Consequences of Working in Eldercare during Organizational Changes and Cut Backs While Education and Clinical Supervision Was Provided:A Mixed Methods Study

Background: Reorganization and downsizing can disrupt a competent staff and conflicts can arise between what the employee is being asked to do and their knowledge and competences. Reduced job satisfaction among nursing home staff with increased workload and strain can occur. Aim and Objectives: The aim was to investigate the organizational climate and prevalence of burnout symptoms among caregivers over time in three Swedish nursing homes (NH I-III) undergoing organizational changes, while education and clinical supervision were provided. Design: The study design combines qualitative and quantitative methods in a longitudinal two-year follow-up project in NH I-III. Methods: Support through education and clinical supervision was provided for caregivers only at NH I and NH II. At NH I-III caregiver self-assessments and interviews were completed and analysed three different times. Results: NH I revealed improvement and increased innovation over time, while NH II showed a decline with no ability to implement new knowledge. NH III retained a more status quo. Conclusions: Organizational changes and cutbacks, occurring at different times, appeared to cause major stress and frustration among the three personnel groups. They felt guilty about not meeting their perceived obligations, seemed to have lost pride in their work but kept struggling. The changes seemed to over-shadow attempts to improve working conditions through education and clinical supervision initially. Implications for practice: It will be important to learn from reorganizations and the consequences they will have for the staff and quality of care. Important topics for future research are to study financial cutbacks and changes in organizational processes in care of older people to be able to develop a more person centered care for older people.

Organizational Change in Schools

Purpose:This review aims to discuss the meaning of organizational change,change dynamics,and the current state of debates on organizational change in schools.The core purpose of this review is not only to restate the literature on organizational change in schools but also to challenge the current theoretical understanding of change in schools by rising the new perspectives on change in schools.Design/Approach/Methods:As part of this effort,we discuss the dominant perspectives of change,forces of change,and illustrate the interventions adopted by different school systems to deal with the need of change.Findings:The literature on change in schools suggests that,parallel to the change intervention in other organizational settings,largely fail.Falling short of intended goals in change interventions is not a simple methodological problem but rather an ontological issue of how we perceive change and organization.Parallel to the arguments in the literature,continuous change has been indicated as an alternative perspective to planned change.Finally,leadership has been indicated as a key driver of organizational change.Originality/Value:The review discusses applicability of continuous change and elaborate on alternative leadership approaches to guide continuous change in schools.

Organizational Changes Needed in Disasters and Public Health Emergencies:A Qualitative Study among Managers at a Major Hospital

Most hospitals have a contingency plan,based on all-risks and all-hazards assessment principles.However,emerging threats and risks often necessitate a flexible approach to emergency management at several levels of a disaster response system,for example,in hospitals.Sweden,and possibly other countries,has limited possibilities of surge capacity in the management of large-scale disasters and emergencies,which necessitates a local/national partnership and a flexible local disaster and contingency plan.This study evaluates the opinions of a selected managerial group,both at operative and strategic levels,regarding possible changes in a major hospital's contingency plan during the ongoing COVID-19 pandemic.Semistructured interviews were conducted to explore the elements of surge capacity and an operational tool,consisting of command and control,safety,communication,assessment,triage,treatment,and transport.The results show a need to create feasible management methods that can be evaluated,establish clear leadership,put preparedness as a constant point on the highest managerial agenda,improve external monitoring,and create a regional coordinating center.Furthermore,the results emphasize the significant role played by the incident command system and qualified leadership to facilitate competent and crucial medical decision making,as well as to provide reliable communication,collaboration,and coordination in a multi-agency response system during dynamic and unexpected emergencies.These steps enable a constant connection between reactive contingency plans and the proactivity in continuous risk assessment and enhance the flexibility of the contingency plans.

Rethinking Organizational Change： Implications from the Chinese Shi 势

Much of conventional organizational thinking and practice has been dominated by a belief in stability, with change deemed a disruptive and temporary aberration in the larger scheme of things. This mindset ignores the dynamic, living complexity of organizational life and very likely leads to static management approaches which hinder and sometimes even destroy an organization＇s effectiveness by restricting its ability to adapt to turbulent and chaotic events. The Chinese notion of shi is embedded in the ancient Chinese appreciation of reality, which saw change and transformation as an endless flow and an essential feature of the universe; shi is implied by the process of change and can be made to act in one＇s favor. As a strategy, shi offers us salutary lessons in modern organizational research and practice： rather than merely trying to control every chain of management and avoid chaos and uncertainty by relying on planning and modeling, organizations should also maintain a tentative and alert sensibility concerning the inherent potential of the changing situation, and should be carried along by it as it evolves.

