Bibliografie tematiche / Organizational change Australia Management

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Letteratura scientifica selezionata sul tema "Organizational change Australia Management"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 31 gennaio 2023

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Articoli di riviste sul tema "Organizational change Australia Management"

Braithwaite, Jeffrey. "Organizational Change, Patient-Focused Care: An Australian Perspective." Health Services Management Research 8, no. 3 (August 1995): 172–85. http://dx.doi.org/10.1177/095148489500800303.

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Hospitals throughout the world are attempting to improve organizational performance through a variety of means. The focus in this paper is on a leading teaching hospital in Australia for a review of current management strategy. In a time of shrinking resources, management adopted a multi-faceted change management program including restructuring the organization, becoming more patient-focused via a product-line management approach and emphasising efficiency and cost-reduction measures. The next stage in management thinking is to place greater emphasis on patient-focused care. It is concluded th

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McIlveen, Peter, Carolyn Alchin, P. Nancey Hoare, Sarah Bowman, Rebecca Harris, Geraldine Gotting, John Gilmour, et al. "Place identity and careers in regional Australia." Australian Journal of Career Development 31, no. 1 (April 2022): 57–65. http://dx.doi.org/10.1177/10384162221085807.

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Emerging public discourse about making a “tree change”, “green change”, or “sea change” emphasizes the putative benefits of working and residing in regional Australia. Yet, attracting and retaining workers in the regions is a challenge for policymakers, governments, and industries. The present research involved two separate surveys of people residing in regional Australian communities to discern demographic and psychological predictors of their intent to stay in their region: income, years in the region, family, life satisfaction, job satisfaction, and place identity. Multiple regression analy

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Buhusayen, Bassam, Pi-Shen Seet, and Alan Coetzer. "Front-Line Management during Radical Organisational Change: Social Exchange and Paradox Interpretations." Sustainability 13, no. 2 (January 17, 2021): 893. http://dx.doi.org/10.3390/su13020893.

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External shocks have severely affected the aviation sector with detrimental impacts on airport service employees. Service-sector organizations tend to implement radical organizational change to survive and front-line managers face often-opposing demands. This study aims to shed light on how front-line managers cope by utilizing social exchange-based strategies during radical organizational change. This study uses an exploratory qualitative design and thematically analyses data obtained from 40 semi-structured interviews with senior managers, front-line managers and employees working for an air

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Thomson, Dianne. "Organisation change and its impact on Australian building societies’ performance." Corporate Ownership and Control 6, no. 2 (2008): 132–42. http://dx.doi.org/10.22495/cocv6i2p11.

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The paper examines the relation between changing ownership structure and performance of Australian building societies. An analysis and discussion of the theories of organizational development and change is undertaken to explore the mutual building societies’ motivation for change. The financial performance measures, provided by financial ratios of the major mutual building societies in Australia, are examined to assess the behavior of building societies under different governance structures in the 1980s and 1990s. The theoretical and empirical literature has suggested that mutual deposit-takin

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Lindorff, M., L. Worrall, and C. Cooper. "Managers' well-being and perceptions of organizational change in the UK and Australia." Asia Pacific Journal of Human Resources 49, no. 2 (June 1, 2011): 233–54. http://dx.doi.org/10.1177/1038411111400264.

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Still, Leonie. "Women in management: A personal retrospective." Journal of Management & Organization 15, no. 5 (November 2009): 555–61. http://dx.doi.org/10.1017/s1833367200002406.

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The status of women in employment in general and in management in particular has interested researchers in Australia since the mid-1970s, although interest in women's industrial and occupational employment segregation and pay inequality has an even longer history. However, this overview concentrates on developments in the ‘women in management’ field since the 1970s, primarily because of the concerted and concentrated efforts to raise the employment status of women since that time.The overview also concentrates on the Australian experience, in an attempt to determine if ‘the more things change

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Still, Leonie. "Women in management: A personal retrospective." Journal of Management & Organization 15, no. 5 (November 2009): 555–61. http://dx.doi.org/10.5172/jmo.15.5.555.

