Organizational Culture Change

Recent popular literature has spawned an ever increasing amount of leadership and management advice on how to manage, lead, and institute organizational change. While some of this advice may be effective, the literature has shown that the majority of organizational change initiatives fail. Most current leadership and management practices prescribe organizational treatment without understanding the nature and underlying cause of organizational illness. In the case of organizational culture, failure to properly institute change can have long-term repercussions. This paper proposes that the social transaction theory of social ontology can be used to explain not only how organizational culture is formed, but also how it responds to attempts to change it.  Thus, by understanding the underlying mechanisms of culture formation and transformation, effective approaches can be developed to demonstrate how lasting change can be instituted.

Background. Meihuaquan has not only survived four successive dynasties as well as wars and other social upheavals, but it is, in fact, enjoying revitalization against the background of urbanization. Aim. What is the social foundation of the revival of Meihuaquan in rural of north China? The focus of this paper is how this revival is supported by social institutions, especially the group identity of Meihuaquan. Method. The methods of this article include participant-observation fieldwork, semi-structured interviews and questionnaire survey. Results. (1) Meihuaquan has survived four successive dynasties as well as wars and other social upheavals. (2) From 2006 the political environment has nurtured Meihuaquan's survival and development. Now, it is enjoying a revival. (3) It is a means to enrich personal, social and spiritual life of local people. (4) Meihuaquan serves as a means of identity formation not only for males but also for females. (5) Young adults have similar enthusiasm concerning Meihuaquan to their seniors. (6) Cultural awareness of educated young people is helpful for the development of Meihuaquan. Conclusions. The fundamental reason for Meihuaquan's revival is that it cultivated the sense of group identity for local people in northern China. This kind of group identity is not only about social relationships, but also spiritual life; not only accepted by males, but also recognized by females; not only felt by older people, but also supported by the younger generation; not only favored by peasants, but also practiced by college students. In short, Meihuaquan established the identity of its members, local people and government by many strategies, and kept the balance between the three factions.

We sought to enhance levels of mindfulness and joy in a 1,000-person Student Affairs organization of Utah Valley University (UVU) and used qualitative action research to assess the impact as we moved forward. We write here as a collaborative team sharing our voices as leader of change, process and organization consultant, and researcher. Mindfulness most often is brought into the workplace through trainings that focus on teaching and encouraging individual practice. The process tends to be one of the learning skills that are regarded as fundamentally individual. Instead, our intention was not only to support individual practice but also to generate a more mindful organizational culture, gradually, without pressure or force. Rather than training participants in specific skills, we invited them to seek mindful moments or " wake-up " and to chart their own path. This chapter defines our approach to mindfulness as awareness-based systems change, relates this to other approaches to mindfulness research, describes the value of a process approach to change, and tells our story. While many studies show the impact of mindfulness practices on productivity and stress management, our outcomes appear somewhat unique, in that the most consistent themes distilled from one-on-one confidential interviews with participants were an increased connection with one another, with nature, and with the meaning of their work. In other words, this approach, both here and in an earlier phase of this program of action research, seems to encourage people to sense their interdependence with the human and natural worlds in which they live.

In order to have fundamental and transformational change, organizations need visionary leaders, so that they are able to implement and change with alteration in attitudes and beliefs of employees in the organization. In this study, we have tried to evaluate the relationship between transformational leadership style and organizational culture change. The present research is applied regarding the aim, and in terms method of data collection is a descriptive survey and correlation. After review of foreign and domestic research literature and construction of conceptual model, a questionnaire would be provided. The statistical population of this study included all executives and employees of the banks located in Bushehr City (Iran). Data collection tool is a questionnaire. Due to the population being large, in this study, by convenience sampling, 313 questionnaires were selected and studied. Collected data from questionnaires would be analyzed using structural equation modeling method. The results show that the dimensions of transformational leadership style (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration) have a significant positive impact on organizational culture change.

Democracy – Planning for Recovery BEFORE the Coming Collapse — A Book of Hope provides the recovery design plans for democratic nations where other books provide only predictions of the collapse with no remedial or recovery plans.  The technological wizardry that created the world that we know so well is of no use to resolve the coming collapse.  The collapse is not a technological problem.  It is a human problem where objects and quantities have been given more importance than quality-values that are at the core of the survival of the organizational existence of our families, communities, and societies. 
What these plans call for is a culture change that begins with a change of consciousness from the limited thinking of materialism, monetization of everything, and from quantity-object value systems.  These plans call for a change of consciousness to quality-value based value based decision-making systems that add value to individual citizens, families, communities, and societies. 
This book calls for the use of Directed Social Change to develop the evolution of social institutions so that their intentions are coordinated and complemental with each other to create beneficial future social circumstances for the generations that will come into existence.  A redesign of democratic societies is fundamental to their survival using design plans that plan for beneficial outcomes 10, 20, 30 years, and 50 years into the future. 
What we want to give to ourselves is the hope that our progeny of future generations will remember us fondly for the planning, decisions, and fortitude of planning well for their life and living situation to be better than what we are experiencing to day.  ##

Coaches limit their ability if they only coach and do not experience coaching from the coachee position. Here Angus McLeod looks at training interventions to support coaching development for Managers.


