Organizational Change

This paper examines leadership mistakes made by Moses, arguably one of the most outstanding leaders of all time. The Bible considers him to be the greatest prophet and a man of boundless humility; secular and contemporary moral leaders seek to be compared to the iconic lawgiver. However, Moses was, to some degree, a failed leader. Moses was unable to take his flock's psychological needs into account and was reactive rather than proactive in handling a crisis. The Bible indicates that he was punished harshly, leaving his mission to be completed by Joshua, his protégé and successor. The authors use Moses's leadership failures to derive lessons for today's leaders.

Currently little is known about how frontline police officers navigate major structural reforms within the their organisation. This paper will present findings based on data collected as part of the first ever empirical study of the newly created Police Service of Scotland between October 2013 and June 2014. The findings discussed here are pertinent to the wider academic literature in that they fill the current gap in knowledge on how frontline police officers experience major structural reforms and also at a police operational level by exploring the ways if any, reform impacted on the routine delivery of local policing. This paper focuses on three main themes which emerged from the analysis of 68 interviews conducted with a stratified sample of serving police officers; frontline police officers, their supervisors and managers across two geographically distinct case study areas in Scotland. The paper highlights police officers' concerns around a lack of frontline involvement in either the planning or implementation of reform, the pace at which the changes associated with reform were rolled out and the internal communication processes adopted throughout reform journey, all of which they claim impacted negatively on their daily routines. This unique data was collected via a variety of qualitative and ethnographic research approaches including non-participant observations, walking interviews, documentary analysis and semi structured interviews at the precise time major structural reform was being implemented across Scotland. In the absence of any specific police change theoretical framework, reform was viewed through existing Organisational Change Theory.

Little is known about how front-line police officers navigate major structural reforms within their organization. The findings presented in this paper were collected as part of the first ever empirical study of the newly created Police Service of Scotland between October 2013 and June 2014. The findings discussed here are pertinent to the wider academic literature in that they fill the current gap in knowledge on how front-line police officers experience major structural reforms at a police operational level; by exploring the ways, if any, reform impacted on the routine delivery of local policing. This paper focuses on three main themes which emerged from the analysis of 68 interviews conducted with a stratified sample of serving police officers; front-line police officers, their supervisors and managers across two geographically distinct case study areas in Scotland. The paper highlights police officers’ concerns around a lack of front-line involvement in either the planning or imp...

The study aimed to identify the impact of strategies of change resistance management on the improvement of the performance of workers in the Jordanian telecommunications companies, the study population consists of all the workers of these companies. The questionnaire was distributed to a sample of (225) Single eatery, including staff at the center and branches, (212) of distributed questionnaires which they form the percentage of (95%) of the number has been collected, (205) questionnaire of them underwent statistical analysis, representing (87%) of the number of questionnaires received. There is a statistically significant between the resistance to organizational change management strategies and the improvement of the performance of workers in Jordanian companies, in light of the results of the study the researcher presented some recommendations: the need to satisfy the psychological and physical needs, allow workers to participate effectively in change programs, build a supportive...

This paper explores the nature, planning, and frameworks of digital transformation through a structured literature review. It reviews one roadmap model, six maturity assessment models, three business model transformation approaches, and eight digital transformation frameworks. Findings highlight that digital transformation is not just about technology but involves cultural, structural, and organizational change. Human resources and knowledge play a central role in achieving successful transformation. The study concludes that transformation must be planned systematically, integrating multiple organizational elements like a harmonious orchestra.

The purpose of this study was to develop a reasonably comprehensive scheme of categories that describes what facilitated and hindered adaptation to corporate restructuring. Interviews were conducted with individuals who worked in a company during reorganization and adapted. The Critical Incident Technique (Flanagan, 1954) was utilized to elicit 543 incidents from 28 participants. Thirty-four categories emerged from the analysis of the reported events and were organized into five clusters. Several procedures were employed to examine the soundness and trustworthiness of the

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Network-Centric Warfare (NCW): It's Origin and Its Future … Revisited It has been a decade since Cebrowski and Gartska, and Alberts, Gartska, and Klein published their watershed Network-Centric Warfare (NCW) Naval Institute Proceedings article and book, respectively. Through the lens of hindsight, this paper examines how their theories and predictions have held up. The authors find that the tenets of NCW have proven valid. Despite pro forma policy to the contrary, the US Defense community has substantially eschewed Cebrowski et al. in actual practice. Ironically, Al Qaeda has implemented the principles and achieved an advantage from them. Meanwhile, lessons learned in the 21 st Century suggest two subtle improvements to the original NCW theory. First, success at NCW requires instantiating "smart push" of valued information at the right time (VIRT) as a key tactic. Second, success at NCW requires rapid, agile, "network-centric" acquisition conducted literally within the commercial ecosystem of the World Wide Web. Cebrowski and Gartska published their Naval Institute Proceedings article, "Network Centric Warfare (NCW): Its Origin and Its Future," in 1998 1 . Alberts, Gartska, and Stein published their book "Network-Centric Warfare: Developing and Leveraging Information Superiority," which explored the concept in more detail, in 1999 2 . Arguably, these watershed works triggered a mandate for "netcentric 3 transformation" across the global defense community. A decade later, it is fair to ask how their theories and predictions have held up in the 21 st Century. Recall the original Network-centric argument. The global economy has evolved from the "Industrial Age" to an emerging "Information Age." That means that 1

