IS-Related Organizational Change and the Necessity of Techno-Organizational Co-Design(-In-Use)

2012 ◽  
pp. 289-310
Author(s):  
Chiara Bassetti
Keyword(s):  
Organizational Change ◽  
Action Research ◽  
Change Management ◽  
Emergency Response ◽  
New Technologies ◽  
Cooperative Work ◽  
Medical Emergency ◽  
Transformative Potential ◽  
The Everyday ◽  
Everyday Work

This chapter considers some aspects of an ethnomethodologically oriented ethnography that has been carried out in a medical Emergency Response Centre (ERC) before, during, and after an IS-related organizational change. After a description of the everyday work in the ERC and its larger social arena, the authors discuss the main changes and the users group’s resistance that mediated the new technologies’ transformative potential: the rejection of abandoning ‘old’ cooperative work practices, and the emergence of an innovative one, with its own condition of appropriateness, applicability, and accountability. Finally, starting from the evidence that solutions to problems emerging in a field must be coherent with the endogenous organization of activities of that field, with the configuration of inter-actions that actually sets up that context, the authors discuss the necessity of co-design(-in-use), and the possibilities provided by ethnomethodological ethnography as a tool for action research in IT design and techno-organizational change management.

scholarly journals An analysis of factors that impact the change management process

2021 ◽  
pp. 18-20
Author(s):  
Gentisa Furxhi ◽  
Elda Dollija
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
New Technologies ◽  
Readiness To Change ◽  
Employee Commitment ◽  
Management Process ◽  
Society Business ◽  
Change Models ◽  
Effective Change ◽  
The Impact

Business are facing new threats or opportunities due to globalization, changes in costumers demands, new technologies, new expectations from society. Business change to stay competitive and to survive. It is very important to find the proper change and to manage it effectively. Many researchers, (Lewin, 1951; Kotter, 1996; Peddle et al., 1998; Paton and McCalman, 2000), have developed change models which describe important stages involved in effective change management process. Organizational change can be planned or unplanned. Organizations may change their products, structure, strategy or people. Although, what type of change an organization is undertaking, it had been argued that organizational change will fail without effective communication, appropriate leadership, employee commitment and readiness to change.  Managers, know that a change to be successful needs to be managed effectively. There are many factors that create effective change management. In this paper we will focus on the impact of leadership, communication and employee commitment to change. Employees implement changes in organization and if they do not have the necessary information why organization needs the change and what is the outcome of proposed change they probably will refuse it. Also, leadership has an important role in change management. Employees need to feel security from their leader that change will improve their organization and will bring benefits to all of them. Employees are very concern to know if organization has the capacity to implement the proposed change.

Organizational Change in medium and large companies of Sugamuxi Valley

1970 ◽  
Vol 15 (1) ◽  
Author(s):  
José Javier González Millán ◽  
Miryam Teresa Rodríguez Díaz ◽  
Oscar Ulises González Millán
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Organizational Structure ◽  
Descriptive Analysis ◽  
Statistical Technique ◽  
Management Processes ◽  
Low Culture