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Baker, Marzena, and Erica French. "Female underrepresentation in project-based organizations exposes organizational isomorphism." Equality, Diversity and Inclusion: An International Journal 37, no. 8 (November 20, 2018): 799–812. http://dx.doi.org/10.1108/edi-03-2017-0061.

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Purpose The purpose of this paper is to investigate the structural career barriers in project-based construction and property development organizations in Australia, and explore how these affect women and their project careers. It applies the insights of the institutional theory to explain how the process of normative isomorphism continues to reproduce female underrepresentation in those organizations. Design/methodology/approach Based on an exploratory interpretive approach, this study consisted of 16 in-depth interviews with female project managers from the Australian construction and proper

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Smith, Andrew, Eddie Oczkowski, Charles Noble, and Robert Macklin. "New management practices and enterprise training in Australia." International Journal of Manpower 24, no. 1 (February 1, 2003): 31–47. http://dx.doi.org/10.1108/01437720310464954.

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The widespread implementation of new management practices (NMPs) in industrialised countries has had a significant impact on employee training. Examines five NMPs: the learning organisation; total quality management; lean production/high performance work organisations; teamworking; and business process re‐engineering. Focuses on the relationship between organisational change and training at the enterprise level. The research identified important findings in six key areas: small business; the use of the vocational education and training system; the importance of the individual; the nature of tr

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Thompson, Herb. "The APPM Dispute: The Dinosaur and Turtles vs the ACTU." Economic and Labour Relations Review 3, no. 2 (December 1992): 148–64. http://dx.doi.org/10.1177/103530469200300208.

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This article examines the Australian Pulp and Paper Mills Ltd. (APPM) dispute which took place in Burnie, Tasmania between March 3 and June 10, 1992. The dispute is placed within the context of major changes in Australian industrial relations, which have been in process since 1986. Management and unions throughout Australia are still experimenting with a variety of industrial weapons to achieve their aims and goals within the parameters of the “Structural Efficiency Principle” and “enterprise bargaining”, constructed in Accords III through VI, from 1986 to the present. It is argued that the cr

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Tesi sul tema "Organizational change Australia Management"

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

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Bibliography: leaves 350-402. This thesis is concerned with the process of change and adaptation in four Australian manufacturing companies in the period 1989 to 1996. The thesis seeks to explain the reaction of these companies to the pressures for change, and particularly for the adoption of 'best practice' management prescriptions in the organization of work and human resource management. The operating hypothesis adopted is that the pattern of changes undertaken by manufacturing organizations are shaped by a variety of factors both external to and within the company, but that management beli

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Best, Simon, and n/a. "On a wing and a prayer stories of the use of improvisation by NEIS businesses during the start-up phase." Swinburne University of Technology, 2006. http://adt.lib.swin.edu.au./public/adt-VSWT20060824.142152.

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The focus of this study is to consider the concept of ?improvisation? as a business process used by small businesses when faced with unanticipated events. Although the business news and literature is dominated by the activities of big businesses, there is little disagreement among researchers and business commentators about the role that small businesses plays in contributing to the economic activity of Australia. The contribution that small businesses make to the economy includes job creation, competitive power, economic growth and innovation. Furthermore, there is evidence that a flourishing

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Mahoney, James Scott. "Clipped wings : management discourses during organisational change at Australia's Civil Avilation Authority /." Canberra, 2007. http://erl.canberra.edu.au/public/adt-AUC20081113.153047/index.html.

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Clabaugh, Cecil A. "Downsizing : an analysis of organisational strategies and human resource management outcomes." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2001. https://ro.ecu.edu.au/theses/1070.