The implementation of the Workforce Investment Act (WIA) requires major organizational change for employment and training agencies. The initiative emphasizes coordination, collaboration and communication among organizations for better service delivery. At this time, states are developing systems that will enable them to address the needs of all customers seeking employment. The Institute for Community Inclusion (ICI) has conducted state case studies for two purposes: (1) to identify how states have begun the process of collaboration under the new mandates of WIA; and (2) to understand the impact on customers with disabilities. This is the first in a series of publications highlighting the findings from case studies in three states. Future reports will describe the challenges and successes of WIA implementation in Maine and in Minnesota. Following these reports, a series of cross state analyses will focus on themes that were common among all states. These products are intended for use as a practical resource for other states as they work to create more collaborative systems for all job-seekers. Two researchers from the ICI visited Kentucky in October of 2000 and interviewed individuals identified as key players at the state and local levels. All interviews were tape recorded and transcribed. Subsequent themes were developed through analysis, and these findings are presented below. Additional information from Kentucky's state plan and the official state website is included in this summary. The staff in Kentucky offered their time and insights, and were committed to sharing their perspectives with other states as they create collaborative systems that are consistent with WIA's reforms. This report focuses on the issues Kentucky faced and continues to contend with in its quest to provide integrated employment services for all job-seekers. When possible, these issues are punctuated with quotations from respondents to help the reader get a more comprehensive sense of the implementation process in Kentucky. Kentucky was an early implementation One-Stop Career Center state and received grant funds from the Department of Labor in 1995 to begin their One-Stop Career Center structure. Participation in the Department of Labor's pilot program gave Kentucky an opportunity to develop their interdepartmental relationships and more seamless service delivery for individuals in search of employment. However, this journey has not been without its Division of Family Support (TANF) Dept. of Community-Based Services Dept. for Disability Determination Services

This document explores the changes the 21st century will impose on community colleges and discusses the need for colleges to alter their objectives. It offers five points that colleges should consider in redesigning their organization: (1) change must be mission-driven, containing the element of accountability; (2) the new process must be owned by all who are affected; (3) time must be a factor considered and allowed; (4) the change process is dynamic, with the characteristics of flexibility, constant revision, and continuous improvement; and (5) the process requires benchmarks and an outcomes base. Colleges must teach the skills needed by the "21st century knowledge worker," which include communication ability, both oral and written; team work; personal flexibility; acceptance of ambiguity; ability to work in a diverse environment; and an adequate ethics foundation. Successful, flexible institutions will also have dedicated staff who work as a team, significant achievements, excellent instruction and service ratings, and a focus on establishing new programs and degrees. (AS) Reproductions supplied by EDRS are the best that can be made from the ori inal document.

Governments across Europe have implemented mergers between higher education institutions (HEIs) to reduce costs and to increase HEIs' performance. However, few studies have empirically confirmed the efficiency of such mergers for faculty publication performance. This study addresses this gap by analysing a major reform in the Norwegian higher education system, where institutions were merged with goals such as fostering high-quality research, creating robust academic communities, and developing world-leading academic environments. We specifically analyse the pre-and post-merger publication performance of academics, using a high-quality bibliometric database with longitudinal data and survey results on job characteristics, organizational change, leadership, and commitment. We compare the performance of academics across different types of mergers: mergers between university colleges, mergers of university colleges with universities, and non-merged institutions. The study shows that improvements in research performance have only been partially realized. The mergers did not benefit the performance of existing staff; however, merged institutions appear to have attracted new personnel with stronger research qualifications and higher research output.

One of the factors that influence the results in elections is the electoral environment and its scale. Keeping the scale wide or narrow, covering the city or the countryside, can directly affect the election results. In this framework, this study aims to examine 2014 and 2019 local elections after the regulations of the Law No. 6360. While the metropolitan municipality was established in Hatay by the law, the metropolitan municipality border was expanded to the provincial borders and new districts were established. As these amendments caused the enlargement and change of the scale of the election zone, they created new results and significant impact on local politics. While these new regulations were enforced for the first time in the 2014 and 2019 local elections, the 2019 local elections took place in a specific political atmosphere. The new understanding of alliance brought by the "presidential government system" was tested for the first time in the 2019 Local Elections and the elections revealed interesting results in Hatay as well as throughout Turkey. This research aims to figure out the 2014 and 2019 local election results through "electoral districts" and to consider the results with a comparative analysis.

