Organizational Change In Order Research Articles

Body in the forefront, again? Distance learning drawbacks and implications for policy

The COVID-19 pandemic launched a challenge on the education system and required schools to make organizational changes in order to continue serving the local community. Essential to this process are support teachers who play a key role as agents of change. Despite their role, the perspectives, desires, and needs of these teachers have since been neglected, despite their centrality in contemporary Italy. Accordingly, the specific aim of this study revolves around supporting teachers’ experiences with digital technologies (i.e., learning applications, telecommunication media, and interactive devices) within a pandemic context, especially technologies used to maintain the educational bond with students with disabilities. Attuned to an interpretative paradigm, this qualitative research has an ethnographic design, which was implemented in a secondary school in a Northern Italian city. Throughout the article, we discuss the three main drawbacks found in fieldwork: (i) the prevailing change in bureaucratic management; (ii) the pervading mind–body binarism in teaching; and (iii) a long-term vision for inclusion being subject to a passive logic of adaptation. Finally, we reflect on some emerging implications. The first points to a necessary move from a rationalistic school management to an alternative model focused more on guaranteeing social justice among educational stakeholders. The second is that the very introduction of a new technology should be aimed at engaging actors whose work has been invisible to date in a school setting to empower them as key agents for change. The third suggests that, to overcome community disaggregation and mind-body binarism, a teacher-researcher figure is needed, a figure with holistic skills in addition to those of a technical nature delivered by institutional training programs.

IMPROVING THE QUALITY OF HIGHER EDUCATION: THE ROLE OF STRENGTHENING INSTITUTIONAL CAPACITY IN HIGHER EDUCATION TRANSFORMATION

<p><em>This research is to be directed to analyze the development of higher education transformation strategy models through strengthening institutional capacity. The method used is qualitative through in-depth interviews and documentation studies. The results showed that there are several factors that hinder the performance of universities, such as limited human resources and infrastructure. This condition demands organizational change in order to be able to adapt to fast and complex organizational dynamics. In the context of higher education governance, there is an urgent need to transform governance according to the main tasks and functions through strengthening institutional capacity. From this study, researchers recommend that the transformation of governance strategies and strengthening of the role of universities through strengthening institutional capacity need to be implemented comprehensively. It aims to build optimal organizational capacity by strengthening eight key aspects, namely: Strategic leadership; Organizational structure; Human resources; Financial management; Infrastructure; Management of programs and services; Process management; Inter-organizational relations; and Spiritual management. Through this approach, universities are expected to reflect a strong and strategic capacity, which in turn will assist the institution in achieving the vision and goals set in the Gorontalo State University strategic plan. By adopting this strategy, universities can be better prepared for future challenges and opportunities in the ever-changing world of higher education.</em></p>

Digital Transformation of Indian Organizations: An Empirical Study of Challenges and Opportunities for Management

The digital transformation of organizations has been a key area of research, considering itssignificance in the development of economy of a country. When it comes to Indian context, thedigital transformation of industries and organizations, both private and public, face severalchallenges unique to the existing digital barriers of the nation. Digital transformation, that aims atincorporating digital technologies at all aspects of an organization requires persistent upskilling,reskilling and update of knowledge about the ever-expanding advancement of technology. Theprocess of transforming digitally put forward several challenges at the operational andmanagement level as well as in organizational change in order to be able to facilitate the resourcesand investment for the same. However, despite all these challenges, the digital transformation ofIndian organizations, undoubtedly, contributes to increased productivity and economic growth.Thus, extensive study and research is required in this area to comprehend effective methods totackle the challenges in digitally transforming Indian organizations for better development andeconomic advancement. Sample of 192 respondents involved in digital transformation of IndianOrganization were surveyed to know the Challenges and Opportunities for Management in DigitalTransformation of Indian Organizations and found that Persistent upskilling and update ofknowledge needs expand advancement of technology and Challenges are found at operational andmanagement level and organizational change

Pains and portends: A collaborative autoethnography of engineering faculty navigating gendered cultures

