Academic literature on the topic 'Organizational change – Zimbabwe – Case studies'
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Journal articles on the topic "Organizational change – Zimbabwe – Case studies"
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MATOSE, FRANK, and SCOTNEY WATTS. "Towards community-based forest management in Southern Africa: do decentralization experiments work for local livelihoods?" Environmental Conservation 37, no. 3 (September 2010): 310–19. http://dx.doi.org/10.1017/s0376892910000639.
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SUMMARYDifferences are emerging in decentralization of forest and community management in Zimbabwe, Mozambique and South Africa. This paper draws on case studies in each country to examine five aspects of their decentralization experience, namely forest tenure, new organizational structures, accountability and livelihood outcomes. Tenure arrangements developed as a result of decentralization are important for communities, as these determine the nature of access sanctioned by the state and security of the arrangements. The transfer of power to new organizations is proving to be a challenge. Experiences across the three case studies show that new committees were formed for these forestry initiatives by outside agencies and attempts were made to make them relevant to the way local communities managed forests. One of the main tenets of decentralization revolves around accountability of community representatives to their constituents rather than to the state. Although moves have been made to promote the accountability of community representatives, these have produced mixed results in Zimbabwe, Mozambique and South Africa. Only after changes in the approach taken by the state in Zimbabwe did community representatives become more accountable. In Mozambique, because of the special arrangements around the specific case, greater authority was given to community representatives, whereas, in South Africa, the state retained authority over representatives. Decentralization may bring benefits and improve communities' livelihoods from forestry activities, however much more still needs to be done by states in order for forests to take communities out of poverty.
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Hassan, Mostafa Kamal, and Samar Mouakket. "ERP and organizational change." International Journal of Organizational Analysis 24, no. 3 (July 11, 2016): 487–515. http://dx.doi.org/10.1108/ijoa-05-2014-0760.
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Purpose The study aims to explore the processes of implementing an enterprise resource planning (ERP) system in a public service organization operating in an emerging market economy, namely, the United Arab Emirates (UAE). Design/methodology/approach The study draws on Laughlin’s (1991) model of organizational change to highlight how the introduction of an ERP system, particularly its accounting modules, disrupted the adopting organization’s modes of thinking and its members’ practices. It uses a case study methodology. Data collection methods included semistructured interviews, documentary evidence and personal observation. Findings The case study findings show that despite implementation and customization problems, the organization’s employees were forced to use the ERP system. The findings also highlight how the ERP system was acted upon to mobilize the organization’s members toward a new era of information technology. However, the misfit between pre- and post-ERP system accounting practices led to some organizational members to form absorbing groups that questioned accounting-based ERP system organizational changes. The top management’s persistent desire to adopt the ERP system through forcing the organization’s employees to use the system’s modules led the organization to undergo what Laughlin (1991) calls “colonization” organizational change. Research limitation/implications The use of a case study methodology inherently limits the generalizability of the study’s findings. The case study was carried out over a relatively short timeframe, namely, ten months. Therefore, the use of a longitudinal case study to examine accounting-based ERP organizational change is recommended. Practical implications The study provides insights that can assist top management in formulating organizational change strategies. It also provides insights about emerging economies’ regulatory particularities that influence ERP system implementation. Originality/value The study is one of the first studies that utilizes Laughlin’s (1991) model of organizational change to examine accounting-based ERP organizational change in an emerging market economy.
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Taringa, Nisbert, and Clifford Mushishi. "Mainline Christianity and Gender in Zimbabwe." Fieldwork in Religion 10, no. 2 (March 29, 2016): 173–89. http://dx.doi.org/10.1558/firn.v10i2.20267.
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This research aimed to find out the actual situation on the ground regarding what mainline Christianity is actually doing in confronting or conforming to biblical and cultural norms regarding the role and position of women in their denominations. It is based on six mainline churches. This field research reveals that it may not be enough to concentrate on gender in missionary religions such as Christianity, without paying attention to the base culture: African traditional religio-culture which informs most people who are now Christians. It also illuminates how the churches are actually acting to break free of the oppressive biblical traditions and bringing about changes regarding the status of women in their churches. In some cases women are now being given more active roles in the churches, but on the other hand are still bound at home by an oppressive traditional Shona patriarchal culture and customs. Through a hybrid qualitative research design combining phenomenology and case study, what we are referring to as phenomenological case study, we argue that Christianity is a stimulus to change, an impetus to revolution, and a grounding for dignity and justice that supports and fosters gender equity efforts.
