The key to cultural transformation

Hesselbein, Frances

doi:10.1002/ltl.40619991201

Cited by 14 publications

(8 citation statements)

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“…These and other previously mentioned studies support the current reforms in health care service as well as new approaches to change management (Hesselbein and Johnston, 2002;Markic et al 3157 Pivka and Mulej, 2004;Bukovec and Markič, 2008;Kavčič and Tavčar, 2008;Meško et al, 2010) from the process view (Kettinger and Grover, 1995;Burns and Scapens, 2000).…”

Section: Introductionsupporting

confidence: 59%

Influence of different components of organizational support for project management on success of the project realization in institutes of public health

Markič¹

2012

Afr. J. Bus. Manage.

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The aim of this article is to present the importance of a project performance's education, training and motivation and project organization structure in non-profit organizations and to establish its influence on a successful project realization. For this purpose we designed a questionnaire. The sample includes 180 respondents working in all Slovene institutes of public health at the secondary level. The descriptive statistic and regression model was used to test research aims. The results show that the independent variables in the regression model explained 75.2% of the dependent variable variation indicating a successful project realization. The levels of education and training and motivating of project performers statistically significant influence the success of project realization. Project organization structure and organizational climate do not influence a successful project implementation in institutes of public health at the secondary level. The identified characteristics of a supportive environment and their influence on a successful project realization in institutes of public health generate theoretical and practical results. The outcomes of the research will be useful for the designers of work process innovations in terms of a supportive environment for project management.

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Section: Introductionsupporting

confidence: 59%

Influence of different components of organizational support for project management on success of the project realization in institutes of public health

Markič¹

2012

Afr. J. Bus. Manage.

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“…We therefore propose that if efforts to integrate more fully within an organization and with other firms have not been as successful as intended, the organization's culture may be a factor. Thus, culture change initiatives may be necessary to bring culture values, integration practices, and, in turn, performance into synergistic alignment (Cameron & Quinn, 1999;Cataldo, Raelin, & Lambert, 2009;Hesselbein, 2008).…”

Section: Implications For Practitionersmentioning

confidence: 98%

Investigating the impact of organizational culture on supply chain integration

Braunscheidel

Suresh

Boisnier

2010

Human Resource Management

127

165

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“…In "The Key to Cultural Transformation," Frances Hesselbein (1999) wrote Peel away the shell of an organization and there lives a culture-a set of values, practices, and traditions that define who we are as a group. In great organizations the competence, commitment, innovation, and respect with which people carry out their work are unmistakable to any observer-and a way of living to its members.…”

Section: Rush University Medical Center and Diversitymentioning

confidence: 99%

Diversity Leadership: The Rush University Medical Center Experience

Clapp

2010

Hospital Topics

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Meeting the challenges of diversity is crucial, and within healthcare organizations a particularly strong case exists for a diversity strategy. Rush University Medical Center in 2006 was at an important juncture. Since its founding, the organization had made notable progress toward advancing diversity and inclusiveness. On the other hand, many diversity-related problems continued. Rush convened a committee to review the work of the institution in this area. The committee's report called for changes, and a Diversity Leadership Group (DLG) model was established. This article documents the progress made since 2006 through implementation of the DLG model. The changes prescribed for Rush are presented as recommendations and challenges that other healthcare organizations may find applicable to their own institutions.

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The key to cultural transformation

Cited by 14 publications

References 0 publications

Influence of different components of organizational support for project management on success of the project realization in institutes of public health

Influence of different components of organizational support for project management on success of the project realization in institutes of public health

Investigating the impact of organizational culture on supply chain integration

Diversity Leadership: The Rush University Medical Center Experience

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