The Analysis of NGOs' Organizational Ecosystem in Participating in Climate Change Issues in the United States

How many NGOs were there in the climate change field in the United States？ Who were they？ And what was the relationship between them？ In the United States,climate change was only a branch of environmental issues at the beginning; therefore there were no specific quantitative statistics and network analysis of NGOs in climate change. Diversity was an important feature of NGOs in American climate change fields,and it showed a complex organizational ecology through varieties of networks and interaction among organizations. In order to make a difference in climate field,Chinese NGOs firstly needed to improve and enhance their own abilities.

Effectiveness in Group Facilitation Training in the Hospitality Industry: A Case Study

This paper aims at demonstrating that an acceptable level of performance as a group facilitator can be achieved byhospitality industry managers in a 35-hour course, to a maximum of fourteen trainees, experienced in groupleadership but not in small-group facilitation or large-group coordination. Based on a six-step model fororganizational intervention, the course was run in co-facilitation, using the effect of demonstration, modelling, andobservation to improve performance at individual level. The course represents a mix of organizational behaviourand human resources management that has proved to be effective in preparing managers to improve organizationalinnovation and accelerate change in companies. Each step produced outputs, namely three innovation projects.Participants rated the course in every item of an extensive questionnaire as Good and Very Good, except theintroduction (pre-consult), which was considered “too theoretical”. Therefore, the course model proved to beadequate for the preparation of managers as coaches for organizational innovation in the hospitality industry. As tofuture developments, they will have to do mostly with the functioning of a matrix structure in the hospitality industry,so that the whole approach may have a full impact on the company.

Promotion Standards and Practices across the Business Cycle:Evidence from Korea

Korean employers notoriously practice seniority-based personnel management, rather than one prioritizing workers’ skills or performance, and this has changed only slowly amid the evolving business landscape and advancing labor standards. This study contributes to understanding this phenomenon by assessing Korean firms’ promotion criteria and practices over the past decade across distinct phases of industry business cycles, and between the economy’s primary and secondary sectors. Primary-sector firms are shown to be less likely than secondary-sector firms to base their promotion decisions on the analysis of workers’ achievements and colleague ratings, but rather on their performance of core job duties. Primary-sector firms have more advancement steps within their management ranks, and longer wait time until promotion at all ranks. Secondary-sector firms are flatter hierarchically, featuring shorter time to promotion at all ranks and fewer advancement steps, but also a lower fraction of promotions based on special merit. Firms’ promotion practices change over the business cycle. During expansionary years, the hierarchical dispersion of workers within organizations widens, particularly among primary-sector firms, with more workers remaining as regular staff but more managers promoted to senior management. As firms recruit more regular staff, years to promotion to managerial positions, and the count of advancement steps increase. Business expansion induces firms to streamline promotions to management based on colleague ratings subject to lesser review of workers’ own achievements. Over the past decade, promotions by special merit have receded while those by colleague ratings have gone up. Firms are thus apparently not transitioning toward merit- and achievement-based promotions, and continue relying on subjective colleague ratings and job-content analysis in their stagnant hierarchical structures. This has implications for workers and for policymakers tasked with ushering in more inclusive, objective and meritocratic personnel management practices.

Data-Driven Product Development Transformation:A Case Study from the Perspective of Adaptive Change in Organizational Routines

Extant research mostly focuses on the impact of big data on product development(PD)process and performance,and yet there is a lack of theoretical exploration of the transformation path,realization mechanism and transformation paradigm while moving from experience-based PD(EBPD)to data-driven PD(DDPD).This paper,from the integrated perspective of adaptive change and organizational routines,and based on an in-depth case study of HSTYLE,proposes a two-stage transformation model for moving from EBPD to DDPD,dissects the adaptive change mechanism of organizational routines for DDPD,puts forward a theoretical model for the transformation paradigm for DDPD,and provides an innovative interpretation of the connotation of data-driven.This paper constructs a theory for DDPD transformation that comprises three aspects:transformation path,realization mechanism and transformation paradigm.Conclusions of this paper have policy implications for enterprises in their practice on data-driven product innovation in the digital economy era.