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Evans, Christina. "Diversity management and organizational change." Equality, Diversity and Inclusion: An International Journal 33, no. 6 (August 12, 2014): 482–93. http://dx.doi.org/10.1108/edi-09-2013-0072.
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Purpose – Set against a background of numerous institutionally funded programmes with a focus on gender mainstreaming, the purpose of this paper is to draw on institutional theory as an alternative lens to explain why such programmes often fail to achieve the desired outcomes. Design/methodology/approach – The paper is based on a case of a European Social Fund EQUAL Programme aimed at enhancing employment opportunities for women in Information Technology, Electronics and Communication and related sectors. The paper focuses on the partnership working aspect, which is a fundamental mobilizing structure of European Commission programmes. Insights into the experiences of partnership working were gathered from interviews with 18, out of the 24 participating partners, on this specific programme. Findings – Tensions with partnership working are exposed and discussed: frustration with intra-organizational collaborative working and structures and outputs that promote a mimetic approach to change, legitimized through the symbolic use of “best practice”; findings more consistent with “institutional isomorphism”, as opposed to “institutional innovation”. Social implications – Given that partnership working remains a key mobilizing structure of gender mainstreaming programmes, both within Europe and in other contexts, the paper concludes with recommendations aimed at those responsible for commissioning and overseeing such programmes. Originality/value – This paper draws on institutional theory as an alternative lens to examine and explain why gender mainstreaming programmes do not always achieve the intended outcomes. To date, as others acknowledge, there has been limited work that has applied organizational theory to this problem.
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Mastio, Emmanuel, and Kenneth Dovey. "Power dynamics in organizational change: an Australian case." International Journal of Sociology and Social Policy 39, no. 9/10 (September 9, 2019): 796–811. http://dx.doi.org/10.1108/ijssp-07-2019-0142.
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Purpose The purpose of this paper is to contribute to the understanding of the role of abstract forms of power in organizational change by exploring the role of such forms of power in the recent structural transformation of an iconic Australian Intellectual Property law firm. The research literature reflects relatively few studies on the increasing complexity of power dynamics in organizational and institutional arrangements. Design/methodology/approach The complexity of the investigated phenomena led to the adoption of three qualitative methods in order to access the specific forms of data that were perceived to be relevant to answering the research question (“How did abstract power dynamics influence the nature and outcomes of the firm’s structural transformation?”). Ethnography was used in the attempt to discern, through participation and observation, the assumptions that manifested in action and/or inaction; phenomenology in the exploration through unstructured interviews with 41 staff members and 4 clients of the firm, of their interpretation and “sense-making” of their “lived experience” of “what was going on” in the firm; and narrative enquiry in establishing a narrative of critical events, and their impact on “what was going on” in the firm, including those that had occurred over the years prior to this research initiative. Findings The research shows the effects of contradicting forms of abstract power (namely, hegemonic (ideological) power, dominant institutional logic and structural power) as the firm struggled to address challenges to its existence. The impact of these forms of power upon the partners’ apprehension and interpretation of the emerging challenges to the firm’s business performance remained inconspicuous throughout the period of transformation. However, these contradictory forms of abstract power insidiously created tensions within the organization which were poorly addressed, resulting in organizational dysfunction and destructive sectarian conflict. The results show that the inability of partners to discern the nature of the forms of power which were influencing their responses to the crisis was a consequence of under-developed collectively reflexive capabilities and an absence of collaborative problem-solving practices. This resulted in a negative outcome for the firm. Research limitations/implications The research has significant implications for collective endeavor in global business operations that are becoming increasingly complex. In particular, the complexity of power relations, as insidious ideological forces supported by ubiquitous technologies threaten to subsume agentic power in ways that domesticate and neutralize it, requires the development of sophisticated forms of collective ways of “working with power” – capabilities that include the ability to demystify the abstract forms of power that can shape the experience of social realities as “inevitable and natural.” Further research into these forms of power, and the surreptitious role they play in organizational arrangements, is an important requirement. With respect to limitations, as the research is located in the interpretivist research paradigm, the issue of interpretation is problematic. A strong effort was made to limit unwitting interpretive bias but the possibility of such bias cannot be ruled out, especially as, in some cases, the data are an interpretation of prior interpretations of events and/or experiences (as, e.g., in the interview data). Practical implications