2015): 187–205. http://dx.doi.org/10.7202/1034150ar.

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This paper explores the emotional experiences of professionals in a health and social care setting during a process of reform in the Canadian province of Quebec. Characterized as “new public management” or “new managerialism,” public health and social care services in a number of countries have undergone reforms since the early 1980s that focus on efficiency and cost reduction (Nadeau, 1996; Hornblow, 1997; Gross, Rosen, & Chinitz, 1998, Anell, 2005; Levine, 2007; Wimbush, Young, & Robertson, 2007). Although differences exist between the cultural and political contexts within which reforms are implemented, reforms regularly involve changing institutional and organizational structures, the implementation of standard procedures, and the generation of outcome measures for service. The process of reform, and the body of knowledge on organizational change however, tend to overlook the flux of emotions that take place in the everyday lives of professionals. This paper reflects on data from 25 individual interviews collected from a critical ethnography of one health and social care setting during a period of provincial health-care reform in Quebec, Canada (2004-2012). The paper provides an in-depth focus on the emotional consequences of reform as an attempt to understand and expose the human costs of change. Three patterns that professionals used to adapt to change and conflict are discussed: internalization of the reform mandate; rationalization; and creating distance between the reform and their professional or personal selves. Important in their own right, the emotions produced in a period of change provide lessons on the general stressors that surround reform, and demonstrate how health and social care professionals are often caught between policy intentions, professional values, and their personal ambitions.

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Lê, Jane K. "How constructions of the future shape organizational responses: climate change and the Canadian oil sands." Organization 20, no. 5 (September 2013): 722–42. http://dx.doi.org/10.1177/1350508413489817.

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This empirical study examines the relationship between constructions of the future and anticipated organizational responses to climate change. Findings from the Athabasca oil sands region of Alberta, Canada indicate that actors’ views of climate change affect not only the way they construct the future of oil sands development, but also which responses they see as legitimate. Specifically, whether actors construct a future of no development, partial development or full development of the oil sands, influences the combinations of organizational responses they recommend (i.e. not responding, lobbying, engaging, developing and informing). These findings contribute to our understanding of organizational responses to climate change by showing that (1) climate action requires more than actors simply viewing climate change as strategic; (2) different constructions of the future create alternative strategic environments that necessitate divergent responses; (3) strong future constructions narrow the repertoire of business responses to climate change; and (4) in this process governments play a crucial role beyond setting climate change policy. This study thus highlights the importance of studying future constructions if we want to understand current organizational responses to environmental issues that contribute to climate change.

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GRAYSON, J. PAUL. "Skill, Autonomy, and Technological Change in Canada." Work and Occupations 20, no. 1 (February 1993): 23–45. http://dx.doi.org/10.1177/0730888493020001002.

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McDowall, Duncan, Michael M. Atkinson, and William D. Coleman. "The State, Business, and Industrial Change in Canada." Labour / Le Travail 27 (1991): 305. http://dx.doi.org/10.2307/25130268.

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Дисертації з теми "Organizational change – Canada – Management"

Ellis, Kris. "Exploring Antecedents to Work Engagement and Psychological Well-Being within a Canadian Provincial Ministry." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/578.

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A gap exists in organizational development strategies on why some individuals remain disengaged with their work. This study addressed whether a combination of specific contextual factors could support individuals, teams, and leaders to demonstrate the attitudes and behaviors consistent with work engagement. The theoretical frameworks of social constructivism, the conceptual framework of symbolic interactionism, and a hermeneutic inquiry approach were used to address how individual psychological traits/abilities of employees support work engagement. Nineteen employees of a Canadian provincial government ministry completed an engagement survey, MSCEIT, MBTI, and SDI assessments. They also participated in focus groups. Survey results showed high engagement scores. Focus group themes, derived from the Modified Stevick-Colaizzi-Keen method centered on perceptions of personal choice, passive resignation, and trust. Spearman's correlation results indicated a moderate, nonsignificant association between the MSCEIT, MBTI, SDI scores, and work engagement. Study results suggested 5 factors necessary for individuals to sustain engagement: the ability to balance a focus on others and impressions with a focus on ideas and concrete data, the ability to perceive and manage emotions, motivational values consistent with a concern for others, and leader and organizational support. Results from this study are expected to increase possible social change efforts focused on developing highly engaged teams that demonstrate a positive, fulfilling work-related state characterized by high energy levels, mental resilience, dedication, and involvement in work.

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D'Avila, Alfonso Augusto Froés. "Inovações e seus canais de difusão : um estudo de caso na rede brasileira de bancos de leite humano." reponame:Repositório Institucional da UCS, 2017. https://repositorio.ucs.br/handle/11338/3434.

