...Robert.Macredie@brunel.ac.uk Abstract This paper will focus on the topic of organisational change and its management from an information systems perspective. The paper will examine the issues raised during a review of the change management literature – looking at the major approaches to change management, namely, the planned, emergent and contingency approaches – as background to the issues raised in other papers in this theme of the book. As in the Management In The 90s (MIT90s) study, a very broad definition of the term IT is used to include: computers of all types, hardware, software, communications networks and the integration of computing and communications technologies. The paper will then examine change management within the context of Information Systems (IS) theory and practice. This will lead to a discussion of an emerging model by Orlikowski and Hofman which will be briefly reviewed to provide insight into the types of models which are likely to provide a focus for research in the area in the near future. The model also provides a strong and interesting framework against which to view some of the papers that follow in this theme of the book. 1. Introduction As we approach the twenty first century there can be little doubt that successful organisations of the future must be prepared to embrace the concept of change management. Change management has been an integral part of organisational theory and practice for a long time, however, many theorists and practitioners...
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...Organisational Culture Assignment 1 Organisational Climate and Culture: Untangling the nomological net Within recent decades, the study of previously well documented organisational conditions has become somewhat less transparent. Particularly, the research documenting organisational culture and organisational climate seem to contradict earlier methods and findings regarding these concepts, thereby creating an apparent similarity between two previously distinct notions (Denison, 1996). This paper aims to assess the concepts of culture and climate while addressing the similarities and differences between the two. Secondly, it will be determined whether these two concepts are fundamentally different or inherently the same, and the implications of this determination will be discussed. Throughout the documentation of early cultural perspectives, the distinction between organisational climate and culture was seemingly quite distinct (Denison, 1996). This was confirmed by Schwartz and Davis (1981, p. 32) when they explained that, “whatever culture is, it is not climate.” A clear distinction was found in the methodology used to assess each domain. In order to study culture, researchers employed qualitative research methods, while maintaining the view that cultures were subjective and distinctive within each organisational setting (Denison, 1996). Comparatively, the dominant method of studying organisational climate was quantitatively based with the primary purpose of generalising...
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...ORGANISATIONAL BEHAIVOUR 1.1 Organisational Behaviour-It’s nothing more than developing our individual understanding and development of people skill. A multidisciplinary field devoted to understanding individual group behaviour, interpersonal process and organizational dynamics. 1. Organisation 2. Behaviour An organization is a collection of people working together in a division of labour to achieve a common purpose. The study of organizational Behaviour (OB) is very interesting and challenging too. It is related to individuals, group of people working together in terms. The study of organisational behaviour relates to the expected behaviour of an individual in the organisation. No two individuals are likely to behave in the same manner in a particular work situation. It is the predictability of a manager about the expected behaviour of an individual. Organisational Behaviour is concerned with the study of what people do in an organization (social system) and how that behaviour affects the performance of the organization: * Individual Behaviour * Individual and Group Behaviour * Organizational Structure 1.1.1 DEFINITIONS OF ORGANISATIONAL BEHAVIOUR: According to Luthans (OB: 2002) OB is directly concerned with the understanding, predicting and controlling of behaviour in organizations. According to Stephen P Robins (1999: 31-43) Organizational Behaviour is a systematic study of the actions and attitudes that people exhibit within organisations According to Roman...
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...Business Ethics and Social Responsibility Apparently, the concept of social responsibility refers to the means of achieving full sustainability through the adoption of the Triple-Bottom-Line (TBL) concept. Any viable organisation will enhance and facilitate long-term viability and success through the critical adoption of fundamental social responsibility principles such as transparency and accountability (Benn & Bolton, 2011). For instance, in the year 2010, the international organisation for standardisation gave out an international standard, which could help other organisations in addressing and accessing their social responsibility. Further, it is through critical and careful attention to impacts on the environment and the entire society that various organisations are able to achieve their sustainability. Through such scenario frequencies, any organisation can spur growth and development within the shortest time possible. Embracing the culture of transparency and positive ethics enhances and facilitates an approach that helps in the protection of the long-term success of both the environment and organisational success (Benn & Bolton, 2011). Social responsibility Social responsibility on a personal or corporate level means having a passionate commitment to act in an ethical and sensitive manner to alleviate poverty from society without destroying the cultural values and environmental settings of the community, and ensuring economic benefits to the organisation that...
