Perceived Organizational Change and its Connection to the Work-Related Empowerment

2011 ◽  
Vol 31 (1) ◽  
pp. 4-9
Author(s):  
Tarja Suominen ◽  
Eeva Härkönen ◽  
Sirkku Rankinen ◽  
Liisa Kuokkanen ◽  
Marja-Leena Kukkurainen ◽  
...  
Keyword(s):  
Organizational Change ◽  
Work Related

A postgraduate capstone project: Impact on student learning and organizational change

2021 ◽  
pp. 095042222110365
Author(s):  
Gordon R. Elwell ◽  
Thad E. Dickinson ◽  
Michael D. Dillon
Keyword(s):  
Organizational Change ◽  
Adult Students ◽  
Graduate Program ◽  
Common Component ◽  
Work Related ◽  
Academic Knowledge ◽  
Capstone Courses ◽  
Capstone Project ◽  
The Usa ◽  
Capstone Projects

The capstone course serves to integrate accumulated knowledge with a culminating experience or project and is a common component in undergraduate and graduate programs. The research on capstones courses shows that many capstone experiences or projects involve students working with outside clients, such as local businesses and organizations, to solve problems or develop new projects or campaigns. Such capstone experiences or projects seek to offer students real-world, career-building experience, while the clients seek to benefit from the learned academic knowledge of the students. Where the literature is scarce on client-based capstone projects is when the client is the student’s employer or career-related organization. A graduate program in administration at a public Midwestern university in the USA offers a different approach to the student–client model by requiring a degree-culminating capstone project that challenges adult students to apply their learned knowledge to solve administrative problems not for an outside client but at their place of employment or career-related organization. The researchers surveyed 66 alumni and interviewed 6 on how the capstone project had benefited their work-related learning and its impact on their employer or career-related organization. Students perceived an improvement in their ability to define and analyze administrative problems in their workplace, while the employers or organizations which implemented the project recommendations experienced positive organizational change. This case study contributes to the literature on capstone courses by examining the relevance of a work- or career-related capstone project to students and their workplace.

Women bus drivers and organizational change

2015 ◽  
Vol 28 (1) ◽  
pp. 117-133 ◽  
Author(s):  
Manuel Sanchez de Miguel ◽  
Izarne Lizaso ◽  
Maider Larranaga ◽  
Juan Jose Arrospide
Keyword(s):  
Organizational Change ◽  
Interpretative Phenomenological Analysis ◽  
Structured Interviews ◽  
Northern Spain ◽  
Bus Drivers ◽  
Traditional Role ◽  
Content Type ◽  
Work Related ◽  
Bus Driver ◽  
Urban Bus

Purpose – The purpose of this paper is to discuss the gender practices of a female urban bus driver who retired after 40 years (1967-2007) in an urban bus company in northern Spain. The main objective of this study was to explore and understand the move from irreflexive to reflexive practices from a gender perspective, and to uncover new key aspects relating to the influence of women in organizational changes. Design/methodology/approach – This qualitative exploratory study (interpretative phenomenological analysis (IPA)) contains semi-structured interviews which explore, using a process of analytic induction, the personal- and work-related experiences of a woman who was a pioneer in the traditionally male-dominated field of urban bus services. In order to obtain a broader overview of the organization, and using the same method, four other female bus drivers from the same company were also interviewed, along with the personnel manager. Findings – Three different situations are presented. The first summarizes the woman’s personal motivations and hesitations during the 1960s regarding her decision to become a bus driver, occurring during her adolescence and pre-professional phase; the second illustrates the organizational and social reactions triggered by the (visible) presence of a lone woman in a traditionally male professional environment (resistance); and finally, the third situation shows the empowerment and organizational change which occurred, focussing on the possible deconstruction of the masculine hegemony at the heart of the organization. Originality/value – The IPA points to a new level of visibility of this transgressed traditional role, which combined both individual and collective actions. Her experiences recount how she overcame individual, organizational and social barriers. The authors suggest a new interpretation of this visibility, enabling us to imagine gender practice as an intersection of people, organizational change and society.

The Role of Leaders in Facilitating Healing After Organizational Trauma

2017 ◽  
pp. 318-340 ◽  
Author(s):  
Lynda Byrd-Poller ◽  
Jennifer L. Farmer ◽  
Valerie Ford
Keyword(s):  
Organizational Change ◽  
Professional Identity ◽  
Employee Engagement ◽  
21St Century ◽  
Well Being ◽  
Background Information ◽  
Leader Behaviors ◽  
Work Related ◽  
Organizational Trauma

Effective 21st century organizations build cultures that adapt to an unpredictable and changing environment. However, organizational change can be traumatic. This chapter endeavors to make a contribution to knowledge about organizational trauma and leader behaviors - specifically what leaders can do when there are signs of trauma in the organization due to organizational change. Trauma is a psychosocial response to a perceived or actual event beyond one's control that results in personal feelings of overwhelming helplessness. Moreover, this chapter will examine how leader behaviors influence employee engagement and professional identity. The chapter provides background information about employee engagement in general and its positioning inside a broader framework called work-related well-being. The authors also link professional identity to the trauma of organizational change.

