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Successful Organizational Change: Aligning Change Type with Methods
Title
Successful Organizational Change: Aligning Change Type with Methods.
Creator
Al-Haddad, Serina, Kotnour, Timothy, Mollaghasemi, Mansooreh, Hoekstra, Robert, Diaz, Rey, University of Central Florida
Abstract / Description
The motivation behind this research is the prevalence of challenges and ambiguity associated with successful organizational change and the numerous available approaches in dealing with these challenges and ambiguity.Many definitions and methods have been suggested to manage change; however, organizations still report a high failure rate of their change initiatives. These high failure rates highlight the continuing need for research and investigation, and imply a lack of a valid framework for...
Show moreThe motivation behind this research is the prevalence of challenges and ambiguity associated with successful organizational change and the numerous available approaches in dealing with these challenges and ambiguity.Many definitions and methods have been suggested to manage change; however, organizations still report a high failure rate of their change initiatives. These high failure rates highlight the continuing need for research and investigation, and imply a lack of a valid framework for managing successful organizational change. This dissertation critically reviews the concept of having one change approach as the (")silver-bullet("). In pursuit of this goal, this research contributes a roadmap to the change management literature and provides definitions for describing change types, change methods and change outcomes. This dissertation also develops a conceptual model that proposes relationships and connections between the change types, change method and change outcomes that is assumed to enable successful change. To validate the research conceptual model, two hypotheses were developed and a self-administered survey was created and administered (paper survey and online). The respondents were professionals involved in change projects in the Central Florida region. The unit of analysis in this research was a completed change project. Respondents were asked to complete the survey for two different projects: a successful project and an unsuccessful project. Statistical processes were applied to verify the conceptual model and test the research hypotheses.Based on the data collected, exploratory factor analysis was used to verify the validity and reliability of the conceptual model measures. Results of the hypotheses testing revealed that there are relationships between the complexity of the change type and the use of change methods that significantly relate to successful change. The results also revealed that the alignment of the change type and change methods significantly relates to successful change.From the viewpoint of change project managers, the results of this dissertation have confirmed that the complexity of the change project type negatively correlates with change success and the increased use of change methods positively correlates with change success. The results also confirmed that the methods that highly correlate to change success address the following: (a) the situation that needs changing, (b) the proper implementation of change, (c) the establishment of suitable plans and controls to sustain change, and (d) the presence of a credible team leader who influences the major decisions during the change project.
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Date Issued
2014
Identifier
CFE0005121, ucf:50691
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0005121
ORGANIZATIONAL CHANGE AT THE SERVICE DELIVERY LEVEL: AN INVESTIGATION INTO THE PERCEIVED REACTION TO CHANGE INITIATIVES IN MORALE, WELFARE ANDRECREATION ACTIVITIES OF THE US ARMY
Title
ORGANIZATIONAL CHANGE AT THE SERVICE DELIVERY LEVEL: AN INVESTIGATION INTO THE PERCEIVED REACTION TO CHANGE INITIATIVES IN MORALE, WELFARE ANDRECREATION ACTIVITIES OF THE US ARMY.
Creator
Cochran, Larry, Maiden, Paul, University of Central Florida
Abstract / Description
As the speed of change increases, federal agencies are challenged more often to develop and implement improvements to existing programs, new programs to meet new needs, or adjustments to programs based on changed circumstances of delivery. Built on the foundation of systems theory, expectancy theory, and field theory, this research seeks to explain why some managers do not propose changes in their organizations---even when the very survival of the organization is at risk. By measuring the...
Show moreAs the speed of change increases, federal agencies are challenged more often to develop and implement improvements to existing programs, new programs to meet new needs, or adjustments to programs based on changed circumstances of delivery. Built on the foundation of systems theory, expectancy theory, and field theory, this research seeks to explain why some managers do not propose changes in their organizations---even when the very survival of the organization is at risk. By measuring the fields of influence encountered by managers, we find that the chain of command is supportive of change initiatives. Other organizational elements--human resources and legal staff were measured in this research--are, in general, indifferent about the managers' effort to change. Employees, on the other hand, are strongly opposed to any change with even minimal impact on their work habits and conditions. Based on a survey of 201 managers of Army morale, welfare and recreation activities worldwide, this research views the climate for change from the perspective of the activity manager. There are general findings, along with detailed analysis, that support the need for a change to the environment itself. Executives charged with reviewing and approving activity-initiated changes may find this study useful in developing implementation strategies. Managers may take comfort in knowing that their environment is highly consistent with the experiences of other managers. Support staff--particularly legal and human resources offices--may find the perceptions of managers to be incongruent with the service objectives. We hope that everyone can find enlightenment, or perhaps confirmation of their own experiences, in the responses of these managers, and can use this information productively in the management of their areas of responsibility.