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A Rede Brasileira de Bancos de Leite Humano - rBLH-BR é a primeira rede temática do Serviço Único de Saúde - SUS, decorrente da articulação entre política pública de saúde, integração interinstitucional e atendimento a demandas da sociedade por melhoria da saúde dos lactantes, sendo reconhecida como a maior rede de bancos de leite humano no mundo. A estratégia de bancos de leite no Brasil beneficiou mais de 1,8 milhões de recém-nascidos e teve apoio de 1,3 milhões de doadoras entre 2009 e 2016. Neste contexto, a pesquisa identificou as inovações organizacionais e mercadológicas na rBLH-BR, entre dezembro de 2010 e dezembro de 2015, conforme critérios do Manual de Oslo (2005) e, posteriormente, analisou-se o uso dos canais de difusão pelas inovações identificadas. Metodologicamente a pesquisa adotou estudo de caso como procedimento técnico por meio do uso do método misto numa estratégia incorporada concomitante, envolvendo uma abordagem qualitativa e quantitativa com objetivos exploratórios e descritivos. A pesquisa foi realizada junto ao Centro de Referência Nacional - CRN da rBLH-BR, que é o Instituto Nacional de Saúde da Mulher, da Criança e do Adolescente Fernandes Figueira − IFF/Fiocruz. O estudo foi composto por uma pesquisa documental e entrevistas com especialistas com a finalidade de caracterizar a estrutura da rBLH-BR, identificar as inovações e seus canais de difusão, como também, especificar suas relações. O resultado evidenciou que as inovações organizacionais e mercadológicas seguem padrões. As inovações da dimensão organizacional são caracterizadas por serem desenvolvidas pela própria rede ou em colaboração, por serem inovações no âmbito mundial com grau de impacto radical e com difusão total na rede, que iniciam no CRN, passando pelos Centros de Referência Estaduais - CRE e posteriormente os BLHs, utilizando os meios de comunicação interpessoal como canal de difusão com base em soluções de TIC e web. Outro padrão identificado está relacionado as inovações da dimensão de marketing como novidade no âmbito da organização e de impacto incremental, as quais são desenvolvidas na própria rBLH-BR ou em cooperação, com a difusão partindo do CRN para toda a rede, promovida por meios de comunicação de massa. Portanto, o CRN foi identificado como centro inovador/difusor da rBLH-BR e responsáveis pelas funções de padronização, normatização, planejamento, controle, credenciamento e de estabelecer acordos de cooperação internacional.
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Made available in DSpace on 2018-01-30T16:06:23Z (GMT). No. of bitstreams: 1 Dissertacao Alfonso Augusto Fróes d'Avila.pdf: 1865751 bytes, checksum: 81de714e12faf0bc9f9a27e755d638c7 (MD5) Previous issue date: 2018-01-30
Coordenação de Aperfeiçoamento de Pessoal de Nível Superior, CAPES
The Brazilian Network of Human Milk Banks (rBLH-BR) is the first thematic network of the Unified Health System – SUS. The network results from the co-ordination between the public health policy, interinstitutional integration and the need to meet the society`s demands for an improvement in the health of lactating women, and is recognized as the largest network of breast milk banks in the world. The strategy of network of Human milk banks in Brazil has benefited more than 1.8 million newborns and had support from 1.3 million donors between 2009 and 2016. In this context, the research has identified the organizational and marketing innovations at the rBLH-BR from December 2010 and December 2015, according to the criteria of the Oslo Manual (2005). An analysis of the use of the diffusion channels was then conducted through the innovations that have been identified. In the methodological aspect, the research used a case study as technical procedure by means of a mixed method, within a concomitant and integral strategy, developed by means of a qualitative and quantitative approach, the goals of which are exploratory and descriptive. The research was conducted at Centro de Referência Nacional – CRN (National Reference Center) of rBLH-BR, which is the National Institute of Women, Children and Adolescents Health Fernando Figueira – IFF/FioCruz. The study consists of a documental research and interviews with experts with the purpose of characterizing the structure of the rBLH-BR, identify innovations and their channels of diffusion, and specify their relations. The result has shown that organizational and marketing innovations follow patterns. Organizational innovations are developed by the network itself or in collaboration with, since they are innovations at a world level with a radical impact and total diffusion in the network, initiated at the CRN, passing through the State Reference Centers (CRE), and then through the BLHs using interpersonal communications means as a diffusion channel and based on ICT and web solutions. The other pattern – innovations in the marketing dimension as a novelty within the Organization and with an incremental impact - are developed at the rBLH itself or in cooperation with, the diffusion of which starts from the CRN and extends to the entire network, promoted by mass media. Therefore, the CRN has been identified as the innovating and diffusing center of rBLH, responsible for functions such as standardization, planning, control, accreditation and establishment of international cooperation agreements.

