Strategies for Organizational Change from Group Homes to Individualized Supports

2012 ◽  
Vol 50 (5) ◽  
pp. 403-414 ◽  
Author(s):  
Pam Walker
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Developmental Disabilities ◽  
Qualitative Study ◽  
Group Homes ◽  
Power And Control ◽  
And Control ◽  
Staff Engagement ◽  
Community Supports ◽  
Authentic Person

Abstract Organizations are increasingly looking to convert from facility-based services for adults with developmental disabilities to individualized supports. Such conversion involves not only a change in services but a transformation of organizational culture. This qualitative study involved four organizations that have made sustained efforts to transform. Although the approach taken by each organization was unique, there were also some common strategies, which included generating commitment to common values and mission, a turn or return to authentic person-centered planning, shifting power and control, using community supports and relationships, moving away from facility-based settings, and nurturing staff engagement. Ultimately, organizational change is an ongoing process that requires organizational perseverance and commitment.

scholarly journals Experiences of Students Enrolled in Integrated Collaborative College/University Programs

2017 ◽  
Vol 47 (2) ◽  
pp. 135-155
Author(s):  
Janet Landeen ◽  
Nancy Matthew-Maich ◽  
Leslie Marshall ◽  
Lisa-Anne Hagerman ◽  
Lindsay Bolan ◽  
...  
Keyword(s):  
Qualitative Study ◽  
Integrated Curriculum ◽  
Life Experiences ◽  
Student Experience ◽  
Academic Programs ◽  
Universities And Colleges ◽  
Power And Control ◽  
University Programs ◽  
The University ◽  
And Control

Little is known about the student experience in collaborative college/university programs, where students are enrolled in two institutions simultaneously in integrated curriculum designs. This interpretive, descriptive, qualitative study explored these students’ perspectives. Sixty-eight participants enrolled in one of four collaborative programs from three different faculties engaged in student researcher-led focus groups. Results revealed that while all participants valued their respective academic programs, their day-to-day life experiences presented a different story. Some students had perceptions of belonging and thrived in a dual world. Others had perceptions of ambiguous belonging, which contributed to them perceiving themselves through a perpetual lens of being less than university-only students. Issues of how students are invited to engage in the university and college cultures, perceptions of power and control, and daily reminders of being different all contributed to positive or ambiguous student identities. The results raise preliminary questions for universities and colleges regarding how to enhance the student experience in these collaborative programs.  

Speed of Technology Adaptation in Connection to Organizational Change and Ownership Concentration

2010 ◽  
pp. 130-149
Author(s):  
Lovorka Galetic ◽  
Najla Podrug ◽  
Domagoj Hruska
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Organizational Structure ◽  
Ownership Concentration ◽  
Managerial Control ◽  
Technology Adaptation ◽  
Culture Strategy ◽  
And Control ◽  
Strategy Changes ◽  
Different Levels

This chapter investigates technology adaptation in Croatian companies in connection to organizational changes. Furthermore, this chapter investigates how levels of ownership concentration in Croatian companies form patterns of organizational change. Organizational change is conceptualized as changes in technology, organizational structure, organizational culture, strategy, changes in employees’ structure and changes in products and services. The above-mentioned patters of organizational change are analyzed in terms of their frequency and effects on corporate performance. In this empirical analysis, the authors take in consideration three forms of organizational control: (1) control by one dominant shareholder; (2) control by coalition of several large blockholders and (3) managerial control. Each type of control corresponds with ownership concentration measured with percentage of capital held by the largest shareholder. This chapter observes how different levels of ownership concentration and control influence determinants of organizational change.

Liberation Through Narrativity: A Case of Organization Reconstruction Through Strategic Storytelling

2018 ◽  
Vol 20 (2) ◽  
pp. 107-118 ◽  
Author(s):  
Nicolas ARNAUD ◽  
Colleen E. MILLS ◽  
Céline LEGRAND
Keyword(s):  
Organizational Change ◽  
Conceptual Model ◽  
Top Down ◽  
Meso Level ◽  
Organizational Power ◽  
Power And Control ◽  
And Control ◽  
Ebb And Flow

This paper examines the ebb and flow of organizational power and control during an organizational change where a CEO mobilized narratives to liberate his company from top-down control. The emergent conceptual model makes sense of what appears to be discursive disorder – a cacophony of change narratives. Its contribution is twofold. Firstly, by identifying three ‘narratives in the making’ – the initial, counter and corrective narratives, it elaborates the meso-level narrative mechanisms at the heart of discursive struggles during change and extends Boje’s (2010) triad of narrativity. Secondly, it confirms the utility of the ‘organizational becoming’ and CCO perspectives of organizing for understanding change.

Denying the Technology: Middle Management Resistance in Business Process Re-Engineering

1998 ◽  
Vol 13 (4) ◽  
pp. 247-257 ◽  
Author(s):  
Kylie Sayer
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Business Process ◽  
Organizational Transformation ◽  
Middle Management ◽  
Senior Management ◽  
Biological Warfare ◽  
Power And Control ◽  
Interpretive Approach ◽  
And Control

Business Process Re-engineering (BPR) as a methodology for organizational transformation has been around since the early 1990s. There are however, some serious issues of concern surrounding the success of BPR as a methodology for organizational change. This paper attempts to highlight the issues surrounding the BPR approach to change management that remain implicit within the re-engineering literature. The research presented in this paper specifically investigates BPR in practice and concentrates on the issues of power and control that underlie many of the re-engineering methodologies and how these conflict with the prerequisites of the flattened, empowered workforce that BPR envisions. The research presented here was conducted using the interpretive approach of ethnography to investigate how middle management were able to deny the technology of BPR and disable a change project. In order to maintain their hold on power in the organization they needed to revolt against the technology of re-engineering imposed on them by senior management. In using the clinical metaphor, middle management were able to create a reality around technology that portrayed it almost as a function of biological warfare, denying it being seen as a positive social tool. This paper highlights how they were able to manipulate the technology and turn its power around to reinforce their position and power in the process.

Power and control: transferring energy when there is work to be done

2005 ◽  
pp. 29-30
Author(s):  
Naveen Sharma ◽  
William Stanley
Keyword(s):  
Power And Control ◽  
And Control

International Human Rights Law and Blockade

2018 ◽  
Author(s):  
Phillip Drew
Keyword(s):  
Human Rights ◽  
International Human Rights Law ◽  
Humanitarian Law ◽  
Human Rights Law ◽  
International Human Rights ◽  
European Court ◽  
Power And Control ◽  
International Human ◽  
Extraterritorial Jurisdiction ◽  
And Control

The years since the beginning of the twenty-first century have seen a significant incursion of international human rights law into the domain that had previously been the within the exclusive purview of international humanitarian law. The expansion of extraterritorial jurisdiction, particularly by the European Court of Human Rights, means that for many states, the exercise of physical power and control over an individual outside their territory may engage the jurisdiction of human rights obligations. Understanding the expansive tendencies of certain human rights tribunals, and the apparent disdain they have for any ambiguity respecting human rights, it is offered that the uncertain nature of the law surrounding humanitarian relief during blockades could leave blockading forces vulnerable to legal challenge under human rights legislation, particularly in cases in which starvation occurs as a result of a blockade.

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