Got the Results, Now What Do You Do?

2012 ◽  
Vol 2 (1) ◽  
pp. 25-33 ◽  
Author(s):  
Michaela Heese
Keyword(s):  
Safety Culture ◽  
Success Factors ◽  
Service Providers ◽  
Transformation Process ◽  
Driving Safety ◽  
Critical Success ◽  
Culture Transformation ◽  
Survey Results ◽  
Air Navigation Services ◽  
Navigation Service

Members of the Civil Air Navigation Services Organisation have committed themselves to measure and improve safety culture within their organizations by 2013 ( CANSO, 2010 ). This paper attempts to offer support to air navigation service providers that have already implemented a standardized safety culture survey approach, in the process of transforming their safety culture based on existing survey results. First, an overview of the state of the art with respect to safety culture is presented. Then the application of the CANSO safety culture model from theory into practice is demonstrated based on four selected case studies. Finally, a summary of practical examples for driving safety culture change is provided, and critical success factors supporting the safety culture transformation process are discussed.

Transformation of management culture in context of supply chain digitalization

2021 ◽  
pp. 1-12
Author(s):  
Marina Kolmykova ◽  
Marija Troyanskaya ◽  
Galiya Aralbaeva ◽  
Nadezhda Seliverstova ◽  
Nadezhda Chetverikova
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Theory And Practice ◽  
Digital Culture ◽  
Management Culture ◽  
Subjective Beliefs ◽  
Culture Transformation ◽  
Top Managers ◽  
Potential Factor ◽  
Policies And Programs

BACKGROUND: Digitalization has transformed the modes of work, communication and collaboration in the workplace, which is a challenge for all organizations, requiring the adaptation of structures, strategies, leadership and management culture. In the study, it is proposed to consider management culture as a potential factor that determines the competitive management of the network structure of supply chains. Despite numerous studies dedicated to supply chains digitalization, there’s lack of researches dedicated to deep investigation of management culture transformation in context of the digitalization of supply chains requires. OBJECTIVE: The purpose of the study is to identify the determinants contributing to the transformation of management culture in context of supply chain digitalization. METHODS: The study is conceptual research that links management culture and the supply chain. Based on the evolutionary dynamism of the theory and practice of management culture, two aspects of culture have been identified: national psychology (subjective beliefs) and company potential (values and behaviour of personnel). RESULTS: It is assumed that the most effective culture in context of supply chain digitalization is digital culture as it is focused on the external environment. It has been found that the key determinants of the change are the values and behaviour of the personnel, and as a result, they create an effective approach to the management culture transformation. CONCLUSIONS: The results of the study allow managers to assess the established organizational culture that facilitates or hinders the activities of the business in order to successfully implement and achieve the goals set. The results of this study can be applied by top managers of companies facing digitalization of supply chains in developing HR and managerial policies and programs.

Maize tissue culture, transformation, and genome editing

2021 ◽  
Author(s):  
Albert P. Kausch ◽  
Kimberly Nelson-Vasilchik ◽  
Michael Tilelli ◽  
Joel P. Hague
Keyword(s):  
Tissue Culture ◽  
Genome Editing ◽  
Culture Transformation ◽  
Maize Tissue Culture

scholarly journals Change agents’ experiences of implementing a new organizational culture in residential care for older people: A qualitative study

2021 ◽  
pp. 205715852199599
Author(s):  
Eva Ericson-Lidman ◽  
Gunilla Strandberg
Keyword(s):  
Content Analysis ◽  
Older People ◽  
Residential Care ◽  
Change Process ◽  
Change Agent ◽  
Change Agents ◽  
Culture Transformation ◽  
Conflicting Demands ◽  
Great Responsibility ◽  
Care For Older People