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The objective of this research was to examine the relationship between loss and retention of key employees in downsizing organisations and organisational performance. The purpose of this was to develop an understanding of the organisational performance that results when downsizing organisations are unable to retain their key workers. The secondary objective of the research was to examine the factors that make up a downsizing organisation's employee selection process in order to determine how these factors affect loss and retention of key workers. The research was guided by a theoretical framew

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Duczynski, Guy A. "To what extent can knowledge management systems build and reinforce consensus around initiatives for change?: A self-reflective analysis of professional practice." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2001. https://ro.ecu.edu.au/theses/1518.

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This thesis reports on my attempts to 're-align' the purpose, behaviour and underlying culture of a large military organisation through heuristic, self reflective enquiry - to 'find its future' - with and through its people. I use the word re-align with great care as I recognised that change would have been too ambitious and would (probably have) result(ed) in failure. Whilst I cannot claim total success, I have made new and valuable discoveries in knowledge elicitation and methods of integrating the views of a large number of people to 'build and reinforce consensus around initiatives for cha

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Spencer, Carolyn R., and n/a. "Cognitive Schemata and Project Manager Regulation of Unplanned Change: Categorical Analysis of Structured Interview Reports." Griffith University. School of Applied Psychology, 2004. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20040721.092038.

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A significant risk area for project sponsors is managing unplanned change. Theorists of organisational behaviour have attempted to understand the circumstances of how activity change occurs on projects and have identified the significant impact that time has on activity. This current research takes the study of cognition into the real world setting of project management at a level of analysis that is viable across diverse projects and industries to study project manager regulation of unplanned change. The project managers' cognitive representation of meaningful aspects of a project (their 'cog

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Best, Simon. "On a wing and a prayer stories of the use of improvisation by NEIS businesses during the start-up phase /." Australasian Digital Theses Program, 2006. http://adt.lib.swin.edu.au/public/adt-VSWT20060824.142152.

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Thesis (PhD) - Swinburne University of Technology, 2006.<br>Submitted for the degree of Doctor of Philosophy, Swinburne University of Technology - 2006. Typescript. Includes bibliographical references (p. 193-207).

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Van, Heerden Vicky. "Local government reform in Western Australia: a case study on change readiness." Thesis, Rhodes University, 2012. http://hdl.handle.net/10962/d1003897.

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The Western Australian State Government’s local government reform programme, initiated in February 2009, provides the context for this research. Nedlands, a local government in Perth’s western suburbs, resolved to participate in this reform programme and signed a Regional Transition Group Agreement with Subiaco local government in August 2010. The purpose of the Regional Transition Group was to prepare a business plan to investigate the potential benefits and viability of a Nedlands and Subiaco amalgamation. Whilst the local government of Nedlands is currently investigating the more operationa

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Elliott, C. S. "Leadership and Change in Schools : the Case of District High Schools in Western Australia." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 1990. https://ro.ecu.edu.au/theses/1676.

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The focus of the research was on the manifestation of leadership that emerged in one district high school in Western Australia undergoing both imposed and self-determined change. Given the phenomena, which were deemed to involve complex human behaviour, a decision was made to locate the research within the naturalistic paradigm. The research was established in the “bounded case study” mode in which the school was regarded as an instant draw from a class within which issues would be discovered the described and studies in order to achieve understanding. A second district high school was used as

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Ottaviano, Michael Edward, and mikeottaviano@hotmail com. "Assessing and improving the enablers of innovation the development of an innovation capability assessment instrument." Swinburne University of Technology. Australian Graduate School of Entrepreneurship, 2005. http://adt.lib.swin.edu.au./public/adt-VSWT20050707.162428.

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The ability to successfully innovate on a sustained basis is critical in today�s �hyper-competitive� environment characterised by increasingly rapid technological change and shortening product life cycles, and where competitors quickly imitate sources of competitive advantage. At the same time, organisations find managing innovation difficult; both larger firms who fight to avoid being outplayed by smaller, more nimble competitors, and smaller firms struggling to compete against the resources and reach of larger, global competitors. This research develops an assessment instrument designed to

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Libri sul tema "Organizational change Australia Management"

Dunphy, Dexter C. The sustainable corporation: Organisational renewal in Australia. Frenchs Forest, NSW: Allen & Unwin, 1998.