Working constructively with various forms of power is becoming a critical capability within organizations. This has implications for the relational and communicative skills that underpin effective collaboration of staff and other stakeholders. Such collaboration needs to include the collective ability to make explicit through critical dialogue the surreptitious influence of abstract forms of power upon the prevailing organizational arrangements and routines. To achieve this, these forms of power have to become demystified through constructive critique of the taken-for-granted aspects of everyday organizational life. This has important implications for leadership development practices and educational programs. Social implications Unless leaders develop the ability to make the influences of abstract forms of power more conspicuous, and develop collaborative capabilities to work with insight into their management, they run the risk of agentic power becoming subsumed and neutralized by such forms of power. This has important implications for organizational agency and, especially, for the creative agency of the individuals who work within organizations. On a broader scale, it has implications for institutional arrangements and for the critical apprehension of global ideologies. Originality/value Studies of abstract forms of power are relatively rare in the research literature. This is probably a result of the long-standing dominance of positivism, with its realist ontological assumptions and its objectivist epistemological assumptions. In exploring the influence exerted by abstract forms of power on the inability of the partners of a professional services firm to apprehend their situation more accurately, and to interpret their strategic options with greater insight, this research makes an original contribution to the understanding of the influence of abstract power dynamics in organizational change, and in organizational arrangements more generally.
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Hong, Paul C., Tomy K. Kallarakal, Mariam Moina, and Margaret Hopkins. "Managing change, growth and transformation." Journal of Management Development 38, no. 4 (May 13, 2019): 298–311. http://dx.doi.org/10.1108/jmd-01-2018-0011.
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Purpose In view of dynamic and widespread economic transformation in emerging economies, managing organizational change and growth in this context deserves more research attention. The purpose of this paper is to examine how three organizations in different industries manage change, growth and transformation in their organizational ecosystem. Design/methodology/approach The authors conducted in-depth interviews with the leadership of three organizations in different economic sectors in India, a country representing an emerging economy. The authors also reviewed historical data from these organizations. Three case studies illustrating the evolution of these organizations were developed from the data collected. Findings Lessons and implications from the three case studies suggest the following key elements of effective organizational change mechanisms in an emerging economy: visionary entrepreneurial leadership; program quality excellence; scale growth and scope expansion; network capabilities; and sustainable stakeholders’ engagement. At the same time, this study also shows how these organizations manage change, growth and transformation in the context of a society with strong traditions and cultural norms. Research limitations/implications Results and conclusions may be limited by the fact that the study is based on three case studies. Additional studies from a variety of industries with large numbers of participants will be helpful in more fully understanding the ways in which change, growth and transformation can best be developed and deployed in different organizational settings. Practical implications The proposed model of organizational change in an emerging economy may assist organizational leadership in designing and sustaining their change efforts. Social implications This study highlights the role of visionary entrepreneurial leadership and the impact of organizational growth mechanisms on organizational value delivery capabilities and organizational reputation. Originality/value Lessons and implications of five growth steps of outstanding organizations in an emerging economy context provide valuable insight for organizational change, growth and transformation in other emerging contexts.
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Chigavazira, Tendai, and Horácio Lucas Zandamela. "Behaviour Change in Drought Response and Management: Case Study of Mudzi District, Zimbabwe." Journal of Public Administration and Governance 11, no. 2 (June 16, 2021): 294. http://dx.doi.org/10.5296/jpag.v11i2.18574.
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This paper seeks to contribute to the droughts discourse through explaining the vulnerability of women to droughts by analysing the different livelihood strategies employed by women and their responses. The conservation of resources (COR) theory and ecological theory was applied to understand the issues of vulnerability, adaptation and coping with droughts. A qualitative approach was utilised through the application of semi-structured interviews, observation and document review tools. Although the element of behavioural change is illuminated in the behavioural theories and applied in some studies such as HIV and AIDS, this element is missing in the drought literature. In this paper, the behavioural change element that emerged is not only important but also relevant in understanding the dynamics associated with drought responses. This generates a novice understanding and explanation of the vulnerability of women to droughts and in so doing, it shapes the drought discourse beyond the traditional arena.
