Trauma-Informed Organizational Readiness Assessment

2017 ◽  
pp. 245-259
Author(s):  
Marciana Popescu ◽  
Virginia C. Strand
Keyword(s):  
Organizational Readiness ◽  
Readiness Assessment ◽  
Trauma Informed

Organizational Readiness Assessment for Knowledge Management

2009 ◽  
Vol 5 (1) ◽  
pp. 29-45 ◽  
Author(s):  
Kaveh Mohammadi ◽  
Amir Khanlari ◽  
Babak Sohrabi
Keyword(s):  
Knowledge Management ◽  
Organizational Readiness ◽  
Readiness Assessment

A mixed-method approach to tailor the implementation of a participatory Total Worker Health® program

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Suzanne Nobrega ◽  
Cesar Morocho ◽  
Michelle M. Robertson ◽  
Alicia Kurowski ◽  
Serena Rice ◽  
...  
Keyword(s):  
Mixed Method ◽  
Research Team ◽  
Well Being ◽  
Organizational Readiness ◽  
Worker Safety ◽  
Feedback Report ◽  
Readiness Assessment ◽  
Content Type ◽  
Worker Health ◽  
Total Worker Health

PurposeTotal Worker Health® (TWH) programs, which represent a holistic approach for advancing worker safety, health and well-being, require an employer to adapt programmatic coordination and employee involvement in program design and delivery. Organizational readiness for such measures requires competencies in leadership, communication, subject expertise and worker participation. In the absence of documented methods for TWH readiness assessment, the authors developed a process to prospectively identify implementation facilitators and barriers that may be used to strengthen organizational competencies and optimize the organizational “fit” in advance.Design/methodology/approachThe mixed-method baseline assessment instruments comprised an online organizational readiness survey and a key leader interview; these were administered with key organizational and labor leaders in five US healthcare facilities. Findings about organizational resources, skills available and potential implementation barriers were summarized in a stakeholder feedback report and used to strengthen readiness and tailor implementation to the organizational context.FindingsThe research team was able to leverage organizational strengths such as leaders' commitment and willingness to address nontraditional safety topics to establish new worker-led design teams. Information about program barriers (staff time and communication) enabled the research team to respond with proactive tailoring strategies such as training on participant roles, extending team recruitment time and providing program communication tools and coaching.Originality/valueA new method has been developed for prospective organizational readiness assessment to implement a participatory TWH program. The authors illustrate its ability to identify relevant organizational features to guide institutional preparation and tailor program implementation.

scholarly journals Penilaian Kesiapan Penerapan Standar Nasional Indonesia (SNI) pada UKM Batik di Solo, Yogyakarta dan Pekalongan

2016 ◽  
Vol 17 (1) ◽  
pp. 1
Author(s):  
Dyah Ika Rinawati ◽  
Aries Susanty ◽  
Diana Puspita Sari ◽  
Meylani Meylani
Keyword(s):  
Analytical Hierarchy Process ◽  
Industrial Sector ◽  
Organizational Readiness ◽  
National Standard ◽  
Ahp Method ◽  
Readiness Assessment ◽  
Environmental Pressures ◽  
Medium Enterprise ◽  
E Learning ◽  
Hierarchy Process

<p>Abstrak</p><p>Standar Nasional Indonesia (SNI) Batik telah dikembangkan di Indonesia. Hal ini dipicu maraknya kain bermotif batik yang dijual dengan harga murah serta munculnya produk batik dari luar negeri. Saat ini penerapan SNI Batik masih sangat minim dan ditanggapi berbeda oleh para pelaku industri. Meskipun ada tanggapan negatif dan positif terhadap adopsi SNI, yang penting untuk diperhatikan adalah kemampuan dan kesiapan aktor dalam sektor industri (dalam hal ini Usaha Kecil Menengah/UKM batik). Hal ini karena pelaku dalam industri yang akan menjadi pihak yang akanmemenuhi semua persyaratan. Penelitian ini bertujuan untuk menilai kesiapan UKM batik dalam mengadopsi SNI batik. Penilaian kesiapan didasarkan pada beberapa faktor yaitu kesiapan organisasi, kesiapan industri, kesiapan nasional, dan tekanan lingkungan. Penelitian ini menggunakan Analytical Hierarchy Process (AHP) untuk mendapatkan bobot kepentingan dari masing-masing faktor dan sub-faktor dalam kerangka penilaian dan Skala Likert untuk mengukur setiap sub faktor. Sejumlah 24 UKM Batik yang tersebar di Solo, Yogyakarta dan Pekalongan dinilai dengan menggunakan kerangka penilaian kesiapan yang telah disusun.Hasil pembobotan masing-masing faktor dengan menggunakan metode AHP adalah faktor kesiapan organisasi memiliki bobot sebesar 0,233; kesiapan industri sebesar 0,179; kesiapan nasional sebesar 0,391 dan tekanan lingkungan sebesar 0,197. Hasil penilaian menunjukkan bahwa seluruh UKM berada pada kategori tidak siap dan sangat tidak siap, 10 UKM berada pada kondisi tidak siap dan membutuhkan sedikit perubahan sedangkan 14 UKM lainnya berada pada kategori sangat tidak siap dan membutuhkan banyak perubahan.<br /><br /></p><p> </p><p>Abstract<br />The Indonesian National Standard (SNI) of batik has been developed in Indonesia. This is triggered by many fabric patterned batik that sold at a low price and the influx of imported batik products. Currently, adoption SNI of Batik is still very few and responded differently by the actors of this industry. Despite the presence of negative and positive responses on SNI adoption, important to note is the ability and the readiness of the actor in the industrial sector (in this case is the Small and Medium Enterprise/SMEs of batik). It is because the actors in that industry will become a party who will fulfill all the requirements. The aim of this study is to assess SME’s readiness for SNI Batik adoption. Readiness assessment is based on several factors, i.e. organizational readiness, industrial readiness, national readiness, and environmental pressure. This study used Analytical Hierarchy Process (AHP) for assigned importance weight of each factors and sub- factors in that framework and Likert Scale for measuring each critical sub factors. Readiness of SMEs is categorized based upon the total value of using e-LRS (e-Learning Readiness Assessment). A number of 24 SME’s Batik scattered in Solo, Yogyakarta and Pekalongan was assessed using readiness assessment framework that has been developed. The results of the weighting of each factors using AHP method are organizational readiness factor has mean weight of 0.233, 0.179 for industrial readiness, 0.391 for national readiness and 0.197 for environmental pressures. Assessment results showed that all SME’s in category is not ready and not so ready, 10 SMEs are not ready condition and require little change, while the other 14 SMEs in the category not so ready and needs a lot of changes</p>