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Brewer, Ann M. Change management: Strategies for Australian organisations. St Leonards, NSW, Australia: Allen & Unwin, 1995.

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Caro, Andrew. Management in a changing society: An Australian perspective. Sydney: Prentice Hall, 1994.

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Dunphy, Dexter C. Under new management: Australian organizations in transition. Sydney: McGraw-Hill, 1991.

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IFIP TC 8 Open Conference on Business Process Re-engineering: Information Systems Opportunities andChallenges (1994 Gold Coast, Qld.). Business process re-engineering: Information systems opportunities and challenges : proceedings of the IFIP TC8 Open Conference on Business Process Re-engineering: Information Systems Opportunitiesand Challenges, Queensland Gold Coast, Australia, 8-11 May,1994. Amsterdam: Elsevier, 1994.

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C, Glasson B., ed. Business process re-engineering: Information systems opportunities and challenges : proceedings of the IFIP TC8 Open Conference on Business Process Re-engineering: Information Systems Opportunities and Challenges, Queensland Gold Coast, Australia, 8-11 May, 1994. Amsterdam: Elsevier, 1994.

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Whiteley, Alma M. Managing change: A core values approach. Melbourne: Macmillan Education Australia, 1995.

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Cope, Bill. Productive diversity: A new, Australian model for work and management. Annandale, N.S.W: Pluto Press, 1997.

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1953-, O'Donoghue T. A., ed. Innovative school principals and restructuring: Life history portraits of successful managers of change. London: Routledge, 1997.

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Smith, Larry. Business of school leadership: A practical guide for managing the business dimension of schools. Camberwell, Vic: Acer Press, 2010.

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Capitoli di libri sul tema "Organizational change Australia Management"

Akingbola, Kunle, Sean Edmund Rogers, and Alina Baluch. "Organizational Change." In Change Management in Nonprofit Organizations, 1–35. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-14774-7_1.

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Barnhill, Christopher R., Natalie L. Smith, and Brent D. Oja. "Organizational Change." In Organizational Behavior in Sport Management, 81–90. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67612-4_8.

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Edmondson, Amy C. "Organizational Change." In The Palgrave Encyclopedia of Strategic Management, 1–5. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_767-1.

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Edmondson, Amy C. "Organizational Change." In The Palgrave Encyclopedia of Strategic Management, 1195–99. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_767.

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Weinberg, Ashley, Valerie J. Sutherland, and Cary Cooper. "Change And The Need For Change." In Organizational Stress Management, 1–36. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230203938_1.

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Singh, N. K. "Understanding Organizational Change." In Management for Professionals, 63–68. New Delhi: Springer India, 2012. http://dx.doi.org/10.1007/978-81-322-0469-5_10.

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Furnham, Adrian. "Reactions to Organizational Change." In Management Intelligence, 160–63. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230227439_55.

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Ross, Stanley C. "Change Management in Organizations." In Organizational Behavior Today, 163–84. 1 Edition. | New York: Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781003142119-12.

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Saxena, Kul Bhushan C., Swanand J. Deodhar, and Mikko Ruohonen. "Innovations and Organizational Change." In Management for Professionals, 61–78. New Delhi: Springer India, 2016. http://dx.doi.org/10.1007/978-81-322-3652-8_4.

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Barth, Anthony L., and Wiaan de Beer. "Levers of Organizational Change." In Performance Management Success, 9–13. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-64936-8_2.

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Atti di convegni sul tema "Organizational change Australia Management"

Wahyuni, Nanik, Ulfi Kartika Oktaviana, and Indah Yuliana. "Organizational Change, Organizational Performance, and Management Accounting Practice Change in Sharia Banking." In Proceedings of the 6th International Conference on Community Development (ICCD 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/iccd-19.2019.101.