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Collins, Lee K., and Frances M. Hill. "Leveraging organizational transformation through incremental and radical approaches to change: Three case studies." Total Quality Management 9, no. 4-5 (July 1998): 30–34. http://dx.doi.org/10.1080/0954412988505.
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McKinlay, Alan, and Ken Starkey. "Competitive Strategies and Organizational Change." Organization Studies 9, no. 4 (October 1988): 555–71. http://dx.doi.org/10.1177/017084068800900406.
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The debates about organizational responses to economic crisis have focussed on the need for strategic and structural realignment. Work organization is rarely considered as an integral element of competitive strategy. Current shifts in the contours of previously stable mass markets and product and process innovation demand equally profound organizational change to maintain competitiveness. In this context maintaining or regaining competitive advantage is critically dependent upon striking an optimal balance between maximizing the productivity and versatility of work organization. We examine the impetus, dynamics and impact of pervasive change processes in three contrasting organizations, Pilkingtons, Rank Xerox and Ford U.K. While Pilkingtons relied entirely upon existing managerial expertise, the latter two companies were distinctive in that they drew vital conceptual elements of their change agendas from their organizational links with, respectively, a Japanese and American company. From these case studies we conclude that significant business turnarounds were achieved by these companies because strategic choice, work organization, company culture and organizational realignment were conceived of and operationalized as complementary elements of their competitive strategy.
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Mitki, Yoram, and Ram Herstein. "From crisis to success: three case studies in organizational learning." Learning Organization 18, no. 6 (September 20, 2011): 454–67. http://dx.doi.org/10.1108/09696471111171303.
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PurposeRadical changes and increasing competition in the global economy and markets lead enterprises to change their business policy and activities. This process demands the creation of effective organizational learning mechanisms. This paper seeks to illustrate how three service organizations designed and utilized organizational learning mechanisms to introduce a successful, new corporate brand.Design/methodology/approachThe research methodology was based on interviews and hard data collection. These techniques were found most appropriate for learning and understanding in‐depth organizational transformation processes.FindingsTwo main research findings can be noted. The first is that there are various mechanisms of learning organizations that can improve organizational performance and reputation. The second is that any organizational learning mechanism should be based on the on‐going active involvement of internal stakeholders (employees) both as individuals and as teams.Originality/valueThis paper provides a unique understanding of three dimensions of organizational learning (cognitive, structural and procedural) and their impact on designing a new corporate brand strategy. The research, conducted in three different service organizations, gives new significance to the notion of collaboration
Dissertations / Theses on the topic "Organizational change – Zimbabwe – Case studies"
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Sewell, Martha H. "The organizational change process analysis through two case studies." Thesis, Massachusetts Institute of Technology, 1985. http://hdl.handle.net/1721.1/15324.
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Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1985.MICROFICHE COPY AVAILABLE IN ARCHIVES AND DEWEY.
Bibliography: leaves 149-155.
by Martha H. Sewell.
M.S.
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Othata, Onkutlwile. "Management accounting, accountability and organizational change : the case of Botswana firms." Thesis, Sheffield Hallam University, 2002. http://shura.shu.ac.uk/20154/.
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The subject of accountability in organizations is originally and widely understood within the framework of economic rationalization. In particular, accountability in mainstream accounting literature has been assumed to be related to the stewardship function and analyzed within the confines of Principal-Agent theory (Laughlin, 1996). The framework assumes that the transfer of economic resources by the Principal to the Agent gives the Principal rights to demand and get accounts and explanations from the Agent (Gray, 1983). Within the same framework, management accounting is seen as a technically oriented and objective practice through which accountability is reinforced. This approach has recently been subjected to critiques from a small but growing amount of literature. In general, the critiques are levelled at the approach's apparent over-emphasis of economics as an overriding influence in the construction of accountability in organizations. In particular, the critiques (e.g., Willmot, 1996) called for alternative approaches that explore the roles played by culture, ethnicity and other social practices. However, there have been few case studies exploring the roles of these alternative influences with Sinclair (1995) and Chew and Greer (1997) providing notable contributions. This thesis pursues these alternative propositions further and uses two longitudinal case studies conducted in Botswana. Botswana, a developing Southern- African postcolonial country is characterized by social practices and culture that are different from the Anglo-Saxon Western social practices and cultures on which the bulk of the research reported in literature is based. Conducting the research in Botswana thus provided the opportunity to explore the influence of wider social values and practices on organizational practices of accountability. A middle range thinking methodology is used to gather, analyze, interpret and make sense of the case data. The thesis developed a skeletal model and used it as a guiding framework and analytical tool for studying the construction of accountability practices in the two case organizations. The thesis further used Sinclair's (1995) forms of accountability to analyze and understand the observed accountability practices and Laughlin's (1991) skeletal models of organizational change to explore the processes of change in accountability practices at the two case organizations. The thesis argues that the construction of accountability at the two case organizations was influenced by four factors namely, (i) culture, (ii) participants' perceptions and capabilities, (iii) the organizational situation and (iv) organizational objectives. A. This thesis further developed and proposed two extensions to Laughlin's (1991) original models of 'second order' colonization type organizational change model. The thesis also developed and proposed extensions to our understanding of Sinclair's (1995) forms of accountabilityOverall the thesis argues and provides empirical evidence that our theorizing of the construction of accountability relationships and practices in business organizations can be enhanced by understanding the culturally determined accountability relationships and practices existing in societies. These social relationships and practices greatly influenced relations and practices in the case organizations.
