Change Management Initiatives Research Articles

E-Governance for Smart Governance – Case Studies on Transformational Leadership

E-governance is very important for introducing greater effectiveness and efficiency in government operations and in government to citizen dealings. However, introduction of e-governance is not an easy task. It is not just introduction of technology, but it also involves human aspects. This article uses case studies to understand implementation of e-governance. The case studies briefly describe change management process in implementation of E-Governance by the Government of Rajasthan (India). The project of RGDPS and digitalization of Archives are discussed as case studies. The author also discusses the factors for success of these change management initiatives.

Effecting change in local government: local authority chief executives as emotional actors

ABSTRACTMost change management initiatives fail. Here, we explore data which emerged from a larger research study of local authority chief executives’ subjective experiences of New Labour’s modernisation programme and argue that the route to change so often taken by central government is detrimental to the successful embedding of change within local government because it ignores fundamental human reactions to coercion and control. We demonstrate that the seeds of failure are sown in the processes adopted as much as in the content of any programme of change. A contributory factor to such failures is the apparent reliance on the part of legislators that their policies and procedures will receive a neutral reaction. We show that the reality is that legislation is responded to and enacted by people who react in ways designed to defend their own positions, irrespective of the worth of those positions. Whether seen as actors in the policy implementation process, or as agents of change, chief executives act and react emotionally. This contributes to our theoretical understanding of the policy process and the practical application of change programmes. This article will be of interest to those in central and local government who are promoting or responding to change.

Can organisation development principles in India's local governments improve governance?

This paper examines the application of organisation development principles to rural local self-government bodies in Karnataka, India with the objective of developing their organisational capacity and improving their efficiency. The premise is that strong gram panchayats (village councils) can address issues hindering service delivery and governance at the grass roots.The paper illustrates the methodology used in the development of an innovative framework called Gram Panchayat Organisation Development (GPOD) and its implementation in action research mode in two village councils since 2011. It further explores the wider applicability of this framework, which has been extended to over 50 gram panchayats (GPs) since 2014. GPOD works towards strengthening the panchayat as an organisation in its entirety, rather than by tackling stand-alone components. It includes building a shared vision in the panchayat, mapping and re-engineering key processes, developing accountability and incentive structures, and supporting the village body in developing and implementing its annual plans. The approach has evolved to its present form based on real-time change management initiatives in GPs in which politically elected members participated in decision-making and implementation. We argue that by following the principles of organisation development and aligning the panchayat’s organisational components, marked improvements in local governance and service delivery were achieved. Impact is captured in terms of systemic outputs such as annual plans, accountability structures and activation of defunct committees, as well as improvements in services such as health, sanitation, drinking water, etc. The paper also includes a critique of the challenges faced as GPOD was scaled up to include new areas.

Driving quality improvements of radiation treatment services through a centralized performance management approach.

188 Background: Radiation treatment services are delivered in 16 facilities spread across the province of Ontario, centralized through Cancer Care Ontario’s oversight of quality of care, equipment, hospital funding, clinical and technical guidelines. Methods: In order to ensure high quality care, Cancer Care Ontario employs a systematic approach performance management, whereby facilities are held accountable to achieving provincial quality targets. For radiation treatment, the quality improvement priorities that have leveraged this approach over the last 10 years have included: reduction of wait times to consultation; reduction of wait times to start of treatment; adoption of Intensity Modulated Radiation Therapy (IMRT) where appropriate; and implementation of peer review for treatment plans. In each case, key performance indicators were developed for use in provincial scorecards designed to focus the attention of local clinical and administrative leadership. Regular performance discussions with senior leaders took place throughout implementation, and targeted intervention occurred with facilities that were lagging behind their peers. Results: See table. Conclusions: The ability to centrally monitor the implementation of quality improvement initiatives across a large jurisdiction, and to hold the leadership of each facility accountable to provincial targets through regular feedback and escalation, has been a key component of highly successful change management initiatives in radiation treatment in Ontario. [Table: see text]

If we don't change direction soon, we'll end up where we're going.