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...__________________________________________________________________________________________________ A Review of the Concept of Organisational Learning By Catherine L Wang & Pervaiz K Ahmed Working Paper Series 2002 Number ISSN Number Catherine L Wang WP004/02 ISSN 1363-6839 Research Assistant University of Wolverhampton, UK Tel: +44 (0) 1902 321651 Email: C.Wang@wlv.ac.uk Professor Pervaiz K Ahmed Chair in Management University of Wolverhampton, UK Tel: +44 (0) 1902 323921 Email: pkahmed@wlv.ac.uk © University of Wolverhampton 2002 - All rights reserved A Review of the Concept of Organisational Learning _________________________________________________________________________________________ Copyright © University of Wolverhampton 2002 All rights reserved. No part of this work may be reproduced, photocopied, recorded, stored in a retrieval system or transmitted, in any form or by any means, without the prior permission of the copyright holder. The Management Research Centre is the co-ordinating centre for research activity within Wolverhampton Business School. This working paper series provides a forum for dissemination and discussion of research in progress within the School. For further information contact: Management Research Centre Wolverhampton Business School Telford, Shropshire TF2 9NT !01902 321772 Fax 01902 321777 2 Management Research Centre 2002 A Review of the Concept of Organisational Learning _________________________________________________________________________________________ ...
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...Abstract: This paper works out a conceptual framework for studying the performance of franchising networks. Franchising networks, which originally developed in the context of Western economies, are currently operating in transition economies as well. Some franchising networks fail and some succeed. The paper views performance of networks as a complex process of adaptation to the environment. Characteristics of networks, which appear due to the environment, influence the drivers of performance, i.e. the factors that are responsible for the networks’ success or failure. The paper is theoretical and makes use of different sources of evidence: empirical and theoretical studies on franchising and inter-organisational networks. The conceptual framework is finally tested on a small case study of two franchising networks operating in Russia. JEL-code: Franchising Networks, Performance, Flexibility, Information Exchange, Innovation and Learning Outline I. Introduction 3 II. Definition of franchising networks 4 III. Institutional environment of a transition economy 5 IV. Performance of franchising networks 7 A. Flexibility 7 B. Information exchange 10 C. Innovation and learning 12 IV. Conceptual Framework 15 A. Sociological and Economic Traditions of Network Research 15 B. Economic Theories for the Study of Networks 16 C. Sociological Theories for the Study of Networks 17 D. Conceptual Framework for the study of Performance of Franchising Networks 20 ...
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...Nurse Education Today 33 (2013) 1337–1341 Contents lists available at ScienceDirect Nurse Education Today journal homepage: www.elsevier.com/nedt Organisational culture and learning: A case study Elaine Bell ⁎ Women and Children's Health Network, Adelaide, South Australia, Australia a r t i c l e i n f o s u m m a r y Objectives: To explore the impact organisational cultures have on the learning experience of student nurses and identify the influencing factors. Methods: A case study approach was used. The single case being a Defence School of Health Care Studies (DSHCS) and the multiple units of analysis: student nurses, the lecturers and Student Standing Orders. An in depth three dimensional picture was achieved using multiple data collection methods: interview, survey, observation and document analysis. Findings: The findings suggest that the DSHCS is perceived to be a sub-culture within a dominant civilian learning culture. Generally, the students and staff believed that the DSHCS is an excellent learning environment and that the defence students overall are high achievers. The common themes that appeared from the data were image, ethos, environment, discipline, support, welfare and a civilian versus military way of thinking. Conclusion: The learning experience of defence student nurses is very positive and enhanced by the positive learning culture of the civilian Higher Educational Institution. The factors influencing a positive learning experience that...