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Kutuev, Artem Valerievich. "MODERN MODELS OF ORGANIZATIONAL CHANGE MANAGEMENT." In Russian science: actual researches and developments. Samara State University of Economics, 2020. http://dx.doi.org/10.46554/russian.science-2020.03-1-211/216.

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The article provides a comparative analysis of organizational change management models, the applicability of which in real conditions may differ under the influence of various factors of the external and internal environment of the company. In addition, the assessment of the impact of these factors on management decisions about which model should be followed when implementing a business transformation project is made.

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Khoori, Ahmed. "Organizational Learning and Management of Change." In Abu Dhabi International Petroleum Exhibition and Conference. Society of Petroleum Engineers, 1998. http://dx.doi.org/10.2118/49551-ms.

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Çetin, Münevver. "Organizational Change: An Exploratory Study On Organizational Tightness-Flexibility Dilemmas Of Academicians." In 17th International Strategic Management Conference. European Publisher, 2022. http://dx.doi.org/10.15405/epsbs.2022.12.02.16.

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Lin, Yang. "Research on Communication Management in Organizational Change." In 7th International Conference on Education, Management, Information and Computer Science (ICEMC 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icemc-17.2017.203.

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Huschbeck, Torsten, Christian Horres, and Oliver Haas. "Facts and Thoughts on Organizational Change Management." In Sustainable Business Development Perspectives 2022. Brno: Masaryk University Press, 2022. http://dx.doi.org/10.5817/cz.muni.p280-0197-2022-7.

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Change management is an organized strategy to ensure that changes are implemented completely and smoothly, as well as producing long-term advantages. Change management focuses on the larger implications of change, particularly on people and how they behave as they transition from one state to the next. The change could range from a modest process alteration to a huge system overhaul in order to maximize the business potential. There are two major philosophies of change management. They are investigated from several perspectives with the goal of determining whether they can be utilized as an ap

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VOICA, Orlando, Cristina VEITH, and Iyad ISBAITA. "ASPECTS OF ORGANIZATIONAL COMMUNICATION INFLUENCING THE SUCCESS OF CHANGE." In International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/05.03.

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This paper aims to analyse some organizational routines that can influence the success of organizational change. Thus, we analyse several communicational elements that influence the implementation of a change, from the perspective of their interdependence. The data were collected through an online questionnaire and statistically evaluated. The quantitative analysis was based on the responses to questionnaire from 258 organizations in both public and private sectors. We hypothesized that a successful change is reliant on some particular factors specific to the communication process. The analysi

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AMUZA, ANTONIO, and RADU FLOREA. "Effects of organizational change on cultural value shifts redefining organizational culture through corporate change models." In Third International Conference on Advances in Social Science, Economics and Management Study- SEM 2015. Institute of Research Engineers and Doctors, 2015. http://dx.doi.org/10.15224/978-1-63248-063-7-41.

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Barchiesi, Maria Assunta, Elisa Battistoni, Francesca A. Iacobone, and Agostino La Bella. "Leveraging on informal networks for organizational change." In 2008 IEEE International Engineering Management Conference (IEMC-Europe 2008). IEEE, 2008. http://dx.doi.org/10.1109/iemce.2008.4617996.

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Lovrenčić, Sandra. "Knowledge Management as a Facilitator of Organizational Change." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.82.

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Natural, social, political, technological and economic environment of an organization constantly change making timely and relevant information and knowledge critical for competitive advantage and business success. Such constant changes can cause disruption and with it need for adaptation of business models, digital transformation and improvement of knowledge management systems. Digital business and digital workforce are being even more accentuated with ongoing epidemic and new information technologies emerge to help organizations in achieving their goals. Information technology is an important

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Rapporti di organizzazioni sul tema "Organizational change Australia Management"

Johnson, Craig L. Transformation of Installation Management: An Analysis of Organizational Change. Fort Belvoir, VA: Defense Technical Information Center, March 2006. http://dx.doi.org/10.21236/ada448585.