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Law, Cho-wa. "Change management : a people-oriented approach /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18003771.

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羅左華 and Cho-wa Law. "Change management: a people-oriented approach." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267348.

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Warner, Ashley M. "Becoming more open to change recommendations for a change management program /." Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004warnera.pdf.

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Mitchell, Lorianne D. "Emotional Reactions to Organizational Change." Digital Commons @ East Tennessee State University, 2013. https://dc.etsu.edu/etsu-works/3052.

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servati, mohsen. "game of change; a game theoretic approach to organizational change management." Thesis, Jönköping University, JTH, Industrial Engineering and Management, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12707.

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Organizational change and game theory were separately investigated over time. Due to lack of scientific research on the relationships of those two fields of knowledge, an investigation of the game theoretic applications in managing change was performed in this research. Game theoretic applications were structured concerning the analytical use of game theory, strategic formulation with game theory and equilibrium analysis. By a qualitative flexible research method, main problematic areas of organizational change were identified with suitable game theoretic applications. Those problem areas are: making cooperation and coalition in change, group dynamic difficulties and the problem of incentive rewards. In each problem area, game theoretic solutions were discussed to help managers to make better decisions. Four mechanisms were inferred to support the game theoretic analysis of change management problems. Those mechanisms are: sub games, practical games, specific modeling and behavioral studies of games. Finally, an instructional framework was developed to conclude findings and illuminate the game theoretic approach in organizational change.

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Du, Plessis Johannes Jacobus. "Organisational change management in the IT department." Pretoria : [s.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-08222008-121322.

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MacIntosh, Malcolm Leslie. "The management of change in four manufacturing organizations." Title page, contents and abstract only, 2001. http://web4.library.adelaide.edu.au/theses/09PH/09phm15188.pdf.

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Bibliography: leaves 350-402. This thesis is concerned with the process of change and adaptation in four Australian manufacturing companies in the period 1989 to 1996. The thesis seeks to explain the reaction of these companies to the pressures for change, and particularly for the adoption of 'best practice' management prescriptions in the organization of work and human resource management. The operating hypothesis adopted is that the pattern of changes undertaken by manufacturing organizations are shaped by a variety of factors both external to and within the company, but that management beliefs and orientations are a key element in understanding the pace and extent of change. The research is pursued through detailed case studies designed to explore at length pressures for change and continuity in corporate decision-making.

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Culverson, Dawn. "Exploring organizational commitment following radical change A case study within the Parks Canada Agency." Thesis, University of Waterloo, 2002. http://hdl.handle.net/10012/717.

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Understanding how committed employees are within an organization is a valuable tool for managing and fostering a successful work environment. A continued appreciation of employee commitment is especially beneficial following organizational change as it has been shown that change inevitably impacts commitment levels to some degree. This study investigated organizational commitment within a subpopulation of the newly restructured Parks Canada Agency using an established survey instrument. The findings revealed that an employee's tenure and work location currently influences commitment levels among the sample that was surveyed. This study also found that commitment to the Parks Canada mandate significantly differs from the expressed commitment to the current state of the organization. An effort to improve the moderate levels of organizational commitment would be a valuable strategy for enhancing the employer-employee relationship and contributing to the positive effects of the organizational change.

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Книги з теми "Organizational change – Canada – Management"

Kumar, Pradeep. Unions and workplace change in Canada. Kingston, Ont: Industrial Relations Centre, Queen's University, 1995.

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Queen's University (Kingston, Ont. ). Industrial Relations Centre., ed. Unions and workplace change in Canada. Kingston, Ont: Industrial Relations Centre, Queen's University, 1995.

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Kumar, Pradeep. Workplace change in Canada: Union perceptions of impacts,responses and support systems. Kingston, Ont: IRC Press, 1999.

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(Canada), Service Improvement Initiative. A policy framework for service improvement in the Government of Canada. [Ottawa]: Service Improvement Initiative, Treasury Board of Canada Secretariat, 2000.

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Museum, Glenbow, ed. Museums and the paradox of change: A case study in urgent adaptation. Calgary: Glenbow Museum, 1995.

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Sector, Canada Task Force on the future of the Canadian Financial Services. Corporate restructuring: Workforce adjustment stategies. Ottawa: Task Force on the Future of the Canadian Financial Services Sector, 1998.

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University of Western Ontario. National Centre for Management Research and Development., ed. Organizing to govern. Toronto: McGraw-Hill Ryerson, 1992.

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Conklin, David W. Reengineering to compete: Canadian business in the global economy. Scarborough, Ont: Prentice Hall Canada, 1994.

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Gow, James Iain. Learning from others: Administrative innovations among Canadian governments. Toronto, Ont: Institute of Public Administration of Canada, 1994.

