Browsing by Person "By, Rune T."

Now showing 1 - 11 of 11

A Multi-dimensional Analysis of Managers' Power - Functional, Socio-political, Interpretive-discursive, and Socio-cultural Approaches
(Rainer Hampp Verlag, 2009) Diefenbach, Thomas; By, Rune T.; Klarner, Patricia
Managers' power within organisations has been analysed by several approaches: Orthodox management and organisation studies ('functional approach'), Critical Management Studies ('socio-political approaches'), interpretive, discourse-oriented and constructivist concepts ('interpretive-discursive approaches'), and anthropological, socio-psychological and sociological approaches ('socio-cultural approaches'). In organisational reality functional, socio-political, interpretive-discursive, and socio-cultural aspects are closely related and intertwined. However, because of division of intellectual labour, probably more because of different worldviews, researchers often make use of these approaches quite selectively. Such focussing has its advantages but also weaknesses. This paper therefore argues that it often helps to investigate complex phenomena such as managers' power in multi-dimensional ways.
An overview of managing organizational change in public services.
(Routledge, 2009) Macleod, Calum; By, Rune T.; By, Rune T.; Macleod, Calum
Forming part of the Understanding Organizational Change series, Managing Organizational Change in Public Services focuses on the organizational dimension of change management in public services. Combining aspects of change management theory with 'real life' practice in the form of organizational cases from different regions and sectors, this edited collection identifies and analyzes significant issues regarding the development, implementation and evaluation of public service change initiatives. Featuring contributions from leading authors in the field, this text provides an overview of organizational change management with a focus on leadership, management, and strategies for change. Looking at cases from Europe and North America, Managing Organizational Change in Public Services offers both a global, as well as a cross-sector analysis of this complex and challenging process. Different sectors that are examined include: Transport Health Education This book offers an excellent introduction to change management and how it works within the public service organizations internationally. It will be vital reading for all those engaged with the study or practice of this dynamic subject.
Editorial
(2009-03) By, Rune T.
Editorial: Managing Organizational Change in Public Services
(2008-03) By, Rune T.; Macleod, Calum
Getting Organizational Change Right in Public Services: The Case of European Higher Education
(2008-03) By, Rune T.; Diefenbach, Thomas; Klarner, Patricia
The purpose of this article is to instigate further debate on why organizational change is currently being initiated and how it is being managed in European Higher Education. It provides suggestions on how to avoid major downsides that come with managerialism and how to enable managers and academics in the sector to concentrate on what Higher Education should be all about: to contribute to the further development of society through knowledge generation and transfer. The article is based on observations of the current developments triggered by the rise of the audit culture and adoption of managerialism. It suggests that not all change currently initiated in Higher Education is required - or indeed in the best interest of the sector or wider society - but rather, based on personal interests resulting in less efficiency and a waste of resources. Furthermore, the article argues that the audit culture and managerialism have created an environment that encourages opportunistic behaviour such as cronyism, rent-seeking and the rise of organizational psychopaths. This development will arguably not only lead to a waste of resources, change for the sake of change, further centralization, formalization and bureaucratization but, also, to a disheartened and exploited workforce, and political and shortterm decision-making. The article proposes ways of managing organizational change in Higher Education successfully by providing a new conceptual change management model and a decision-maker's change manifesto.
Managers' multi-dimensional power and ideology of persuasion during organisational change.
(2009) By, Rune T.; Diefenbach, Thomas; Klarner, Patricia
Organisational change management : a critical review
(Routledge, 2005-12) By, Rune T.
It can be argued that the successful management of change is crucial to any organisation in order to survive and succeed in the present highly competitive and continuously evolving business environment. However, theories and approaches to change management currently available to academics and practitioners are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of contemporary organisational change management. The purpose of this article is, therefore, to provide a critical review of some of the main theories and approaches to organisational change management as an important first step towards constructing a new framework for managing change. The article concludes with recommendations for further research.
Performance, conformance and change: towards a sustainable tourism strategy for Scotland
(2007-02) Macleod, Calum; By, Rune T.
This article examines the development of a sustainable tourism strategy for Scotland.It outlines conceptual features associated with sustainable tourism and considers the evolving public policy context for sustainable tourism in Scotland. Relevant aspects of recently published strategy documents are reviewed. Public policy implementation and change management theory is used to identify variables and situational contexts likely to influence the evolution of a Scottish sustainable tourism strategy and perceptions of strategy success. The article concludes that future strategy development will be best served by securing implementation performance instead of implementation conformance and explains why this should be the case. Finally, recommendations are made for future strategy development. Copyright 2007 John Wiley & Sons, Ltd and ERP Environment.
Ready or not
(Taylor & Francis, 2007) By, Rune T.
Several authors argue there is a clear correlation between the level of an organization's change readiness and the successful management of change. Based on primary data, collected through a series of interviews with managers representing the UK tourism industry, this article provides a critical evaluation of Armenakis and colleague's change readiness framework. Although supporting many of the main suggestions made by Armenakis and colleagues, the article complements the original framework. It suggests a fourth message conveying strategy (implicit communication), a stronger emphasis on the importance of continuous change management and a more explicit link between change readiness and the successful management of change. Furthermore, the article argues that change management should focus on performance rather than conformance. Thus, it suggests there are only two approaches to organizational change management: the conscious and the unconscious. The former approach, which can consist of any of the conventional approaches to change management, advocates continuous change readiness.
The successful management of organisational change in tourism SMEs: initial findings in UK visitor attractions
(Wiley, 2008-07) By, Rune T.; Dale, C.
Organisational change management theory for small and medium-sized enterprises (SMEs) within the tourism industry is an under-researched field. Changing political, economic, social and technological factors can leave unprepared SMEs exposed to external as well as internal pressures, which can lead to underperformance, or in worst case scenario, business failure. This paper, reporting on the findings of exploratory research of nine UK-based visitor attractions, all qualifying as SMEs, suggests that the successful management of change is crucial for SMEs'survival and success. The findings argue that the current approach taken to organisational change management within the industry is bumpy incremental, bumpy continuous and planned. Hence, the paper provides a framework for managing organisational change based on eight critical success factors identified by the study: adaptability and flexibility, commitment and support, communication and co-operation, continuous learning and improvement, formal strategies, motivation and reward, pragmatism, and the right people. Copyright 2008 John Wiley & Sons, Ltd.
Towards a model of human resource solutions for achieving intergenerational interaction in organisations
(Emerald Group Publishing Limited, 2007) By, Rune T.; Hutchings, Kate; McGuire, David
Purpose - Achieving intergenerational interaction and avoiding conflict is becoming increasingly difficult in a workplace populated by three generations - Baby Boomers, Generation X-ers and Generation Y-ers. This paper presents a model and proposes HR solutions towards achieving co-operative generational interaction. Design/methodology/approach - This paper adapts Park's theory of race relations to explain the distinctiveness of generational work groups and the challenges and opportunities that these groups present when interacting in organisations. Rashford and Coghlan's cycle of organisational change, based on the K_bler-Ross grief cycle, is then mapped onto Park's race relations cycle in order to link generational interaction to emotional reactions to change over time. Findings - The paper sets out a research agenda for examining how generations interact in the workplace. It acknowledges the limitations of using Park's theory of race relations, in particular the criticisms levelled at assimilationist approaches. Originality/value - The paper provides an alternative viewpoint for examining how generations co-exist and interact and shows how HR solutions can respond to the needs of different generations