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Karlsson, Benny, and Philip Kappen. "International Inter-Organizational Knowledge Transfer : A case study of conformity and change." Thesis, Uppsala University, Department of Business Studies, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-7519.
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Ho, Kai-hoi, and 何繼開. "Evaluation of the changes of the organization structures in the Customs and Excise Department 1980-1992." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31965222.
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Partington, David. "Management processes in projects of organizational change : case studies from four industries." Thesis, Cranfield University, 1997. http://hdl.handle.net/1826/1149.
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Recent decades have seen a sustained growth of interest from academics and
practicing managers in structural change in the contemporary workplace. Some
of this attention has been directed at the implementation of initiatives of
planned organizational change, often involving newer information and
communications technologies, and often conceived and labelled by managers
as projects. Most empirical studies of projects of organizational change have
been concerned with the promotion of universal guides to management success
and, by implication, to organizational prosperity. The bias towards generalized
prescriptions for performance and management ‘best practice’ has been
accompanied by a relative shortage of context-bound studies intended to reveal
the reality of the nature and role of the project concept in relation to
organizational change. The purpose of this study is to contribute to
understanding of what change project management processes are adopted and,
further, how they are determined by the characteristics of an organization.
In pursuit of this broad aim the research takes a grounded, theory-generating
approach. The foundation of the research design is a series of case studies of
projects of change in four UK organizations in contrasting sectors. The main
source of data is unstructured audio-taped interviews with ‘change drivers’ -
those managers responsible for the conception and implementation of the
projects. The constant comparative method of qualitative analysis is used to
compare and contrast instances of expressions of managerial action or intent
which arise from managers’ attention to contextual considerations. Data
reduction is carried out in three stages, each representing a progressively higher
level of theoretical abstraction.
The findings of the research are expressed as an integrated theory and a series
of propositions, generalized within the boundaries of the study, relating
management process to context via a set of intermediate variables representing
the extent to which the change drivers feel in control of the change. The
conclusions may be summarized in three statements. First, drivers of projects
of organizational change apply a general repertoire of six common
management processes, each of which is employed to a greater or lesser extent
at any time. Second, the extent of enaction of each process element may be
considered as an expression of the change drivers’ possession or pursuit of
personal control over the change. Third, feelings of personal control are partly
determined by managers’ attention to selected issues which arise from key
characteristics of the organization and its sector.
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Lee, Yiu-kuen Louis, and 李耀權. "Organizational change in Customs and Excise Department." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1992. http://hub.hku.hk/bib/B31964308.
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Low, J. R. "Centralization and decentralization in personnel management : a case study of organizational change." Thesis, Nottingham Trent University, 1985. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.376469.
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Framer, Barbara S. "A psychoanalytic approach to organizational decline: Bowen theory as a tool for organizational analysis." Diss., Virginia Tech, 1993. http://hdl.handle.net/10919/40113.
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An approach to organizations which views them as social constructions provides new insights into the phenomenon of organizational decline. In this view, organizations are seen not as objective entities, but, rather, are viewed as products of the human beings who comprise their membership. This view also sees human beings as actors whose behavior is governed not only by rationality, but also by unconscious processes. Any full understanding of organizational action requires an appreciation of the extent to which human beings are governed by the dynamics of the psyche, which operates outside of conscious awareness. An approach to organizational decline which encompasses these assumptions examines how the members of the organization consciously and! or unconsciously collaborate to create the conditions of decline.
