The aim of this study was to explore the nature of frontline nurses’ experiences of living with rapid and continuous organizational change in a tertiary health care institution. The phenomenon under study was organizational change. A component of this research was also to explore the possibility of change fatigue in nurses’ discourse. Change is inevitable, and increasingly rapid and continuous in health care as organizations strive to adapt, improve and innovate in response to external pressures. These pressures challenge hospitals to strive for patient safety, quality assurance and provision of exceptional family centred care. Attending to these pressures require time, energy and money. Rapid and continuous change creates a push/pull relationship between innovation and budget. New technologies require extra resources however, simultaneous restructuring and optimization efforts see hospitals decreasing available resources. This creates a challenging workplace for nurses who must engage in organizational change activities with limited resources. Organizational change challenges health care providers in a variety of ways because it restructures how and when patient care delivery is provided, changing ways in which nurses must carry out their work. Little research has been done regarding the impact of rapid and continuous organizational change for frontline health care providers, most notably, nurses. In this study a critical hermeneutic design was applied. Guided by the theoretical framework of critical management studies, the researcher explored concepts of organizational change, experience of change, change fatigue, and power and voice. The setting was an urban pediatric teaching hospital located in eastern Ontario. The researcher sought breadth, depth, complexity and richness of data in understanding the experience of organizational change, which supported a decision to seek a sample size of ten to fifteen participants. Thick description commenced at fourteen participants. Face to face interviews were conducted using open-ended questions to understand nurses’ experiences of change. Brown and Gilligan’s Voice-centred relational method of data analysis was used – a multi-levelled analysis exploring the concept of voice in relation to self, other, culture, society and history. Rapid and continuous organizational change in the workplace profoundly impacted nurses’ work, their relationships to the self, other, culture, society and history. Nurses recognized that many change initiatives reflected an ideological shift in health care that supported a culture of service, whilst sacrificing a culture of care. A culture of service prioritized cost-savings and efficiency, which saw nurses lose the time and resources required to provide quality, safe care. Nurses felt morally responsible to uphold a culture of care, which proved challenging, and at times unobtainable. The inability to provide quality, safe care resulted in a multitude of negative emotional repercussions, which fostered moral distress. Nurses exhibited elements of change fatigue, further contributing to feelings of voicelessness and powerlessness within their workplace. Organizational change must be re-conceptualized in ways that ensure change initiatives uphold institutional integrity and better support the provision of morally authentic nursing practice. Health care organizations should place nurses at the forefront of planning, implementation and evaluation of change initiatives in order to alleviate the many negative experiences of organizational change noted in this study.

Organisational change has proven to be a major challenge for many businesses worldwide with the pharmaceutical environment being no exception. The pharmaceutical industry is increasingly pressurised by stakeholders who seek reduced cost, higher value and quality. This has resulted in many pharmaceutical businesses attempting to launch various continuous improvement methodologies, which ultimately fail. Whereas failure of continuous improvement undertakings within the pharmaceutical environment is well documented, this study aimed to understand the factors that influence the successful sustainability of such endeavours. The purpose of this study was therefore to identify and create an understanding of the factors that influence a culture of continuous improvement within the pharmaceutical environment. The literature review revealed that factors such as leadership, teamwork, communication, continuous improvement capability and a continuous improvement mind-set contributed to the successful implementation of a culture that embraces continuous improvement. It was recognised that building a culture of continuous improvement is not instantaneous and that it requires all stakeholders to be committed and to acknowledge that changing culture requires time. An empirical study with a questionnaire as data collecting instrument was conducted to assess respondents’ perceptions of the levels of continuous improvement, leadership, teamwork, communication, continuous improvement capability and a continuous improvement mind-set within a selected pharmaceutical manufacturing business. The study revealed that all these factors were related and influenced a culture of continuous improvement. Furthermore, leadership and a continuous improvement mind-set proved to have the most significant relationship with a culture of continuous improvement. Recommendations were provided for the creation of a culture of continuous improvement in pharmaceutical businesses.

Nothing has been that consistent as the change is for the knowledge revolution to nourish and cultivate. Different forms of changes are occurring in organizations with the aim to improve the output performances. Health organizations have been more attached to the changes and the consequences that are brought with such changes. Such consequences are primarily connected with concepts of unlearning and learning. Any form of the change if initiated in organization asks for new routines learning, tasks conductions and the organizational cultural revolution. These new routines have been occurring at individual and organizational levels. The unlearning at any level in the organizational culture can be performed through investigating a primary connection between the organizational and individual routines. At the individual level unlearning brings a number of psychological, cognitive, social and moral hurdles. These hurdles at individual level basically help the organizational unlearning to occur. All of the routines occurring at individual level encompass the necessary information that goes from lower levels to upward, strengthening and holding the organizational memory firm.

This research was about to find how the health organizations unlearn the older practices and learn the new practices in IT change. This research had two streams i) finding whether there had been any connection between the organizational and individual unlearning in the cases of IT change, ii) For unlearning what kind of hurdles had been there at the individual level. Kalmar hospital pediatric department had been chosen for the empirical investigations. The research streams were about how and what parts which helped the researcher to go for the qualitative data gathering techniques.

The Results showed there had been a very thin connectivity between the organizational and individual unlearning. The results revealed and unfolded that many of the new learning are occurring simultaneously with discarding the older ways of practices. The impression of absorbing the change with respect to the unlearning had been varied from person to person. There had been a numbers of individual hurdles observed at individual level of unlearning. Apart from them, many individual routines (performative tasks) had the primary connectivity with the organizational routines (Ostensive routines) and shaping and reshaping of the organizational memory.

It is important to understand the unlearning notions with the type of change. In this research each of the interviewee had shared his thoughts of how the things could have been done differently by revealing the consequences with new learning. Literature suggests that for a profound and successful implementation of change more formal and informal trainings, clear strategy for shuffling the older individuals in the camp, more social and cognitive meetings and fast and quick actions in the cases of technical difficulties are to be taken.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Thesis

Working Lean, i.e. “eliminating non-value activities from work processes by applying a robust set of performance change tools and emphasizing excellence in operations to deliver superior customer service,” has received significant attention and become a concept of interest for businesses, especially during recent years. Fundamentally, the concept of Lean is built on the aims of waste reduction and value creation with keywords such as continuous improvement, quality, and efficiency guiding the process. Lean was originally developed with production in mind, but many in the field argue that its applicability reaches further and holds potential within other contexts, such as service, as well. The purpose of this study is to derive lessons learned from individuals working in the service sector regarding whether or not Lean is applicable in the context of service and to explore what factors and challenges are perceived to influence the likeliness of success. An abductive approach has been pursued by the use of semistructured interviews with employees from different levels within organizations in the Swedish service sector. In addition, an external perspective by interviewing a Lean consultant has been of interest. The data gained has been analysed to identify patterns which have then been searched for in existing literature. The findings provide evidence that Lean is applicable in service. Furthermore, success factors related to the following core categories; employee engagement and competence, having a philosophical approach, leadership, management, implementation, organizational and national culture, and management of variation were identified. Lastly, a misconception of Lean, employee resistance and suboptimization were three challenges found.

Cooperative Extension produces public value through educational programming that benefits the greater community. Forests provide numerous valuable benefits to society through the provision of ecosystem services. Cooperative Extension educational programming positively impacts forest owners, who in turn conduct actions that enhance ecosystem services. A heretofore unrecognized relationship exists between Cooperative Extension and ecosystem services that provides opportunity for mutual benefit. Applying ecosystem services values to Extension natural resources-related programmatic outcomes through benefit transfer provides an avenue for Extension to make significant advancements in monetizing public value. Beyond serving simply as a source of financial justification, however, linkages with ecosystem services also provide Cooperative Extension with opportunities to improve the design and delivery of educational programs, do a better job articulating an array of public benefits resulting from agency accomplishments, and optimize allocation of sparse resources and Extension efforts. This dissertation thoroughly explores these concepts by providing an overview of: Cooperative Extension in general and Extension forestry more specifically; public value in an Extension context; ecosystem services; ecosystem services valuation; benefit transfer, and; connections between these diverse topics. In addition, benefit transfer principles are applied to an existing Extension evaluation data set in attempt to monetize Cooperative Extension's impact, lessons learned are explored, and the Cooperative Extension public value discussion is re-framed as one aspect of overall continuous organizational improvement.
Ph. D.