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To submit your paper for review, see: The Project Governance and Controls Symposium (PGCS) is designed to enhance the connection between project and program management, governance and controls. Project management cannot operate effectively without the support of senior management and the information from effective project controls. Frank and fearless reporting of status and issues cannot be assumed if the middle levels of management have the capability to restrict negative information. Conversely, executive management decisions depend on accurate and realistic assessments of risk, schedule and cost. Creating a culture where this type of information is not only available but accepted and used properly is the key governance issue within the project, program and portfolio domain.

This paper proposes that the project management discipline would benefit from the findings of practitioners who conduct research into their own practice. Project management researchers associated with a UK government-funded research project have recently suggested that the project management field requires more research into 'project actuality', focusing on social processes of how project managers think in action and that such research could contribute to more satisfactory outcomes of contemporary projects. This paper describes a hypothetical dilemma faced by a project manager and briefly describes four doctoral research projects carried out by practitioners who used action research, case research and systems thinking methodologies to address real problems they faced in their projects. It discusses their findings and some common features of these projects and argues that practitioner research using interpretative and critical research methods into actual problems faced by project managers could contribute to useful knowledge for project managers.

PurposeThis paper aims to show how systems thinking can be incorporated in action research (AR) interventions to successfully implement organizational change. The two case studies described in this paper would be useful to managers who want to implement change in their own organizations.Design/methodology/approachBoth projects used AR as the methodology due to its flexible, responsive and emergent nature. In one project, there was a deliberate attempt to incorporate soft systems thinking whereas in the other project soft systems thinking was used as a sense‐making process while carrying out AR. As an added benefit both approaches have resulted in successful completion of doctoral research.FindingsSoft systems methodology (SSM) and AR can both help in addressing ill‐structured problems faced by managers, in collaboration with stakeholders using questioning and reflection. Both lead to an increased understanding about the problem situation. The difference is that SSM uses a more struc...

This article reports a case study of change-related communication in the business services department of a large local-government organization in New Zealand. The authors argue that popular contemporary management discourse celebrates change and creates assumptions that guide managerial practice and the interpretation of managerial actions. Thus, the work experience of most people is inundated with communication about and promoting change. The authors explore the change communication from the three perspectives suggested by Trujillo, what he terms the “functional,” the “romantic,” and the “critical”. Each of these perspectives has a different logic, suggests different metaphors, and implicates different standards for evaluation. In terms of communication, each perspective highlights different change-related communication practices and/or alternative dimensions of the same practice.

The primary purpose of this study was to identify the common and distinct qualities and characteristics of leaders and how these qualities and characteristics impacted the leader’s performance of his functions and responsibilities. This study utilized the qualitative design, and for the method, data mining was used. From the design used, every quality and characteristic is described as it was practiced in the country from where it is reflected. For the data mining, the data were being considered and findings were obtained for thorough analysis and interpretation. Studies and researches all over the world that tackled on school leadership qualities and characteristics were gathered, presented and discussed. The findings showed that when leaders posses these qualities, they are able to dispose of their functions and responsibilities effectively and efficiently. Furthermore, leaders who possess these qualities and characteristics are able to sustain their leadership, they too, made the...

Although poor tool support is often blamed for the low uptake of model-driven engineering (MDE), recent studies have shown that adoption problems are as likely to be down to social and organizational factors as with tooling issues. This article discusses the impact of tools on MDE adoption and practice and does so whilst placing tooling within a broader organizational context. The article revisits previous data on MDE use in industry (19 in-depth interviews with MDE practitioners) and re-analyzes that data through the specific lens of MDE tools in an attempt to identify and categorize the issues that users had with the tools they adopted. In addition, the article presents new data: 20 new interviews in two specific companies -and analyzes it through the same lens. A key contribution of the paper is a loose taxonomy of tool-related considerations, based on empirical industry data, which can be used to reflect on the tooling landscape as well as inform future research on MDE tools.

This performative hybrid research and development project contributes knowledge about the decolonizing potentials and challenges that are articulated through an initial scanning of the dance pedagogical field as part of a large change project in tertiary dance education at the Department for Dance Pedagogy at Stockholm University of the Arts in Sweden. To do this scanning in a way that would promote collective learning, multiple perspective taking and creativity, we utilised design thinking. In total, 140 scan cards collected through the project were analysed. Both students and staff and other people in different parts of the world within the dance educational field created the scan cards. As a result, we suggest that the scanning of the field has pushed ourselves, the rest of the staff, students, and others into a process of collective learning, multiple perspective taking, and creativity, in which clear decolonizing potentials, as well as challenges to change are expressed.