This research begins with a psychoanalytic model of human behavior, Bowen Theory, which explains how individuals function within relationship systems such as families and organizations. The theory also examines how dysfunction is created within those systems when the relationship process becomes ineffective or dysfunctional. Using the case study method, the dissertation describes how the decline experienced by three distinct organizations can be understood as a consequence of the relationship process created and sustained by the participants in each of the organization's human system.Ph. D.
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Lai, Wing-ching Theresa, and 黎詠淸. "Organization change in a courier company: a case study." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1985. http://hub.hku.hk/bib/B42128171.
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Isaacson, Leanna Stohr. "Teachers' Perceptions of Constructivism as an Organizational Change Model: A Case Study." [Tampa, Fla.] : University of South Florida, 2004. http://purl.fcla.edu/fcla/etd/SFE0000596.
Full textBooks on the topic "Organizational change – Zimbabwe – Case studies"
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Jones, Gareth R. Organizational theory, design, and change. 7th ed. Upper Saddle River, NJ: Pearson/Prentice Hall, 2013.
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Chevalier, Françoise, and Michaël Segalla. Organizational Behaviour and Change in Europe: Case Studies. 1 Oliver's Yard, 55 City Road, London EC1Y 1SP United Kingdom: SAGE Publications Ltd, 1996. http://dx.doi.org/10.4135/9781849206990.
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Hans, Vermaak, ed. Learning to change: A guide for organization change agents. Thousand Oaks, Calif: Sage Publications, 2003.
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Caluwé, Léon de. Learning to change: A guide for organization change agents. Thousand Oaks, Calif: Sage Publications, 2003.
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Jones, Gareth R. Organizational theory, design, and change. 6th ed. Upper Saddle River, N.J: Pearson/Prentice Hall, 2010.
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Royston, Greenwood, ed. The dynamics of strategic change. Oxford, UK: B. Blackwell, 1989.
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Software change management: Case studies and practical advice. Redmond, Wash: Microsoft Press, 2011.
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International Labour Organization (Colombo, Sri Lanka), ed. Breaking barriers to organisational performance: Sri Lankan case studies. Colombo: The Employers' Federation of Ceylon in collaboration with the International Labour Organization, 2014.
Find full textBook chapters on the topic "Organizational change – Zimbabwe – Case studies"
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Singh, Riann, and Shalini Ramdeo. "Case Studies on Strategic Interventions." In Leading Organizational Development and Change, 499–517. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-39123-2_23.
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Singh, Riann, and Shalini Ramdeo. "Case Studies on Techno-Structural Interventions." In Leading Organizational Development and Change, 483–97. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-39123-2_22.
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Martone, A., E. Minelli, and C. Morelli. "The “Glocalization” of Italcementi Group by Introducing Sap: A Systemic Reading of a Case of Organizational Change." In Interdisciplinary Aspects of Information Systems Studies, 139–45. Heidelberg: Physica-Verlag HD, 2008. http://dx.doi.org/10.1007/978-3-7908-2010-2_18.
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French, Raechel. "School Change: Emerging Findings of How to Achieve the “Buzz”." In Teacher Transition into Innovative Learning Environments, 61–72. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-7497-9_6.
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AbstractThis chapter explores emerging findings from the research question, “What characterizes a successful transition of a school from traditional classrooms to an innovative learning environment in the context of the design and construction process?” Many schools today are trading in their identical classroom model for activity-driven, technology-infused spaces and envision a future in which teaching, culture, and space align seamlessly resulting in the intangible “buzz” of engaged learning. However, research and experience show many of these schools fail to supplement the design and construction process with initiatives to align teaching practices, organizational structures, and leadership with the intended vision. This often results in a misalignment between the pedagogical goals of the building and its subsequent use. To provide a research-based course of action for transitioning schools and a basis for future Ph.D. study, exploratory case studies were completed of schools operating in new buildings and having achieved this “buzz”. Emerging best-practice processes and tools are shared.
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Halsnaes, Kirsten, Anil Markandya, and Tim Taylor. "Case Studies for Zimbabwe, Botswana, Mauritius and Thailand." In Climate Change and Sustainable Development, 202–46. Routledge, 2021. http://dx.doi.org/10.4324/9781003210795-7.