Organizational change and work-related empowerment

2007 ◽  
Vol 15 (5) ◽  
pp. 500-507 ◽  
Author(s):  
LIISA KUOKKANEN ◽  
TARJA SUOMINEN ◽  
SIRKKU RANKINEN ◽  
MARJA-LEENA KUKKURAINEN ◽  
NINA SAVIKKO ◽  
...  
Keyword(s):  
Organizational Change ◽  
Work Related

The Role of Leaders in Facilitating Healing After Organizational Trauma

2020 ◽  
pp. 194-216
Author(s):  
Lynda Byrd-Poller ◽  
Jennifer L. Farmer ◽  
Valerie Ford
Keyword(s):  
Organizational Change ◽  
Professional Identity ◽  
Employee Engagement ◽  
21St Century ◽  
Well Being ◽  
Background Information ◽  
Leader Behaviors ◽  
Work Related ◽  
Organizational Trauma

Effective 21st century organizations build cultures that adapt to an unpredictable and changing environment. However, organizational change can be traumatic. This chapter endeavors to make a contribution to knowledge about organizational trauma and leader behaviors - specifically what leaders can do when there are signs of trauma in the organization due to organizational change. Trauma is a psychosocial response to a perceived or actual event beyond one's control that results in personal feelings of overwhelming helplessness. Moreover, this chapter will examine how leader behaviors influence employee engagement and professional identity. The chapter provides background information about employee engagement in general and its positioning inside a broader framework called work-related well-being. The authors also link professional identity to the trauma of organizational change.

scholarly journals Assessment of organizational well-being in an Italian General Hospital after an organizational change

2017 ◽  
Vol 11 (2) ◽  
pp. 95
Author(s):  
Dina Guglielmi ◽  
Maria Cristina Florini ◽  
Greta Mazzetti ◽  
Marco Depolo ◽  
Enza Calabrò ◽  
...  
Keyword(s):  
Organizational Change ◽  
Well Being ◽  
Healthcare Organizations ◽  
Organizational Intervention ◽  
Work Related ◽  
Critical Issues ◽  
Intensity Of Care ◽  
One Year ◽  
The Impact ◽  
Qualitative Phase

Nowadays, the <em>intensity of care</em> organizational model has been adopted in several Italian hospitals in order to create specific areas dedicated to patients reporting homogeneous needs of care. The present paper aims at describing the organizational intervention <em>Inside the change</em>, designed to explore the context and assess the impact of the implementation of the Intensity of cure model in an Italian hospital. <em>Inside the change</em> was composed of two segments: i) the evaluation of attitudes toward change and workers’ well-being (quantitative phase); ii) the conduction of a consulting process aimed to identify critical issues and the related improvement actions (qualitative phase). The results showed that workers (<em>i.e</em>., physicians, nurses, healthcare assistants) involved in the change process showed higher levels of work-related well-being symptoms. In line with this result, the second stage of the intervention had the goal of improving workers’ involvement in organizational change, together with the identification of suitable improvement actions. Data collected one year after the intervention suggest that the whole performance of healthcare organizations may be enhanced by investments in monitoring and improving organizational processes, particularly for those focused on HR management.

Effects of Organizational Change on Work-related Empowerment, Employee Satisfaction, and Motivation

2009 ◽  
Vol 33 (2) ◽  
pp. 116-124 ◽  
Author(s):  
Liisa Kuokkanen ◽  
Tarja Suominen ◽  
Eeva Härkönen ◽  
Marja-Leena Kukkurainen ◽  
Diane Doran
Keyword(s):  
Organizational Change ◽  
Employee Satisfaction ◽  
Work Related

Business: Conceptualizations of Organizational Change Viewed Through the Lens of Power: A Tutorial for the Speech-Language Pathologist/Audiologist Administrator

2011 ◽  
Vol 21 (1) ◽  
pp. 9-17
Author(s):  
Patrick R. Walden
Keyword(s):  
Organizational Change ◽  
Health Care Organizations ◽  
Social Power ◽  
Social Systems ◽  
Front Line ◽  
Organization Level ◽  
Speech Language Pathologist ◽  
Constant State ◽  
Theories Of Change ◽  
Or Organization

Both educational and health care organizations are in a constant state of change, whether triggered by national, regional, local, or organization-level policy. The speech-language pathologist/audiologist-administrator who aids in the planning and implementation of these changes, however, may not be familiar with the expansive literature on change in organizations. Further, how organizational change is planned and implemented is likely affected by leaders' and administrators' personal conceptualizations of social power, which may affect how front line clinicians experience organizational change processes. The purpose of this article, therefore, is to introduce the speech-language pathologist/audiologist-administrator to a research-based classification system for theories of change and to review the concept of power in social systems. Two prominent approaches to change in organizations are reviewed and then discussed as they relate to one another as well as to social conceptualizations of power.

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