This mediated collaborative autoethnography uses reproduced dialogue, poetic inquiry, and composite, fictionalized narratives to story the gendered experiences of two instructional faculty teaching a coordinated engineering class and working in an undergraduate engineering program at a large public university. The contrasting, gendered narratives of the engineering faculty storied in this paper illuminate several themes: (1) discourses of gendered relational labor (masculinized savior vs. feminized emotional work); (2) gendered experiences of invisibility (not being heard or recognized for expertise) and hypervisibility (as a woman in engineering); and (3) the discounting and attempted diminishment of gendered issues in organizational settings. While self-reflexive and dialogic practices embodied in this autoethnography reveal the transformative possibility of accomplices in disrupting gendered relations of power and activating social change from within, those practices alone are insufficient to trouble the masculine culture of engineering. Authentic change demands that these practices be joined with structural, organizational changes in order to reconcile disparate, gendered experiences in engineering cultures, lest the exodus of women from masculine-dominant engineering fields persist unabated.

Organizational processes in Russian perfume and cosmetics companies in unstable economic environment

The economic prosperity of any enterprise largely depends on its sustainable development, which is difficult to achieve in today's uncertain economic environment. The sustainable development of any enterprise in a crisis situation is largely dependent on the ability of management to adapt business processes to the changing conditions of the economic environment. And for this purpose, it is necessary to develop and implement organizational changes. The article deals with the introduction of organizational changes in order to achieve sustainable development of Russian enterprises engaged in the wholesale trade in perfumes and cosmetics. The study reveals structural problems characteristic of the activities of these enterprises in a complex geoeconomic environment. The authors of the article refer to such problems as: errors in order formation, problems of payment for orders by customers from other countries using foreign payment systems, downtime for order assembly, lack of an order accounting system. To solve each of the identified problems, a different solution method is proposed. The proposed solution methods are implemented on the basis of the algorithms developed. It is concluded that the application of the proposed change management algorithms will increase the adaptation of Russian enterprises engaged in wholesale trade in perfumes and cosmetics to the conditions of an uncertain economic environment.

Police Reforms' Impacts on Nigeria Police Leadership

Purpose: The study's goal was to ascertain how leadership within the Nigerian police force was affected by police reforms with regard to the Directorate of Criminal Investigation. 
 Methodology: Based on functional leadership theory, the study was conducted. Police officers and members of the public completed questionnaires that were used to collect data. Descriptive statistics created with SPSS were used to evaluate quantitative data. The examination of qualitative data using content analysis. Edited and coded data were entered into SPSS for efficient analysis. Frequency tables and graphs were used to portray the quantitative data for rapid and simple comprehension. In prose, the qualitative data was given. 
 Results: The study found that the leadership in the police service was influenced by organizational structure, police education, organizational culture, and relationships with the local police force. According to the respondents, the organizational structure of the police department, police officer training, organizational culture, and the interaction between the police and the community all had a significant impact on police leadership. These elements benefited police leadership. The police leadership further had difficulties with the recent reforms. According to the responders, police leadership had not developed any plans to lessen the difficulties they were encountering. 
 Conclusion: According to the study's findings, the leadership at FCID headquarters is significantly influenced by organizational structure, police officer education levels, organizational culture, police-community interactions, and organizational structure. 
 Recommendations: According to the report, the oversight committee in charge of Nigeria's police reforms has to establish a culture of organizational change in order to deal with the dynamic leadership issues that are impeding the reform process as a whole. The public should be made aware of the importance of adopting a community policing policy through extensive advertisements. The study suggests that a follow-up study be done, but this time to examine how county commissioners' influence police leadership in a decentralized system.

Organizational Change and Librarians’ Attitudes in Special Libraries

Sustainable development and change are matters of survival for libraries. This study assesses the opinions of the staff of Greek Special Libraries concerning effective participation in the adoption and implementation of organizational change in order to achieve sustainable development. The research investigated attitudes concerning the content and type of the change, the change process, leadership support together with the individual characteristics of the employees. In addition, the importance of lifelong learning and staff development in special libraries were examined in achieving organizational change. Survey findings revealed that employees must be convinced that the organizational changes should be beneficial for them and change agents are committed to adoption of organizational changes.