The present study tries to evaluate the Herzberg’s two factor theory by investigating the relationship between different factors of motivation and job satisfaction enjoyed by the banks’ officers in KPK. If we boil down all the definitions we can say that job satisfaction concentrates on all the feelings that an employee has about his job. According to management experts if employees are enjoying higher level of job satisfaction, the objectives of the organization can easily be achieved. To find the data for the research 418 questionnaires were distributed among banks’ officers in Peshawar district. Descriptive statistics, regression analysis and Cornbach alpha were used as statistical tools to analysis the data for research purpose. The outcome of the research indicates that under given circumstances many hygiene factors like relationship with supervisors, company policy, salary, social status and working conditions have substantial relationship with job satisfaction. On the other h...

Laurea Otaniemi Degree programme in entrepreneurship and business Laura Pimiä Business Unit Strategy Communication, Case: Evaluating and developing strategy communication in case organization Year 2015 Pages 112 In this Master's Thesis internal strategy communication is studied from the point of view of business unit. Theory of strategy and communication is applied into practice in the case organization to evaluate and develop strategy communication. The aim is to utilize communication to implement and execute the strategy more efficiently. In the theoretical part of this thesis both the strategy and communication theory is presented. Strategy as a concept is so broad, that summarizing it is difficult, but the main points are that strategy includes company's long-term targets and tools to succeed in the competition and achieve the targets. Company's resources, like investments, know-how and personnel, and their utilization are part of strategy. Strategy is an umbrella term and also strategy formation process, the strategic plans themselves and the strategy execution and implementation are also part of it. Strategy has great effect on the company identity. The simplest definition for communication is that it is sending and receiving messages. Communication is prerequisite for all activities in the organization. In this thesis internal the focus has been solely on internal organization communication and emphasis was on evaluating and developing internal strategy communication for business unit requirements. One of the focal point points of interest has been roles and responsibilities of corporate strategy communication and business unit strategy communication. The approach is to understand the communication in pragmatic level and how communication could be exploited in successful strategy implementation and execution. In key roles to develop communication has been tools for communication evaluation and assessment and tools for communication planning including the stakeholder analyzes. The empirical part of this thesis consists of developing evaluation and development of the communication practices in the case organization. The empirical part was mainly conducted with interviews targeting to develop strategy communication. The focus of the interviews was to understand current practices and processes of strategy communication, the role of superiors in the strategy communication and implementation process and to find possibilities to improve the strategy communication. The researcher worked in the case organization during the thesis project and actively involved to developing and implementing the communication improvements. As a result the understanding about strategy communication on pragmatic level and the role of superiors in the strategy communication has been increased. Theoretical tools to evaluate and develop internal communication have applied to practice in the case organization and the numerous possibilities to utilize communication have been understood.

A study was done of recent district-initiated reform movements by analyzing different belief systems regarding schools and reform and by applying the analysis to a study of a district widely known for its leading role in implementing reforms. Belief System I is consistent with traditional organizational theory and top-down management. Belief System II sees reform as an internal process within each school with principals as genuine instructional leaders. This study of a southern urban school district explored the effect of teachers' involvement in decision making using a model of participation derived from the restructuring, school effectiveness, and participation literature. School teachers were administered a 19-item questionnaire. Findings were inconsistent with predictions of the restructuring movement; teachers were not as involved in decision making as they wanted to be. Analyses of the findings in light of the belief systems indicate that elaborate reform programs with an attendant set of rules and regulations will fail if the purpose of schooling (to have teachers educate children) is overlooked. Nevertheless, reform agendas consistently overlook the importance of teachers' wore in the classroom, concentrating instead on supposedly more professional tasks outside the classroom. Includes 30 references. (JB)

Examines the way in which management has denied training and development the prospect of making a full contribution to corporate renewal. Concentrates on the structural obstacles inherent in the internal environment. The organizational climate within firms must alter radically if training and development are to be used effectively as change agents.

