Overcoming Inertia within a Large Organization

1998 ◽  
pp. 35-48 ◽  
Author(s):  
Tasnim Kaderbhai
Keyword(s):  
Large Organization

The role of organizational learning in soft regulation of workplace gender equality

2017 ◽  
Vol 39 (3) ◽  
pp. 317-334 ◽  
Author(s):  
Johanna Macneil ◽  
Ziheng Liu
Keyword(s):  
Organizational Learning ◽  
Gender Equality ◽  
Significant Shift ◽  
Policy And Practice ◽  
Content Type ◽  
Large Organization ◽  
Regulatory Processes ◽  
Responsible Government ◽  
Reported Data

Purpose The purpose of this paper is to explain progress, or the lack of it, in achieving workplace gender equality goals prescribed by affirmative action regulation by using concepts from soft regulation and organizational learning. Design/methodology/approach The research design is a longitudinal study (2002-2012) of a critical case, that of a single large organization in the male-dominated steel manufacturing, distribution and mining industries. The case focusses on the evidence about organizational learning to be found in that organization’s reports to government on its activities to promote workplace gender equality. Findings While other factors play a role, the apparent failure of the soft regulation to generate a significant shift in gender equality outcomes may also be attributed to ineffective organizational learning, demonstrated by the absence of systematic reflection within the organization on how to improve workplace gender equality, and the lack of firm targets and external benchmarking. Research limitations/implications Self-reported data may be overstated or incomplete. More research is needed to confirm the nature of the specific learning processes occurring within organizations. Practical implications Absent the advent of hard sanctions in workplace gender equality regulation, the responsible government agencies may find it valuable to focus on ways to encourage target organizations to develop competence in organizational learning. Social implications More effective gender equality regulation may change organizational policy and practice and improve work opportunities for women. Originality/value Rather than concluding that the only alternative, when soft regulation is unsuccessful, is hard regulation, this paper shifts the focus to ways that soft regulatory processes might be improved to strengthen their effect.

scholarly journals Developing an intranet towards knowledge sharing: A practitioner-based inquiry

2008 ◽  
Vol 10 (1) ◽  
Author(s):  
U. R. Averweg
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Strategy ◽  
Mixed Methodology ◽  
Knowledge Management Strategy ◽  
Technology Infrastructure ◽  
Large Organization ◽  
Use Of Knowledge ◽  
Selection Of

The intranet is a common feature in many organizations. With the increasing use of a technology infrastructure in organizations, there is a continued challenge for employees in an organization to contribute their knowledge willingly and to make use of knowledge sharing with other employees. Intranets are well-suited for use as a strategic tool in knowledge sharing due to their ability to support the distribution, connectivity and publishing of data and information. Intranets should be seen as integral to an organization’s knowledge management strategy and should be tailored to suit and enhance an organization’s knowledge-sharing activities. The question arises: To what extent does an organization’s existing intranet facilitate knowledge sharing? From a practitioner-based inquiry perspective, this question was explored by the selection of a large organization – eThekwini Municipality, Durban, South Africa – as the field of application. Derived from a mixed methodology approach, the results of a survey are presented. It is suggested that encouragement be given for more practitioner-based inquiry research.

scholarly journals Organizational and Developmental Dynamics of Project Review Teams in Technology Environment

1997 ◽  
Author(s):  
Anthony Wilbon
Keyword(s):  
Organizational Development ◽  
Participant Observation ◽  
Organizational Dynamics ◽  
Quality Work ◽  
Large Organization ◽  
Review Team ◽  
Developmental Dynamics ◽  
Time Frames ◽  
Relationship Of ◽  
The Relationship

This paper is the result of a week long participant observation of a technical project review team within a large organization. A detailed log was maintained during the study and the results were analyzed to understand the relationship of the observations to prior research in organizational dynamics. Some of the existing literature implies that the current research on organizational development may be applicable to entities of various sizes. In some cases the observations from this research fell within the framework of the existing theories. However, alterations must be made to the current theories to apply specifically to small work groups who have specific missions and limited working time frames. Understanding the dynamics of these "suborganization" may lead to more effective management and result in a higher quality work product.

scholarly journals The Control Process Effectiveness: Organization Versus Customer

2013 ◽  
Vol 11 (8) ◽  
pp. 345
Author(s):  
Ofer Barkai
Keyword(s):  
Quality Of Service ◽  
Customer Service ◽  
Internal Control ◽  
Service Providers ◽  
Control Process ◽  
Point Of View ◽  
Large Organization ◽  
Control Processes ◽  
Telecommunication Company

This research project, which was implemented in an organization whose primary function is providing service (Telecommunication company), studies the scope of the correlation between the quality of service from the customers point of view (customer survey) and the organization (Telecommunication company systems). The research is important both for economic and scientific reasons. It involves many organizational control units which require significant monetary investments. From a scientific point of view, the research is important because it can shed light on the asymmetrical point of view existing between customers and organizations. Organizations that are service providers place high importance on the quality of service and their image as perceived by their customers. Quality of service is measured through internal control processes and from there is passed on to the staff who are directly involved in customer service. In this study, we focus on a large organization which implements control processes and then provides service to customers. Therefore, the activities of this organization are judged first and foremost on the basis of the service quality provided. The existing internal control processes of the organization, which measure the standard of service provided on the basis of organizational benchmarks are separate from those that measure customer satisfaction. In this project, we analyze the correlation between the outlook of the customer and the results of internal control processes.

scholarly journals Business Intelligence and its role to enhance Corporate Performance Management

2013 ◽  
Vol 3 (3) ◽  
pp. 08-15
Author(s):  
Mostafa Medhat Nazier ◽  
Dr. Ayman Khedr ◽  
Assoc. Prof. Mohamed Haggag
Keyword(s):  
Performance Management ◽  
Business Intelligence ◽  
Future Trends ◽  
Large Organization ◽  
Meaningful Information ◽  
Effective Decision ◽  
Analytical Processing ◽  
Market Trends ◽  
Disparate Data ◽  
Effective Decision Making

As every small or large organization requires information to promote their business by forecasting the future trends, information is now the primary tool to understand the market trends and understand their own position in the market comparison to its competitors. Business intelligence is the use of an organizations disparate data to provide meaningful information and analyses to employees, customers, suppliers, and partners for more efficient and effective decision-making. BI applications include the activities of decision support systems, query and reporting, online analytical processing (OLAP), data warehouse (DW), statistical analysis, forecasting, and data mining.