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Tucker, Danielle A., and Stefano Cirella. "Agents of Change: Insights from Three Case Studies of Hospital Transformations." In Research in Organizational Change and Development, 307–40. Emerald Publishing Limited, 2018. http://dx.doi.org/10.1108/s0897-301620180000026008.
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KELLY, A. "Case studies 2 and 3Cautionary tales of organizational change." In Plant Maintenance Management Set, 169–84. Elsevier, 2006. http://dx.doi.org/10.1016/b978-075066995-5/50026-6.
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Kelly, Anthony. "Case studies 2 and 3: Cautionary tales of organizational change." In Plant Maintenance Management Set, 169–84. Elsevier, 2006. http://dx.doi.org/10.1016/b978-075066995-5.50026-6.
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Bariff, Martin L. "Managing Organizational Change." In Business Strategies and Approaches for Effective Engineering Management, 22–47. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-3658-3.ch002.
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Many project deliverables extend beyond a product or a service for sale to customers. The deliverable may include a new or a revised process for internal workflow or relations with customers, suppliers, or partners. The success of these projects will depend upon adoption of the new or revised process in addition to typical metrics for cost, schedule, risk, and quality. The project manager and team will be responsible for “managing organizational change”—a skillset that is not addressed within the Project Management Institute Body of Knowledge. The purpose of this chapter is to provide sufficient knowledge about approaches and implementation for organizational change to achieve total project success. Case studies are included to illustrate best practices and lessons learned.
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Bariff, Martin L. "Managing Organizational Change." In Enterprise Resource Planning, 1253–78. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-4153-2.ch070.
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Many project deliverables extend beyond a product or a service for sale to customers. The deliverable may include a new or a revised process for internal workflow or relations with customers, suppliers, or partners. The success of these projects will depend upon adoption of the new or revised process in addition to typical metrics for cost, schedule, risk, and quality. The project manager and team will be responsible for “managing organizational change”—a skillset that is not addressed within the Project Management Institute Body of Knowledge. The purpose of this chapter is to provide sufficient knowledge about approaches and implementation for organizational change to achieve total project success. Case studies are included to illustrate best practices and lessons learned.
Conference papers on the topic "Organizational change – Zimbabwe – Case studies"
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Hutt, Jane A. "Does Online Social Networking Automatically Lead to 21st Century Communities of Practice?" In ASME 2014 Power Conference. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/power2014-32273.
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Online social networking communities can help strengthen professional ties among members of almost any profession. How useful they are to the engineering professions in contributing to the process of intergenerational knowledge transfer depends on the site. Prior to the popularity of online communications and networking tools such as Facebook, Twitter and Linked In, Power Industry engineers have utilized with varying success a number of knowledge transfer facilitation tools, both within their companies and outside them. This paper will discuss the pros and cons of both traditional and emerging methods and present specific examples that address technical issues, learning styles, differences in generational approaches to learning and communication. Issues relating to global needs in the engineering profession, organizational flexibility, the ability of people and organizations to adapt and change, and educational and workforce challenges will also be discussed. Short case studies illustrating various solutions for addressing some of these issues, including development of useful technical content and formation of communities of practice, will also be provided.
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Kataoka, Kuniyoshi. "Poetics through Body and Soul: A Plurimodal Approach." In GLOCAL Conference on Asian Linguistic Anthropology 2019. The GLOCAL Unit, SOAS University of London, 2019. http://dx.doi.org/10.47298/cala2019.4-1.
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In this presentation, I will show that various multimodal resources—such as utterance, prosody, rhythm, schematic images, and bodily reactions—may integratively contribute to the holistic achievement of poeticity. By incorporating the ideas from “ethnopoetics” (Hymes 1981, 1996) and “gesture studies” (McNeill 1992, 2005), I will present a plurimodal analysis of naturally occurring interactions by highlighting the interplay among the verbal, nonverbal, and corporeal representations. With those observations, I confirm that poeticity is not a distinctive quality restricted to constructed poetry or “high” culture, but rather an endowment to any kind of natural discourse that is co-constructed by various semiotic resources. My claim specifically concerns a renewed interest in an ethnopoetic kata ‘form/ shape/ style/ model’ embraced as performative “habitus” among Japanese speakers (Kataoka 2012). Kata, in its broader sense, is stable as well as versatile, often serving as an organizational “template” for performance, which at opportune moments may change its shape and trajectory according to ongoing developments. In other words, preferred structures are not confined to an emergent management of performance, but should also incorporate culturally embedded practices with immediate (re)actions. In order to promote this claim, I explore a case in which mutually coordinated performance is extensively pursued for sharing sympathy and camaraderie. Such a kata-driven construction was typically observed in a highly involved, interactional interview about the Great East Japan Earthquake, in which both interviewer and interviewee were recursively oriented and attuned to the same rhythmic and organizational pattern consisting of an odd-number of kata. Based on these observations, I argue that indigenous principles of organizing discourse are as crucial as the mechanisms of conversational organization, with the higher-order, macro cultural preferences inevitably infiltrating into the micro management of spontaneous talk.
