Organizational change and organizational development: Performance modeling and strategic planning for community policing

2000 ◽  
Vol 12 (3) ◽  
pp. 343-354
Author(s):  
James J. Vardalis ◽  
Michael D. Wiatrowski
Keyword(s):  
Organizational Change ◽  
Strategic Planning ◽  
Organizational Development ◽  
Community Policing ◽  
Performance Modeling

Lean higher education: successes, challenges, and realizing potential

2015 ◽  
Vol 32 (9) ◽  
pp. 924-933 ◽  
Author(s):  
William K Balzer ◽  
Michelle H Brodke ◽  
Elsy Thomas Kizhakethalackal
Keyword(s):  
Higher Education ◽  
Organizational Change ◽  
Strategic Planning ◽  
Organizational Development ◽  
Design Methodology ◽  
Content Type ◽  
Wide Transition ◽  
Practical Guidance ◽  
Development Literature ◽  
The University

Purpose – The purpose of this paper is to provide evidence from the experiences and the literature on organizational change and transformation to implement and sustain Lean higher education (LHE) initiatives designed to benefit the university, its employees, and the individuals it serves. Design/methodology/approach – The authors present organizational development literature and examples of success and challenges to better support the effective application of LHE. Findings – The authors address the importance of and techniques for first, assessing and improving institutional readiness; second, enhancing leadership awareness, understanding, and support for LHE; third, strategic planning, Lean leadership, and getting help for LHE; and fourth, facilitating an institution-wide transition to LHE. Originality/value – A structured, step-by-step approach offers practical guidance for implementing institution-wide Lean initiatives in HE.

scholarly journals Perencanaan Strategi Sistem Dan Teknologi Informasi Pada PT. Microsis

2010 ◽  
Vol 1 (2) ◽  
pp. 629
Author(s):  
Henry Antonius Eka Widjaja
Keyword(s):  
Information Technology ◽  
Strategic Planning ◽  
Organizational Development ◽  
Business Strategy ◽  
Network Architecture ◽  
Business Processes ◽  
Technology System ◽  
Application Architecture ◽  
Information Technology System ◽  
Technology Systems

The purpose of this study is to analyze the company's business processes and make strategic planning and information technology system that is suitable for supporting the goals and vision of the company's mission. The research method is data collection in the form of interviews with the company management and staff, field observations, literature research related to strategic planning and information technology systems. The results of this study prove that the company has a weakness in the implementation of information systems which is not maximized , while the strength of the company has not been fully supported by the use of information technology . This shows that the need for strategic planning and information technology systems to support achievement of business strategy at the company over the next five years. Thus, this research produced a strategic plan in the form of application architecture, hardware architecture, network architecture, organizational development, implementation schedule and cost estimates. 

Organizational Change and Development

2010 ◽  
pp. 124-142
Author(s):  
Jay C. Thomas
Keyword(s):  
Organizational Change ◽  
Action Research ◽  
Mergers And Acquisitions ◽  
Organizational Development ◽  
Team Building ◽  
Managing Change ◽  
Process Consultation ◽  
Survey Feedback ◽  
Executive Teams ◽  
Change Efforts

Chapter 9 discusses organizational change and development, the procedures and methods intended to change the character of an organization and improve its performance, and how change efforts may be directed at selected groups, such as executive teams, certain units, locations, or the entire organization. It covers Organizational Development (OD), Process Consultation (PC), teams and team building, survey feedback and action research, externally imposed change, mergers and acquisitions, and planning and managing change.

Embrace change effectively to achieve organizational excellence and effectiveness

2015 ◽  
Vol 47 (3) ◽  
pp. 145-150 ◽  
Author(s):  
M.S. Rao
Keyword(s):  
Organizational Change ◽  
Organizational Development ◽  
Business Environment ◽  
Social Implications ◽  
Global Business ◽  
Effect Change ◽  
Content Type ◽  
Organizational Excellence ◽  
Changing Times ◽  
Tool Set

Purpose – The purpose of this paper is to embrace change effectively to achieve organizational development. Design/methodology/approach – The paper outlines the case studies on two turnaround leaders – Alan Mulally and Lou Gerstner. It explains various aspects of organizational change and development. It unveils a blueprint to embrace change effectively. Findings – It underscores that the only thing constant in the current global business environment is change and competition. It enlightens that change requires a new mindset, tool set and skill set. The only successful leaders are the ones who accept and mould themselves as per the changing times and technologies. Practical implications – The methodologies adopted by turnaround leaders can be applied to any type of organizational change, in any industry and any size of organization. Social implications – The social implications of this research suggests that turnaround leaders can do much better by communicating clearly to overcome resistance to lead change effectively. Originality/value – It differentiates between change and growth. It justifies the need to effect change swiftly in the present dynamic business environment. It concludes that change is inevitable to achieve organizational excellence and effectiveness.

A Revisited Inquiry: A Survey of the Members of the American Rehabilitation Counseling Association (ARCA)

2018 ◽  
Vol 62 (2) ◽  
pp. 121-127 ◽  
Author(s):  
Mary J. Huber ◽  
Quiteya D. Walker ◽  
Paige N. Dunlap ◽  
Valerie E. Russell ◽  
Taryn V. Richardson
Keyword(s):  
Strategic Planning ◽  
Organizational Development ◽  
Rehabilitation Counseling ◽  
50Th Anniversary ◽  
Educational Programs ◽  
60Th Anniversary ◽  
Future Directions ◽  
Rehabilitation Counselor ◽  
Recent Developments

In recognition of the American Rehabilitation Counseling Association’s (ARCA) 60th anniversary and the need to gather and provide data to further inform the rehabilitation counseling (RC) field with recent developments, a replication of the Peterson, Hautamaki, and Hershenson (2006) study that included surveying ARCA members at the time as well as similar studies in the field (Trotter & Kozochowicz, 1970) was completed. Similar questions related to overall membership benefits, motivations, concerns, and future directions for the field were duplicated. In addition, given the recent major changes in the field including the merger between the Council for Accreditation of Counseling and Related Educational Programs (CACREP) and the Council on Rehabilitation Education (CORE) and the new Clinical Rehabilitation Counselor (CLRC) degree were included. Similar to the 50th anniversary survey, the results of the study informed the ARCA leadership in their future strategic planning activities, organizational development, and in better meeting the needs of ARCA members.

scholarly journals Organizational learning in the theory of organizational change

2006 ◽  
Vol 51 (171) ◽  
pp. 7-31
Author(s):  
Nebojsa Janicijevic
Keyword(s):  
Organizational Change ◽  
Organizational Learning ◽  
Organizational Development ◽  
Organizational Transformation ◽  
Change Theory ◽  
Organizational Adaptation ◽  
Cognitive Structures ◽  
Organizational Changes ◽  
Process Perspective

The concept of organizational learning has been presented and placed within the referential frame of the organizational change theory. It appears that organizational changes shows to be a wider concept than organizational learning, since every learning includes change, but every change does not necessarily include learning. Organizational learning presents a particular type of organizational change, one which comprises creation and utilization of knowledge, includes changes of both cognitive structures and behaviors of organizational members, and necessarily is normative by its nature. The referential frame of the theory of organizational change is based on the classification of organizational changes and put together all theories into four perspectives: organizational development, organizational transformation, organizational adaptation and process perspective. It can be concluded that the concept of organizational learning is eclectic one, since it includes all types of organizational changes and encompasses all mentioned perspectives of organizational changes. .

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