Ways and Means of Adapting Culture and Structure: Case Studies. Support Document 1

Autor/inn/en	Clayton, Berwyn; Fisher, Thea; Harris, Roger; Bateman, Andrea; Brown, Mike
Institution	National Centre for Vocational Education Research
Titel	Ways and Means of Adapting Culture and Structure: Case Studies. Support Document 1
Quelle	(2008), (14 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
Schlagwörter	Organizational Change; Public Service; Case Studies; Higher Education; Organizational Culture; Foreign Countries; Vocational Education; Organizational Communication; Cooperation; Vocational Training Centers; Australia; United States + Suchen Sie Ihr Suchwort? Organisationswandel; Public services; Öffentlicher Sozialdienst; Case study; Fallstudie; Case Study; Hochschulbildung; Hochschulsystem; Hochschulwesen; Unternehmenskultur; Ausland; Ausbildung; Berufsbildung; Co-operation; Kooperation; Vocational training center; Vocational training centre; Vocational training centres; Ausbildungseinrichtung; Berufsaufbauschule; Australien; USA
Abstract	The resource in this support document is a set of small case studies, offering insights into how a range of organisations have gone about adapting their organisational structure and/or culture to enhance their capability. Key elements of each case are presented with a particular emphasis on: (1) the principles that have underpinned each approach to organisational change; (2) the way people have been engaged in the change processes; and (3) the practicalities associated with the implementation of change. In undertaking this research and scanning the literature, a diversity of approaches to building organisational capability through structural and culture change were identified confirming the views of many authors (Mintzberg, 1989; Peters, 1993; Drucker, 1999) that there is no one way or even "right" way to achieve structural or cultural transformation within an organisation. This diversity is well demonstrated by the five examples that follow--three drawn from TAFE institutes, one from a public service organisation and the other from higher education institutions in the United States. In each of these cases, there is a marked variation in focus. The first outlines an adaptive culture change, the second a transformational structure change, the third an evolutionary structure change, the fourth a communication-driven cultural change and the fifth a reshaping to foster internal collaboration. (Contains 5 tables.) [This document was produced by the authors based on their research for the report, "A Study in Difference: Structures and Cultures in Registered Training Organisations," and is an added resource for further information. The full report, "A Study in Difference: Structures and Cultures in Australian Registered Training Organisations," is available at ED503351. For Support Document 2, "Structures and Cultures: A Review of the Literature," see ED503353. For Support Document 3, also titled "A Study in Difference: Structures and Cultures in Registered Training Organisations," see ED503406.] (ERIC).
Anmerkungen	National Centre for Vocational Education Research Ltd. P.O. Box 8288, Stational Arcade, Adelaide, SA 5000, Australia. Tel: +61-8-230-8400; Fax: +61-8-212-3436; e-mail: ncver@ncver.edu.au; Web site: http://www.ncver.edu.au/publications/index.html
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10