Reflections on a Successful Downsizing Project Within a For-Profit Global Organization in Dubai, UAE

2019 ◽  
pp. 704-711
Author(s):  
Khalil M. Dirani
Keyword(s):  
Organizational Change ◽  
Case History ◽  
Effective Action ◽  
Fortune 500 ◽  
Strategic Decisions ◽  
For Profit ◽  
Financial Costs ◽  
Global Organization ◽  
The Future ◽  
Global Food

Employment downsizing has become common practice in companies struggling to cope with financial costs, but usually this practice does not achieve the desired results. As a researcher, the author visited Global Food Company-Dubai, a Fortune 500 company in the UAE, to study the company's culture and the downsizing process. Findings showed that when companies use downsizing strategically, results turn out to be positive, and downsizing provided an opportunity to change the future of an organization. This reflective case history reveals and discusses a process for learning and changing as described by OCD books where leaders made strategic decisions based on evidence, and rooted in organizational change and development (OCD) theories that were translated into effective action.

Introducing Predictive Policing Technologies (PPT)

2020 ◽  
pp. 180-192
Author(s):  
Peter Watt ◽  
George Boak ◽  
Marija Krlic ◽  
Dawn Heather Wilkinson ◽  
Jeff Gold
Keyword(s):  
Organizational Change ◽  
Pilot Study ◽  
Case History ◽  
Police Force ◽  
Future Application ◽  
First Year ◽  
Predictive Policing ◽  
The North ◽  
The Future ◽  
The Impact

This reflective case-history presents the findings of a 12-week pilot study of a collaborative organizational change project which oversaw the implementation of predictive policing technology (PPT) into a territorial police force in the North of England. Based on the first year of a two-year initiative, the reflections consider the impact on the future of the project and their potential future application and cultural embeddedness, beyond the organizational and time-bound specifics of this case.

scholarly journals Introducing Predictive Policing Technologies (PPT)

2019 ◽  
pp. 472-482 ◽  
Author(s):  
Peter Watt ◽  
George Boak ◽  
Marija Krlic ◽  
Dawn Heather Wilkinson ◽  
Jeff Gold
Keyword(s):  
Organizational Change ◽  
Pilot Study ◽  
Case History ◽  
Police Force ◽  
Future Application ◽  
First Year ◽  
Predictive Policing ◽  
The North ◽  
The Future ◽  
The Impact

This reflective case-history presents the findings of a 12-week pilot study of a collaborative organizational change project which oversaw the implementation of predictive policing technology (PPT) into a territorial police force in the North of England. Based on the first year of a two-year initiative, the reflections consider the impact on the future of the project and their potential future application and cultural embeddedness, beyond the organizational and time-bound specifics of this case.

Stakeholder Model of Change

2021 ◽  
pp. 249-274
Author(s):  
Laurie Lewis
Keyword(s):  
Organizational Change ◽  
Critical Theory ◽  
Organization Development ◽  
Macro Level ◽  
Change Strategies ◽  
Competing Interests ◽  
The Future ◽  
Challenges And Opportunities ◽  
Phenomenological Perspective ◽  
Stakeholder Model

This chapter explores the various ways in which opposing and/or contradictory entities unfold and play out with regard to change in organizations. This is undertaken from two different viewpoints. First, from a micro-phenomenological perspective it examines how insights derived from critical theory and other critical traditions have influenced the development of change strategies, interventions, and techniques. Second, at a more macro-level, it explores the extent to which particular schools of thought with regard to organizational change and organization development (OD) have embraced and/or resisted, the inevitable and unavoidable critical challenges and opportunities presented by opposing agents, competing interests, conflicting entities, and contrasting meanings in organizations. The chapter concludes by discussing the scope for, and possible directions of, critical change scholarship and practice in the future.

scholarly journals Sukuk (Obligasi Syariah) dalam Perspektif Keuangan Islam

2019 ◽  
Vol 5 (2) ◽  
pp. 165-179
Author(s):  
Maula Nasrifah
Keyword(s):  
Financial Institutions ◽  
Capital Market ◽  
Revenue Sharing ◽  
Profit Sharing ◽  
Mutual Respect ◽  
For Profit ◽  
Private Placement ◽  
Proof Of Ownership ◽  
Maturity Date ◽  
The Future