The evaluation report section describes the evaluation of the implementation of Mercedes Benz Production System (MPS) at Mercedes Benz Commercial Vehicles, which is a division of Mercedes Benz South Africa’s manufacturing plant situated in East London. The section evaluates the changes the implementation of MPS brought to the Key Performance Indicators (KPI’S) of the division and evaluates the change readiness of the employees in the division prior to the change. The change implementation was initiated by the management of MBCV as a strategic organisational change to bring about continuous improvement to the KPI’s of the organisation. These KPI’s are Safety, Quality, Delivery, Cost and Morale (SQDCM). The reason behind the change at the time was deemed critical to MBCV in order to meet the annual KPI targets and remain cost competitive and sustainable. The evaluation report further describes the results of the change with regards to the organisational KPI’s and the level of employee change readiness which was conducted through a questionnaire survey. A brief literature review is included in the Evaluation Report under section one describing key concepts about Production Systems, Lean Manufacturing and Change Management. The evaluation section includes recommendations based on the results of the research findings and ends with a conclusion. The literature review section explores the literature that supports production systems, lean manufacturing and change management concepts, its definitions, importance and benefits. The literature review describes and critiques key concepts of the research such as productions systems, MPS in particular, lean manufacturing concepts and related change management topics relevant to the research. The literature review defines production systems and the concepts of lean manufacturing, highlighting the benefits of the concepts to enhance organisations’ manufacturing capabilities. An integrated part of lean manufacturing is people and the implementation of lean manufacturing into an organisation requires change management theories therefore key understanding in this particular research was to discuss change management concepts, in particular, employee change readiness. The literature will discuss different tools to assess employee change readiness and from this develop an employee change readiness tool. The change management concepts evaluated change readiness and the consequences if organisations are not ready for change. The research methodology section describes how that the research was conducted in two phases, one to evaluate the implementation of MPS with regards to the organisational KPI’s (SQDCM). This was assessed through reports from projects and presentations made by the project teams on improvements of the organisational KPI’s. The second phase evaluated the change readiness of the employees prior to the implementation of MPS. This phase of the research was intended to retrieve quantitative data with an adapted questionnaire which was distributed to employees. To evaluate the change readiness, a change model known as ADKAR was used as an evaluation instrument. The modified ADKAR questionnaire was distributed to employees in hard copies and completed during a weekly team meeting. The results were summarised and descriptive statistics were used to analyse the final results. Microsoft Excel (2010 version) was used to illustrate and display the graphs. Section three discussed the research methodology in more detail. The study shows that although there were some positive changes that came from the implementation of MPS in MBCV, especially to the following KPI’s (Safety, Quality, Delivery and Cost), real consideration should be given to employee morale and the level of change readiness of MBCV employees.

Inledning: Kontinuerlig organisationsförändring förekommer allt oftare i dagens organisationer, och kännetecknas av att förändringsprocessen inte har någon början ellerslut. I samband med att kontinuerlig organisationsförändring genomförs i organisationer kan det bidra till att anställda upplever en förvirrande och mångtydig känsla, eftersom förändring sker hela tiden. I dessa situationer är meningsskapande en avgörande faktor, vilken är en central aspekt inom symboliskt ledarskap. Studien undersöker därför symboliskt ledarskap i detta sammanhang, och fokuserar främst på hur chefer använder symboler och meningsskapande för att dämpa den tvetydighet som uppkommer. Syfte: Syftet med studien är att utveckla en förståelse för på vilket sätt chefer använder symboler och meningsskapande vid kontinuerlig organisationsförändring. Metod: Genom att använda oss av en kvalitativ forskningsmetod har vi genomfört enfallstudie med en abduktiv ansats. Det empiriska materialet har samlats in genom semistrukturerade intervjuer och från inspiration av en etnografisk studie. För att skapa en utvecklad förståelse för hur cheferna arbetar i den dagliga verksamheten är studien hermeneutisk. Slutsats: Studien har kommit fram till att symboler används av cheferna för att skapa mening men även för att förmedla samhörighet, trygghet och en gemensam syn. Symbolerna används genom kommunikation, synlighet och genom att arrangera diverse tillställningar. Meningsskapande blir viktigt eftersom det får anställda att känna mening inför de arbetsuppgifter som ska utföras.
Introduction: Continuous organizational change is increasing in today's organizations, and is characterized by change having no beginning nor end. In liaison with the ongoing organizational change being implemented in organizations it can cause employees feeling confused and ambiguous, since change occurs all the time. In these situations, sensemaking constitute an essential factor, which is a key aspect of symbolic leadership. The study therefore examines symbolic leadership in this context, and focuses on how managers use symbols and sensemaking to reduce the ambiguity that arises. Purpose: The purpose of the study is to develop an understanding of in what way leaders practice symbols and sensemaking during continuous organizational change Method: By using a qualitative research method, we conducted a case study with an abductive approach. The empirical material was collected through semi-structured interviews and from the inspiration of an ethnographic study. In order to create a developed understanding of how managers are working in the daily activities, the study use a hermeneutic approach. Conclusion: The findings of the study has concluded that symbols are utilized by managers in order to create meaning, but also to transmit togetherness, security and a mutual vision. The symbols are utilized through communication, visibility and by organizing various events. Sensemaking is thus important since it mediates how employees can feel meaningfulness for the tasks to be executed.

Mestrado em Gestão de Recursos Humanos
O estudo teve como objetivo compreender, através de uma metodologia qualitativa, como são experienciados processos de mudança organizacionais. Pretende-se compreender de que forma processos de mudança afetam a motivação dos colaboradores, identificando os principais elementos que têm um impacto nessa motivação, seja este positivo ou negativo. O acesso aos 17 sujeitos que compõem a amostra foi realizado através do método bola de neve e a recolha de dados através de entrevistas semi-diretivas. Os resultados permitiram concluir que os colaboradores, quando se deparam com mudanças organizacionais não se sentem motivados. No geral, os colaboradores tendem a resistir à mudança desde a sua fase inicial, sendo que a resistência tende a ser expressiva nessa fase, perdendo intensidade com o tempo. A falta de motivação nestes processos é explicada tanto por aspetos extrínsecos, como a perceção de inexistência de uma relação de troca equitativa entre esforço para a mudança e o salário auferido; como por aspetos intrínsecos, como a falta de reconhecimento e valorização pela organização no processo de mudança. Apesar da desmotivação geral, existem elementos que tem um efeito positivo sobre a motivação dos colaboradores, nomeadamente a comunicação e a liderança. Os resultados permitem compreender que os processos de mudança podem ser otimizados no que toca à forma como são geridos, investindo na melhoria de um conjunto de elementos de natureza extrínseca e intrínseca que podem aumentar a motivação dos colaboradores, levando a que estes participem de forma mais positiva nos processos de mudança, contribuindo como resultado para o sucesso desses processos.
The main goal of the present study was to understand, using a qualitative methodology, how organizational change processes are experienced. It is intended to understand how change processes affect the motivation of employees, identifying the main elements that have an impact on this motivation, whether positive or negative. Access to the 17 subjects included in the sample was performed using the snowball method and data collection through semi-directive interviews. The results allowed to conclude that employees, when faced with organizational changes, are not motivated. In general, employees tend to resist change from the initial phase, and resistance tends to be expressive at this stage, losing intensity over time. The lack of motivation in these processes is explained both by extrinsic aspects, and the perception of the absence of an equitable exchange ratio between effort for change and the salary earned; as by intrinsic aspects, such as the lack of recognition and appreciation by the organization in the process of change. Despite the general lack of motivation, there are elements that have a positive effect on employee motivation, namely communication and leadership. The results allow to understand that the management of change processes can be optimized, investing in the improvement of a set of elements of extrinsic and intrinsic nature which can lead to a rise in the collaborators motivation, making their participation in the change processes more positive, and contributing to the overall success of these processes.
info:eu-repo/semantics/publishedVersion

This article addresses how the complexity of continual structural rearrangement within a key company impact employees. Data collection happened during a time of a world economy in crisis which seem be in the need of forcing new structural rearrangements and downsizing upon the local businesses. The sample is former and present employees who have experienced more than one structural rearrangement within the plant. Target information is the individual’s experiences and his/her recepti on and perception of situations that evolves. Information is gathered with the method of existential psychological phenomenology which offers informants to speak freely about significant experiences of theirs. A work force in crisis stands forth who struggles with intense emotional experiences simultaneously with the rising of new minor crises.

When duties are documented, new ideas are often created regarding how the work should be carried out. Writing is an important source of development, but unfortunately the possibilities are limited when it comes to transferring new ways of thinking to personnel. As with organizational change in general, employees tend to neglect new instructions. On the basis of their personal ways of thinking, they might find that the new order is incorrect, requires more resources, lacks contact with reality, or cannot be understood. The people who have prepared the new directives think they are surely justified and easy to understand. In their eyes, those who stick to what used to be correct and reasonable seem resistant to change.

The aim of this dissertation is to understand the influence of self-assessment on service cognition and to propose how this influence can be utilized to attain strategic aims. The term self-assessment refers here to the activity whereby employees, in a structured manner, collectively assess and document their own instructions. The concept of service cognition refers to individual employee’s conceptions on how to carry out their own tasks, on how colleagues carry out theirs, and on connections between activities in the common workflow. The object of study is self-assessment as business process modeling at the local offices of the Swedish Employment Service.