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...that forms characteristic of an organisation (Lunenburg 2015). It also defines as what to be or not to be concern crucially in the company, consequently, this guides everyone in the organisation to handle any tasks or objective in the right way. Organisational culture work as the DNA of the company, it is intangible but yet a powerful template that shapes the contents in the workplace. The following 4 perspective of organisational behaviours, MARS model and leadership discussed the considerations, impact and effect on the organisation success when having an adaptive culture. Wesfarmers is a good example of having successful organizational culture and brings a significantly strong performance culture to Coles. They understand stability keeps their staff in permanent employment status. They also aligned its work processes and external environment in their diverse businesses with the input of robust financial capacity, superior human capital and strong corporate infrastructure and achieve the output of superior long term financial performance and become the most admired company. In the open system perspective, organisation likes Wesfarmers is an effective organisation to maintain high correlation with their external changing environment. Wesfarmers highly focuses on discipline and business culture with the values of integrity, openness, boldness and accountability which shared among people within the organisation and this allows the organisation to achieve outputs efficiently and...
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... | |Qualification |Unit number and title | |BTEC SUBSIDIARY DIPLOMA IN BUSINESS STUDIES |UNIT 1: BUSINESS ENVIRONMENT | |Learner name | Assessor name | | | | |Date issued | Hand in deadline |Submitted on | | | | | | | | |Assignment title(s) |Legal and organisational structures | | |Stakeholders and their influence...
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...A LY S I S An organisation’s culture is not imposed but develops through social interaction. Critically evaluate this statement in relation to the Culture and Mechanistic perspectives. Introduction With new challenges and threats, there is a emerging need for an organisation to re-engineer or reinvent the way they do business. Today, more than ever as competition takes a global dimension, organisations needs not only to be able to adapt to its ever changing environment to survive but also rely on its core resources and competencies to achieve sustainable competitive advantage that eventually results in superiour value creation. Hence, the ultimate challenge is achieving the organizational goals effectively and efficiently through careful planning, organizing, leading, and controlling of the organisational resources. Well managed resources will lead to growth of both productivity and returns. According to Mullins (2005), applications of organisational behaviour and the effective management of human resources are dependent not only upon the nature of the industry or business, but also upon the characteristic features of the individual organisation - and its culture. Therefore, the organisation’s culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic company. So, what is organisational culture? Can it be imposed or developed through social interaction? We will hence answer the above questions in relation to the...
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...compare how effective they are in management and in today’s business environment. Managers use different perspectives in organisational management to maximise their workforce, to achieve business goals. Each approach is developed by a series of academics and researchers as a result of studying and understanding organisations. The technical-rational approach is a conception of the business enterprise as a mechanism for coordinating economic inputs and activities, and of the manager as a morally neutral technician engaged in a world of purely rational problem solving in the pursuit of efficiency (John et al, 2006). Principles were designed to be universally applicable and based on rational, ordered technical arrangements (Brooks, 2009). Organisations were viewed as machines and humans ‘as mere cogs within them’ (Graley, 2012). Bureaucracy, Classical school (Of Thought) and scientific management are divisions of a technical approach. Bureaucracy was founded by Max Weber a German philosopher who reported that (Brooks, 2009) people in organisations have their own well defined tasks and responsibilities. Organisations contain hierarchical structures with each developing their own rules and procedures for completing tasks. Positions are portrayed in detail, in writing, as to duties, responsibility, authority and place in the hierarchy (Hicks, 1972). This creates for a strict discipline and a controlled environment where workers performances were persistently monitored and workers...