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Date Issued
2006
Identifier
CFE0001004, ucf:46834
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0001004
SOCIAL WORK VALUES AND HOSPITAL CULTURE: AN EXAMINATION FROM A COMPETING VALUES FRAMEWORK
Title
SOCIAL WORK VALUES AND HOSPITAL CULTURE: AN EXAMINATION FROM A COMPETING VALUES FRAMEWORK.
Creator
Evans, Amanda, House, Jess, University of Central Florida
Abstract / Description
The purpose of this study is to assess the perceptions of social workers employed in Florida hospitals in relation to the core values of their profession and the alignment of those values within the culture of their current work setting. The conceptual framework for the study was from organizational behavior theory specific to culture, values, and trust. The Competing Values Framework (Cameron & Quinn, 1999) provided a method to distinguish co-existing competing values within an organization....
Show moreThe purpose of this study is to assess the perceptions of social workers employed in Florida hospitals in relation to the core values of their profession and the alignment of those values within the culture of their current work setting. The conceptual framework for the study was from organizational behavior theory specific to culture, values, and trust. The Competing Values Framework (Cameron & Quinn, 1999) provided a method to distinguish co-existing competing values within an organization. The research findings indicated that 65% of the professional social workers who participated in the study perceived that the core values of their profession are very much in alignment with the written mission statement of their hospital. However, less than half of the respondents (42%) stated the daily business of the hospital strongly reflected the mission statement. The social workers perceived the current culture of hospitals in Florida as being closely clustered among four cultures: clan, adhocracy, market, and hierarchy. However, they would prefer a stronger clan culture and less of a market culture in the future. A large majority (85%) of all respondents communicated that their work assignments allowed them to demonstrate their professional values on a regular basis. However, only 63% stated that they trusted that their hospital valued the knowledge and skills of their profession.
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Date Issued
2005
Identifier
CFE0000866, ucf:46673
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0000866
MANAGEMENT SYSTEMS FIT FOR ORGANIZATIONAL PERFORMANCE
Title
MANAGEMENT SYSTEMS FIT FOR ORGANIZATIONAL PERFORMANCE.
Creator
Diaz, Rey, Kotnour, Timothy, University of Central Florida
Abstract / Description
The present study identifies the dimensions and variables using prior research within each of the constructs under the management systems, fit and, organizational strategy, structure, lifecycle and performance. The constructs from the research model were defined with a combination of direct, calculated and coded measures. Context analysis for each case categorized management systems design into either prescriptive or descriptive. The selected performance measures have been extensively...
Show moreThe present study identifies the dimensions and variables using prior research within each of the constructs under the management systems, fit and, organizational strategy, structure, lifecycle and performance. The constructs from the research model were defined with a combination of direct, calculated and coded measures. Context analysis for each case categorized management systems design into either prescriptive or descriptive. The selected performance measures have been extensively investigated in the research fields associated with organizational management. The study uses the multiple case study design with cross-sectional data spanning from 1991 to 2005 and involving 19 aerospace companies in the United States. A priori hypothesized relationships between the constructs were tested with Mann-Whitney procedures for differences between mean ranks associated with organizational performance measures. The results from Mann-Whitney tests suggest that there exist significant differences in organizational performance from fit factors between a management system design and the organization. Present study defined organizational performance measures for analysis in terms of Return on Assets, Return on Equity and Return on Investment. When compared to a prescriptive management system design, a descriptive management system design was associated with higher levels of organizational performance. Cases with a fit state were found to score significantly higher than cases with unfit state suggesting that a correct fit state is associated with higher levels of organizational performance. A fit state was associated with higher levels of performance when each of the organizational factors for strategy, structure and lifecycle were aligned to management system design. Study results suggest equifinality as cases reached a particular fit state with differing combinations of fit factors. The study contributes to the field with interpretation of a fit model and key relationship between management systems and performance providing the base for future research efforts associated with management systems, organizational factors and the fit between them.