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Henry, Miller. The management of change in universities: Universities, state, and economy in Australia, Canada, and the United Kingdom. Buckingham: Society for Research into Higher Education & Open University Press, 1995.

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Частини книг з теми "Organizational change – Canada – Management"

Fulton, Murray, Patricia L. Farnese, Bob MacGregor, Marie Boehm, and Alfons Weersink. "Institutional and organizational change: biosphere greenhouse gas management in Canadian northern Great Plains agriculture." In Environment & policy, 279–89. Dordrecht: Springer Netherlands, 2006. http://dx.doi.org/10.1007/1-4020-4368-6_16.

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Akingbola, Kunle, Sean Edmund Rogers, and 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, and 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, and 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, and 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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Тези доповідей конференцій з теми "Organizational change – Canada – Management"

Rotmann, Sea, and Beth Karlin. "Training commercial energy users in behavior change: A case study." In ACEEE Summer Study for Energy Efficiency in Buildings. ACEEE, 2020. http://dx.doi.org/10.47568/3cp104.

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Within the commercial sector, energy managers and building operators have a large impact over their organizations’ energy use. However, they mostly focus on technology solutions and retrofits, rather than human or corporate behaviors, and how to change them. This gap in targeted commercial sector research and behavioral interventions provides a great opportunity which is currently not being addressed. This paper presents a field research pilot where an empirical behavior change research process was applied and taught to commercial energy users in Ontario, Canada. This course served to fill an identified market gap and to improve commercial energy managers’ literacy in behavioral science theory and techniques. A needs assessment identified a clear gap in behavioral training for energy managers, and high interest in the course further proved out the market opportunity for professional training on how to design, implement and evaluate behavior change interventions. Evaluation results identified positive feedback in terms of course reaction, self-reported learning and behavioral outcomes, and tangible results when course participants returned to work to apply their learnings. Evaluation results suggest that such training fills a vital gap in the current Strategic Energy Management (SEM) landscape, and could unlock significant savings in the commercial energy sector.

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Waheed, Bushra, Kelsey McAuliff, and Gouri Bhuyan. "Knowledge Gained From a Five-Year Regulatory Compliance Assurance Process for Operators’ Pipeline Integrity Management Programs." In 2016 11th International Pipeline Conference. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/ipc2016-64161.

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Pipelines are the most efficient and common infrastructure for the transportation of oil and gas. For Canadian pipeline operators, CSA Z662 Annex N is considered the industry standard for the development and implementation of integrity management programs (IMP) which include essential elements of policy and commitment; planning (goals, targets, organizational structure, roles and responsibilities, hazard identification, risk assessment and control); implementation (management of change, training and competency, documentation and record management); checking and corrective action (inspection, measurement and monitoring, investigating and reporting incidents, and internal audits); and management review elements over the lifecycle of a pipeline asset. In 2006, the British Columbia Oil and Gas Commission (Commission) made CSA Z662 Annex N mandatory for pipeline operators within its regulation. This paper provides an overview of the Commission’s compliance assurance process through the assessment of British Columbia’s pipeline operators’ IMPs and presents findings from the first five year (2011–15) assessment cycle. The analysis and trends of findings are presented in detail along with tracking of corrective actions. This paper also discusses knowledge gained from the compliance assurance process, along with the areas of proposed improvement to the current process for the next five year cycle. This includes alignment of the assessment process with the management system approach (using a risk based assessment process), improving regulation and the processes of compliance assurance and enforcement.

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Wahyuni, Nanik, Ulfi Kartika Oktaviana, and 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.

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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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Obidallah, Waeal J., Bijan Raahemi, S. M. Amin Kamali, and Mohammad H. Danesh. "Service oriented virtual organizations: A service change management perspective." In 2013 26th IEEE Canadian Conference on Electrical and Computer Engineering (CCECE). IEEE, 2013. http://dx.doi.org/10.1109/ccece.2013.6567834.

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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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Hussain, Kashif, and Shazia Yasin Mughal. "Change Management: Key Factor in Pharmaceutical Organizations (Existing Information Systems Approach)." In 2006 Canadian Conference on Electrical and Computer Engineering. IEEE, 2006. http://dx.doi.org/10.1109/ccece.2006.277657.

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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, and 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.

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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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Johnson, Craig L. Transformation of Installation Management: An Analysis of Organizational Change. Fort Belvoir, VA: Defense Technical Information Center, March 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, March 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.

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‘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, and Elizabeth Glennie. Are You Ready for This? Preparing for School Change by Assessing Readiness. RTI Press, March 2019. http://dx.doi.org/10.3768/rtipress.2019.pb.0020.1903.

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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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Flandin, Simon, Germain Poizat, and 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, February 2021. http://dx.doi.org/10.57071/948rpn.

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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, and 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, May 2021. http://dx.doi.org/10.22490/ecacen.4709.

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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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