RICKE-KIELY Theresa Ann, PARKER Jennifer, BARNET Thomas
Journal article citation:
Administration in Social Work, 37(2), 2013, pp.158-170.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
This article delineates the lessons from four human service organizations that merged into two reconfigured nonprofit organizations. It incorporates experiences in which merger efforts were ineffective as well as successful. The authors offer steps that can assist nonprofits in the merger process after the decision has been made to investigate and consider a merger. The findings offer a road map from a due diligence standpoint, a process of assessment, design, and strategy execution for the establishment of a merger process. It is designed to complement Gulati's social network theory, which delineates the identification of partners and the building alliances
(Edited publisher abstract)
This article delineates the lessons from four human service organizations that merged into two reconfigured nonprofit organizations. It incorporates experiences in which merger efforts were ineffective as well as successful. The authors offer steps that can assist nonprofits in the merger process after the decision has been made to investigate and consider a merger. The findings offer a road map from a due diligence standpoint, a process of assessment, design, and strategy execution for the establishment of a merger process. It is designed to complement Gulati's social network theory, which delineates the identification of partners and the building alliances
(Edited publisher abstract)
Administration in Social Work, 34(5), November 2010, pp.423-441.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
...organisations in the states of Georgia, South Carolina, North Carolina, and Florida constituted the sample for this study. Findings revealed that cultural consensus was positively related to transformational leadership practices and negatively related to formalisation. Organisational values were positively related to transformational leadership practices, negatively related to size, formalisation
Given the relevance of organisational culture to many organisational and individual outcomes, factors related to this construct are an important research topic. This paper presents findings from a study examining the association between the three aspects of organisational culture: cultural consensus; structure; and organisational values. Participants included 910 employees in 79 non-profit organisations in the states of Georgia, South Carolina, North Carolina, and Florida constituted the sample for this study. Findings revealed that cultural consensus was positively related to transformational leadership practices and negatively related to formalisation. Organisational values were positively related to transformational leadership practices, negatively related to size, formalisation, and centralisation. Finally, five structures of organisational cultures differed with regard to leadership, size, and occupational differentiation. The study concluded that the findings provided evidence for the relationship between organisational culture, transformational leadership and organisational structure.
The health of organisations is still primarily to do with the quality of the people who work in them. Nearly all international and national reports, public and private sector documents, inquiries and investigations tell us that more and better leadership at all levels in organisations is an imperative. Modern leadership, as it has always been, in truth, is about helping to bring the leadership...
The health of organisations is still primarily to do with the quality of the people who work in them. Nearly all international and national reports, public and private sector documents, inquiries and investigations tell us that more and better leadership at all levels in organisations is an imperative. Modern leadership, as it has always been, in truth, is about helping to bring the leadership qualities out of those we work with, so that leadership can be there at all levels.
International Journal of Integrated Care, 16(3), 2016, Online only
Publisher:
International Foundation for Integrated Care
...ended questions and graphic elicitation. Quantitative content analysis was used to summarise the data. Results: The CCIC Framework consists of eighteen organisational factors in three categories: Basic Structures, People and Values, and Key Processes. The three most important capabilities shaping the capacity of organisations to implement integrated care interventions include Leadership Approach
(Edited publisher abstract)
Background: Interventions aimed at integrating care have become widespread in healthcare; however, there is significant variability in their success. Differences in organisational contexts and associated capabilities may be responsible for some of this variability. Purpose: This study develops and validates a conceptual framework of organisational capabilities for integrating care, identifies which of these capabilities may be most important, and explores the mechanisms by which they influence integrated care efforts. Methods: The Context and Capabilities for Integrating Care (CCIC) Framework was developed through a literature review, and revised and validated through interviews with leaders and care providers engaged in integrated care networks in Ontario, Canada. Interviews involved open-ended questions and graphic elicitation. Quantitative content analysis was used to summarise the data. Results: The CCIC Framework consists of eighteen organisational factors in three categories: Basic Structures, People and Values, and Key Processes. The three most important capabilities shaping the capacity of organisations to implement integrated care interventions include Leadership Approach, Clinician Engagement and Leadership, and Readiness for Change. The majority of hypothesised relationships among organisational capabilities involved Readiness for Change and Partnering, emphasising the complexity, interrelatedness and importance of these two factors to integrated care efforts. Conclusions: Organisational leaders can use the framework to determine readiness to integrate care, develop targeted change management strategies, and select appropriate partners with overlapping or complementary profiles on key capabilities. Researchers may use the results to test and refine the proposed framework, with a focus on the hypothesised relationships among organisational capabilities and between organisational capabilities and performance outcomes.
(Edited publisher abstract)
Subject terms:
integrated care, organisational structure, organisational culture, leadership, environmental factors;
This report looks at the barriers to leadership and good people management in practice. Specifically, it focuses on key organisational systemic factors and how the ability of individuals and teams to exercise leadership is affected by them. The four factors discussed are: hierarchy and bureaucracy; short term, bottom-line focus; individualism; and an 'us' and 'them' mentality. The report is based...
(Original abstract)
This report looks at the barriers to leadership and good people management in practice. Specifically, it focuses on key organisational systemic factors and how the ability of individuals and teams to exercise leadership is affected by them. The four factors discussed are: hierarchy and bureaucracy; short term, bottom-line focus; individualism; and an 'us' and 'them' mentality. The report is based on over 120 interviews and focus groups with managers, employees and HR practitioners in seven large organisations from the private, public and third sectors. It also draws on the results of a survey of people in HR or learning and development (1,081 responses) which explored the state of learning and development within organisations. The concluding section recommends that organisations give greater emphasis on what leadership their organisation needs and whether the organisational context is there to support it, rather than focusing solely on the capability of individual leaders and managers.
(Original abstract)
Administration in Social Work, 37(4), 2013, pp.356-371.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
...with key stakeholders in each county (executive staff, program directors/middle managers, supervisors, frontline workers, and consumer group representatives). Findings identified integration and change leadership principles, including clear processes to implement a powerful vision, a strongly committed executive team, stakeholder involvement, and aggressive marketing of the goals.
(Edited publisher abstract)
This study discusses how human service agencies implemented systems to improve service coordination through structural integration or interagency collaborative service delivery systems. Two sets of agencies were studied: four structurally integrated county agencies and three freestanding departments that had engaged in extensive interagency collaboration. Interviews and focus groups were held with key stakeholders in each county (executive staff, program directors/middle managers, supervisors, frontline workers, and consumer group representatives). Findings identified integration and change leadership principles, including clear processes to implement a powerful vision, a strongly committed executive team, stakeholder involvement, and aggressive marketing of the goals.
(Edited publisher abstract)
Community Mental Health Journal, 44(3), June 2008, pp.195-211.
Publisher:
Springer
This paper presents the approaches employed by a number of American states to combine traditional policy levers with more strategic/institutional efforts (e.g., leadership) to facilitate implementation of these practices. Two rounds of site visits were completed and extensive interview data collected. The data were analyzed to find trends that were consistent across states and across practices
This paper presents the approaches employed by a number of American states to combine traditional policy levers with more strategic/institutional efforts (e.g., leadership) to facilitate implementation of these practices. Two rounds of site visits were completed and extensive interview data collected. The data were analyzed to find trends that were consistent across states and across practices. Two themes emerged for understanding implementation of evidence-based practices: the support and influence of the state mental health authority matters and so does the structure of the mental health systems.
Subject terms:
leadership, mental health services, organisational development, organisational structure, evidence-based practice;