Coaching
Facilitating, not Telling

True coaching (as opposed to mentoring) has its basis in a process that facilitates change, enabling the coachee to use both their own experience and new perceptions to give them solutions. The coachee-ownership is critical because motivation comes from emotion; an emotional investment in an ‘owned’ solution is likely to be more compelling than that for a direction provided by someone else. True coaching supports the general move to more self-directed work. Necessarily, this demands that the coach is flexible, patient and is content when a coachee has committed to action, even when the coach can think of a ‘better’ course of action!

El documento gira sobre la propuesta de Plan de Trabajo que presentó, a la Junta Directiva de la Universidad de Quintana Roo (Mexico), en Julio del 2015, el aspirante a Rector  Dr. Xavier Gamboa Villafranca.  Esta entrega se realizó para registrarse como aspirante;  a su vez, este paso es integrante del proceso de nombramiento del rector para el cuatrienio que va, del 16 de agosto del 2015 al 15 de agosto del 2019.  El documento tiene un extenso adendum, conteniendo cartas (de motivos de de declaración de no haber sido sancionado por actos contra la legislacion univesitaria), biografía pública internacional, curriculum vitae resumido e in extenso, convocatoria para participar en la designación de este fncinario.

The “Stockdale Paradox” is retaining unwavering faith that you can and will prevail in the end, regardless of the difficulties, and at the same time having the discipline to confront the most brutal facts of your current reality, whatever they might be.

The brutal facts: on average, over the last several years, failure to consistently implement best safety practices has resulted in about 700 lost time accidents, 6 fatalities and $29,000,000 in Office of Workers' Compensation Programs costs each year across the Forest Service. These are just the most visible direct costs. 

We have unwavering faith in a future vision of the Forest Service: Forest Service employees are recognized among the world’s leading practitioners of complex risk management, decision making, and sensemaking. Other organizations look to the Forest Service as a model of a just culture and a learning culture where health & safety are ingrained. Near-misses are routinely reported and their highly valued lessons learned are widely shared. A balanced scorecard displays trends in a few vital signals that are tracking high performance and safety. All of this results in a sharply decreasing trend in lost time accidents, fatalities, and workers compensation claims that approaches zero.

The search to improve safety-related behavior, invariably leads us to our culture. “Culture matters because it is a powerful, latent, and often unconscious set of forces that determine both our individual and collective behavior, ways of perceiving, thought patterns, and values.”

The Safety & Health Council rejects the false choice between safe practices or high performance. Both are possible. We want to be clear at the outset. We seek nothing less than to embark on a journey to transform our culture. We realize this is a difficult task that will take time (years) and resources (that are scarce). We acknowledge that there are skeptics among us. We recognize that we are venturing into unknown territory and know there are no silver bullets or easy solutions.

We recognize that we are joining an increasing chorus of groups calling to “change the culture.” Often times this simply means we would like to see other people change to be more like us (think and act as we do). Past practices of trying to change culture through individual performance measures or policy changes are insufficient. A different set of tools and practices are needed to affect culture change. We access culture and shared values through conversation. To change the culture, we will need to change our conversations. We propose to engage various Forest Service subcultures in the practice of dialogue in order to reveal the tacit assumptions that are at the heart of our culture, and in the process began to transform our culture. We will talk to learn and through this learning create a new capacity for effective action.

Change management is an important aspect of management that tries to ensure that a business responds to the environment in which it operates. The purpose of the study is to find out the importance of profitable change management in the organization. The aim of the study is to examine the level of employees’ preference towards the change management in the organization and also find out the factors which help the organization to achieve their goals through change management. In this study both the primary and secondary were used. From the population of 267 permanent employees working in Larsen & Toubro Limited ECC Division HQ, Chennai. Researcher adopt simple random sampling method to select the participants. 120 sample participants were selected from the various department in the organization. Researcher used pre-structured questionnaire method to collect the data from selected participants in the organization. The finding of the result found that the working experience have a strongest and healthiest relationship among their preference towards the change management. One Way ANOVA test shows that there is no statistical difference on working experience with the major obstacles help the organization to achieve their success. This suggested that the organization have focused to make a changes on technical area, work climate, workforce diversity, managing ethical behavior, and scarcity of resources. And also considered the obstacles help to increase the organization success like organizational function, organizational culture, grievance handling and leadership.