Change management initiatives are a key focus of healthcare systems across the country. This commentary, written by a former health minister, looks at change from the perspective of senior decision-makers. The need to directly link change management activities to broader transformation necessary to improve outcomes and ensure sustainability of healthcare in Canada is discussed. Suggestions for elements of a national transformation agenda, key enablers required to ensure the best change initiatives are leveraged across healthcare systems, and questions that should be asked by leaders in the evaluation of change initiatives are proposed.

Forging A new integration of motivation and human performance technology

Forging A new integration of motivation and human performance technology

The Evolving Role of the Transfusion Practitioner

Much of the recent work in transfusion practice has shifted to focus on the patient, after efforts over previous decades to ensure the quality and safety of blood products. After the commencement of hemovigilance and transfusion practice improvement programs, the introduction of transfusion practitioners (TP) into health care services and blood centers has continued to increase worldwide. Since this relatively new role was introduced, much work of the TP has focused on patient and staff education, adverse events, transfusion governance, and monitoring of transfusion practices within organizations. The complex nature of the transfusion process makes the TP an integral link in the transfusion chain. Together with hospital transfusion teams and committees, the TP works collaboratively to facilitate the transfusion change management programs and initiatives. Recently, the TP role has evolved to include an emphasis on patient blood management and, to some extent, is shaped by national standards and regulations. These established roles of the TP, together with the ever-changing field of transfusion medicine, provide new opportunities and challenges for a role that is continuing to evolve worldwide.

Corporate Governance in the Public Sector

From that exploration of current literature, an analysis of change management approaches and research findings in the area of organizational studies will be used to support the premise that corporate governance utilizing the “board of directors” model is more successful when viewed as a framework for positive organizational change in the public sector. Examination of aspects associated with the change process is therefore considered by many academics and practitioners of organizational change management to give a full account of the purpose, scope, and success of organizational change. Best practices processes that emerge from this research will benefit the accepting organization with ways to view the best and most appropriate approach to their change management initiatives. Since the 1990’s the role of corporate governance has been discussed as a remedy for the lack of accountability and probity in public sector organizations. Corporate governance is based on the “board of directors” model, and reflects a successful private sector management style. Although some elements of corporate governance can be transferred to the public sector, a lot of changes and modifications must be done to this concept if it is to be implemented successfully into public sector organizations. Public sector corporate governance is distinguished from the private sector by its need for significant objective diversity and management constructs. Also, the lack of a significant body of research regarding public sector corporate governance makes it distinct from the private sector.

Perioperative Leadership: Managing Change With Insights, Priorities, and Tools

The personal leadership of the perioperative director is a critical factor in the success of any change management initiative. This article presents an approach to perioperative nursing leadership that addresses obstacles that prevent surgical departments from achieving high performance in clinical and financial outcomes. This leadership approach consists of specific insights, priorities, and tools: key insights include self-understanding of personal barriers to leadership and accuracy at understanding economic and strategic considerations related to the OR environment; key priorities include creating a customer-centered organization, focusing on process improvement, and concentrating on culture change; and key tools include using techniques (eg, direct engagement, collaborative leadership) to align surgical organizations with leadership priorities and mitigate specific perioperative management risks. Included in this article is a leadership development plan for perioperative directors.