What is explored is the crass but fruitful understanding that new ways of thinking more easily arise among those who define organizational design than among those who are expected to change. Using socio-cognitive theory as well as longitudinal and extensive action research, the reasons are investigated behind the inevitable development of units which are trusted to write their own instructions and, in so doing, start to talk about the way work is done. Despite the independence needed to coordinate by consensus, it seems that the collective mind thereby induced actually enhances opportunities for central control and change: Units designing their own routines surely become better coordinated, but also more controllable and adaptive to strategic change. Furthermore, some principles are presented to support self-assessment regarding organization and change.

This diploma thesis deals with problems which often occur during implementation of kaizen philosophy into economic practice in Czech environment. Many Czech companies that adopted this philosophy do not reach such good results, compared to companies in Japan. Czech employee's do not accept it in good way. Thus the target of this thesis is to find out possible causes of this unfavourable situation. In theoetical parts, kaizen phiosophy and other related factors such as organizational culture are described. Furthermore, most frequent kaizen practice and its most important effects are described well as a brief history of it in Japan, USA, and Czech. Real implementations of kaizen in three companies in Czech Republic are analyzed in empirical part of this thesis. Most important points of this part are qualitative research (interviews with employees of these three companies) and quantitative research (questionares were filled by employees in one of these firms). The outputs of the thesis are general as well as specific suggestions for these three companies.

Kring grundskolemedarbetares delaktighet förbättringsarbete är forskningslandskapet tunt, speciellt beträffande studier där forskningsförfarande som förutsättningslöst tillåter multivetenskapliga fynd, praktiserats. För att fylla det gapet har Grundad Teori använts med intervjuer, fokusgruppsintervjuer och observationer för att uppnå studiens syfte, som var att förutsättningslöst, ur ett medarbetarperspektiv, bidra med ny teoribildning kring medarbetares delaktighet i förbättringsarbete inom grundskola. Mer specifikt innebar det att undersöka vilka faktorer som påverkar grundskolepersonals delaktighet i sin verksamhets förbättringsarbete. Det innefattade även att undersöka eventuella samband mellan dessa faktorer, samt hur de eventuella sambanden påverkar grundskolepersonals delaktighet i sin verksamhets förbättringsarbete. Resultatet visade att förutsättningar behöver tillgodoses för att öka sannolikheten för att medarbetare ska vara delaktiga i förbättringsarbete. Även ledarskapsstilen har betydande påverkan. Emellertid kan medarbetare utveckla både negativa och positiva attityder gentemot förändring om förutsättningarna saknas, till viss del beroende på deras personlighetsdrag, vilka även avgör deras behov samt hur de bör matchas med kollegor. Därför behöver ledare beakta personlighetsdrag både beträffande behov och sammansättning av arbetsgrupper. Vidare har fenomenet samverkan, enligt resultatet, en betydande positiv effekt på grundskolemedarbetares delaktighet i förbättringsarbete. Genom dessa fynd kan studien tillskriva etablerad teoribildning och tidigare forskning relevans även inom domänen grundskola
Regarding compulsory school staff’s participation in their school’s improvement activity, the area of research is thin, especially regarding research approaches which allows unconditional multidisciplinary findings. To fill this gap this study has been using Grounded Theory, with interviews, focus group interviews and observations, to achieve the purpose of this study, which was to, with an unconditionally approach, provide a new theory from an employee perspective, of employee’s participation in improvement activity, within compulsory school. More specific, this meant investigating the factors that influence compulsory schools staff participation in their work of improvement. It also included examining possible correlations between these factors, as well as how these possible correlations affect compulsory school staff's participation in their improvement activities.   The findings showed that prerequisites need to be met to improve the probability of employees participating in work of improvement. The kind of leadership practiced also have great impact. However, employees can develop both negative and positive attitudes towards change if the prerequisites are not met, in part depending of their personality traits, which also determine their needs as well as how they need to be matched up with co-workers. Leaders therefore need to take personality traits into consideration regarding both needs of the employees and team composition. Furthermore, the phenomenon of teamwork has, as the result shows, a greatly positive impact on compulsory school staff’s participation in improvement activities. With these findings this study recognizes established theories and previous research, as valid even within the domain of compulsory school.

2020-06-26

Thesis (M.C.P.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, 2000.
Includes bibliographical references (leaves 103-105).
In the current context of federal devolution, practitioners in supported housing systems and other diverse organizational contexts increasingly face the challenge of fostering coordination and managing conflicts of values and perspectives within organizations tied together in networks. Such coordination is problematic, just as conflicts are inevitable, within such networks and other inter-organizational systems because of the historically evolved structures and specialization of organizations. These specialized structures or 'domains' imply certain boundaries defining what activities can be considered internally coherent and consistent with organizational goals. Yet it is too often the case that these structures are "incomplete" in fulfilling all of society's needs. In situations where this is the case, "'gaps" can be said to exist between the domains of two organizations, and can have serious consequences for individuals and communities proximate to them. In this light, homelessness as a result of de-institutionalization, or unemployment among post-secondary school youth, may be seen as social problems generated by structural gaps between organizational domain boundaries. Solving these problems, I argue, requires that practitioners undertake roles in their own organizations that are 'boundary spanning.' Boundary spanning becomes a means of building ties across vast inter-organizational distances, inventing programmatic solutions to structural problems, and creating organizational change. In this thesis, I examine organizational change as it occurred within a specific interorganizational network of providers and institutions: a continuum of care for ex-offenders living with HIV/AIDS in Massachusetts. The case presented here is one in which I am both an observer/researcher and a practitioner. Reflecting upon the activities of myself and others working to expand access to HIV/AIDS supported and other housing opportunities, I analyze the attributes of our boundary spanning roles as examples of successful practice in creating organizational change towards our goal of homelessness prevention among ex offenders living with HIV/AIDS. From these attributes emerges a theory of practice for boundary spanning towards organizational change.
by Richard S. Cho.
M.C.P.

Support from managers, training specialists, and human resource development specialists is needed if social service employees are to transfer learning to their organizations. There is a gap in the literature about managers, training specialists, and HRD specialists familiarizing employees with learning transfer expectations. This study addressed the way social service employees transferred what was learned after attending normal training classes. The research questions focused on learning transfer expectations for the employees, conditions that addressed during the learning transfer, processes that are in place where there was not a learning transfer initiative, and the way learning was used by employee. The study utilized a case study approach and thematic analysis based on theoretical frameworks of McGregor's theory X and theory Y, Drucker's management by objectives theory, Kirkpatrick and Kirkpatrick's 4 levels of training evaluation. Data were collected from open-ended interviews with 15 human resources officials in 1 agency. Data were inductively coded and analyzed for themes and patterns. Findings yielded themes of inconsistencies such as familiarizing employees with learning transfer expectations, differences of factors or conditions that addressed the learning transfer function or activity, not having a learning transfer initiative or instructions, and having an informal way of using what employees acquire from training limited policies and procedures, and a lack of direction. These changes could promote awareness of the social service community to encourage regular updates on training, practice new learning, partner and collaborate with stakeholders, review training offerings, and use technology.

VUCA är ett begrepp, som används för att beskriva den komplexa, oförutsägbara och snabbrörliga omvärld vi lever i idag. Det talas ofta om ett paradigmskifte och att det kommer krävas nya managementmodeller för att framgångsrikt leda organisationer. Det ställs ökade krav på organisationer att snabbt kunna ställa om, ständigt arbeta med förbättring och utveckling för att öka sin innovationskraft. Psykologisk trygghet är ett fenomen som fått ökat utrymme i näringslivet och i forskning under senare år, då det starkt korrelerar med individers och teams förmåga att möta förändring och vara högpresterande. Psykologisk trygghet är en gemensam övertygelse hos medlemmarna i ett team om att teamet är tryggt för interpersonellt risktagande. Syftet med denna uppsats var att bidra med kunskap kring hur företag arbetar för att vara i ständig förnyelse och bygga kapacitet i organisationen för att möta kraven i VUCA, samt förstå hur psykologisk trygghet kan vara en motor i det arbetet. En kvalitativ intervjustudie genomfördes med sex intervjuer på två större organisationer. Studiens resultat pekar på sex viktiga fokusområden för att vara och leda i ständig förnyelse och framgångsrikt kunna möta de nya kraven. Dessa sex fokusområden beskrivs på följande sätt: Storytelling -”varför” som möjliggörare för motivation och mening, Förmåga att lära - nyfikenhet som möjliggörare för nytänkande och innovation, Ledarbeteenden - vara förebild som möjliggörare för beteendeförändring, Individen i centrum - självkännedom som möjliggörare för  självledarskap, Ägandeskap - autonomi som möjliggörare för ansvarskänsla och empowerment och Arbetssätt - lita på processen som möjliggörare för struktur och uthållighet. Studien visar vidare att det finns stark koppling mellan psykologisk trygghet och de sex fokusområdena för att vara i ständig förnyelse och kunna möta kraven i omvärlden. Psykologisk trygghet är en möjliggörare för att bygga kapacitet genom dessa fokusområden. Fokusområdena bidrar i sin tur till ökad psykologisk trygghet, samtidigt som de möjliggör att vara i ständig förnyelse.
VUCA is the term used to describe the complex, uncertain and rapid changing world we live in today. Often it is described as a new paradigm with needs for new management models to continue to be successful. In order to be able to meet the new requirements, organizations need to develop ability to smoothly adapt to change, constantly work with improvement and development to increase their power to innovate. Psychological safety is a phenomenon that got more attention in business and research in recent years, due to its high correlation to the ability of individuals and teams to face change and to be high performance units. Psychological safety is a shared belief held by members of a team that the team is safe for interpersonal risk taking. The purpose of this thesis was to contribute with knowledge about how companies work to build capacity in organizations to meet the requirements of VUCA, as well as understanding how psychological safety can be an enabler in this work. A qualitative interview study was conducted with six interviews at two larger organizations. The result of the study highlights six important focus areas for being in continuous renewal and successfully meeting the new requirements. These six focus areas are described as follows: Storytelling - “why” as an enabler for motivation and meaning, Ability to learn - curiosity as an enabler for innovation, Leadership behaviours - to be a role model as an enabler for behaviour change, People centric approach - self-awareness as an enabler for self-leadership, Ownership - autonomy as an enabler for responsibility and empowerment and “Way of working” - trust the process as an enabler for structure and endurance. The study further shows that there is a strong link between psychological safety and the six focus areas. Psychological safety is an enabler to build capacity in these areas. The focus areas contribute in return to increase psychological safety and at the same time support the ability to meet the complex, uncertain and rapidly changing world.