The Shift in Organizational Culture, and Ways to Recreate post Covid-19: The Case of Georgia

For the last one and half years the world has witnessed enormous changes, without any precautions a lot of people’s lives, business and way of living has changed. The Covid-19 pandemic had a massive effect on the way people do business, and eventually it affected the global economy. To observe the psychological damage on people’s work, the study will observe and analyze the changes that took place on the organizational level, as well as the impact on the way employees interact with each other’s, or what is called the “Organizational Culture” this study presents the main organizational culture’s elements, and why are they important, and identifies the most prominent aspects that affect the stability of corporate culture. Then after that, the main changes that took place on the working settings of the organizations working in the service industry in Tbilisi, Georgia will be determined, with a highlight on the tourism industry. The study will analyze the role of corporations in this organizational change in order to emphasize the key players in this change, try to find the gap as well as best practices, and draw some picture for the future after this shift. Using the quantitative methodology, there will be analysis of a questionnaire that was distributed among employees who worked or are working in the service industry when the restrictions associated with the spread of the virus were initially introduced, the survey was designed to compile data regarding the characteristics of the companies during this crisis, and how do the respondents evaluate the attributes of the organizational culture at their working place. As for the qualitative methodology, we discussed a case study of a company thatsuccessfully managed the shift in organizational culture without compromising the company values, then we observe the response of the company as soon as the pandemic started spreading and affected the service industry, the observation is conducted by studying multiple sources evaluating the company’s reputation before and after the crisis, and also comparing the way people currently talk about this company against how they used to talk prior to the spread of the virus. Lastly, the final findings are presented beside a list of recommendations which include key success factors that companies are encouraged to follow to succeed in these rapid economic changes, and the main cultural values are highlighted for the companies to take into consideration amidst any organizational change that affect the way people work and interact.

Vloga svetovanja in svetovalcev na področju menedžmenta pri uvajanju organizacijskih sprememb

Research Question (RQ): Does the company need an external consultant to make organizational changes? Purpose: We want to examine the role of external consultants in introducing organizational change in an organization. Method: In our article, we will use: systematic review guidelines, integrative study review guidelines, meta-analysis guidelines, and literature review scope guidelines. We selected the literature through the main academic bibliographic databases Web of science, Elsevier, Jstor, Emerald. We used the following keywords to search for relevant literature: Organizational Change, Consultant, Management, Introduction of changes, Process, Consultancy industry. Results: While the added value that consultants can add to a company has long attracted the attention of management, critical interest in the consulting process is relatively new. However, the growing interest in consultants has also brought about a growing critical debate on the justification for hiring consultants. In our article, we will present the pros and cons of hiring external consultants. Organization: The organization always needs sober thinking or needs an external consultant when introducing changes. Society: Progress and success in the organization can be achieved without expensive external experts and always new approaches, simply by using "common sense". With this approach, we achieve that as many organizations as possible are dedicated to the implementation of this common sense in their processes. Originality: The article highlights the key elements that need to be considered when introducing organizational changes in order to avoid costly external consultants. Limitations / further research: The basis of the article is the theoretical findings of world authors from the studied field, the results of empirical research would be interesting.

Labour productivity management model taking into account organizational culture of enterprise

Slowdown in global economic growth and in productivity growth complicates socio-economic development of Russia and other countries. Raising income inequalities and their continued stagnation lead to an increase in economic, social, and political tensions in society. Automation and robotization of production processes stimulate uncertainty increase in the labour market. Labour productivity improvement at both micro- and macroeconomic levels is the factor of intensive economic growth, which is caused by the improvement of efficiency of use of available resources. Results of the implementation of the Russian national project “Labour productivity and employment support” show that the key part of successful innovations is related to the transformation of organizational culture of enterprise. Specifically, through reorganization of working space of employees and their working hours, reduction in the share of “unnecessary” actions and movements of workers, improvement of self-organization skills, and focus on long-term development. The article concludes that labour productivity management includes management of organizational culture of enterprise. Labour productivity management model has been presented, consisting of three phases: diagnostics, development, and implementation. Each phase involves a sequence of actions, gradually leading to its realization. The model is cyclic and can be repeated unlimited number of times. Use of the model allows you to structure the process of labour productivity improvement, determine the optimal set of resources for its realization, monitor its realization, and make timely adjustments. Specification of system elements of the model has been presented, including: goal, functions, principles of effective functioning of the model, informational support, human resources and organizational structure, methods and tools. The criteria for the following results of using the model: effective, limitedly effective, and ineffective have been defined. The model for use to enterprises of any scale and specification that intend to make organizational changes in order to improve labour productivity has been recommended.

