Organizational Development (organizational + development)

Distribution by Scientific Domains


Selected Abstracts


Using the Australian Business Excellence Framework to achieve sustainable business excellence

CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 4 2002
Hsien Hui Khoo
This article demonstrates how the Australian Business Excellence Framework can be used to support sustainable organizational development and success. The objective of the study is to identify the challenges and efforts required for an organization to be fully engaged in corporate social responsibility and sustainable business practices. A case study is used to suggest how the required efforts can be implemented. The case study involves a smelter company in the process of making a ,shift' from unsustainable to more sustainable operations, by implementing a new policy. The new policy will affect all aspects of the company,its people, the management of processes and information and, above all, top management's commitment in leading the transformation. An overview of the stages involved in transforming the company is preparation, transformation, implementation and sustainable business results. Copyright 2002 John Wiley & Sons, Ltd. and ERP Environment. [source]


Identity in Flexible Organizations: Experiences in Dutch Organizations

CREATIVITY AND INNOVATION MANAGEMENT, Issue 4 2003
Michiel Schoemaker
In the information economy, flexible organizations have evolved. Work and labour relations have become more flexible than in industrial organizations. This has consequences for the identity of organizations. Organizations tend to become opportunity coalitions when the identity is too fragmented or neglected. The key questions this article adresses is what is identity in a flexible organization and to what extent is it possible to ,manage' the construction of identity in flexible organizations? This key question was split up into three sub-questions. We were interested in how (1) organizations organize their talent management, (2) how organizations manage their labour relations and (3) how organizations manage identity. These three subjects come forward in recent publications in the field of organizational development and HRM as being critical of management of a flexible and innovative organization. In the article, the characteristics of flexible organizations are defined. These characteristics are translated into the relationship between these organization and individual: the way flexible organizations manage their work, labour relations and identity is studied in 20 Dutch organizations. Striving for an optimum in flexible work and flexible labour relations, combined with managing a specific organizational identity seems to be the HR-strategy Dutch organizations implement to reach flexibility and innovation. [source]


Privatization and the allure of franchising: a Zambian feasibility study,

INTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, Issue 3 2003
John L. Fiedler
Abstract Efforts to privatize portions of the health sector have proven more difficult to implement than had been anticipated previously. One common bottleneck encountered has been the traditional organizational structure of the private sector, with its plethora of independent, single physician practices. The atomistic nature of the sector has rendered many privatization efforts difficult, slow and costly,in terms of both organizational development and administration. In many parts of Africa, in particular, the shortages of human and social capital, and the fragile nature of legal institutions, undermine the appeal of privatization. The private sector is left with inefficiencies, high prices and costs, and a reduced effective demand. The result is the simultaneous existence of excess capacity and unmet need. One potential method to improve the efficiency of the private sector, and thereby enhance the likelihood of successful privatization, is to transfer managerial technology,via franchising,from models that have proven successful elsewhere. This paper presents a feasibility analysis of franchizing the successful Bolivian PROSALUD system's management package to Zambia. The assessment, based on PROSALUD's financial model, demonstrates that technology transfer requires careful adaptation to local conditions and, in this instance, would still require significant external assistance. Copyright 2003 John Wiley & Sons, Ltd. [source]


Beneath the Surface: A Story of Leadership, Recruitment, and the Hidden Dimensions of Strategic Workplace Design

JOURNAL OF INTERIOR DESIGN, Issue 1 2000
Sheila Danko M.I.D.
ABSTRACT The purpose of this article is to explore issues related to workplace design and corporate leadership in the 21st century, specifically the strategic leadership initiatives needed to recruit, retain, and motivate talented employees. The research design uses a qualitative research method called narrative or life stories in combination with a traditional case study approach. Cases selected had to be strategic, inspiring/aspiring, authentic, and multivocal. Both design process and design product were examined as well as the impact of design on the individual and the organization. Interview data were collected on site, audio taped, and transcribed verbatim to ensure accuracy. Focused narratives were then generated from the case study interview data. The transcripts were reviewed to identify major issues, recurring themes, and categories of analysis. The raw interview data were then sifted through Labov's six-part framework for organizing and interpreting narratives. The process of evolving the raw interview transcripts into a meaningful story followed Lieblich, Tuval-Mashiach, and Zilber's (1998) holistic-content approach. A story entitled "Beneath the Surface" forms the basis of the results and discussion section, and presents a true account of how workplace design impacted the interview process through the eyes of a young executive recruit. The story revealed that the design of space factored heavily into the new recruit's decision-making process and ultimate acceptance of the position, and that the impacts of the workplace design extended beyond the initial recruitment to have longer-term implications for corporate competitiveness. The narrative also revealed that the chief administrative officer (CAO) and new director of organizational development viewed design as a strategic tool, and that the managing partner used design elements strategically to communicate her divisions' values and social mission. The story reveals strategic implications of both design process and product for six strategic leadership initiatives thought to impact overall quality of work life, and to enhance recruitment and retention: differentiating quality of life as a competitive edge, aligning individual values with corporate values, building a sense of community, nurturing professional growth and knowledge transfer, communicating social mission, and leaving a legacy of social change. Design was shown to play a supportive role for each of the above leadership initiatives. [source]


Learning and organizational effectiveness: A systems perspective

PERFORMANCE IMPROVEMENT, Issue 1 2009
Nicholas Andreadis
The challenge for leaders today is to create and develop the capability of their organization. Leaders must perceive and manage their organization as a dynamic, open system where learning is the core competence underlying innovation, growth, and sustainability. Creating a culture of learning is the first work of leadership. This article presents a practical framework in which to consider organizational effectiveness, emphasizing the critical role of systems thinking and learning theory in organizational development. [source]


Interventions (Solutions) Usage and Expertise in Performance Technology Practice: An Empirical Investigation

PERFORMANCE IMPROVEMENT QUARTERLY, Issue 3 2004
Darlene M. Van Tiem
ABSTRACT Performance technology (PT) is complex, drawing theory from instructional design, organizational development, communications, industrial psychology, and industrial engineering to name a few. The Standards of Performance Technology developed for the certified performance technology designation codified the processes used in the practice of performance improvement. The Human Performance Technology (HPT) Model of the International Society for Performance Improvement illustrates the Standards for the Performance Technology process, including the selection, design, and implementation of appropriate performance interventions. Research exists on specific PT interventions, such as problem solving, feedback, or job analysis. This foundational study considers intervention usage within organizations and the expertise of performance technologists. Findings indicate that years of experience in the field or related field is positively correlated to expertise. Some alignment was found between higher ranked PT expertise and higher ranked intervention usage within those organizations. [source]


Pathways of Change: Organizations in Transition

PUBLIC ADMINISTRATION, Issue 1 2006
Ljiljana Erakovic
This article discusses and illustrates organizational changes as initiated by ownership transition. It develops and elaborates three different pathways that organizations might follow through the process of transformation from government departments to state-owned enterprises, and then to privately-owned companies: the incremental, radical and reductive pathways. The research reported here is based on 11 case studies of New Zealand privatized companies. The pathway approach develops and extends existing models of transitional organizational trajectories, emphasizing the importance of antecedent conditions of organizational development, current environmental patterns and the strategic choices of the government and new owners. [source]