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Date Issued
2007
Identifier
CFE0001574, ucf:47111
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0001574
EXAMINING THE EFFECT OF ORGANIZATIONAL POLICY CHANGEON TASER UTILIZATIONS
Title
EXAMINING THE EFFECT OF ORGANIZATIONAL POLICY CHANGEON TASER UTILIZATIONS.
Creator
Miller, Michael, Holmes, Stephen, University of Central Florida
Abstract / Description
The purpose of this study is to examine the effect of organizational policy changes within the Use-of-Force Continuum on taser usage and officer's perceptions of taser effectiveness. Tasers have been used by police since the 1970s and their use is increasing as the technology has improved. Data reveals that tasers are beneficial for controlling non-compliant suspects while preventing serious injuries and rarely has their use resulted in death. Much of the public controversy surrounding...
Show moreThe purpose of this study is to examine the effect of organizational policy changes within the Use-of-Force Continuum on taser usage and officer's perceptions of taser effectiveness. Tasers have been used by police since the 1970s and their use is increasing as the technology has improved. Data reveals that tasers are beneficial for controlling non-compliant suspects while preventing serious injuries and rarely has their use resulted in death. Much of the public controversy surrounding tasers centers on when and how often officers deploy them. Use of force data from 890 police citizen encounters during a two-year period was analyzed to examine how changes in organizational policy have affected taser deployments and how policy changes have affected taser use. The study's findings support that after the policy change, the frequency of taser use by officers decreased, while the levels of suspect resistance encountered by officers increased. The frequency and severity of suspect injuries did not change and the numbers of officers injured in use-of-force encounters also did not change. Survey response data from officers were compared to archival data, which revealed that while officers perceive an increased risk of harm to themselves as a result of the organizational policy change that was not supported in the findings. Officers did not perceive an increased risk of harm to suspects which was supported in the archival data findings. Officers also expressed a belief that the organizational change that placed the taser at a higher level on the Use-of-Force Continuum is appropriate for most use-of-force encounters. This study concludes with future directions and trends for taser use in law enforcement.
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Date Issued
2008
Identifier
CFE0002150, ucf:47501
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0002150
Inclusion: A Question of Practice, Stance, Values and Culture
Title
Inclusion: A Question of Practice, Stance, Values and Culture.
Creator
Sellers, June, Martin, Suzanne, Little, Mary, Hewitt, Randall, Bernier, Christopher, University of Central Florida
Abstract / Description
Exclusionary practices based on a deficit perspective of disability are not supported by law and are inconsistent with the rigorous standards for teaching, learning, and accountability in our public schools. Moreover, consequences of failed change will continue to have significant negative effects on the performance of educational organizations. The purpose of this mixed-methods phenomenological research (MMPR) study was to explore the lived experience of teachers who identify as champions of...
Show moreExclusionary practices based on a deficit perspective of disability are not supported by law and are inconsistent with the rigorous standards for teaching, learning, and accountability in our public schools. Moreover, consequences of failed change will continue to have significant negative effects on the performance of educational organizations. The purpose of this mixed-methods phenomenological research (MMPR) study was to explore the lived experience of teachers who identify as champions of inclusion, including their views, perceptions and appraisal of the status of inclusion in a large urban school system. The research questions were designed to generate insight and recommendations for establishing norms, values, practices and policies that might mitigate teacher resistance to inclusion, support and reinforce inclusive culture, and position the organization (school district) itself as a facilitator of implementation and agent of change in cultivating positive attitudes and beliefs about inclusion as a social justice imperative in the public schools. The lived experiences of teachers who have this distinct perspective and insight into the phenomenon of inclusion were explored through focus group sessions and individual interviews. The results of the study suggest that (1) organizations can build and strengthen a culture of inclusion by identifying individuals who demonstrate a commitment and competency for supporting inclusion, by supporting them as they promote change through coaching, educating, networking and mentoring efforts and embed and reinforce inclusive values throughout the system; and (2) educational organizations must be responsive to norms, values, practices and policies that both support and work against inclusive organizational culture. The findings suggest that this type of research may be of value to organizations in identifying contextual factors which either facilitate or inhibit inclusive education and therefore either advance or diminish educational outcomes for students with disabilities.
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Date Issued
2016
Identifier
CFE0006180, ucf:51339
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0006180