Organizational behaviors and adaptations to organizational change of sensitizer and represser problem-solving groups.

1968 ◽  
Vol 8 (2, Pt.1) ◽  
pp. 209-216 ◽  
Author(s):  
Arthur M. Cohen ◽  
Joseph R. Foerst
Keyword(s):  
Organizational Change ◽  
Problem Solving ◽  
Organizational Behaviors

Managing Work force Diversity: Key Successful factors

2021 ◽  
Vol 1 ◽  
pp. 76-86
Author(s):  
Basu Dev Lamichhane
Keyword(s):  
Organizational Change ◽  
Problem Solving ◽  
Human Resources ◽  
Work Force ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Effective Management ◽  
New Thinking ◽  
New Ideas ◽  
Diversity Effects

Human capital is an important asset for any organization. Physical and capital resource can be mobilized properly through human resources. Physical and capital resources by themselves cannot improve efficiency or contribute to increased rate of return on investment. The efficiency of capital and physical resource can be achieved through combined efforts of human resources. This paper is descriptive design. The study tackled areas of workforce diversity effects on diversity of performance of employees and how workforce diversity can be managed to the positive outcomes of an organization. Workforce diversity is combination of different caste, gender, age, attitude, religion, ability, skills, region, perception, race, sex, experience and cultural differences. It is the differences and similarities between the employees of any organization. It is the process of bringing verity of people in the same workplace. Effective management of diversity recognizes that people from different backgrounds, culture and experience can bring new ideas to the workplace. Workforce diversity leads an organization in to creativity, innovation, able to retain talent workforce, energize people and boosts them and reduced grievances. Workforce diversity promotes creativity, innovative problem solving, productivity and increase cultural diversity, increase in enterepreneural behavior and values within employees. Diversity management emphasizes on building specific skills, creating policies and drafting practices that get the best from every workers. So, diversified workforce provides various advantages to organization (i.e. creativity, change adoption, problem solving, new thinking and thought, flexible adoption to organizational change and beliefs). The study reveals that there is a positive correlation between good workforce diversity and organizational change.

Organizational Trauma and Change Management

2017 ◽  
pp. 922-944
Author(s):  
Juan-Maria Gallego
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Change Management ◽  
Resistance To Change ◽  
Psychological Effects ◽  
Or Management ◽  
Potential Relationship ◽  
Organizational Behaviors ◽  
Organizational Trauma ◽  
Management Behaviors

This chapter will evaluate the correlation between change management and the employee and/or management behaviors detrimental to the wellbeing of those individuals and the overall productivity and efficiency of an organization. The potential relationship between change and organizational behaviors, the effects of change on the wellbeing of individuals, the well-documented resistance to change would analyzed as well as potential techniques that managers, consultants and HR departments could implement to minimize the detrimental influence of organizational change on the wellbeing of individuals. The traumatic effects of change on the employee, both physical and psychological effects would be included in this chapter. These effects on the wellbeing of employees have been correlated to diminishing job satisfaction, increased absenteeism and turnover, reduced productivity and effectiveness and overall lower engagement with the organization. The chapter will include the introduction and brief analysis of organizational change and effectiveness models in particular the Burke-Litwin Model.

Moral Imagination in Organizational Problem-solving

1997 ◽  
Vol 7 (4) ◽  
pp. 1-26 ◽  
Author(s):  
Deborah Vidaver-Cohen
Keyword(s):  
Decision Making ◽  
Organizational Change ◽  
Problem Solving ◽  
Business Ethics ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Moral Imagination ◽  
Theory Development ◽  
Analytical Framework ◽  
Organizational Problem

Abstract:This essay responds to Patricia Werhane’s 1994 Ruffin Lecture address, “Moral Imagination and the Search for Ethical Decision-making in Management,” using institutional theory as an analytical framework to explore conditions that either inhibit or promote moral imagination in organizational problem-solving. Implications of the analysis for managing organizational change and for business ethics theory development are proposed.

Adaptors and Innovators in Large Organizations: Does Cognitive Style Characterize Actual Behavior of Employees at Work? An Exploratory Study

1989 ◽  
Vol 65 (2) ◽  
pp. 503-513 ◽  
Author(s):  
R. G. Clapp ◽  
S. M. De Ciantis
Keyword(s):  
Organizational Change ◽  
Problem Solving ◽  
Cognitive Style ◽  
Actual Behavior ◽  
Creative Problem Solving ◽  
Situational Influences ◽  
Industrial Setting ◽  
Creative Problem ◽  
Decision Making Behavior ◽  
Problem Solving Behavior

This study explores empirically the relationship between employees' cognitive preferences for different styles of creative problem-solving, as measured by the Kirton Adaption-Innovation Inventory (KAI), and their actual behavior in relation to organizational change in a large industrial setting. The hypothesis that overt creativity, problem solving and decision-making behavior is modified in a large industrial setting (even though the underlying cognitive style preference remains intact) in a way that is predictable and observable, is supported and replicated across three work groups. The research design produces a matrix with cognitive style and actual behavior as its axes, constructed using the inventory, together with colleagues' ratings of behavior based on items from the same inventory. Implications for research into the situational influences affecting overt creative problem-solving behavior of individuals at work and organizational change and development are discussed.