Islam strongly encourages investment so that possessions can be productive and bring benefits in the future, of course, using a good and right way, which is in accordance with Islamic sharia, like mutual respect and does not harm others. The type of investment can be varied, we can invest through the capital market, one of which is sukuk. Sukuk are securities that are proof of ownership (claim) on assets, whether in the form of tangible, intangible or project contracts from certain activities that require the issuer to pay revenue-sharing to the Sukuk holders and pay back the Sukuk in maturity date. The principle in Sukuk transactions is in the form of emphasis on fair agreements, recommendations for profit sharing systems. In Sukuk transaction, a number of certain assets are needed which to used as the basis for conducting transactions using a contract based on sharia principles. The types of Sukuk in terms of Sukuk Ijarah, Sukuk Mudharabah, Sukuk Musyarakah, Sukuk Istishna’ with the method of issuing in bookbuilding, auction methods and private placement. In sukuk transactions there is a requirement for Underlying Assets as well as activities or processes which have been based in accordance with sharia. This shows that investing with sukuk is not worrying for investors who want to transact with sharia financial institutions. Keywords: Investing, Transaction, Sukuk

Creating a Business Unit Within a Large Sports and Entertainment Organization's Theatre Operation

2019 ◽  
pp. 483-491
Author(s):  
John Baaki ◽  
Maria Cseh
Keyword(s):  
Organizational Change ◽  
Human Resource Development ◽  
Human Resource ◽  
Case History ◽  
Change Process ◽  
Action Learning ◽  
Shop Floor ◽  
Evidence Based ◽  
Frontline Employees ◽  
Theoretical Perspectives

This reflective case history illustrates the change process in a USA sports and entertainment's theatre organization led by its leader in consultation with a human resource development and organizational change professional. Evidence-based organizational change and development informed by the theoretical perspectives on shop floor management and action learning guided the change process conceptualized on the belief that frontline employees should play a major role in driving change in organizations, and their learning and reflection is crucial in this process.

Delivering Organizational Change in Partnership With Trade Unions

2019 ◽  
pp. 387-397
Author(s):  
Gaye A. Greenwood ◽  
Carolyn Ward
Keyword(s):  
Decision Making ◽  
Organizational Change ◽  
New Zealand ◽  
Union Membership ◽  
Case History ◽  
Trade Unions ◽  
Union Density ◽  
Pivotal Role ◽  
Workplace Conditions ◽  
Union Leaders

This case history offers an insiders' view of bringing about change in union bargaining within major New Zealand organizations. While unions play a pivotal role in the day-to-day bargaining of wages and workplace conditions, there has been a significant reduction in union density and membership. In this case, two union leaders narrate how a shift from traditional bargaining to interest-based negotiation enabled participation in organizational change decision-making, built trust in relationships, and increased union membership.

Everything Must Change Because Nothing Changes

2021 ◽  
pp. 41-48
Author(s):  
Filippo Ferrari
Keyword(s):  
Organizational Change ◽  
Case History ◽  
Resistance To Change ◽  
Work Organization ◽  
Evaluation Process ◽  
Organizational Dynamics ◽  
Power Dynamics ◽  
Organizational Analysis ◽  
Analysis And Evaluation ◽  
Bottom Level

This reflective case history describes an intervention conducted by the author within an Italian bank. Involved in an organizational change at the bottom level, the author faced many difficulties both related to organizational dynamics (changes in work organization and in the skills of the operators) and to relational aspects (power dynamics and resistance to change of some employees). This reflective case history describes the followed organizational analysis and evaluation process and the implemented organizational change strategy. Finally, it presents the adopted reflective method of intervention and the obtained results.

Strategic Human Resource Allocation for an Internal Labor Market

2002 ◽  
pp. 299-310
Author(s):  
Wilfred S.J. Geerlings ◽  
Alexander Verbraeck ◽  
Jon van Beusekom ◽  
Ron P.T. de Groot ◽  
Gino Damen
Keyword(s):  
Resource Allocation ◽  
Labor Market ◽  
Human Resources ◽  
Human Resource ◽  
Manpower Planning ◽  
Strategic Decisions ◽  
Business Objectives ◽  
Forecasting Models ◽  
The Future ◽  
Insight Into

Every organization needs a staff appropriate for its tasks in order to accomplish its business objectives, both now and in the future. To gain insight into the quality and number of staff needed in the future, human resource forecasting models are being used. This chapter addresses the design of a simulation model for human resources forecasting, which is being developed for the Chief of Naval Personnel, Royal Netherlands Navy. The aim is to provide the Director of Naval Manpower Planning with tools that give insight into the effects of strategic decisions on personnel buildup, and the effects of changes in personnel on reaching the organization’s business objectives.

Sign in / Sign up

Export Citation Format

Share Document