Organizational Readiness Assessment for Knowledge Management

2010 ◽  
pp. 279-295 ◽  
Author(s):  
Kaveh Mohammadi ◽  
Amir Khanlari ◽  
Babak Sohrabi
Keyword(s):  
Knowledge Management ◽  
Success Factors ◽  
Organizational Readiness ◽  
Management Process ◽  
Readiness Assessment ◽  
Related Factors ◽  
Critical Success ◽  
Current State ◽  
Literature Reviews ◽  
Harmful Effects

Implementing knowledge management or knowledge-sharing projects in an organization require significant organizational prerequisites. Lacking proper infrastructures and prerequisite, not only make the knowledge management process unprofitable, but might incur harmful effects as well. To decrease such risks, it is proposed to introduce the readiness assessment, in order to gauge a company’s appetite for the work involved in implementing the knowledge management. In this research, critical success factors have been extracted from literature reviews and surveyed through a questionnaire, distributed among 130 knowledge management experts. Then, to validate the measurement of the multi-item constructs, exploratory factor analysis (EFA) was used. Identifying effective variables and their grouping onto related factors, the second questionnaire was employed for readiness assessment of an IT firm working in Iran and its results were presented with Radar diagrams. Finally, promoting propositions were provided based on the firm’s current state.

Facilitating Organizational Mergers: Amalgamation of Community Care Access Centres

2008 ◽  
Vol 13 (1_suppl) ◽  
pp. 46-51 ◽  
Author(s):  
Kevin Mercer
Keyword(s):  
Health Care ◽  
Community Care ◽  
Leadership Teams ◽  
Organizational Readiness ◽  
Assessment Process ◽  
Readiness Assessment ◽  
Term Care ◽  
Care Access ◽  
Canadian Council ◽  
Community Care Access Centres

Background The development of 14 Local Health Integration Networks (LHINs) in Ontario necessitated the re-organization of Community Care Access Centres (CCACs). The achievement of LHIN objectives was contingent upon the organizations responsible for home and long-term care placement being aligned within the LHIN geographic boundaries. This re-alignment required 42 provincial organizations to re-structure, integrate and reduce to 14. Assessment of problem This project was focused on the amalgamation of two CCACs in the Waterloo Wellington LHIN. Both were distinctly different due to their organizational evolution, the composition of the region and leadership approach. The different organizational cultures, if not managed properly, could result in a derailing of several current projects that were underway and were also key to the overall health system transformation agenda. A literature search provided a plethora of critiques of organizational change approaches and practical suggestions. Of particular relevance was a report to the Royal Commission on Health Care in 2002 that authenticates the dismal success in health care to meet change objectives. The project included a joint planning day for the leadership teams of the two organizations followed by an Organizational Readiness Assessment conducted by the Canadian Council on Health Services Accreditation (CCHSA). Results Both activities brought the leadership and staff of Waterloo and Wellington together, started the integration process and solicited staff participation. A follow-up survey of the leadership teams revealed the effectiveness of the project in advancing integration between the two organizations and recognizing organizational cultural differences. The CCHSA Organizational Readiness Assessment process was viewed as an effective means for advancing the integration of the two organizations, particularly as it relates to allowing the staff groups to define for themselves the benefits of the merger. Lessons and messages The lack of hard evidence on the benefits of a merger could have been problematic in terms of resistance to change if the CCHSA process had not been used. The readiness assessment report provided 49 recommendations that served as baseline information needed for the design of a change strategy that is anchored in knowledge of variation in organizational culture, practice, communications, client service and leadership style.

Organizational Readiness Assessment for Knowledge Management

2011 ◽  
pp. 1712-1728
Author(s):  
Kaveh Mohammadi ◽  
Amir Khanlari ◽  
Babak Sohrabi
Keyword(s):  
Knowledge Management ◽  
Success Factors ◽  
Organizational Readiness ◽  
Management Process ◽  
Readiness Assessment ◽  
Related Factors ◽  
Critical Success ◽  
Current State ◽  
Literature Reviews ◽  
Harmful Effects

Implementing knowledge management or knowledge-sharing projects in an organization require significant organizational prerequisites. Lacking proper infrastructures and prerequisite, not only make the knowledge management process unprofitable, but might incur harmful effects as well. To decrease such risks, it is proposed to introduce the readiness assessment, in order to gauge a company’s appetite for the work involved in implementing the knowledge management. In this research, critical success factors have been extracted from literature reviews and surveyed through a questionnaire, distributed among 130 knowledge management experts. Then, to validate the measurement of the multi-item constructs, exploratory factor analysis (EFA) was used. Identifying effective variables and their grouping onto related factors, the second questionnaire was employed for readiness assessment of an IT firm working in Iran and its results were presented with Radar diagrams. Finally, promoting propositions were provided based on the firm’s current state.

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