2020-11-26

Syftet med detta examensarbete var att, med hjälp av kunskap och färdigheter som förvärvats under utbildningens gång samt nyförvärvad kunskap, utveckla och förbättra två tidigare identifierade förbättringsområden hos LKAB. För att säkerställa att syftet uppfylldes användes frågeställningar gällande hur organisationens erfarenhetsåterföring skulle kunna förbättras samt hur deras kommunikation till medarbetare som påverkats, eller kommer att påverkas, av förändringar till följd av projekt kan förbättras. När arbetet påbörjades saknades ett strukturerat arbetssätt för erfarenhetsåterföring i organisationen samt riktlinjer för hur kommunikationen till medarbetare berörda av förändringar skulle gå till. Detta ledde till att båda delarna var bristfälliga och hade stor förbättringspotential. Litteraturstudier utfördes med hjälp av redan erhållen kurslitteratur, bibliotek och databassökningar. För insamling av data användes semistrukturerade intervjuer med sex stycken subjektivt utvalda medarbetare inom organisationen. Insamlad data kartlades och kategoriserade sedan med hjälp av en matris. Resultatet visade att majoriteten av medarbetarna såg flera brister inom de två valda områdena och önskade förbättring. Den lilla erfarenhetsåterföring som var styrd, i form av slutrapporter, var mycket mager och sällan hjälpsam för andra samt mycket svår att hitta då det inte gick att söka efter slutrapporter med nyckelord. Medarbetarna hade många förslag på förbättringar, däribland en sökfunktion, mer struktur och speciella träffar endast för erfarenhetsåterföring. Gällande kommunikationen vid förändringar framkom att den varierar och medarbetarna veterligen fanns ingen kommunikationspolicy eller andra riktlinjer att följa vid denna typ av kommunikation. Samtliga medarbetare föredrog muntlig kommunikation vid förändringar som skulle komma att påverka deras dagliga arbete men vittnade om att det ofta kom information via intranätet Arena eller mail. Slutsatserna som drogs från detta var att, för att kunna förbättra dessa två områden behövdes strukturella förbättringar, ökad förankring hos medarbetarna och förståelse för de vinster som är möjliga att göra i och med att de införs. För att förbättra erfarenhetsåterföringen vid projektarbete måste slutrapporterna bli sökbara, erfarenhetsåterföringen måste ske löpande underprojektarbetet, slutrapporter måste överföras vid byte av arkiveringsstruktur, erfarenhetsåterföringens innehåll bör specificeras och innehålla såväl hårda som mjuka delar samt att värdet och nyttan av erfarenhetsåterföring måste förankras hos såväl medarbetare som ledning i organisationen och ses som en naturlig del av projektets leverans. För att förbättra kommunikationen vid förändringar uppkomna till följd av projekt måste en kommunikationspolicy upprättas och förankras hos medarbetarna, kommunikationsplanen i projekt skall grundas på en ordentlig intressentanalys, kommunikationen bör vara muntlig förökad förståelse hos mottagaren samt att kunskap om hur kommunikation blir ett kraftfullt verktyg måste erhållas.
The purpose of this degree project was to develop and improve two earlier identified areas within LKAB in which there was potential for improvement. Thiswas done by the use of earlier acquired and newly obtained knowledge. To ensure that the purpose of this degree project was fulfilled two questions was designed: “How can the organization’s knowledge management improve?” and “How can the organization’s communication to employees affected by changes resulting from projects improve”. When the degree project was initiated there was no structured way of work for knowledge management nor was there any guidelines concerning how this type of communication was to be executed. Literature studies were accomplished by the use of already obtained course literature, libraries and databases. Data was collected through semi-structured interviews with six subjectively selected employees within the organization. The collected data was mapped out and categorized with the use of a template. The results showed thatthe majority of the employees saw multiple flaws within the identified areas and wished for improvement. The tiny part of the knowledge management that was structured was the one within the final project reports. The shared knowledge within the project reports was very thin and not always helpful for others as well as hard to find due to the reports not being searchable by the use of key words. The employees had many suggestions regarding how the knowledge managementcould improve. These included adding a search function, more structure andspecial gatherings for sharing knowledge only. Regarding the communication surrounding changes resulting from projects it was said that it varies and as far asthe employees knew there was no policy or guidelines to follow. All employees preferred verbal communication when being informed about changes that would affect their daily work but also shared that information often came to them through their intranet Arena or e-mail. The conclusions drawn from this was that structural improvements was needed in both areas, improvements must be established amongst the employees and a better understanding for the profits made possibleby the implementation of these improvements must be acquired. To improve the knowledge management the final project reports must be searchable, knowledge must be documented continuously throughout the project, project reports must be transferred in the event of a change of archive structure, the contents mustspecified and include both hard and soft topics and lastly the avail of knowledge management must be established amongst the management as well as theemployees and seen as a natural part of the project delivery. To improve the communication to employees affected by changes resulting from projects a communication policy must be established, the communication plan within projects must be based on a thorough stakeholder analysis, the communication should be verbal and a deeper understanding regarding how communication becomes a powerful tool must be obtained.

Introduction

Depuis une quinzaine d'années en Afrique, cercles de qualité, audits cliniques, cycles de résolution de problèmes et autres 'projets qualité' ont été mis en oeuvre dans les services publics de santé pour améliorer la qualité des soins. Ces projets ont souvent mis l'accent sur des approches participatives, la résolution locale de problèmes et le changement, bousculant les pratiques managériales traditionnelles. A court terme, les évaluations montrent l'amélioration des résultats de programmes ou d'activités. Mais la pérennité de la dynamique reste largement à prouver. Le véritable aboutissement d'un programme d'assurance qualité devrait être apprécié à l'aune de sa capacité à mettre la préoccupation pour la qualité au cœur du management et du fonctionnement du système, et ce de façon continue. C'est en effet la vision moderne de l'assurance qualité déclinée dans les approches du management de la qualité totale, de l'amélioration continue de la qualité ou de l'organisation apprenante.

Méthode

La définition, la mesure et le management de la qualité en santé se révèlent être beaucoup plus qu'une simple procédure technique: c'est un processus social dans un système complexe dont l'étude requiert une approche méthodologique appropriée (Chapitre 1). Notre objectif est d'explorer dans quelle mesure les projets qualité ont permis aux systèmes de santé d'adopter les principes du management de la qualité.

Nous proposons de conduire une 'évaluation réaliste' de projets qualité en Afrique (Chapitre 2). Conceptualisée par Pawson et Tilley (1997) dans le domaine des sciences sociales, l'évaluation réaliste ('realistic evaluation') est une approche méthodologique de la famille des theory based evaluations. Au-delà du constat d'un effet produit par une intervention, l'évaluation réaliste cherche à comprendre ce qui marche, pour qui, dans quelles circonstances et comment. Alors que les résultats issus de la 'grounded theory', de la recherche action et d'autres méthodes de recherche sur les systèmes de santé restent très liés à un contexte, l'évaluation réaliste génère des théories intermédiaires ('middle range theories') qui permettent d'étendre la validité des interprétations au-delà d'un contexte particulier. Construite autour d'études de cas menées dans des contextes multiples et variés, l'évaluation réaliste met en effet l'accent sur l'interaction entre le contexte et la logique d'une intervention.

Résultats

Afin de construire une théorie initiale, nous comparons les systèmes de santé Européens et Africains à l'aide des configurations organisationnelles de Mintzberg (chapitre 3). Nous mettons ainsi en évidence le rôle joué par la nature bureaucratique ou professionnelle de la configuration des organisations de santé dans les résistances à l'introduction des principes du management de la qualité.