For evolution to proceed, an openness to change is required, a state often hindered by our tendency to defend established certainties.
Nature, of which we are a part, follows its own rules along the “harmonic evolutionary arrow” and does not wait for our convenience. If we wish to progress in harmony with it, contemporary science must have the courage and determination to acknowledge its own limitations and to look beyond the confines of current knowledge.
The Science of Resonances proposes a step in this direction by transcending the vision of a world of “separate particles” in favour of “energy fields” that communicate with each other through entanglement, within a Space that is no longer empty, but which possesses the characteristics of a neural superfluid. In this “holistic” vision, the defining characteristic of a living being is not merely its capacity for volitional movement, but its ability to act according to an “intelligent path” that transcends simple causality, as it draws upon a Potential Energy whose purpose is not predetermined.
This framework is founded upon a 5+1-dimensional Universe: a “Full” Space (the fifth dimension), which serves as a Universal Hardware composed of “informatic pixels” (which we hypothesise to be analogous to Majorana’s Zero-Energy Modes), and a sixth dimension, the “Software” wherein the “Universal Intrinsic Intelligence” of the One resides. Time (the fourth Dimension) is no longer inextricably linked to Space, but a property that emerges as a pulsation only when energy condenses into matter. This process is initiated by a “Stimulating Consciousness” from the sixth dimension, which, by means of “Primordial Generating Photons (PGPs)”, stimulates the neural pixels, thereby setting in motion the “Great Carousel” of manifest reality. The objective of this article is therefore to investigate the nature of this “Universal Intrinsic Intelligence”, which guides the harmonic wonders of the Cosmos.

i DEDICATORIA A mis padres, a mi esposa e hijos, docentes, colegas y amigos; Ellos son el motivo de mi perseverancia y claridad de objetivo; Ellos son el motivo de mi ansia de aprender y reflexionar; Ellos son el motivo de mí deseo de filosofar sobre la vida.

En el 2019, luego de diecisiete años de iniciada la modernización en la gestión pública, cabía reflexionar ¿por qué era insuficiente el avance de la modernización en los sistemas administrativos en la gestión pública? Ello motivó la necesidad de investigar la cultura organizacional y su relación con la gestión por competencias en el sistema de gestión de recursos humanos. Por lo mismo, elproblema general fue ¿de qué manera la Cultura Organizacional influye en la Gestión por Competencias en el sistema de recursos humanos del Ministerio de SaludEl objetivo general fue determinar la influencia de la cultura organizacional en la gestión por competencias. La investigación fue aplicada, el nivel fue explicativo, el diseño fue no experimental.El enfoque fue cuantitativo: observacional, retrospectivo, transversal y analítico. La técnica empleada fue la encuesta y fuentes documentales. El instrumento fue un cuestionario estructurado con escala tipo Likert y software SPSS.Se aplicó el Alfa de...

The seemingly innocent question in the subtitle of this paper, raised by the Moroccan mother of a youth member at an annual membership meeting of a local voluntary football club, will become relevant when one understands the layered context and diverged setting in which, the ...

Given the increasing complexity and speed of change, organizations of different segments are pressured both to renew routines being used, as to discard the obsoletes. The first process is called organizational learning and the second, organizational unlearning. From an approach based on organizational routines, this paper describes these two processes in three footwear companies in southern Brazil from interviews and documents. The main results showed that the both processes are significant to achieving results in their businesses; that these processes are greatly influenced by changes; and that the need for continuous innovation in the sector catalyzes these processes.

The comparative analysis of organizational structures highlights similarities and differences between different factors influencing a company in its way of operation with the internal and/or external environment. The paper analyzes the organizational structures of some top companies from England, France and Romania that influence/determine the cultural organizational values and the norms elaborated and implemented, which, in time, become moral values and norms that acquire a social meaning, which means that they have been accepted by all the members of the organization.

Karl Wolfgang Deutsch was born on 21 July 1912 in Prague, Austro-Hungary, to German-speaking parents. His father Martin was an optician and his mother Maria Scharf was one of the fi rst female parliamentarians in the newly established Czechoslovakia following the First World War. Deutsch graduated from the German Staatsrealgymnasium in Prague with high honours in 1931. He received his fi rst university degree from the Deutsche Universität, also in Prague, in 1934. Deutsch's outspoken leadership of anti-Nazi groups forced him to interrupt his studies and seek refuge in England where he studied optics and mathematics. Though he never pursued a career in optics, his expertise in and affection for this profession helped him later in his academic career to develop an interest in quantitative political science both as a fundamentally new epistemology as well as an innovative methodology. Deutsch returned to Prague to obtain his JD law degree from the Czech national Charles University in 1938, graduating with high honours in seven fi elds. This was a signal honour for a German-ethnic Czech in this time of bitter antagonism between ethnic Czechs and Germans. In 1939 Deutsch was awarded a fellowship to study at Harvard University, from which he received his PhD in political science in 1951. America's entry into the Second World War led Deutsch to offer his services to the United States government as an analyst of authoritarian and totalitarian political systems. It was through this involvement that Deutsch became one of the main contributors to the famous 'Blue Book' on Juan Domingo Peron's efforts to extinguish democracy in Argentina. Deutsch also participated in the International Secretariat of the San Francisco Conference of 1945 which created the United Nations.