Unlocking the value of HR to drive a change-ready culture

2017 ◽  
Vol 16 (4) ◽  
pp. 171-176
Author(s):  
Campbell Macpherson
Keyword(s):  
Real World ◽  
Culture Change ◽  
Design Methodology ◽  
Lessons Learned ◽  
World Culture ◽  
Content Type ◽  
Large Organization ◽  
The Real ◽  
Personal Experiences

Purpose This paper aims to present a case study focused on developing a change-ready culture within a large organization. Design/methodology/approach This paper is based on personal experiences gleaned while driving an organization-wide culture change program throughout a major financial advisory firm. Findings This paper details over a dozen key lessons learned while transforming the HR department from a fragmented, ineffective, reclusive and disrespected department into one that was competent, knowledgeable, enabling and a leader of change. Originality/value Drawing on the real-world culture change intervention detailed here, including results and lessons learned, other organizations can apply similar approaches in their own organizations – hopefully to similar effect.

Innovation Centers in Health Care Delivery Systems: Structures for Success (Preprint)

2021 ◽  
Author(s):  
Onil Bhattacharyya ◽  
Justin Shapiro ◽  
Eric Schneider
Keyword(s):  
Health Care ◽  
Health Care Delivery ◽  
Business Models ◽  
Care Delivery ◽  
Organizational Structures ◽  
Large Organization ◽  
New Business ◽  
Reporting Structure ◽  
Set Up ◽  
Health Care Delivery Systems

UNSTRUCTURED Calls for innovation in health care delivery have been widespread due to payment reforms and access to digital tools, and innovations have been accelerated by the shift to virtual care as part of the COVID-19 response. Prior to the pandemic, a growing number of health systems set up innovation centers to focus on creating new services and exploring new business models relevant to value-based care. This is distinct from process improvement or implementation science, and often needs a different set of incentives to succeed within a large organization. We used a national survey to identify a diverse sample of centers, and interviewed leaders to describe their aims, organizational structures and activities. They all aim to improve patient outcomes and experience while reducing costs, but their strategic focus may differ. The centers also vary in their reporting structure, how they build internal capacity, and how they measure success. We highlight the range of strategies through examples of projects that improve quality, reduce costs and generate new revenue. While the optimal forms and impact of innovation centers are still emerging, the fiscal pressures and the rapid uptake of digital technologies present opportunities for redesign of health services in the post-pandemic era. The experiences of these centers illustrate a set of approaches to increase any organization’s capacity for innovation.

Enhancing the Drilling Performance Management on a Large Drilling Operation

2021 ◽  
Author(s):  
Alvin Ivan Handoko ◽  
Henry Edward Khella ◽  
Erwan Couzigou ◽  
Adel Abdulrahman Al-Marzouqi
Keyword(s):  
Performance Management ◽  
Performance Indicator ◽  
Root Cause Analysis ◽  
Systematic Investigation ◽  
Lessons Learned ◽  
Company Performance ◽  
Cause Analysis ◽  
Large Organization ◽  
Root Cause ◽  
Drilling Performance

Abstract Since the implementation of the Drilling Performance Department in late 2017, ADNOC Offshore has been able to develop a company performance-oriented culture among the drilling teams. This performance culture is reflected in 25% ILT reduction in 2018 and 12% in 2019. Furthermore, 37 NPT RCA cases were investigated and concluded in 2019, which resulted in 57 actions for tracking and closure. With 5 (five) concessions, 9 (nine) different shareholders, and 39 (thirty-nine) rigs, drilling performance management is challenging. ADNOC Offshore created a centralized Drilling Performance Team to capitalize on this diversity as an opportunity to improve the traditional drilling performance role. This paper describes the team's approach on Drilling Performance and the consecutive result. The team enhances the typical drilling performance role of Key Performance Indicator (KPI) management and reporting by adopting the Performance Opportunity Time (POT) and Root Cause Analysis (RCA) Process. At the same time, the Drilling Performance Team facilitates the flow of information between teams to ensure effective knowledge transfer within such a large organization. The POT concept tackles the well duration reduction through the reduction of Invisible Lost Time (ILT) and Non-Productive Time (NPT). To reduce the ILT, the team took advantage of the extensive technical background in the various drilling teams. Performance improvement initiatives were proposed by taking references from different teams within ADNOC Offshore and evaluating the application in other concession. Other approach is to compare with out-of-company references. For NPT reduction, the innovative approach was to use the HSE Root Cause Analysis (RCA) concept. This RCA process led by the Drilling Performance Team was implemented to standardize the approach and have a systematic investigation analysis. This process resulted in identifying root causes and effective corrective action plans. As per HSE, addressing the root causes of incidents would result in the most significant impact in NPT. This approach also allows an independent and more detailed look on the subjects, where commonly these tasks are done in a limited manner by drilling teams alone with their ongoing operational workload. Finally, results are communicated to the drilling organization through lessons learned portal and technical bulletins.

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