Nous menons ensuite une série d'études de cas au Niger, en Guinée, au Maroc et au Zimbabwe pour étudier cette interaction. Dans une première série comparative de trois études de cas (Chapitre 4), nous mettons en évidence la tension qui existe entre la logique de commande et de contrôle des organisations bureaucratiques et la logique de l'assurance qualité valorisant la prise d'initiative de changement par des équipes non hiérarchisées. Nous explorons ensuite cette tension dans trois études de cas distinctes au Zimbabwe et au Maroc. Laissées à la merci des contraintes bureaucratiques, les initiatives locales pour améliorer la qualité apparaissent dépendantes de la capacité des acteurs à développer des stratégies de contournement (Chapitre 6). Faute de quoi elles doivent réduire fortement leurs ambitions à moins qu'elles ne bénéficient d'un soutien émanant d'une institution située hors de la ligne hiérarchique mais reconnue légitime (Chapitre 5). Les systèmes publics de santé de ces pays, conçus comme des organisations bureaucratiques structurées autour de relations hiérarchiques de commande et de contrôle tolèrent une démarche qualité, valorisant l'innovation, la créativité, la prise d'initiative locale et le travail en équipes non hiérarchisées, à la condition qu'elle se déroule à l'abri d'un projet. Force est de constater que ces dimensions clé de la culture qualité n'ont pas fondamentalement ni durablement imprégné des pratiques de management restées bureaucratiques. L'émergence d'une véritable 'culture qualité', un produit attendu de l'introduction de projets qualité, ne semble pas s'être produite au niveau organisationnel (Chapitre 7).

Nous procédons ensuite à la synthèse 'réaliste' de l'ensemble de nos études de cas (Chapitre 8). Nous en tirons les leçons sous la forme d'un enrichissement progressif de notre théorie initiale. Nous pouvons alors formuler une théorie améliorée, toujours intermédiaire et provisoire, dérivée de nos théories intermédiaires successives.

Discussion

Notre discussion s'organise autour de deux thèmes (chapitre 9).

Dans une première partie, nous discutons le potentiel et les limites de nos résultats et de l'approche réaliste de l'évaluation. Nous montrons que nos résultats sont des théories provisoires et incomplètes, deux caractéristiques d'une middle range theory. En dépit de ces limites, l'approche réaliste est potentiellement très riche pour interpréter les effets d'interventions dans des systèmes complexes. Elle se situe dans une perspective d'aide à la décision pour orienter l'action sur le terrain plutôt que dans une perspective de genèse de lois universelles. Elle représente une avancée méthodologique particulièrement pertinente pour la recherche sur les systèmes de santé dans un monde turbulent où de multiples initiatives se télescopent.

Dans une deuxième partie, nous discutons les conséquences de nos résultats pour le futur de l'assurance qualité dans les systèmes de santé. Les projets qualité étudiés ne parviennent pas à changer une culture organisationnelle bureaucratique qui compromet pourtant leur pérennisation. Nous envisageons alors les stratégies susceptibles de permettre à la culture qualité de s'épanouir et au contexte organisationnel d'évoluer en conséquence. Décentralisation et nouveau management public, en vogue hier et aujourd'hui, montrent leurs limites. Il faut probablement trouver un équilibre entre trois idéaux-types décrits par Freidson: l'idéal-type bureaucratique, malmené par les stratégies de débrouille locale, l'idéal-type du marché, valorisant l'initiative, et l'idéal-type professionnel, émergent mais encore embryonnaire en Afrique. Finalement, à côté des mécanismes du contrôle et de la compétition, un troisième mécanisme régulateur devrait prendre toute sa place: la confiance.

Introduction

For nearly two decades in Africa, quality circles, clinical audits, problem solving cycles and other quality projects have been implemented in public health services to improve quality of care. Challenging traditional managerial practices, these projects usually emphasized participatory approaches, local problem solving and change. At short term, evaluation shows improvement in programs and activities output. However the capacity to put quality at the heart of system's management should be considered as the genuine achievement of a quality assurance program. Did quality projects contribute to the adoption of quality management principles by health systems ?This is the question addressed in the present thesis.

Method

Our methodology belongs to the realistic evaluation paradigm conceptualized by Pawson and Tilley and focuses on the interaction between an intervention mechanism and its context in order to understand what works, for whom, in what circumstances and how ?Based on case studies in various contexts in Niger, Guinea, Morocco and Zimbabwe, we build a middle range theory, that explains organizational behavior towards quality management.

Results

Based on Mintzberg's models, we show the role of health care organizational configuration in resisting to quality management principles. We then explore the tension between the bureaucratic organization's command and control approach and the quality assurance approach promoting initiative and change through team work. Local initiative had to develop coping strategies to overcome bureaucratic constraints. Failing to do so, ambitions had to be reduced unless there was support from an external, yet legitimate institution. Public health systems of these countries, structured as command and control hierarchical organizations, allowed innovation, creativity, local initiative and non hierarchical relationships as long as they developed within the boundaries of a project. However, these key characteristics of a quality culture did not permeate routine management. The quality culture shift expected from quality projects does not seem to have happened at organizational level.

Discussion

We first discuss the potential and limitation of realistic evaluation which appear particularly relevant for complex health systems research. We then discuss consequences of our results on the future of quality assurance in health systems. Since quality projects fail to transform a bureaucratic organizational culture, which in turn undermines their sustainability, alternative strategies must be sought to promote quality culture and relevant organizational change. Decentralization and new public management show their limitations. We suggest a balance between three ideal-types described by Freidson: The bureaucratic ideal-type, challenged by local coping strategies, the market ideal-type, which is fashionable today and promote initiative, and the professional ideal-type, emerging and promising, yet still embryonic in Africa.
Doctorat en Sciences de la santé publique
info:eu-repo/semantics/nonPublished

Abstract The purpose of this study is to increase understanding of participating in strategy practice when examined as membership in organizational hierarchy and as subjectivities in strategy discourse. The study approaches subjectivity in strategy practice from the viewpoint of organizational research within the strategy-as-practice (SasP) field, but has chosen a critical perspective to the assumption that strategy work belongs only to senior management. The study is based on interviews relating experiences of strategy participation in a public sector organization. It was found that when strategic planning and decision-making take place fairly far from practical everyday work, two separate strategy worlds would emerge within the organization: the conceptual and the practical world. The well-intended decisions made in the conceptual strategy world set demands for the subjects in the practical strategy world, who had to resort to coping mechanisms and survival strategies to deal with the practical consequences of the decisions. Furthermore, the traditional view of strategy as a senior management's top-down plan seemed to result in a division between strategy subjects and strategy objects. The division of subjectivities was not this dichotomic, however, as individuals moved more dynamically between the subjectivities identified in the strategy discourse. These positionings and subjectivities were products of the strategy practice and strategy discourse and they were studied using discourse analysis and positioning analysis. This study also opens a discussion on how a strategist's subjectivity could be defined within the strategy practices instead of being determined by hierarchical status. It proposes organizational citizenship as a basis for participating in strategy and views strategy as a combination of performing everyday work in a continuum, awakening and reacting to discontinuities and making necessary changes
Tiivistelmä Tämän tutkimuksen tavoitteena on lisätä ymmärrystä siitä, millaiseksi strategiatyöhön osallistuminen määrittyy, kun sitä tarkastellaan toisaalta organisaation hierarkian jäsenyytenä ja toisaalta organisaation strategiadiskurssin subjektiviteetteina. Tutkimus kiinnittyy organisaatiotutkimuksen näkökulmasta strategy-as-practice (SasP) -kenttään tarkastellessaan strategiatoimijuutta osallistumisena strategiakäytäntöön, mutta valitsee kuitenkin kriittisen tarkastelukulman siihen, että strategiatyö kuuluisi vain johdolle. Tämä tutkimus perustuu haastatteluihin, joissa kartoitettiin strategiatyöhön osallistumisen kokemuksia kuntaorganisaatiossa. Yksi tutkimuksen havainnoista oli, että strategisen suunnittelun ja päätöksenteon tapahtuessa suhteellisen kaukana työn arjesta organisaatiossa näytti muodostuvan kaksi erilaista strategiamaailmaa: konseptuaalinen ja käytännöllinen. Konseptuaalisen strategiamaailman hyvässä tarkoituksessa tekemät strategiset linjaukset edellyttivät usein käytännöllisen strategiamaailman toimijoilta erilaisia selviytymismekanismeja ja selviytymisstrategioita. Lisäksi strategiatradition näkemys strategiasta johdon suunnitelmana näytti johtavan jakoon strategiasubjekteihin ja strategiaobjekteihin sekä osallistujiin ja osallistettaviin. Subjektiviteettien osalta jako ei kuitenkaan ollut näin dikotominen, vaan yksilöt liikkuivat dynaamisemmin strategiadiskurssissa tunnistettujen subjektiviteettien välillä. Näitä strategiakäytännössä ja strategiadiskurssissa muotoutuvia asemointeja ja subjektiviteetteja tutkittiin diskurssi- ja positiointianalyysia hyödyntämällä. Tutkimuksessa avataan keskustelua myös siitä, kuinka strategistin toimijuus voitaisiin nähdä strategiakäytännöissä määrittyvänä sen sijaan, että se määrittyy hierarkkisen aseman myötä tulevana oletuksena. Tällöin strategiaan osallistumista tarkastellaan organisaatiokansalaisuuteen liittyvänä toimijuutena ja strategia nähdään jatkumosta, epäjatkuvuuskohtiin havahtumisesta ja epäjatkuvuuskohtiin liittyvistä muutoksista muodostuvana kokonaisuutena