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Vergos, Deborah H. Navy's Organizational Transformation: Substantiative Change or Just More Management Hype. Fort Belvoir, VA: Defense Technical Information Center, March 2010. http://dx.doi.org/10.21236/ada520132.

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Herrera, Cristian. How do strategies to change organizational culture affect healthcare performance? SUPPORT, 2016. http://dx.doi.org/10.30846/1608114.

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‘Organizational culture’ refers to characteristics shared by people who work within the same organization. These characteristics may include beliefs, values, norms of behaviour, routines, and traditions. The management of organizational culture is viewed increasingly as a necessary part of health system reform. It is therefore important for policymakers to be aware how strategies to improve organizational culture affect healthcare performance.

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

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Schools routinely face federal and state mandated changes, like the Common Core State Standards or standardized testing requirements. Sometimes districts and schools want to take on new policies and practices of their own, like anti-bullying programs or using technology to deliver instruction. Regardless of the origin of the change, implementation requires them to take on additional work; yet experts estimate that only 30 to 50 percent of major change efforts in organizations will succeed. Failing change efforts result in not only financial losses but also lowered organizational morale, wasted

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Woolaston, Katie. Working Together to Protect Australia in the Age of Pandemics: Managing the Environmental Drivers of Zoonotic Disease Risks. Queensland University of Technology, 2022. http://dx.doi.org/10.5204/rep.eprints.232775.

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The COVID-19 pandemic has infiltrated every level of social, cultural and political life and has demonstrated the truly devastating effects of ineffective pandemic management systems. Yet, the likelihood of another pandemic occurring in the short to medium term is greater than ever. The drivers of pandemics are not improving. Anthropogenic drivers, including agricultural intensification, land-use changes such as deforestation and urbanisation, wildlife trade and climate change are all contributing to what has been called the ‘era of pandemics’. This report contains key findings and research ar

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Flandin, Simon, Germain Poizat, and Romuald Perinet. Proactivité et réactivité: deux orientations pour concevoir des dispositifs visant le développement de la sécurité industrielle par la formation. Fondation pour une culture de sécurité industrielle, February 2021. http://dx.doi.org/10.57071/948rpn.

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In a world exposed to uncertainty and upsets, the development of organizational resilience is often proposed to improve performance. Intended as a complement – but also sometimes as a counterpoint – to management approaches based on anticipation and preparedness, resilience-based approaches aim to improve the ability of professionals to react in an opportune manner to extraordinary and unexpected situations. Despite increasing interest for this change in paradigm, few concrete case studies have been documented. The work presented in this document explores the possibilities offered by new train

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Contreras Salamanca, Luz Briyid, and Yon Garzón Ávila. Generational Lagging of Dignitaries, Main Cause of Technological Gaps in Community Leaders. Analysis of Generation X and Boomers from the Technology Acceptance Model. Universidad Nacional Abierta y a Distancia, May 2021. http://dx.doi.org/10.22490/ecacen.4709.

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Community and neighborhood organizations are in the process of renewing the organizational culture, considering technological environments in the way of training, and advancing communally, being competitive in adaptation and learning, creating new solutions, promoting change, and altering the status quo, based on the advancement of technology over the last few years, currently applied in most organizations. The decisive factor is the ability of true leaders to appropriate the Technological Acceptance Model –TAM– principles, participating in programs and projects, adopting new technologies from

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McKenna, Patrick, and Mark Evans. Emergency Relief and complex service delivery: Towards better outcomes. Queensland University of Technology, June 2021. http://dx.doi.org/10.5204/rep.eprints.211133.

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Emergency Relief (ER) is a Department of Social Services (DSS) funded program, delivered by 197 community organisations (ER Providers) across Australia, to assist people facing a financial crisis with financial/material aid and referrals to other support programs. ER has been playing this important role in Australian communities since 1979. Without ER, more people living in Australia who experience a financial crisis might face further harm such as crippling debt or homelessness. The Emergency Relief National Coordination Group (NCG) was established in April 2020 at the start of the COVID-19 p

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