Organizational change is being accelerated and enabled by many factors: globalization, technology advances, complex multinational organizations, more frequent partnering across national borders and company boundaries, just to mention a few. In a recent study by IBM Corporation (Thompson, Bear, Dennis, Vickers, London, & Morrison, 2009) on "making change work," the authors claim that "change is the new normal." Companies no longer have the luxury of expecting day-to-day operations to maintain a static or predictable pattern that is occasionally interrupted by short bursts of change. "To prosper, leaders will need to abandon such outdated notions of change. In reality, the new normal is continuous change-not the absence of change" (p. 6). According to the Corporate Leadership Council (2003a), most organizations acknowledge change as a continuous process that impacts the way companies manage change. "It is no longer appropriate to consider organizational change as a project or event with a clearly defined beginning or end" (p. 1). Change is now constant. If constant change is indeed the new normal in organizational life, then the challenge is to manage it, learn from it, and leverage it as an opportunity for continuous improvement. In this article we propose that executive coaching is one way to do this -to ensure that change is managed and leveraged at the individual and group levels for the benefit of the entire organization. The authors share a methodology that can assist coaches in identifying who, what, and when to coach in order to create high-impact results during organizational change. Executive coaching will be shown as a valuable intervention for organizational change, which can range in scope from large scale (involving the whole company or multiple companies or industries) to deployments that involve only one department or leader. In this article, the authors provide overviews of current thinking in both coaching and change, introduce Darryl Conner's work on essential roles in organizational change, provide powerful questions that can be applied to each stage and role in the organizational change process, and conclude with examples to illustrate. As coaches become adept at identifying the stages of change and the roles of their clients, they can use powerful questions to enhance coaching's value and effectiveness. Coaching has been identified as a key tool for executive development (

Resumen Este artículo introduce una nueva perspectiva sobre la inteligencia artificial (IA) y propone una nueva división de la misma. El estudio se organiza en dos secciones principales: inteligencia artificial suave (IAS) e inteligencia artificial dura (IAD). Asimismo, presenta una nueva definición

Since at least the 1980's, a growing number of companies have set up an ethics or a compliance program within their organization. However, in the field of study of business management, there is a paucity of research studies concerning these management systems. This observation warranted the present investigation of one company's compliance program. Compliance programs are set up so that individuals working within an organization observe the laws and regulations which pertain to their work. This study used a constructivist grounded theory methodology to examine the process by which a specific compliance program, that of Siemens Canada Limited, was implemented throughout its organization. In conformity with this methodology, instead of proceeding with the investigation in accordance to a particular theoretical framework, the study established a number of theoretical constructs used strictly as reference points. The study's research question was stated as: what are the characteristics of the process by which Siemens' compliance program integrated itself into the existing organizational structure and gained employee acceptance? Data consisted of documents produced by the company and of interviews done with twenty-four managers working for Siemens Canada Limited. The researcher used QSR-Nvivo computer assisted software to code transcripts and to help with analyzing interviews and documents. Triangulation was done by using a number of analysis techniques and by constantly comparing findings with extant theory. A descriptive model of the implementation process grounded in the experience of participants and in the contents of the documents emerged from the data. The process was called "Remolding"; remolding being the core category having emerged. This main process consisted of two subprocesses identified as "embedding" and "appraising." The investigation was able to provide a detailed account of the appraising process. It identified that employees appraised the compliance program according to three facets: the impact of the program on the employee's daily activities, the relationship employees have with the local compliance organization, and the relationship employees have with the corporate ethics identity. The study suggests that a company who is entertaining the idea of implementing a compliance program should consider all three facets. In particular, it suggests that any company interested in designing and implementing a compliance program should pay particular attention to its corporate ethics identity. This is because employee's acceptance of the program is influenced by their comparison of the company's ethics identity to their local ethics identity. Implications of the study suggest that personnel responsible for the development and organizational support of a compliance program should understand the appraisal process by which employees build their relationship with the program. The originality of this study is that it points emphatically that companies must pay special attention in developing a corporate ethics identify which is coherent, well documented and well explained.