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This study analyzes the possibility of organizational change in the security activity in organizations, assuming a new paradigm: management of risks and loss prevention. Based in this, two different analytical problems had structuralized the research: A) To demonstrate the absence of an activity regulated between the public and private security, presenting as it is played and justifying by means of historical and methodological aspects the responsibility of the actors on the losses generated for the current form of management; B) the challenge of the management of risks and loss prevention, leaving of the estimated one that the acceptability of treatment of the risks is based not only by the evaluation technique, but mainly in the involved intuitive aspects in the decision made. In general lines, the intention to carry through a theoretical quarrel and an analysis of the speech of controllers of organizations, to the end, is to arrive at the conclusion of that if it cannot more admit the different sides of security and a bigger universe, where if does not have to look for to only decide the urgent problem, but also to participate and to contribute in the life of the organization, by means of a cycle of accompaniment of risks based in preventive activities. Moreover, a new involved approach in the process of understanding of the heuristically ones of the organization brings the possibility of uneven benefits in that it concerns to provide actions that if locate inside of one continuum, whose extremities are in playing activities with a maximum degree of risks displaying the life of the organization the concretion of a starter fact of damages and keeping the activity end of the organization stopped in the search of a degree of risk next to zero.
Esta dissertação analisa a possibilidade de mudança organizacional na atividade de segurança dentro das organizações, assumindo um novo paradigma: gestão de riscos e prevenção de perdas. Baseado nisto, dois diferentes problemas analíticos estruturaram a pesquisa: A) Demonstrar a ausência de uma atividade regulamentada entre a segurança pública e privada, apresentando como é desempenhada e justificando por meio de aspectos históricos e metodológicos a responsabilidade dos atores sobre as perdas geradas pela atual forma de gestão; B) O desafio da gestão de riscos e prevenção de perdas, partindo do pressuposto que a aceitabilidade de tratamento dos riscos é fundamentada não somente pela avaliação técnica, mas principalmente nos aspectos intuitivos envolvidos na tomada de decisão. Em linhas gerais, a intenção de realizar uma discussão teórica e uma análise do discurso de dirigentes de organizações, ao final, é chegar à conclusão de que não se pode mais admitir a atividade de segurança dissociada de um universo maior, onde não se deva procurar apenas resolver o problema emergencialmente, mas também participar e contribuir na vida da organização, por meio de um ciclo de acompanhamento de riscos pautado em atividades preventivas. Além disso, um novo enfoque envolvido no processo de compreensão das heurísticas da organização traz a possibilidade de benefícios ímpares no que concerne a prover ações que se posicionem dentro de um continuum, cujos extremos estão em desempenhar atividades com um grau máximo de riscos expondo a vida da organização à concretização de um fato originador de danos e manter a atividade fim da organização estagnada na busca de um grau de risco próximo de zero.

Mestrado em Gestão de Recursos Humanos
O presente trabalho tem como desígnio iniciar a fase de diagnóstico previsto no Modelo de Estrutura Comum de Avaliação na Direção de Apoio Social da Marinha Portuguesa nos critérios liderança, planeamento estratégico, pessoas e seus resultados e verificar a utilização deste modelo como instrumento de mudança. A metodologia empregue de intervenção organizacional teve em vista a implementação de mudança planeada na organização em causa, tendo sido utilizadas, para o efeito, várias técnicas de recolha de dados, designadamente, a entrevista semiestruturada, com o intento de compreender a situação real da Direção de Apoio Social, a análise documental e os questionários realizados aos colaboradores desta direção. De igual modo os dados recolhidos durante a autoavaliação efetuada constituem-se também como parte do diagnóstico organizacional efetuado, seguindo uma metodologia da mudança planeada. Com base na informação recolhida através das várias técnicas utilizadas é apresentado um plano de melhorias ao nível dos critérios estudados com as áreas de ação e ações a desenvolver que se crê que vão contribuir para a melhoria dos serviços prestados pela Direção de Apoio Social da Marinha Portuguesa.
The main goal of the presented assignment is to start the diagnostic phase in the model of common assessment framework applied to the Social Support Board of Portuguese Navy in what concerns the leadership criteria, strategic planning, people and their results and check the use of the model as a changing instrument. The methodology for organizational intervention was applied in order to implement a planned changing in this organization, so many techniques of collecting data were used, namely a semi-structure interview so that the real situation of the Social Support of the Board could be understood, the documental analysis and the questionnaires to the employees of this direction. The collected data during the self ? assessment constitutes an organizational diagnosis as well and it also follows the planned changing methodology. Based on gathered information obtained through various techniques, an improvement plan is performed, following the studied criteria with the action area or the actions to be developed which, we believe, will lead to the improvement of the Social Support Board of Portuguese Navy performance.

碩士
國立臺灣大學
國際企業管理組
105
Constant changes due to internal and external environment brings up needs for organizational change. Facing both challenges and opportunities, companies have to adjust itself through redirecting strategy, calibrating organization structure in order to maintain continuous growth. The main purpose of this thesis is to explore some of practical managerial measures adopted in the process of organizational changes through an in-depth case study on a trouble-making department within the context of a large established corporation. There are many factors causing organization change failure; for example, organization structure, communication, people mindset, attitude, role and response…etc. One of the critical task for managers during change process is to align goals and interests between employees and the organization. By redefining performance contents in terms of hard measures and attitude and behaviors, change managers are able to ensure new strategies can be executed in an aligned and systematic manner. In order to further enhance organization performance, organization changes usually adopt performance management tools in different forms of score cards, which connect personal outcomes with the overall organization. The present thesis undertakes an in-depth case study based on a notebook computer business unit of a large power supply company (D Corp.). Due to a very significant quality failure occurred in the year of 2000, the case company decided to re-organize various business units that have engaged in designing and manufacturing notebook computers into one unified unit. Different culture and management style of these re-organized units were then potentially conflicting and organizational tension occurred accordingly. This induced high employee turnover rate in the following years. After a series of change efforts, the focal business unit was then recovered with expected performance and eventually sustained continuous growth. Based on the case exploration, we synthesize findings into the CSOP framework, i.e., Culture, Strategy, Organization, and People. Discussion on the findings and managerial implications are also provided.

There is now considerable controversy concerning the role that incremental change plays in the process of organizational transformation. Some scholars assert that incremental change is the primary source of resistance to more radical re-orientations, while others argue that on occasion, ongoing incremental change can produce dramatic transformation. To help reconcile these competing perspectives, in this paper I report the results of an inductive study of one firm's successful attempt to improve continuously and incrementally its core manufacturing process. The principal results of this effort are: (1) to challenge the current view of the source of change in process-oriented improvement initiatives; and (2) to offer an alternative characterization of the mechanisms through which competence-enhancing, incremental change actually occurs. The theory emerging from this analysis provides one path to resolving the dilemma posed by incremental change processes that can, on occasion, produce organizational transformation, but more often limit the organization's ability to adapt to its environment.
MIT Center for Innovation in Product Development under NSF Cooperative Agreement Number EEC-9529140

Nowadays, more and more companies try to establish a continuous improvement culture among employees due to its great advantages. The Lean thinking allows companies to achieve costs reduction, efficiency increase and higher quality products (Kasivisvanathan & Chekairi, 2014). Unfortunately, many companies have failed to implement this organizational change due to the fact of not considering the complexity of the human factor (Almanei et al., 2018). With almost four decades in the market, Rangel is currently a national reference of providing logistics solutions with high excellence standards. Having already developed a Lean model, Rangel struggled implementing it due the lack of change readiness to establish this kind of culture. Thus, the main objective of this project is finding the best approach to Rangel to implement this model and establish a continuous improvement culture in the company. The project took place in one of the most important clients Rangel has, Tabaqueira, the biggest tobacco producer in Portugal. Here, Rangel is responsible for most internal logistics processes of its client. This project started by defining continuous improvement approach of Rangel and posteriorly an assessment was made regarding the company readiness to implement Lean. This assessment was conducted by a survey to employees. Hence, improvement opportunities were identified in the company system to subsequently propose proper actions to support Rangel in this organizational change.
Ao longo dos anos, tem existido um número crescente de empresas que tentam criar uma cultura de melhoria contínua entre os seus funcionários devido às suas vantagens. Este tipo de mindset permite às empresas reduzir os seus custos, aumentar a sua eficiência e melhorar a qualidade dos seus produtos (Kasivisvanathan & Chekairi, 2014). Infelizmente, bastantes empresas têm falhado ao implementar este tipo de mudança organizacional devido ao facto de não considerarem a complexidade do fator humano (Almanei, Salonitis, & Tsinopoulos, 2018). Com quase quatro décadas no mercado, a Rangel é atualmente uma referência nacional no que diz respeito a fornecer soluções logísticas com padrões de excelência. A Rangel desenvolveu um modelo Lean, mas deparou-se com algumas dificuldades ao implementá-lo. Isto deveu-se à falta de preparação para implementar esta mudança organizacional. Assim, o principal objetivo deste projeto passa por encontrar a melhor forma de a Rangel implementar este modelo e estabelecer uma cultura de melhoria contínua na empresa. Este projeto teve lugar num dos clientes da Rangel, a Tabaqueira, a maior produtora de tabaco em Portugal. Aqui a Rangel é responsável pela maioria dos processos logísticos internos. Este projeto começou pela definição da área de melhoria contínua da Rangel e posteriormente avaliou-se a empresa relativamente à sua preparação para implementar Lean. Esta avaliação foi feita através de um questionário aos colaboradores. Assim, oportunidades de melhoria foram identificadas no sistema da empresa para que posteriormente fosse possível propor medidas para apoiar a Rangel nesta mudança organizacional.

