Executive and Purchasing Leadership in Purchasing Change Initiatives

Author(s):  
Larry R. Smeltzer
Keyword(s):  
2021 ◽  
pp. 108482232098693
Author(s):  
Christofer Rydenfält ◽  
Roger Persson ◽  
Inger Arvidsson ◽  
Charlotte Holgersson ◽  
Gerd Johansson ◽  
...  

Home care for the elderly constitutes a large and growing part of the social welfare system. Though, home care work is associated with a number of work environment-related challenges, including an increased risk for injuries, musculoskeletal disorders, high levels of sick leave and staff turnover, as well as stress and high workload, research is sparse. The present study explores local initiatives to improve the work environment initiated by the home care organizations themselves, and asks whether or not these initiatives affected gender equality. A qualitative web survey was sent to Swedish home care organizations, with open questions about change initiatives intended to have a positive effect on the work environment. There is an impressive amount of local work environment-related change initiatives going on. 80 categories of change initiatives were identified in answers from 178 units. However, these change initiatives were seldom evaluated or made accessible to stakeholders outside the organization. Main themes were concerned with work organization, digitalization, and planning, which largely follows trends in society (ie, digitalization, teamwork), rather than the actual needs identified by research (eg, musculoskeletal disorders). Despite apparent gender-related challenges, little of the work was associated with gender equality. The results indicates that there is a huge learning potential as the identified initiatives can serve as inspiration for others. However, to fully take advantage of these type of initiatives, more systematic evaluations are required.


2002 ◽  
Vol 11 (7) ◽  
pp. 347-356 ◽  
Author(s):  
Julia Connell ◽  
Peter Waring
Keyword(s):  

2021 ◽  
Vol 13 (13) ◽  
pp. 7072
Author(s):  
Peter Cronkleton ◽  
Kristen Evans ◽  
Thomas Addoah ◽  
Emilie Smith Dumont ◽  
Mathurin Zida ◽  
...  

From 2016–2019, the West African Forest-Farm Interface (WAFFI) project engaged with smallholder farmers in northern Ghana to explore mechanisms to improve the influence of under-represented peoples, particularly women, in decision-making processes and platforms that affect their access to natural resources. Through a multi-phase process of participatory activities, including auto-appraisal, participatory action research (PAR) and facilitated knowledge exchange, villagers and researchers worked together to document and develop a better understanding of the challenges and changes facing women and men in the region to generate social learning. Among these challenges, the degradation of forest resources due to over exploitation, weak governance and conflict of use over shea trees (Vitellaria paradoxa) were particularly important for women. The WAFFI approach created a scaffold for social learning that strengthened the capacity of local stakeholders to share their perspectives and opinions more effectively in multi-stakeholder forums and dialogue related to resource use and land use change initiatives.


2015 ◽  
Vol 28 (3) ◽  
pp. 216-227 ◽  
Author(s):  
Kristina Westerberg ◽  
Susanne Tafvelin

Purpose – The purpose of the this study was to explore the development of commitment to change among leaders in the home help services during organizational change and to study this development in relation to workload and stress. During organizational change initiatives, commitment to change among leaders is important to ensure the implementation of the change. However, little is known of development of commitment of change over time. Design/methodology/approach – The study used a qualitative design with semi-structured interviews with ten leaders by the time an organizational change initiative was launched and follow-up one year later. Thematic content analysis was used to analyze the interviews. Findings – Commitment to change is not static, but seems to develop over time and during organizational change. At the first interview, leaders had a varied pattern reflecting different dimensions of commitment to change. One year later, the differences between leaders’ commitment to change was less obvious. Differences in commitment to change had no apparent relationship with workload or stress. Research limitations/implications – The data were collected from one organization, and the number of participants were small which could affect the results on workload and stress in relation to commitment to change. Practical implications – It is important to support leaders during organizational change initiatives to maintain their commitment. One way to accomplish this is to use management team meetings to monitor how leaders perceive their situation. Originality/value – Qualitative, longitudinal and leader studies on commitment to change are all unusual, and taken together, this study shows new aspects of commitment.


2020 ◽  
Vol 4 (Supplement_1) ◽  
pp. 22-23
Author(s):  
Latarsha Chisholm ◽  
Akbar Ghiasi ◽  
Justin Lord ◽  
Robert Weech-Maldonado

Abstract Racial/ethnic disparities have been well documented in long-term care literature. As the population ages and becomes more diverse over time, it is essential to identify mechanisms that may eliminate or mitigate racial/ethnic disparities. Culture change is a movement to transition nursing homes to more home-like environments. The literature on culture change initiatives and quality has been mixed, with little to no literature on the use of culture change initiatives in high Medicaid nursing homes and quality. The purpose of this study was to examine how the involvement of culture change initiatives among high Medicaid facilities was associated with nursing home quality. The study relied on both survey and secondary nursing home data for the years 2017-2018. The sample included high Medicaid (85% or higher) nursing homes. The outcome of interest was the overall nursing home star rating obtained from the Nursing Home Compare Five-Star Quality Rating System. The primary independent variable of interest was the years of involvement in culture change initiatives among nursing homes, which was obtained from the nursing home administrator survey. The final model consisted of an ordinal logistic regression with state-level fixed effects. High-Medicaid nursing homes with six or more years in culture change initiatives had higher odds of having a higher star rating, while facilities with one year or less had significantly lower odds of having a higher star rating. Culture change initiatives may require some time to effectively implement, but these initiatives are potential mechanisms to improve quality in high Medicaid nursing homes.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ivana Crestani ◽  
Jill Fenton Taylor

PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).


2017 ◽  
Vol 7 (3) ◽  
pp. 1-24
Author(s):  
Richa Awasthy ◽  
Rajen K. Gupta

Subject area Organizational diagnosis. The case addresses the issue of an outsider at a senior position in a family-run business. Study level/applicability MBA. Case overview NCR-Delhi is a multi-specialty hospital in Delhi and is essentially a family-run business. Though it had done well in the early years since its inception, it had been plagued by many problems and had undergone many changes in management and processes. An outsider joined it as the Facility Director (FD) two years ago. In these two years, he introduced multi-directional changes. However, he has not been able to achieve a complete turnaround of the hospital. The major issues facing him are financial, operational and personnel-related issues. The hospital is currently in a major financial crisis, which has been causing delays in disbursement of salaries and creating resource crunches in daily operations. Most of the patients are government empanelled patients, and collection of payments from such patients usually takes at least three months. Employee attrition and customer satisfaction are also continuing challenges. Other issues include lack of proper support and interference from top management. The FD has been showing considerable prowess and capability in leading the organization, but has not been able to achieve the desired results owing to the above factors. Expected learning outcomes To understand the frameworks and process of organizational diagnosis; to understand the influence of change initiatives on organizational culture; and to understand the complexity of family business and what happens when an outsider leader joins family business. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 6: Human Resource Management.


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