A t the winter meeting of SWS in 2019, Barbara heard Julia give her SWS Feminist Lecture and was totally fascinated. The U.S. National Science Foundation had been spending millions of dollars each year to promote gender transformation on college campuses, hoping to increase the participation of women in science, technology, engineering, and math (STEM) disciplines. What had we learned about the organizational policies that were changed to overcome gender bias? What interventions made the most change? What did not seem to make any difference? Julia presented data on 19 years (at the time) at her own school, where she had been a major player in the feminist change agenda. When she gave the Feminist Lecture, she also talked about the potential for valuable insights from the many feminist sociologists who were working on institutional change projects with and without ADVANCE funding. We met again at an Eastern Sociological Society conference in Boston later that spring and took a long walk. We talked about what we could learn from ADVANCE grants about leveraging social change and the implications for feminist theories about organizations. The idea for a possible special issue was hatched during that walk. Julia, Sheryl Skaggs (as Deputy Editor), and Kevin Stainbeck (Editorial Board member) proposed such an issue to the Publications Committee; the idea was accepted, and we were off. This issue is the result. Julia and her coauthor Nestor Hernandez offer the results of what they have learned by analyzing two decades of data, some before, during, and after an ADVANCE project at the University of Nebraska-Lincoln. Their project made modest improvements in incorporating more women into most STEM fields on their campus. But the lessons learned from the 1012578G ASXXX10.

The Future Proofing Schools Research Team has been delighted with the response to the Design Ideas Competition. We congratulate the winners but also thank the many entrants who, while not named for an award, have contributed the inspiring ideas that you will and within this publication. The Australian Research Council has made this Design Ideas Competition possible by providing ARC Linkage funding for the years 2010 until 2012. While no ARC funding has gone into prize money, the funding has been crucial for the research phases preceding and following the competition stage.

Prior research has shown that personnel constraints are far more prevalent in the public sector than in the private sector. Anecdotal accounts suggest that public managers are hamstrung by these personnel constraints -particularly their inability to reward and punish employees to promote higher performance. As a result, more than three decades of public management reform has attempted to loosen these constraints on the assumption that more personnel system flexibility will lead to increased organizational performance. We mount an empirical study to test this assumption with data taken from a large-scale survey of English local authorities and other sources. We operationalize personnel constraints using Rainey et al. 1976) longstanding measures: "difficulty in removing poor managers" and "difficulty in rewarding good managers". We show that attitudes towards personnel constraint vary within organizations in statistically significant ways. The results from our lagged autoregressive multiple regression models also show that one of our personnel constraint measures-"difficulty in removing poor managers"-is harmful to performance but that the other "difficulty in rewarding good managers" has weak but positive short-term effects. The implications of these findings for public management research and practice are considered in the concluding section of the paper.

Los cambios en los modos de trabajar en las organizaciones impulsados por la pandemia por la COVID-19 y las restricciones de movimiento, generaron adaptaciones en las formas de comunicar a los diferentes públicos con los que se relacionan las instituciones, en particular en el modo de interactuar con los públicos internos. Esta investigación tiene como objetivo observar el impacto en el estado, funcionamiento y ajustes en la comunicación interna en pandemia. Para esto se observaron organizaciones en Chile pertenecientes al ranking Great Place to Work® 2020 (GPTW 2020). El análisis se hizo cinco meses después de iniciada la crisis sanitaria. Esta investigación de tipo exploratorio utilizó un cuestionario autoadministrado que fue aplicado a través de mailing y teléfonos a las instituciones presentes en el ranking Great Place to Work®. Entre los principales resultados se puede destacar que la comunicación interna es un actor relevante de desarrollo en las organizaciones, sobre todo en ...

Burnout syndrome resulting in dissatisfaction and physical illnesses due to continuous and long-term stress exposure at work is a common problem at governmental institutions in Turkey. A survey was carried out in 2015 on 121 staff at Bingöl University, Turkey to measure the burnout level and compare Maslcah Burnout Inventory (MBI) and Copenhagen Burnout Inventory (CBI) scales. Descriptive statistics, ANOVA, regressions and correlations methods are used to analyze data. All items of the survey had 0.915 Cronbach Alfa reliability score and MBI and CBI groups had 0.799 and 0.904 Kaiser-Meyer-Olkin Measure of Sampling Adequacy. The total mean of all items was 2.45 with 1.48 minimum from "Impersonal objects item" and 3.826 maximum from "Have enough energy during leisure time". Moreover, strong correlations were found between EE (Emotional Exhaustion) and DP (Depersonalization), WRB (Work-related Burnout) and PB (Personal Burnout)-CRB (Clients-related Burnout) groups and DP has strong correlations with WRB and PB-CRB groups. Position and working more hours had a significant relationship with burnout syndrome while other important factors such as experience, age, gender and having children had moderate effects on burnout. Moreover, the CBI scale was found to be more suitable to measure burnout with higher reliability and validity values.

