How do people react to significant organizational change? Do we see ourselves as helping change to come about, or allowing change to happen around us? How can we adapt more easily to change? Based around an illuminating extended case-study, this important text uncovers the reality of organizational change. From planning and inception to project management and engagement, this book explores the views and reactions of various stakeholders undergoing real-life change processes. Drawing on theories of organizational culture, it helps us to understand how organizations can promote change without alienating the people needed to implement it. Changing Organizational Culture represents an original and timely addition to the literature on organizational change. It is vital reading for all students, researchers and practitioners working in organizational theory and behaviour, change management and HRM.

Leading Culture Change: What Every CEO Needs To Know is a practical guide for top leaders who are faced with the challenge of shaping their culture to create long term, sustainable value. Culture is changeable—but only with CEO sponsorship and a methodical, best practices approach. Author Christopher S. Dawson draws on 25 years of experience as an organizational consultant in a variety of industries to delineate five critical success factors, without which culture change is unlikely to occur. He offers practical tools and approaches to facilitate culture change, in addition to an overall framework that acts as a yardstick for seasoned and new top leaders. The book provides a "red-yellow-green" level of urgency tool for determining the degree of organizational effort required to address the gap between strategy and culture; a roadmap for culture change; and more. After describing how to effect change, the text describes frequent scenarios, providing guidelines, an in-depth case example, and lessons for top leaders. Finally, the book outlines four essential leadership competencies—dual-horizon vision; self-awareness; team leadership; and source of inspiration—based on the requirements for leaders of any transformation. This book is an ideal guide for today and tomorrow's top leaders—as well as a valuable supplement to management consultants' and human resource executives' professional training.

This book provides a historical analysis of the Frontier Nursing Services in the Eastern Appalachians of the United States, as well as a review of the oral history tradition of former frontier and non-frontier nurses. The data was gathered from 2003 to 2007, and the historical part covers the years 1900 to 1970. The objective of the study presented here was to conduct interviews with former frontier and non-frontier nurses in order to better understand their family and personal relationships, and the experiences that motivated their career choices. These interviews also give a voice to the working and middle-class women of the FNS. The emerging themes include moral inhabitability in work/education environments, the generational mix, nurse-physician and male-female relationships at the workplace, the role of technology, humanitarian versus financial rewards, and the public image of nurses. In addition, the book examines how the FNS shifted from a community/grass-roots structure to the corporate/business model of healthcare delivery employed today. In closing, it stresses the importance of explorig past nursing in order to better grasp present nursing. It also represents a testament to the professional work and vital contributions of frontier nurses.

Tavistock Press was established as a co-operative venture between the Tavistock Institute and Routledge & Kegan Paul (RKP) in the 1950s to produce a series of major contributions across the social sciences. This volume is part of a 2001 reissue of a selection of those important works which have since gone out of print, or are difficult to locate. Published by Routledge, 112 volumes in total are being brought together under the name The International Behavioural and Social Sciences Library: Classics from the Tavistock Press. Reproduced here in facsimile, this volume was originally published in 1951 and is available individually. The collection is also available in a number of themed mini-sets of between 5 and 13 volumes, or as a complete collection.

Today human ecology has split into many different sub-disciplines such as historical ecology, political ecology or the New Ecological Anthropology. The latter in particular has criticised the predominance of the Western view on different ecosystems, arguing that culture-specific world views and human-environment interactions have been largely neglected. However, these different perspectives only tackle specific facets of a local and global hyper-complex reality. In bringing together a variety of views and theoretical approaches , these especially commissioned essays prove that an interdisciplinary collaboration and understanding of the extreme complexity of the human-environment interface(s) is possible.

Find out how bold actions by visionary leaders can inspire powerful stories that drive culture change. Data indicates that most strategic efforts to change a company's culture fail. So how do companies succeed in this endeavor? A top strategy professor and two highly successful CEOs found that, in companies that had successfully changed their culture, leaders had taken dramatic actions that embodied the new cultural values. These actions inspired stories that became company legends, repeated in every department and handed on to new employees. Through compiling and analyzing 150 stories from business leaders who have achieved change, they identified 6 attributes that every successful culture change story has in common: 1. The actions are authentic 2. They revolve around the CEO 3. They signal a clean break with the past, and a clear path to the future 4. They appeal to employee heads and hearts 5. They're often theatrical or dramatic 6. They're told, and re-told, throughout the organization With extensive and inspiring examples of stories containing these attributes, the authors illustrate how readers can harness the power of stories within their company in order to change or create a winning culture to align with any strategy.

Study conducted among the Bhil tribes in Udaipur District, Rajasthan during 1999 to 2004.

Filled with case studies from firms such as GT Automotive, GE Healthcare China, Vale, Dominos, Swiss Re Americas Division, and Polar Bank, among others, this book (written by Dan Denison and his co-authors) combines twenty years of research and survey results to illustrate a critical set of cultural dynamics that firms need to manage in order to remain competitive. Each chapter uses a case as a means to illustrate an important aspect of culture change focusing on seven common culture-change dilemmas including creating a strategic alignment, keeping strategy simple, and more.

This book explores the origin and future of "upgrade culture," a collection of cultural habits and orientations based on the assumption that new technologies will rapidly, perpetually, and inevitably emerge. By analyzing discourses of technological change and the practices of marketing workers inside the consumer technology industry between the early 1980s and the late 2010s, the book describes the genesis, maintenance, and future of upgrade culture. Based on archival and popular sources, first-hand interviews with a range of industry professionals, and participant observations at industry-only events, the book attends to issues both intimate to the culture of marketing work and structural to the organization of the consumer technology industry. This book will have a broad appeal to social/cultural theorists of technology, marketing, and consumerism, as well as to scholars in business history, communication, cultural studies, media studies, sociology, and anthropology. The Introduction of this book is freely available as a downloadable Open Access PDF under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license. https://www.taylorfrancis.com/chapters/oa-mono/10.4324/9781003193869-1/introduction-adam-richard-rottinghaus?context=ubx&refId=1bb75408-b5c2-4a69-bd20-082a73a77920