Organization and Challenges of the Human Resources Function in a Cruise Ship Company

Since the Maritime Labor Convention (MLC) came into force, cruise line companies have been required to make human resource (HR) organizational changes in order to comply with the corresponding rules on employees' rights. This article offers an overview of the role and organization of HR in the Spanish cruise line company Pullmantur. This research suggests that cruise HR managers face greater challenges, compared to those of other sectors, not only because of the specific regulations affecting cruise line companies, but also because of the complexity of the processes from recruitment to incorporation. Pullmantur's case illustrates a particular way of organizing the HR planning and assignment of its personnel, reflected in their Crew Cycle Life (CCL). After having reviewed different documents as well as interviews carried out with Pullmantur's HR management, this article describes and examines the different positions, functions, and responsibilities of HR "on ship and shore." It concludes that HR's function within a cruise ship company is more stressful and complex, but at the same time, more vibrant and challenging than in other industries.

Capacity-Building for Sustainability

An American K-12 cooperative educational services provider (“The Agency”) has an issue: partner school districts are saving money by building internal capacity for professional development, rather than fully utilizing expertise from the Agency. The aim of this evidence-based case study is to inform the Agency on capacity-building for innovation. The researchers performed three separate rapid evidence assessments, followed by a standard systematic review process to synthesize findings across 31 studies. Key findings identified from the research include (1) organizational capacity and program evaluation lead to organizational sustainability, (2) agency leadership should guide strategic organizational change in order to establish a shared vision for evaluation and feedback, and (3) organizations benefit from practicing continuous and ongoing learning through feedback loops. The findings of this study may be generalizable to other similar educational service providers or non-profits looking to strengthen organizational capacity and partnerships.

Implementing Marketing Analytics

This note supports cases used in Darden's Analytics course elective. Marketing analytics powered by big holds the promise to transform marketing strategy from a discipline based mostly on intuition to a fact-based decision-making process. Based on interactions with more than 100 executives in conferences, executive education seminars, case study development, and consulting projects, this technical note serves as a road map for improving implementation of marketing analytics within organizations. Excerpt UVA-M-0869 Rev. Oct. 11, 2019 Implementing Marketing Analytics Marketing analytics powered by big holds the promise to transform marketing strategy from a discipline based mostly on intuition to a fact-based decision-making process. Despite the potential of data analytics in marketing, its widespread adoption within organizations remains a challenge. Fewer than half the respondents in a survey conducted by Deloitte and Duke University reported being able to leverage marketing analytics for decisions. The trend, however, is positive: the percentage of survey respondents using marketing analytics for decisions increased from 30% in early 2013 to 42% in early 2018. The roadmap for improving implementation of marketing analytics shown in Figure 1 is based on interactions with more than 300 executives in conferences, executive education seminars, case-study development interviews, and consulting projects. The launching pad for implementation of marketing analytics is support from top management and the integration of the marketing analytics function in business processes. Firms must address issues related to organizational structures, analytics processes, and organizational change in order to foster implementation of analytics (Figure1). Within this framework, managers should ask seven key questions to start the journey toward a marketing analytics–driven culture. Figure 1. Roadmap for implementing marketing analytics. . . .

Strategic Leadership and Organizational Performance: A Critical Review of Literature

Effective strategic leadership is considered as a major ingredient for the successful performance of any organization operating in the ever dynamic and complex environment of the 21st century. In the context of information uncertainty and resource scarcity, strategic leadership is required to confront the reality of environmental turbulence and a continuous need for appropriate organizational change in order to achieve performance goals. Most of the conceptual and empirical studies have shown that strategic leadership actions significantly influence performance. Despite its importance, studies have demonstrated that the influence of strategic leadership on organizational performance is contingent upon situational constraints or random effects. To date, very little empirical research has analyzed the direct and indirect relationship between strategic leadership, external environment, organizational change and performance. This paper seeks to unearth this research gap by critically reviewing relevant conceptual and empirical literature to bring out the possibility that the external environment and organizational change could influence the relationship between strategic leadership and organizational performance. The paper advances the emerging postulations which anchor a conclusion that the direct effect of strategic leadership on performance is contested and hence inconclusive due to possible moderating and mediating influence of the external environment and organizational change respectively. It is hoped that the paper’s postulations would guide empirical research in various contexts to hasten addressing of the extant knowledge gaps.