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Teodoriu, Catalin, and Saeed Salehi. "How Heuristics and Biases Impact Judgment and Decision Making in Well Integrity Operations." In ASME 2019 38th International Conference on Ocean, Offshore and Arctic Engineering. American Society of Mechanical Engineers, 2019. http://dx.doi.org/10.1115/omae2019-96820.
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Abstract The contribution of the human factor in major oil and gas accident events is fully-fledged and admitted. The root cause analysis and incident investigation of these accidents reveal that many of them could have been prevented, with the perception that there was a cascade of failures in human factor elements. This is easy to comprehend, as the human factor has not been accentuated thoroughly in this industry and traditionally the focus has been on personnel knowledge and competence. A previous paper presented at OMAE 2018 had a brief overview of well integrity, and the pivotal role of cementing operations in well control. The critical role of human and organizational factors in cementing operations and well control was addressed. Furthermore, an outline of the newly implemented SEMS II regulations was also offered, with insight into adjustments that could enhance this program’s modest requirements. In this paper, the goal is to examine the key heuristics that operational people employ in well integrity procedures. Some of these cognitive biases include status-quo and confirmation biases. Several examples will be discussed to show how underlying biases can lead to improper decisions. Unfortunately, some of these biases have been embedded in companies cultures for several decades now, and are hard to change overnight. Some of these can often lead to tremendous operational costs and not necessary solving the problem. It is highly recommended that training schools consider the problems of psychological biases and start implementing case studies for improvement in judgment and decision making.
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Dominici, Laura, and Pier Paolo Peruccio. "Systemic Education and Awareness: the role of project-based-learning in the systemic view." In Systems & Design: Beyond Processes and Thinking. Valencia: Universitat Politècnica València, 2016. http://dx.doi.org/10.4995/ifdp.2016.3712.
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Through the critical analysis of some case studies, this paper intends to investigate different tools useful to the ecological education,to analyse didactic activities which have more influence in the development of an individual and collective awareness and which of them can get closer students to the systemic approach. The systemic design is one of many actors that takes place inside a well-structured social network that presents always more frequently complex problems, which are difficult to solve by the application of linear approach. Always more it's clear that the way applied by the actual system to solve problems around not only ecological area, but also economic and cultural, it's not enough to answer to real needs. It's necessary a change of paradigm, from an approach based on the competition and on the logic of continuous growth, to a systemic vision, based on the collaboration, on the awareness and on the rediscovery of qualitative values. The ecological emergency demands more and more the development of sustainable and resilient communities; for this reason we have to change the way of thinking processes and relations, in other words we have to become ecoliterate: we have to be able to understand the organizational principles of ecosystems and the way of manage complexity. So ecoliteracy represent the starting point of innovative processes: it gives importance to the relations and to the multidisciplinary team-work. It's clear that next to the cultural change we have to rearrange the schooling system which now represents the official institution appointed of knowledge communication. The current academic system has been defined by the same linear and competitive approach used to delineate our economic systems, in this way, inside its structure, it usually reproduces the same social hierarchy and inequality that we can observe in our society. In practice, to achieve some important changes, it is necessary to extend precepts of systemic view to a huge group of people (starting from students of primary school to college students and over). Others two key points are the discussion around the strict hierarchy between teacher and student and the support of collaborative behaviour. Different experiences, academic and not, are compared, considering actors involved, activities, team-working and final outcome. For this reason the role of project-based-learning and practical academic activities is considered inside an education whose aim is to train people eco-competent and who are able to enhance their active role available to the community.DOI: http://dx.doi.org/10.4995/IFDP.2016.3712