조직변화관리 수준에 따른 SW공학수준과 프로젝트의 성과

IT 융 복합화와 소프트웨어의 역할의 급속한 확대되면서 많은 기업들이 소프트웨어 프로세스 개선에 관심과 투자를 늘려왔다. 하지만 이런 소프트웨어 프로세스 개선활동이 조직의 실제 성과나 프로젝트의 성과로 이어진다는 것을 보여주는 국내 실증연구는 여전히 부족한 편이다. 본 연구에서는 기존의 소프트웨어 프로세스 개선 모델들이 제시하고 있는 기본적인 가정사항인 소프트웨어 프로세스성숙도가 높으면 조직이나 프로젝트의 성과가 좋게 나타나는지를 살펴보고, 이들의 관계가 조직의 변화의지에 따라 달라지는지를 살펴보는 것이다. 이를 위해 총 104개 소프트웨어 프로젝트 데이터를 수집하여 분석에 활용하였다. 분석결과 소프트웨어 프로세스 수준이 높은 조직일수록 프로젝트 납기성과가 좋은 것으로 나타났으며, 조직변화의지가 높을수록 프로세스 개선의 성과도 높게 나타나고 있다. With rapid convergence of information technology and expending role of software, many organizations have taken interested in We explore the relationship between the level of change awareness and deployment of software process improvement (SPI) approaches using a competing values framework. To measure awareness level of organization's change, DICE framework which provides means for predicting the outcome of change management initiatives is used. The four factors for organizaton's change: duration, integrity, commitment, and effort are evaluated and a score is calculated. In this paper, we apply the DICE(R) score as an independent variable to predict the outcome of a software process improvement. Our results indicated that the Organization have a higher chance of success have the better outcome in software process improvement.

Implementing a Process-Safety Program

This article, written by JPT Technology Editor Chris Carpenter, contains highlights of paper SPE 157022, ’Implementing a Process-Safety Program,’ by Saiee B. Julaihi, Saifuddin Shah B. Sowkkatali, and Rabiatul Adwieah Bt Shukor, Petronas Carigali, prepared for the 2012 SPE/APPEA International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production, Perth, Australia, 11-13 September. The paper has not been peer reviewed. Between 2006 and 2009, Petronas Carigali embarked on a process-safety program driven by concerns over an increasing trend of process-related incidents. The program focused on defining explicit process-safety expectations and then putting in place the required processes to intensify implementation and mandatory compliance. Some 3–4 years into the program, tangible improvement can be felt across the organization. Introduction Petronas Carigali has an established Health, Safety, and Environment Management System (HSEMS), developed and implemented in line with the company’s Group Mandatory Control Framework and its associated Group Technical Standard. The HSE Management System Manual broadly defines the company’s expectations for the effective management of matters relating to health, safety, and the environment. Associated procedures and guidelines define the processes by which compliance to the HSEMS is achieved. Process-safety expectations were generally included with those of occupational safety. In retrospect, this approach was far from ideal in that the organizational safety focus would frequently tend to be on occupational safety, with major-hazard management left primarily to the initial facilities engineering design. Process-Safety Framework The process-safety program culminated in the development and issue of Petronas Technical Standards in eight key process-safety areas: Design integrity (DI) Mechanical integrity (MI) Management of change (MOC) Process-safety information (PSI) Process-hazard analysis (PHA) Preactivity safety review (PASR) Operating procedures (OPs) Proprietary- and licensed-technology assessment (PLTA) On the basis of these distinct process-safety areas, Petronas Carigali was to incorporate these process-safety expectations as part of a substantially revamped HSEMS. Furthermore—and this was not done initially—operational procedures and guidelines defining the processes by which compliance is to be demonstrated needed to be formalized, to lend support in ensuring sustained compliance with the newly developed process-safety expectations. During the initial 3-year period from 2006 to 2008, minimal progress was made in the implementation of process safety throughout Petronas Carigali. Audit findings alluded to ineffective and nonsustained implementation throughout the company; this was attributed to a lack of (a) process-safety leadership, (b) competent resources through underestimation of the work involved, and (c) clarity regarding the processes required to demonstrate compliance with the HSEMS expectations. Consequently, a companywide review was carried out that culminated in the relaunch of the Petronas Carigali process-safety program (branded then as the Process Safety Change Management Initiative) in early 2009.