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...Transformational change in organisations: a self-regulation approach Transformational change in organisations 143 Purpose – The purpose of the present paper is to advance a testable model, rooted on well-established control and self-regulation theory principles, explaining the causal links between change-related sensemaking, interpretation, readiness and subsequent behavioural action. Design/methodology/approach – Following a review of the two motivation theories and clarification of change-related sensemaking, interpretation, and readiness concepts, the paper proposes a series of research propositions (illustrated by a conceptual model) clarifying how these concepts interact with self-regulating mechanisms. In addition, the feedback model exemplifies how cognitive processes triggered by new knowledge structures relate to behavioural action. Findings – The model expands upon other existing frameworks by allowing the examination of multi-level factors that account for, and moderate causal links between, change-related sensemaking, interpretation, readiness, and behavioural action. Suggestions for future research and guidelines for practice are outlined. Practical implications – The variables and processes depicted in the model provide guidelines for change management in organisations, both for individuals and for groups. By eliciting important self-regulating functions, change agents will likely facilitate sensemaking processes, positive interpretations of change, change...
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...Licensed to: iChapters User Licensed to: iChapters User Management theory and practice, sixth edition Copyright © Gerald Cole 2004 The Thomson logo is a registered trademark used herein under licence. For more information, contact Thomson Learning, High Holborn House; 50-51 Bedford Row, London WC1R 4LR or visit us on the World Wide Web at: http://www.thomsonlearning.co.uk ___________________________________________________________________ All rights reserved by Thomson Learning 2004. The text of this publication, or any part thereof, may not be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, storage in an information retrieval system, or otherwise, without prior permission of the publisher. While the publisher has taken all reasonable care in the preparation of this book the publisher makes no representation, express or implied, with regard to the accuracy of the information contained in this book and cannot accept any legal responsibility or liability for any errors or omissions from the book or the consequences thereof. Products and services that are referred to in this book may be either trademarks and/or registered trademarks of their respective owners. The publisher and author/s make no claim to these trademarks. British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library ___________________________________________________________________ ISBN...
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...resource purposes to maximize the output from individual group members. what is/are organization -A social unit of people that is structured and managed to meet a need or to pursue collective goals. All organizations have a management structure that determines relationships between the different activities and the members, and subdivides and assigns roles, responsibilities, and authority to carry out different tasks. key features of organization Span of Control - the number of subordinates a manager can efficiently and effectively direct Concept: wider spans of management increase organizational efficiency Narrow Span Drawbacks: * expense of additional layers of management * increased complexity of vertical communication * encouragement of overly tight supervision and discouragement of employee autonomy Centralization - the degree to which decision making is concentrated at a single point in the organization Decentralization - decision making and authority are pushed down to those closest to "the action" * lower-level personnel provide input or are given the discretion to make decisions * action can be taken quickly to solve problems * more people provide input into decisions * employees feel less alienated * provides more flexibility why study organizational behavior OB draws heavily from behavioral and social sciences, most importantly from psychology (Vecchio, 2006). It studies the interrelation between an individual...
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...ORGANISATIONAL CULTURE AND VALUES GOOGLE INC. Executive Summary This report investigates the literature findings of incongruence between organisational values and individual values in reflection to how this can affect organisational culture. These are identified as espoused and enacted values of the organisation. Researches for this report draws attention to ways leading companies, such as ‘Google Inc’, manage these common issues through organisational conduct and procedures. Google’s Organisational culture is well known and famous for their innovation, success, creativity and strong value for human resources. This investigation also reveals additional incongruence within the workplace which results in unsatisfied employees and quitting jobs. Nonetheless there is very little known incongruence within their workplace that affects the overall performance as they have a number of mechanisms and ‘lifestyle’ activities to promote the company’s values for individual value. There are a number of recommendations highlighting procedures and practices that organisations can use to reduce the gap between espoused and enacted values. Recommendations feature some of the following: - Defining clear and concise organisational values - Organisational values should reflect beliefs and values of both the organisation and stakeholders - Ensure the work environment reflects those values - Recruit staff who shares similar beliefs and values to the organisation. Introduction Value...
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