Culture change in organizations may affect employees and change agents are often a forgotten resource; their perspective is often overlooked in research. The aim of the study was to illuminate experiences of being a change agent in order to improve residential care of older people. Interviews were performed with 15 change agents who participated in a large culture transformation in residential care for older people. The study followed COREQ guidelines and content analysis was used to interpret the text. The analysis revealed that the change agents felt chosen when they accepted the challenge to become a change agent, but they also felt that transferring the message to co-workers was demanding. Conflicting demands about measuring care and aggravating circumstances to implement change were described. The results indicate that change agents benefit from preparation for the role itself as they have a great responsibility on their shoulders. In making the process more successful, all co-workers should be involved in the change process from the beginning.

scholarly journals Agrobacterium tumefaciens-mediated Transformation of Embryogenic Callus and Somatic Embryos of the Banana cv “Ambon Lumut” (Musa acuminata)

2017 ◽  
Vol 2 (6) ◽  
pp. 599 ◽  
Author(s):  
Tifa R. Kusumastuti ◽  
Rizkita R. Esyantia ◽  
Fenny M. Dwivany
Keyword(s):  
Agrobacterium Tumefaciens ◽  
Genetic Transformation ◽  
Embryogenic Callus ◽  
Somatic Embryos ◽  
Crop Improvement ◽  
Pcr Analysis ◽  
Abiotic Factor ◽  
Gfp Gene ◽  
Culture Transformation ◽  
Biotechnological Approach

Banana is one of the major fruit crops, though its conventional breeding has limitations, such as sterility and high polyploidy  levels.  Biotechnological  approach  using genetic  transformation  crop for improvement  offers  an alternative  solution.  In  this  study  a  protocol  was developed  for  establishing genetic  transformation  from embryogenic callus and somatic embryos of the banana cv Ambon Lumut . Embryogenic callus was obtained in ID4 medium (MS-based medium) supplemented with 1 mg L-1 IAA, 4 mg L-1 2,4D, and 0.03 g L-1 active charcoal. Embryogenic callus was transferred into liquid mediu m to establish somatic embryos. Embryogenic callus and somatic embryos were used for Agrobacterium tumefaciens-mediated transformation. A. tumefaciens strain A GL1, containing pART-TEST7 p lasmid with gfp gene as a reporter and CaM V35S as a promoter, was used for transformations. The embryogenic callus and somatic embryos were transformed using heat-shock method followed by centrifugation  (2000 rpm) and co-cult ivation in liquid medium containing acetosyringone (100 M) for 3 days. Results of the GFP analysis showed transient expression from gfp gene reporter in transformed embryogenic callus and somatic embryos. Transformation efficiency in somatic embryos (85,9%) was higher than  that in embryogenic callus (32.09%). PCR analysis using CaMV primer showed bands that compatible with CaMV35S promoter at 507 bp. This is a report showing establisment of embryogenic callus and somatic embryo culture transformation by using A. tumefaciens-mediated transformation protocol of the local banana cv Ambon Lumut. This study proved  the huge potential for genetic transformation of banana cv Ambon Lumut for crop improvement, such as pest or disease  resistance and abiotic factor stress tolerance. Keywords: banana; embryogenic callus; somatic embryos.

Culture transformation in Targowisko microregion. Trends of changes inside Danubian farmers

2021 ◽  
Vol 73 (1) ◽  
Author(s):  
Sławomir Kadrow ◽  
Martin Posselt ◽  
Thomas Saile ◽  
Marcin Wąs ◽  
Joanna Abramów ◽  
...  
Keyword(s):  
Small Groups ◽  
Culture Change ◽  
Single Phase ◽  
Late Phase ◽  
Phase Iii ◽  
Cultural Tradition ◽  
Early Neolithic ◽  
Neolithic Culture ◽  
Culture Transformation ◽  
Settlement Analysis

The aim of this article is to deepen the discussion on the nature and mechanisms of culture change based on the analysis of newly acquired materials from the Targowisko settlement region. Three groups of materials were acquired (from narrow time horizons) related to the single-phase relics of Linienbandkeramik (Brzezie, site 40 and Targowisko, site 16) and Malice culture houses (Targowisko, site 14-15). The absolute chronology of the beginning of the late phase (III) LBK was established to be 5100-5000 BC, and the classic phase (Ib) of MC was dated to 4650-4550 BC. Selected threads of the cultural tradition (in the field of ceramic-making technology and ornamentation and flint-blade production technology) were passed on among families living in individual houses. Settlement analysis showed the relative instability of microregions, the increased mobility of small groups of people, and risky colonization attempts in Targowisko region. No evidence of direct, contemporaneous contact between the LBK and MC populations was found. Key words: LBK, Malice culture, early Neolithic, culture change, Targowisko region