Carbon emission reduction strategies in the UK industrial sectors: an empirical study

PurposeThe problem of climate change is one aspect of the broader problem of sustainability. Many businesses in most sectors now accept that they must address the issue of climate change in order to survive and grow in ever‐changing entangled business economies. Due to mounting pressure from stakeholders, top executives of many organisations are now implementing various carbon emissions reduction strategies. However, the extent to which businesses embrace climate change and carbon management as an integral pillar of their business models remains unclear and poorly understood. This paper seeks to address these issues.Design/methodology/approachThe aim of this research is to investigate the key carbon emissions reduction initiatives currently being implemented in the UK industrial sectors so as to improve their competitiveness. In order to achieve this aim, a mixed research methodological approach was adopted to collect and analyse data. Four industry sectors were examined, specifically: energy and utilities, transportation, construction and not‐for‐profit organisations; with specific respect to their environmental, social and economic impact on the UK society.FindingsThe level of implementation of carbon emissions reduction strategies within the UK industrial sectors is fairly “low” and varies significantly across the four sectors; with relatively high uptake in the energy and utilities sector, and low uptake in the construction sector. The level of implementation of change management initiatives to deal with carbon emissions reduction initiatives is also relatively “low”.Practical implicationsThis study suggests that carbon emissions reduction strategies are in their infancy. Taken together, the impact of management commitment and leadership, climate change‐related policies, structures, reward systems, training programmes and performance reporting are key factors in successful implementation of low carbon strategies. The paper concludes that there is a need for cross‐sector collaboration to capture and share best and worst practices relating to low carbon strategies.Originality/valueThe paper provides a richer insight into the understanding and awareness of low carbon strategies for competitive advantage.

Facilitating learning spaces in forum theatre

Purpose – The purpose of this paper is to evaluate the extent to which forum theatre interventions can support non-hierarchical approaches to learning, development and change management initiatives in organisations. Design/methodology/approach – Semi-structured interviews were carried out with theatre consultancies, actors/facilitators, commissioners and participants in two forum theatre events. The data were analysed through thematic coding using template analysis. Findings – The findings show that the impact of forum theatre interventions was constrained by the need for practitioners to meet the requirements of their organizational clients. There was a lack of clarity by the facilitators about how they can carry out the role effectively and meet the expectations of their own managers, organizational clients and participants. The paper concludes that without explicit acknowledgement of these competing expectations or the facilitators ' beliefs and attitudes, the impact of such interventions may be reduce...

Employee Resistance To Organizational Change

As change management becomes an essential ingredient of organizations performance, the body of literature describing successful and unsuccessful change management initiatives continues to expand. Numerous articles and studies provide an insight into the nature of change management and its most common pitfalls. The most recurring themes include resistance to change, readiness for change, leadership effectiveness, employee commitment and participation in change initiatives, and the roles and competencies needed to ensure the success of strategic change. The present article focuses on one of these themes: resistance to change. Understanding of resistance may enable managers to reduce conflict and increase collaboration. To meet these challenges, leaders must be trained and educated to overcome resistance to change. This article points out important types of resistance for organizations to address.

The meaning of ‘employee engagement’ for the values and roles of the HRM function

Employee engagement has become a dominant part of the vocabulary of human resource management (HRM), yet there has been little investigation of the implications of this for HRM in organisations. This article analyses a case study of an initiative at New Zealand Post designed to improve the engagement and performance of supervisory staff. It makes two important contributions to the development of the nascent literature. First, it suggests that effective engagement initiatives require political astuteness and commitment on the part of HR. This is because they require a clear business case focused on performance, not merely engagement itself, and an evidence-based approach to design and implementation. This potential appears to be furthered by the commonly observed restructuring of HRM into a ‘business partner’ role. Second, a purposive approach to employee engagement involves HR interrogating the employment relationship to address fundamental issues of employee voice, work design and management agency. This can introduce complications, and resistance, into the partnership with management, but it also offers a means to reconcile ‘soft’ (employee-centred) HRM values to ‘hard’ (performance) concerns around specific change management initiatives. Employee engagement thus need not constitute unitarist subterfuge, but rather something of a ‘neo-pluralist’ turn in the values and activities of HRM.