To characterize the change management processes, barriers, policies and factors that currently favor medium and large companies of the Sugamuxi Valley. The type and method of study was descriptive – explanatory. The statistical technique used was descriptive analysis using 561 surveys in medium (22) and large (18) Sugamuxi Valley companies. The biggest barriers were: adherence to rules (51.2%), multidisciplinary professions (51%), imposing the criteria of the oldest workers (47.4%) and organizational structure (43.9 %). The stimuli were: support for patents and innovations (93%), support for artistic activities (90%) and scholarships for study (90%), event registration training (79.7%) and transportation to events (82.4%). The research reveals a low culture of change, with a lack of incentives and business forms of adaptability and flexibility.Este artículo muestra la carácterización de los procesos de gestión del cambio, barreras, políticas y factores que actualmente favorecen a las medianas y grandes empresas del Valle de Sugamuxi. El tipo y método de estudio utilizado fue descriptivo - explicativo. La técnica estadística utilizada fue el análisis descriptivo mediante 561 encuestas en medianas (22) y grandes (18) empresas del Valle de Sugamuxi. Los mayores obstáculos fueron: la adhesión a las normas (51,2 %), profesiones multidisciplinares (51 %), imposición de los criterios de los trabajadores más antiguos (47,4 %) y la estructura organizacional (43,9 %). Los estímulos fueron: el apoyo a las patentes e innovaciones (93%), apoyo a las actividades artísticas (90%) y becas de estudio (90 %), registro en eventos de capacitación (79,7 %) y transporte a los eventos (82.4 %). La investigación revela una baja cultura de cambio, con falta de incentivos y formas de negocio de adaptabilidad y flexibilidad.Este artigo apresenta a caracterização dos processos de gestão de mudança, barreiras, políticas e fatores que atualmente favorecem às médias e grandes empresas do Valle de Sugamuxl. O tipo e método de estudo utilizado foi o descritivo – explicativo. A técnica estatística utilizada foi a análise descritiva mediante 561 enquetes em médias (22) e grandes (18) empresas no Valle de Sugamuxl. Os maiores obstáculos foram: a adesão às normas (51,2 %), profissões multidisciplinares (51 %), imposição dos critérios dos trabalhadores mais antigos (47,4 %), e a estrutura organizacional (43,9 %). Os estímulos foram: o apoio às patentes e inovações (93%), apoio às atividades artísticas (90%), bolsas de estudo (90%), registro em eventos de treinamento (79,7%), e transporte aos eventos (82,4%). A pesquisa revela uma cultura com poucos índices de mudança, com falta de incentivos e formas de negócios de adaptabilidade e flexibilidade.

A Study on Employee Attitude towards Organizational Change and the impact of Change Management on Organization Commitment

2019 ◽  
Vol 118 (3) ◽  
pp. 158-169
Author(s):  
Dheera.V. R ◽  
Jayasree Krishnan
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Tamil Nadu ◽  
Change Agents ◽  
Organization Change ◽  
Sustainable Growth ◽  
Positive Approach ◽  
Organizational Goals ◽  
Organization Commitment ◽  
The Impact

Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.

Striking Factory and Strike of Consciousness in the Work of S. M. Eisenstein

2014 ◽  
Author(s):  
Elen Vogman
Keyword(s):  
Political Economy ◽  
Soviet Union ◽  
Human Body ◽  
Body Movements ◽  
The Soviet Union ◽  
The Everyday ◽  
Everyday Work ◽  
Political Model

The Soviet Union of the 1920s produces and supports multiple connections between the policy of work in factories and the research in medical, neurological, and collective physiology. The theatrical and cinematic work of S. M. Eisenstein forms a specific prism where these interconnections appear in a spectrum of concrete attempts to engage the factory as an aesthetic and political model. The factory as a concrete topos which Eisenstein exploits in Gas Masks and Strike questions the interrelations between the human body and machine in a new iconology of a striking factory. For the duration of the Strike, the factory is represented beyond any functionality: the workers’ body movements and gestures are all the more expressive the less they have to do with their everyday work. This modulated status of production appears in Capital, Eisenstein’s unfulfilled project to realize Marx’s political economy with methods of inner monologue invented by Joyce. This last project transfigures the factory strike into the structure of cinematographic thinking where the neuro-sensorial stimuli constantly strike the logic of the everyday consciousness in the non-personal, polyphonic, and intimate monologue.

UAVs path planning architecture for effective medical emergency response in future networks

2021 ◽  
pp. 101337
Author(s):  
Sara Imran Khan ◽  
Zakria Qadir ◽  
Hafiz Suliman Munawar ◽  
Soumya Ranjan Nayak ◽  
Anil Kumar Budati ◽  
...  
Keyword(s):  
Path Planning ◽  
Emergency Response ◽  
Medical Emergency ◽  
Future Networks

scholarly journals Organizational Change Management in Higher Education through the Lens of Executive Coaches

2021 ◽  
Vol 11 (6) ◽  
pp. 269
Author(s):  
Dimitrios Vlachopoulos
Keyword(s):  
Higher Education ◽  
Organizational Change ◽  
Change Management ◽  
Academic Community ◽  
Structured Interviews ◽  
Organizational Change Management ◽  
Executive Coaches ◽  
Leadership In Higher Education ◽  
Education Leaders ◽  
Higher Education Leaders

This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need).

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