Considerando as mudanças no ambiente de trabalho e a revolução tecnológica da última década impõe-se às organizações cada vez mais a necessidade de se tornarem competitivas de forma sustentável, aperfeiçoando a qualidade da sua gestão com objectivo de melhoria contínua do seu desempenho. Experiências de diversas organizações e literatura têm demonstrado que o sucesso destas mudanças depende, fundamentalmente, do modelo utilizado para a sua implementação. Este estudo pretende apresentar um modelo de referência que permita as organizações do tipo da analisada iniciar/continuar com iniciativas de melhoria da qualidade dos processos sujeitos à mudança. A escolha de um centro de saúde e em particular o circuito da consulta de medicina geral e familiar para a realização deste estudo prende-se com a importância que os centros de saúde têm hoje em dia em Portugal. Actualmente apresentam-se como a base da prestação de cuidados de saúde. O modelo apresenta a relação entre a implementação de sistemas de informação (SI) e os processos de mudança organizacional. Para aumentar a qualidade dos serviços prestados pelo centro de saúde é necessária a optimização do circuito da consulta de medicina geral e familiar. Esta alteração baseada na implementação de um SI apenas será bem sucedida se toda a organização se envolver no processo de mudança. A situação organizacional do centro de saúde foi analisada através da aplicação dos instrumentos: da Liderança e da Cultura de Quinn, da FMEA e da Stream Analysis de Jerry Porras. Concluindo-se que existem oportunidades de mudança e que estas podem ser concretizadas e potenciadas através da implementação de novos processos. Os resultados obtidos identificam que os colaboradores da organização se encontram numa trajectória de busca de inovação e de espírito de iniciativa potenciadora de qualidade nos resultados obtidos. A mudança organizacional ocorrerá partindo das pessoas e não da tecnologia.
Considering changes in work environment and the technological revolution of the last decade, it’s imperative for organizations to become more competitive in a sustainable way, perfecting the quality of its management aiming to continuous improvement of its performance. Literature and several organizational experiences have showed that successful changes depend mostly on the model used to its implementation. This study pretends to introduce a reference model to allow organizations to implement initiatives of quality improvement of its processes subjects to change. The selection of a healthcare centre and in particular the circuit of primary health care / general practice for the purpose of this study is related to the relevance that these healthcare centers have today in Portugal. Today, they are the bases of national healthcare system. The model shows the relationship between the implementation of information system (IS) and processes of organizational change. In order to increase the quality of services provided by a healthcare center it’s necessary to optimize the circuit of primary health care / general practice. This change base on IS will only succeed if the entire organization gets involved on the process of change. The organization state of the healthcare center was studied using the following instruments: Leadership and Culture from Quinn; FMEA and Stream Analysis from Jerry Porras. It can be inferred that there are opportunities of change and these can be achieved or enhanced through the implementation of new processes. The results obtained recognize that workers from the organization are searching for innovation and initiative spirit that can be reflected on quality improvement results. Organizational change will occur starting on people and not on technology.

APA Classification: 3600 Industrial & Organizational Psychology: 3640 Management & Management Training
O presente projecto incide sobre a criação de um plano de formação estratégico de suporte à internacionalização de uma Empresa Portuguesa para o mercado angolano pela construção de uma nova fábrica de cimento – L.A. A viabilidade da construção desta nova fábrica foi positivamente influenciada pelo enquadramento macroeconómico do país, assente na crescente procura de materiais de construção, mas negativamente afectado pelos constrangimentos estruturais que bloqueiam a oferta, mais concretamente na disponibilidade de Recursos Humanos com formação adequada. Neste sentido, foram criados sete programas de formação continuada para os diferentes grupos funcionais Quadros Superiores, Chefias e Operacionais. A metodologia utilizada teve um carácter essencialmente qualitativo, compreendendo, análise documental, observação in loco, observação da realidade das fábricas portuguesas, bem como de outras experiências de internacionalização do Grupo e relatos de especialistas da Empresa. Este projecto encontra-se estruturado em três partes. Na primeira parte, contextualiza-se o projecto descrevendo o macro projecto de construção da nova fábrica de Cimento L.A.. Na segunda parte encontra-se uma revisão de literatura sobre a formação profissional no desenvolvimento das organizações. Na terceira parte, descreve-se a cultura formativa da Empresa em questão e apresentam-se os programas de formação continuados para Quadros Superiores, Chefias e Operacionais.
This project focuses on the creation of a training strategic plan as support of the internationalization of a Portuguese Company for the Angolan market by building a new cement plant – L.A.. The feasibility of building this new plant was positively influenced by the country's macroeconomic framework, based on the increasing demand for building materials, but adversely affected by structural constraints that block the bid, specifically the availability of Human Resources with adequate training. In this sense, seven programs of Continuous Training for the different functional groups Higher Technicians, Chiefs and Operational were created. The methodology was essentially qualitative, containing documentary analysis, on-site observation, Portuguese plants reality and other internationalization experiences of the Group analysis and reports of specialists of the Company. This project is structured in three parts. In the first one, the project is contextualized by describing the macro project for the construction of new cement plant. The second one focuses a review of literature regarding vocational training in the development of organizations. In the last one, a description of Company’s training culture and a presentation of the continuing training programs for Higher Technicians, Chiefs and Operational were done.

Cette étude qui s’inscrit dans la perspective de l’action située, vise à comprendre le phénomène de (re)construction des communautés de pratique (CoPs) en contexte de fusion hospitalière. La recherche repose sur un devis d’étude de cas longitudinale qui combine plusieurs sources de données : documentaires, d’entretiens semi-directifs et d’observations de terrain. La stratégie d’analyse combine deux méthodes : l’une processuelle, permettant un ordonnancement temporel de récits d’événements et d'activités qui ont contribué à situer l’action dans le temps; l’autre selon l’approche de la théorisation ancrée, a permis la comparaison des données par leur regroupement systématique en catégories et sous catégories, tout au long de la collecte des données. La démarche de recherche processuelle adoptée, nous a conduit à révéler la dynamique de construction d’une communauté de pratique (CoP) à partir des caractéristiques inter reliées, identifiées dans la littérature et qui font référence à un engagement mutuel, une entreprise commune et un répertoire partagé. Ainsi, nos analyses montrent que le domaine d’action qui vient délimiter les points de convergence des participants, constitue le dénominateur commun de la pratique de la communauté qui met à jour des savoirs tacites et explicites qui s’échangent et se développent dans le temps. Cette pratique partagée, éminemment sociale, génère des connaissances et des règles négociées et entretenues par les membres dans le cadre de leurs rencontres. Nos analyses révèlent également que le processus d’évolution d’une communauté de pratique, s’inscrit dans une trajectoire d’apprentissages continue où se combinent de façon dynamique, des temps de participation intense, propices à la construction progressive d’une compréhension commune et négociée du domaine d’action (participation) et des temps de mise en forme de ces représentations (réification). Ici, la dialectique participation/réification qui se donne à voir, révèle un véritable travail d’organisation où la construction du sens à donner à l’action s’instruit à l’aune d’une régulation sociale omniprésente. Toutefois, le résultat de la régulation sociale, n’implique pas de facto, la rencontre d’une régulation conjointe. Plutôt, nos résultats mettent à jour un ensemble de régulations, tantôt concurrentes, tantôt en équilibre en regard du contexte dans lequel sont placés les acteurs. Enfin, nos résultats sur la dynamique de (re)construction des communautés de pratique en contexte de fusion, permettent d’appréhender le changement organisationnel non plus sous ses seuls aspects stratégiques et en direction des équipes dirigeantes, mais également sous l’angle des capacités d’acteurs « ordinaires » à l’initier dans une perspective continue et située.
This study, which draws on the situated action approach, aims to understand the (re)construction of communities of practice (CoPs) in the context of a hospital merger. Combining documentary sources, semi-open ended interviews and observations data, the analysis strategy is twofold. A first method takes into account the merging process itself and the situation of action in time and place. A second method is guided by grounded theory as data are continuously categorized and compared throughout the data collection phase. Within this perspective, where the notion of process is a key figure, we have identified, in link with current literature, interrelated characteristics, such as mutual engagement, a joint enterprise, shared repertoire that intervene in the reconstruction of a community of practice (CoP). Our analysis points to the action domain as the common denominator of community practices, domain where tacit and explicit knowledge tend to converge in time. This shared practice, eminently social in nature, generates knowledge and negotiated rules that are upheld by its members within the framework of their meetings. This perspective has also brought forth how communities of practice take shape within processes of continuous learning that combine phases of intense participation that favor a shared understand of the action domain and the reification of their representations. In this specific study, the participation/reification dialectic reveals a “making sense” process where meaning of action and social regulation are intricately linked. Nevertheless, the resulting social regulation does not de facto, imply the encounter of a shared regulation. Rather, our results reveal an ensemble of regulations, sometimes concurrent, sometimes in equilibrium, in relation of the context within actors are situated. These findings on the dynamics of the reconstruction of communities of practice offer a new way of thinking changes within organizations such as the hospital, not only in respect to strategic dimensions and changes amongst team leaders but also in taking into account the lay actors and their capacities of thinking and acting out change.