Introducing an Iterative Life-Cycle Model at Credit Suisse IT Switzerland

Credit Suisse IT Switzerland decided to introduce an iterative life-cycle model (ILCM) based on the Rational Unified Process (RUP), a de facto industry standard, in addition to the well-established waterfall life-cycle model (WLCM). Such a large-scale change management initiative involves risks, challenges, and an organizational mindset shift. The Credit Suisse project carefully considered issues such as the gap between RUP and CMMI, process vocabulary, best practices, development and maintenance effort, training, and company culture as a precursor to the change. The activities to deploy the model throughout the organization were coordinated in collaboration with actual practitioners toward creating awareness, managing knowledge, and managing resistance factors to effect the required mindset change.

SW 프로세스개선과 조직 변화관리

본 논문에서는 조직의 변화인식 수준과 소프트웨어 프로세스 개선사이의 관계를 대립되는 가치 틀을 이용하여 분석하였다. 조직의 변화인식 수준 측정을 위해, 변화관리의 성과를 예측하는데 사용되는 DICE 모델을 적용하였다. 조직 변화의 핵심요소인 4가지 요소인 Duration(기간), Integrity(성실성), Commitment(조직몰입), Effort(노력)에 대한 점수화가 이루어지고, 이를 바탕으로 조직의 변화의지를 win, worry 혹은 woe 구역(zone)으로 구분한다. 본 논문에서는 DICE 점수를 소프트웨어 프로세스 개선의 성과를 예측하기 위해 독립변수로 활용하였다. 분석 결과에 따르면, DICE 점수가 높은 조직일수록 소프트웨어 프로세스 개선의 성과가 좋은 것으로 나타나고 있다. We explored the relationship between the level of change awareness and deployment of software process improvement (SPI) approaches using a competing values framework. To measure awareness level of organization's change, we used DICE framework provides means for predicting the outcome of change management initiatives. The four factors for organizaton's change: duration, integrity, commitment, and effort are evaluated and a score is calculated. The DICE(R) score is used to classify projects into win, worry, or woe zones. In this paper, we apply the DICE(R) score as an independent variable to predict the outcome of a software process improvement. Our results indicated that the Organization have a higher chance of success have the better outcome in software process improvement.

Engaging Employees: A Smattering of 'Pixie Dust' or Good Management Practice?

According to Truss et al (2012, 219), Employee engagement has become something of an international phenomenon over the past few years. Whilst this has partly been driven by an increased interest amongst academics in positive psychology, organizations and Human Resource practitioners in particular have seized upon engagement as a 'magic formula' for harnessing employee motivation towards higher levels of performance for the benefit of the organization. Linked to this is a growing body of research suggesting that if organizations could positively engage their employees then change management initiatives would be more successful. This paper explores the growing interest in the concept of employee engagement considering the nature of the concept, the links between employee engagement and organizational performance and considers how managers can engage their employees during times of change. The implications for managers and HR professionals are discussed.

Natural analogies among organizational culture models

The current article presents and justifies the wise use of natural analogies in teaching Firm culture at the Universities and in consulting activities in organizations, associated with necessary study of an existing firm culture, before undertaking change management initiatives that are intended to ensure lasting effects. The meanings and structures of widely used cultural metaphors such as an iceberg, a tree, an onion, a water-lily, an apple and an egg are described and analyzed here.

The micro-politics of operational adjustment: veto players and the consolidation of demand in the NHS

Recent reports about procurement within the NHS have been highly critical. One problem identified in the reports is the fragmentation of NHS demand across an unnecessarily large number of suppliers. This fragmentation is said to increase transaction costs, reduce opportunities for scale economies and reduce NHS leverage over suppliers. It has been suggested, therefore, that an important way of improving procurement in the NHS is the better consolidation of demand with a lower number of preferred suppliers. However, such a policy, because it will create ‘winners’ and ‘losers’ within NHS organisations, has political as well as technical and practical ramifications. In this article, the authors present a model, the Veto Players Model, in order to assist managers to address these political ramifications. In the article, the authors not only demonstrate the utility of this model with regard to demand consolidation policies, but also argue that the model provides useful lessons for change management initiatives more generally.