Staff-Initiated Organizational Change

2021 ◽  
pp. 310-326
Author(s):  
Thomas Packard
Keyword(s):  
Social Capital ◽  
Organizational Change ◽  
Problem Solving ◽  
Leadership Styles ◽  
Change Agents ◽  
Middle Level ◽  
Problem Analysis ◽  
Top Down ◽  
Organizational Conditions ◽  
Policy Program

Staff-initiated organizational change is a series of activities carried out by lower or middle-level staff to improve organizational conditions, policy, program, or procedures for the ultimate improvement of service to clients. It has similarities with the more top-down approach to change covered in Section 3; both approaches are intended to improve the functioning of the organization, and both use some of the same processes, such as problem analysis and problem solving. Staff-initiated organizational change is different in that it is initiated by staff at lower levels. Steps include assessment, preinitiation (change agents assessing and developing their influence and social capital and inducing or augmenting stress so that the problem will be addressed), initiation, implementation, institutionalization, and evaluation. This approach may present some risk for lower level staff, depending on the leadership styles and philosophies of managers and the overall culture of the organization. If proper conditions exist, improvements in organizational operations are possible.

scholarly journals Toward Effective Employee Involvement: An Analysis Of Parallel And Self-Managing Teams

2011 ◽  
Vol 9 (1) ◽  
pp. 25 ◽  
Author(s):  
Thomas E. Harris
Keyword(s):  
Organizational Change ◽  
Problem Solving ◽  
Work Teams ◽  
Employee Involvement ◽  
Organizational Structures

Employee involvement (EI) is a viable response to the demands of the 1990s. However, current approaches to EI utilize the least effective mechanisms. This study examines EI and identifies the strengths and weaknesses of parallel and self-managing work teams (SMWT). Four issues are developed, they are: the roles of problem-solving groups as parallel organizational structures; limitations to the use of parallel groups; the successes of SMWT, and the concepts behind SMWT. SMWT represent an important EI technique for successful organizational change.

Moral Imagination in Organizational Problem-Solving

ruffin_darden ◽  
1998 ◽  
Vol 1 ◽  
pp. 123-148 ◽  
Author(s):  
Deborah Vidaver-Cohen ◽  
Keyword(s):  
Decision Making ◽  
Organizational Change ◽  
Problem Solving ◽  
Business Ethics ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Moral Imagination ◽  
Theory Development ◽  
Analytical Framework ◽  
Organizational Problem

This essay responds to Patricia Werhane's 1994 Ruffin Lecture address, "Moral Imagination and the Search for Ethical Decision-making in Management," using institutional theory as an analytical framework to explore conditions that either inhibit or promote moral imagination in organizational problem-solving. Implications of the analysis for managing organizational change and for business ethics theory development are proposed.

Organizational Trauma and Change Management

2017 ◽  
pp. 140-161 ◽  
Author(s):  
Juan-Maria Gallego
Keyword(s):  
Job Satisfaction ◽  
Organizational Change ◽  
Change Management ◽  
Resistance To Change ◽  
Psychological Effects ◽  
Or Management ◽  
Potential Relationship ◽  
Organizational Behaviors ◽  
Organizational Trauma ◽  
Management Behaviors

This chapter will evaluate the correlation between change management and the employee and/or management behaviors detrimental to the wellbeing of those individuals and the overall productivity and efficiency of an organization. The potential relationship between change and organizational behaviors, the effects of change on the wellbeing of individuals, the well-documented resistance to change would analyzed as well as potential techniques that managers, consultants and HR departments could implement to minimize the detrimental influence of organizational change on the wellbeing of individuals. The traumatic effects of change on the employee, both physical and psychological effects would be included in this chapter. These effects on the wellbeing of employees have been correlated to diminishing job satisfaction, increased absenteeism and turnover, reduced productivity and effectiveness and overall lower engagement with the organization. The chapter will include the introduction and brief analysis of organizational change and effectiveness models in particular the Burke-Litwin Model.

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