Becoming Knowledge-Powered

2002 ◽  
pp. 274-295
Author(s):  
Dave Pollard
Keyword(s):  
Transformation Process ◽  
Network Support ◽  
Knowledge Culture ◽  
Knowledge Infrastructure ◽  
Knowledge Strategy ◽  
Culture Transformation ◽  
Award Winning ◽  
New Knowledge ◽  
Value Propositions ◽  
Support Mechanisms

In this article, Dave Pollard, Chief Knowledge Officer at Ernst & Young Canada since 1994, relates the award-winning process his firm has used, and which many of the corporations that have visited the Centre for Business Knowledge in Toronto are adapting for their own needs, to transform the company from a knowledge-hoarding to a knowledge-sharing enterprise. The article espouses a five-phase transformation process: • Developing the Knowledge Future State Vision, Knowledge Strategy and Value Propositions • Developing the Knowledge Architecture and Determining its Content • Developing the Knowledge Infrastructure, Service Model and Network Support Mechanisms • Developing a Knowledge Culture Transformation Program • Leveraging Knowledge into Innovation The author identifies possible strategies, leading practices, and pitfalls to avoid in each phase. He also explores the challenges involved in identifying and measuring intellectual capital, encouraging new knowledge creation, capturing human knowledge in structural form, and enabling virtual workgroup collaboration.

A focus on culturally sensitive communication to transform institutional awareness of health care disparities.

2018 ◽  
Vol 36 (30_suppl) ◽  
pp. 69-69
Author(s):  
William James Maples ◽  
Sandra L Argenio ◽  
Linda Scaz ◽  
Jennifer Krippner
Keyword(s):  
Decision Making ◽  
Cultural Awareness ◽  
Healthcare Disparities ◽  
Health Care Disparities ◽  
Minority Groups ◽  
Cultural Beliefs ◽  
Culturally Sensitive ◽  
Unconscious Bias ◽  
Healthcare Organizations ◽  
Culture Transformation

69 Background: Healthcare organizations can cultivate the strength of a diverse workforce in creating a culture of excellence. Enabling the team to understand how personal and cultural beliefs affect our decision making and how we interact with patients and colleagues is integral. Gaps in care exist in cancer diagnoses and treatment in many minority groups. A need for education in the nature of assumptions, unconscious biases, and awareness around the existence of healthcare disparities, was identified through culture transformation work within multiple healthcare institutions. Methods: An experiential course was designed for multi-disciplinary groups of providers. Designed to meet the evolving demographics in the country and help participants recognize how their own cultural beliefs and values affect their decision making. Topics include cultural awareness, assumptions and unconscious bias, effective use of interpreters, and skills to recognize when cultural differences may be playing a role and how to successfully navigate these situations. Raising awareness of healthcare disparities is highlighted, including disparities in cancer care diagnosis, treatment and outcomes for different ethnicities and socioeconomic groups. Examples include disparities in diagnosis, treatment and outcomes of lung cancer, colon cancer and breast cancer in minorities. Results: Participants engage in skills-based work. Participants develop a plan how they can take this information and education back to help create an awareness of disparities and skills to successfully navigate these situations. After this program, participants will be cognizant of the nature of assumptions and unconscious bias and understand the strength of diversity as an asset rather than a hindrance. Conclusions: Healthcare disparities can have a significant impact on patient experience, quality and outcomes. Specific inequities in cancer diagnosis and treatment in minorities is highlighted. Participants are provided with information and skills that can be introduced to their home institutions to have all caregivers recognize and successfully navigate culturally sensitive situations.

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