Reformimplementering i förskolepraktik

This article focuses on how responsibilities and tasks have been allocated between preschool teachers and child-care workers some years after the revision of the Swedish National Education Act and the preschool curriculum in 2010, in which the preschool staffs responsibility was clarified. The revision intended to strengthen the educational quality in preschool by providing preschool teachers with an increased responsibility for the educational activities carried out by preschool teams. Our overall aim was to investigate whether the revision has led to a redistribution of responsibilities and/or tasks in the everyday preschool practice carried through by preschool teams consisting of preschool teachers and child-care workers. The investigation is grounded through observations of the daily work of four mixed teams and analyses of local documents, field conversations and interviews with the team members and their heads. Due to the results there has been some redistribution of responsibilities and tasks. For instance, all the heads have made organizational changes in order to enable preschool teachers to take greater responsibility for educational activities and their quality, which in turn resulted in a more hierarchical organization. The article discusses the complexity associated with the interpretation and implementation of an educational reform and its effects.

Toward a Militant Ethnography of Infrastructure: Cybercartographies of Order, Scale, and Scope across the Occupy Movement

Taking networked social movements as a fieldsite, I chart how the Occupy Movement transformed as activists turned to building infrastructure as a mode of political participation. Critically, infrastructure is not simply a feature of networked social movements, but forms its core capacities. Integrating insights from militant ethnography with STS research on infrastructure studies, I illustrate how to use these methods to render visible the infrastructure of networked social movements. Because militant research projects and STS scholarship have a dual role of making knowledge about as well as knowledge for participants, examining the epistemological foundations of social movement research requires understanding the researcher’s purpose for participating and, then, operationalizing their knowledge. To illustrate this, I introduce cybercartography, a theory/methods package, for mapping organizational change in order, scale, and scope across networked social movements. As such, cybercartography bridges academic knowledge production with activists’ goals to organize action.

DESENVOLVIMENTO DE UM SISTEMA PARA MONITORAMENTO E TELEOPERAÇÃO DE MÁQUINAS-FERRAMENTA CNC VIA INTERNET ADERENTE À INDÚSTRIA 4.0

Companies have been undergoing constant organizational changes in order to remain competitive. The manufacturing industry invests heavily in inputs such as information and communication technologies (ICT). Standards such as MTConnect and OPC-UA are creating the path to the development of the new industrial era, this paper presents the architecture of a framework implemented as an Internet-based client-server system for monitoring and teleoperation CNC machine tools, and which features attributes in accordance with "Industry 4.0". The design of the framework was carried out through a methodological approach that involved the use of IDEF0 diagrams and the Axiomatic Design methodology for the refinement of the model. The computational implementation work was based on the integration of servers in the form of services through a web system, the CyberDNC.

Strategic Curricular Change: A Case of the Norwegian Medical School in Tromsoe

In this qualitative study, we aimed at exploring a curriculum development process that took place at the Medical School of the University of Tromsoe during a period of seven years. We applied the literature on organizational change in order to understand the curriculum development process. Our findings show that this process can be seen as a strategic organizational change, in which strategic actors act as sense makers for the rest of the organization. Our study contributes to the literature on the curriculum development process by emphasizing the role of organizational actors and strategies used in order to bring about the desired curriculum change. One important implication of our study is the strategic dimension of curricular change, which emphasizes an important but poorly understood aspect of the curriculum development process. One limitation of this study is that we focused mainly on the initial stages in the process.

For director-at-large: Barbara A. Sawrey

For director-at-large: Barbara A. Sawrey

CSR as Inhibitor or Stimulus for Performance Improvements in Major Organizational Transformations

In this study we explore whether the engagement in organizational practices for achieving the enhancement of stakeholders’ well-being allows firms to reap positive outcomes from downsizing. Two conflicting views on corporate goodness are considered. Justice theorists contend that, by engaging in corporate socially responsible practices, stakeholders are more likely of interpreting downsizing as fair, which ensures stakeholder commitment with organizational changes that, in the end, will have a positive impact on performance. In contrast, prospect theorists argue that survivors of downsizing in socially responsible firms may hinder the successful implementation of organizational changes in order to preserve their wealth, position, status, rights, and privileges, which, in the end, will reduce organizational performance. We reconciled both views by means of a contingency-based model that includes environmental, institutional, and organizational factors. Our results for an international sample of 1,888 firms...