Change processes in the professional bureaucracy

Cheng, Sheung‐Tak

doi:10.1002/1520-6629(199007)18:3<183::aid-jcop2290180302>3.0.co;2-h

Cited by 6 publications

(4 citation statements)

References 13 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Conventional change management methodologies do not work well in complex healthcare organisations,51 where there is significant variation in practice, individual practitioner autonomy and little regulation of safety. While behavioural theory has been successfully applied in many key public health interventions, it remains greatly underutilised in patient safety.…”

Section: Discussionmentioning

confidence: 99%

Patient safety culture: factors that influence clinician involvement in patient safety behaviours

Wakefield¹,

McLaws

Whitby

et al. 2010

BMJ Quality & Safety

View full text Add to dashboard Cite

Professional peer-modelling behaviours and individuals' beliefs about the value of those behaviours in improving patient safety are important predictors of HCWs' patient safety behaviour. These findings may help explain the limitations of current knowledge-based educational approaches to patient safety reform. Use of the behavioural models developed in this study when designing future patient safety improvement initiatives may prove more effective in driving the behavioural change necessary for improved patient safety.

show abstract

Section: Discussionmentioning

confidence: 99%

Patient safety culture: factors that influence clinician involvement in patient safety behaviours

Wakefield¹,

McLaws

Whitby

et al. 2010

BMJ Quality & Safety

View full text Add to dashboard Cite

show abstract

“…The level of skill required, and the existence of an established tradition of behaviour associated with particular professions, has the effect of amplifying the authority, culture and ethical codes of the professional cultures in influencing the behaviour of junior professionals (Greenwood cited in Ham and Hill, 1993, p. 145). A number of authors (Cheng, 1990;Parsons, 1995) argue that professional employees place more importance on their professional authority than formal hierarchical authority.…”

Section: Implementation Studiesmentioning

confidence: 99%

Mediating change for public‐sector professionals

Brunetto

2001

International Journal of Public Sector Management

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract Examines the impact of organisational culture on the responses of one group of professionals to change processes. Draws upon literature relating to policy implementation and organisational behaviour, in order to gain a better understanding of the power and processes associated with the impact of culture on professional employees. The context of the study is an analysis of the responses of academics within Australian universities to changes resulting from the implementation of policies affecting teaching decision making and practices. Recent policy changes affecting the accessibility to resourcing and operations of academics' three functions ± teaching, research and community service ± has provided the impetus for organisational change.To assure the quality of teaching to a growing and increasingly diverse student population, a quality initiative was implemented. This study examined the impact of organisational culture on academics' responses to its implementation. The findings suggest that despite significant reform aimed at changing the work practices of all professional employees, senior academics undertaking management tasks still have some power to mediate the way organisational changes are implemented within the faculties. One contributory factor may be the existence of a wellestablished organisational and professional culture.The current issue and full text archive of this journal is available at

show abstract

“…Scholars have gone further to differentiate institutions of higher education as professional bureaucracies (Bolman & Deal, 2003;Cheng, 1990;Marion, 2002;Mintzberg, 1979). Marion (2002) highlighted Mintzberg's (1979) work with professional bureaucracies pinpointing that "[t]heir technologies are sufficiently stable to allow standardization of procedures…but their tasks so complex that they must be controlled directly by the operators who perform them" (p. 208).…”

Section: Rational Bureaucracymentioning

confidence: 99%

“…Marion (2002) highlighted Mintzberg's (1979) work with professional bureaucracies pinpointing that "[t]heir technologies are sufficiently stable to allow standardization of procedures…but their tasks so complex that they must be controlled directly by the operators who perform them" (p. 208). Professional bureaucracies include all the components of a bureaucratic organization but permit both standardization and decentralization and depend on the expertise and skills of professionals to operate effectively (Bolman & Deal, 2003;Cheng, 1990;Duryea, 1973;Marion, 2002;Mintzberg, 1979). Most subunits within universities, community colleges, and four-year colleges can be described as components of a professional bureaucracy because these divisions are allotted some degree of decision making, goal setting, and resource development separate from the central governing body of the organization.…”

Section: Rational Bureaucracymentioning

confidence: 99%

A Comparison of Centralized and Decentralized Developmental Education Courses in Four Public Appalachian Community Colleges and Students' Perceptions Regarding the Seven Principles for Good Practice

Keith¹

View full text Add to dashboard Cite

This work is dedicated to my wife and best friend, Heidi Gabrielle Thompson. You are a beautiful artist, a beautiful mother, and a beautiful friend… "You and me together…" And to my children, Lillian Belle Keith, Noam Gabriel Keith, and Baby-Boy-to-Be: I am thankful everyday to watch you grow, to have conversations with you, to play with you, and to entertain the many questions you ask about this world… I hope that this accomplishment will help you all someday realize that lifelong learning is a wonderful thing, and that you too can achieve anything you work hard at. This work is also dedicated to the loving memory of my grandparents, Ralph Holman Keith (1911-1999) and Margaret Belle Keith (1921-1994). I rely greatly, everyday of my life, on the love, encouragement, and strength that you both provided me throughout my youth… if it were not for you both I do not know where I would be. Thank you!! Lastly, I am a first-generation and non-traditional college student. For the most part, college was not supposed to be in my future… it was not something I had focused on in high school and certainly not something for which I'd prepared. To be honest, I wasn't sure what I would do with my life. I dedicate this work to all of those students who are high school dropouts, or first generation students, or non-traditionals, who, for some reason, have become inspired to take on the challenge of academia… my hat goes off to you!! You can do it!! A Comparison of Developmental Education Programs viii Data Analysis .

show abstract

Change processes in the professional bureaucracy

Cited by 6 publications

References 13 publications

Patient safety culture: factors that influence clinician involvement in patient safety behaviours

Patient safety culture: factors that influence clinician involvement in patient safety behaviours

Mediating change for public‐sector professionals

A Comparison of Centralized and Decentralized Developmental Education Courses in Four Public Appalachian Community Colleges and Students' Perceptions Regarding the Seven Principles for Good Practice

Contact Info

Product

Resources

About