Abstract: Nations in sub-Saharan Africa have become increasingly unable to finance the provision of health care by public funds due to problems of increasing demand for these services in the face diminishing budget allocation in real terms, decline in international assistance, and problems of managing health services in general. The wave of market oriented economic reform that is occurring in these countries is also further complicating this phenomenon. This article is a glance at the particular situation in Ethiopia with regard to the problem. Furthermore, using models of Organization theory, it is attempted to analyze the trend of health care provision in the country and come up with some suggestions that may be useful for policy related discourse. [Ethiop. J. Health Dev. 1997;11(2):169-176]

Gilbert, R. (2009). The doctorate as curriculum: A perspective on goals and outcomes of doctoral education. In D. Boud & A. Lee (eds.), Changing practices of doctoral education (pp. 54-68). London: Routledge. Golde, C. M. (2006). Preparing stewards of the discipline. In C. Golde & G. Walker (Eds.), Envisioning the future of doctoral education: Preparing stewards of the discipline. Carnegie essays on the doctorate (pp. 3-22). San Francisco: Jossey-Bass. Heaton, R. M., & Swidler, S. A. (2012). Learning to see inquiry as a resource for practice. In M. M. Latta & S. Wunder (Eds.), Placing practitioner knowledge at the center of teacher education: Rethinking the policies and practices of the education doctorate (pp. 89-104). Charlotte, NC: Information Age.

This codebook was developed as part of a qualitative inquiry into leadership communication within a volunteer-based political organization. It provides a structured, theory-informed analytical framework for examining communicative practices such as authority negotiation, emotional regulation, legitimacy construction, and group cohesion. The development process followed a four-phase approach adapted from Kuckartz and Rädiker (2024). First, a theoretical foundation was established through deductive category development, drawing on established literature in social influence (Cialdini & Goldstein, 2004), leadership communication (Fairhurst & Connaughton, 2014; Yukl, 2013), emotional regulation (Goleman, 2006), group dynamics (Forsyth, 2019), and collective identity theory (Tajfel & Turner, 1979). This led to the formulation of six conceptual domains, which serve as the basis for the subsequent coding clusters. In the second phase, initial coding and empirical immersion were undertaken through close engagement with primary textual materials. The third phase involved inductive refinement and subcategory formation based on emergent patterns in the data. Finally, a consolidation and validation phase ensured internal coherence through iterative review. The resulting framework comprises six thematic clusters—Social Influence Strategies, Role and Power Communication, Emotion Regulation, Legitimacy Construction, Cohesion Strategies, and Collective Identity Appeals—supported by twelve subcodes.

This article challenges the enduring dichotomy between leadership and management by proposing an integrated framework grounded in biblical theology, historical models, and contemporary practice, especially within Global South contexts. Leadership is frequently associated with vision, relationships, and personal influence, while management is linked to systems, execution, and organizational control. Yet in the lived realities of Christian ministry, particularly in under-resourced settings, these dimensions cannot be separated. Drawing from the biblical example of David, who led "with integrity of heart and skillful hands" (Psalm 78:72), this essay argues that sustainable, transformative leadership must unite both relational integrity and strategic competence. Through a narrative exploration of figures such as Moses, Nehemiah, Jesus, Paul, and John Wesley, as well as pastoral leaders in rural Philippines and Tanzania, the article calls for a reimagining of leadership formation. It advocates for theologically grounded and contextually responsive models that train leaders to inspire people and steward systems with equal faithfulness. Integrated leadership is not a luxury, but a missional necessity.

Penelitian ini dilakukan untuk mengetahui pengaruh perceived organizational support dan organizational-based self-esteem terhadap work engagement. Subjek penelitian ini adalah seluruh karyawan tetap mulai dari level staf sampai kepala bagian di PT. Pupuk Kaltim sebanyak 327 karyawan. Teknik pengambilan sampel menggunakan cluster sampling. Pengumpulan data menggunakan skala perceived organizational support, skala organizationbased self-esteem, dan skala work engagement. Analisis data yang digunakan yaitu metode regresi berganda dengan uji F dan uji t. Hasil analisis menunjukkan adanya pengaruh secara bersama-sama perceived organizational support dan organizational-based self esteem terhadap work engagement dengan nilai signifikansi sebesar 0.000 (0.000 < 0.05). Hasil analisis lain menunjukkan adanya pengaruh perceived organizational support secara parsial terhadap work engagement dengan nilai signifikansi sebesar 0.002 (0.002 < 0.05), dan adanya pengaruh organizational based self-esteem secara parsial terhadap work engagement dengan nilai signifikansi sebesar 0.000 (0.000 < 0.05). Ini menunjukkan kedua faktor tersebut mempengaruhi work engagement baik secara bersama-sama maupun parsial. Hasil penelitian dapat memberikan pengetahuan kepada perusahaan untuk meningkatkan work engagement pada karyawan dengan memperhatikan kedua faktor tersebut.