The quest for excellence in institutions is nothing new. Most of the twentieth century saw management sciences grappling with the question how to improve the productivity and general health of institutions through sound management principles and practice. In recent research, proponents of Total Quality Management have identified it as an essential strategy of successful institutions in a highly competitive and rapidly changing business environment. The overall aim of this study is the development of a framework for the implementation of Total Quality Management in the South African Air Force. As a first prerequisite, a theoretical and conceptual analysis is undertaken of Total Quality Management as it is discussed in a vast volume of published literature. In the process, Total Quality Management philosophy and principles are described within the context of organisational theory, mainly based on so-called quality guru prescriptions. The variety of definitions of Total Quality Management is studied to find an appropriate definition for this study. The primary and supportive Total Quality Management dimensions are identified in the available literature, and integrated into a framework, which is called the "Total Quality Management telescopic framework" for the purposes of the study. This framework is formulated for use in the development of an appropriate methodology to implement Total Quality Management in South African Air Force Bases. As a basis for the understanding of the empirical part of the thesis, the context and nature of the SA Air Force are also discussed, followed by the self-assessment methods already in use in the institution. The Total Quality Management telescopic framework is meant to provide a mechanism for the adoption of a systematic and ordered approach to the implementation of Total Quality Management in SA Air Force Bases. To achieve this objective, a structured questionnaire survey is undertaken to establish the nature and extent of Total Quality Management as an internal organisational arrangement for personnel in SA Air Force Bases. The framework developed from the study of the available literature is used as a basis for the survey research, which attempts to determine the main hypothesis of the study: "The attitude of personnel of the South African Air Force Bases towards the primary and supporting dimensions of the framework for the implementation of Total Quality Management is positive." With the aid of computerised reliability analysis (Alpha Cronbach) for the test, the above hypothesis is proven to be true on a statistical basis. The attitude of personnel at SA Air Force Bases towards the nature and scope of Total Quality Management is that it enables them to perform their daily tasks better, and that they accept the Total Quality Management effort positively, in spite of specific deficiencies, which the study has brought to light. With these deficiencies as a guide, recommendations are made for their elimination. The research undertaken during the course of writing the thesis has led to the deduction that the greater the extent to which Total Quality Management principles is applied, the greater the improvement in work performance among personnel.
Public Administration
DADMIN (PUBLIC ADMIN)

The overall aim of this study is to determine whether and how the application of Total Quality Management (TQM) can improve organisational performance in the Maluti-A-Phofung Municipality. There is a reason to believe that TQM can be and is a viable approach for improving productivity and performance in the public sector. TQM principles centred on customer satisfaction, process orientation and continuous improvement are very compatible with preferred public sector management styles. Therefore, a theoretical and conceptual analysis is undertaken of TQM as it is discussed in various volumes of published literature. As a result, quality is examined in terms of how it historically evolved during the various stages of development of mankind and overview of essential concepts that contributed to modern professional practice of the concept. Furthermore, TQM defined within a broad framework of management theory and its dimensions are scrutinised. These dimensions are analysed in such a way that describe a model of how organisations could use TQM as a management theory. A thorough analysis of individual dimension and unique contribution of each to organisational performance is made. The role of managers to implement TQM principles and practices is analysed as well as factors contributing to failures as a check list of what managers must avoid in order to implement TQM effectively. Moreover, the criterion upon which TQM in public institutions could be evaluated is also discussed as the corner stone of a performance measurement system. Local government introduced municipal performance management systems as part of the new public management paradigm shift, adopted in an attempt to find more effective and efficient methods of delivering services. Therefore, the concept of performance management and its impact on TQM on municipal performance is thoroughly discussed. The meaning of quality and performance is defined and evaluated in terms of components of performance management. In this way the fundamental value and impact TQM may have on performance management can be determined. To determine whether and how the application of TQM can improve organisational performance in the Maluti-A-Phofung Municipality, a structured questionnaire survey is undertaken based on nine TQM dimensions identified in the study.
Public Administration and Management
(M. Admin. (Public Admin.)

Online Gambling industry is exponentially growing in this decade and it is facing a significant attention in the literature. This development can be explained by the continuous Information Technologies progress that has been changing people behaviors, promoting new access to social media, gaming and also online gambling. This new trend has been facing constant changes in legal regulations that require an unique agility from organizations to adapt to these new requirements and still remain competitive. Process reengineering unveils the main methodologies and tools to sustain this tenacity to adapt in long-term perspective, by promoting a continuous improvement culture. Lean, as a major player in these methodologies, supports this agility, by implementing processes best practices to thrive this change and achieve competitive advantage. This research objective is to comprehend how these two universes can be connected to reveal how an online gambling organization can redefine its processes to achieve operational excellence and continuous improvement. This research provides a deep understanding how these methodologies previously mentioned can impact positively distinctive industries as online gambling.
A indústria de apostas online tem assistido a um crescimento exponencial nesta última década, o que tem suscitado um aumento de conteúdo académico sobre as temáticas desta indústria. Este desenvolvimento é explicado devido ao crescimento contínuo das tecnologias de informação que têm drasticamente modificado os hábitos comportamentais, promovendo o acesso às redes sociais, jogos e apostas online. Esta nova tendência tem impulsionado mudanças contínuas nos regulamentos legais que envolvem esta indústria, o que requer agilidade das empresas em se adaptarem a constantes mudanças na sua realidade e ainda assim se manterem competitivas. A reengenharia de processos compreende as principais metodologias e ferramentas para sustentar esta capacidade de adaptação das empresas no longo prazo, promovendo uma cultura de melhoria contínua. Lean desempenha um papel principal, suportando a implementação de melhores práticas nos processos, capacitando as empresas de agilidade na adaptação à mudança. O objetivo deste caso de estudo passa por ligar estes dois universos e assim perceber como uma empresa de apostas online pode redesenhar os seus processos com o objetivo de atingir a excelência operacional e melhoria contínua. Para atingir esse objetivo, este trabalho contém um suporte científico nos temas de reengenharia de processos, lean e melhoria contínua a serem considerados nas fases da metodologia que vão conduzir o caso de estudo. Este caso de estudo permite um conhecimento extensivo nas metodologias anteriormente mencionadas e como podem impactar positivamente uma indústria com características singulares como a indústria de apostas online.

The principles of Total Quality Management (TQM) have been used in the business, commercial and industrial sectors to improve both product and service. In a limited number of schools worldwide, there have been attempts to adapt TQM theory and practice to the educational management of institutions. In this thesis there has been an attempt to adapt the TQM philosophy to the field of educational practice. Quality tools and techniques used in TQM organisations have been studied to ascertain their applicability in schools. During the course of the study, the researcher discerned the need to give TQM a distinct identity within the domain of educational management. In the management of schools, there are philosophies and practices which are different from those encountered in noneducational settings. The concept Total Quality Education (TQE) was used to acknowledge this reality. Action research was done over a three-year period at a South African co-educational public primary school. During the four research cycles of looking, thinking and acting, TQE principles were implemented in the school. Stakeholders such as parents, learners and teachers identified areas for improvement of the quality of education. Areas identified included the curriculum, physical resources, extramural activities, staff development, learning and financial management of the school. Quality tools and techniques were applied by all stakeholders to effect the desired improvements. In the fourth and last cycle of the research a questionnaire was given to a sample of the parent community. Progress made in the improvement of the quality of education provided was noted and areas to be improved further were identified. The researcher submits that TQE can be meaningfully applied in South African schools. The various stakeholders can make contributions to the betterment of schools. Through the application of the principles of the TQE philosophy, it is possible to transform South African schools into institutions where all learners can experience education of true quality.
Educational Leadership and Management
D. Ed. (Educational Management)