John W. Moran and Jeffrey M. Mead
Change is often brought about by an organization’s old ways being shown to be ineffective and inefficient in the currrent market environment. For most organizations this is…
Abstract
Change is often brought about by an organization’s old ways being shown to be ineffective and inefficient in the currrent market environment. For most organizations this is usually found out too late in today’s rapid pace of Internet speed change. Organizations must approach change just as the most successful “techno‐individuals” have, by constantly reinventing and making minor changes, so they are always positioned for the next wave of change in the marketplace. Their workforces then view change as a phenomenon to embrace and not fear. It is normal to change if one is always doing it. Organizations must ask themselves “What do we need to change to be a fierce and flexible force in our marketplace?” “How have we changed this week? How must we change next week?”.
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Daniel J. Anderson, Robert G. Norton, Gary E. Reed and John W. Moran
Describes how two US hospitals, members of an integrated health system, took different routes to achieve radical constructive change, one of them ‐ an urban community hospital �…
Abstract
Describes how two US hospitals, members of an integrated health system, took different routes to achieve radical constructive change, one of them ‐ an urban community hospital ‐ through what is described in detail as core process redesign; the other ‐ a full‐service, research and teaching hospital ‐ devised and implemented a process described, again in step‐by‐step detail, as re‐engineering of clinical services and business operations.
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Abstract
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Ekta Sharma and Sandeep Sharma
Today, innovation and creativity are the buzz words in the galore of not only business but also of education. The need to foster creativity and innovation has long been a priority…
Abstract
Purpose
Today, innovation and creativity are the buzz words in the galore of not only business but also of education. The need to foster creativity and innovation has long been a priority in the educational and corporate spheres. The purpose of this paper is to propose the scale for the measurement of teacher’s creativity nurturing behaviour.
Design/methodology/approach
The sample consists of 356 primary school teachers from various category, e.g. municipal schools, private schools, Indian Certificate Secondary Education board, Central Board of Secondary Education (CBSE) board, regional board. The data are collected through the questionnaire with 15 items and four constructs: abstraction, inquisitiveness, motivation and critical thinking. The data have been analysed through SPSS and AMOS.
Findings
The result shows good fit of the model with four constructs or latent variables.
Originality/value
This paper is original and a scale development for creativity nurturing behavior.
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The purpose of this nonexperimental research was to examine the perceptions of state-certified teachers regarding Library Media Specialists (LMS). Through collaboration and the…
Abstract
The purpose of this nonexperimental research was to examine the perceptions of state-certified teachers regarding Library Media Specialists (LMS). Through collaboration and the use of social constructivist learning theories, teachers at three high schools in Georgia were interviewed regarding the roles and responsibilities of LMS. The primary research question asked how the perceptions of teachers on the practices of the role of the school LMS differ from the way the teachers perceive these roles to be important at their high schools. The secondary research questions addressed the correlations between high school teachers' demographic information and both the importance of and the practice of the roles of the high school LMS. Quantitative data were collected through a survey developed by McCracken (2000). A paired sample t-test was used to compare the theoretical and practical scales in each category of the LMS roles, and a Spearman rank-ordered correlations test was used to compare the 13 descriptive variables to theoretical and practical scales. Teacher participants reported each of the roles of the LMS to be more important than what is actually being practiced in their school settings and that similar views existed on both the practice scale and the importance scale. Implications include community and educator awareness of the role of the school LMS, an increased educator awareness of the roles of a state-certified school LMS to compliment the high school curriculum, and an increased awareness for the need of a LMS in public schools.
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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/13665620010316226. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/13665620010316226. When citing the article, please cite: John W. Moran, Baird K. Brightman, (2000), “Leading organizational change”, Journal of Workplace Learning, Vol. 12 Iss: 2, pp. 66 - 74.
On 2nd May, 1995 the provisions of the Criminal Justice Act 1994 (the Act), which contain the Irish rules to combat money laundering, came fully into effect. The rules reflected…
Abstract
On 2nd May, 1995 the provisions of the Criminal Justice Act 1994 (the Act), which contain the Irish rules to combat money laundering, came fully into effect. The rules reflected the obligations of the Irish Government pursuant to the European Union Council Directive 91/308/EEC on the Prevention of the Use of the Financial System for the Purpose of Money Laundering (the Directive). As required by the provisions of the Directive, the Act:
Nancy L. Wilkinson and John W. Moran
Provides a step by step template for developing a team charter. Notes that a team charter is an important element in any teamworking process as it provides a start‐up direction…
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Provides a step by step template for developing a team charter. Notes that a team charter is an important element in any teamworking process as it provides a start‐up direction for the team and avoids the team wasting a valuable time and resources. Gives an example of a team charter and a detailed analysis of the 21 sections involved.
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Baird K. Brightman and John W. Moran
Presents a schedule for the alignment of personal needs and priorities with organizational needs and priorities. By considering leadership, coaching, corporate citizenship, change…
Abstract
Presents a schedule for the alignment of personal needs and priorities with organizational needs and priorities. By considering leadership, coaching, corporate citizenship, change management, efficiency, team working, customer focus, and decision making, individuals can compile an action plan for professional and organizational change, ensuring that one is not at the expense of the other. Features a number of models to encourage reflection and discussion as well as assessment instruments to aid immediate practical development.
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States that change management is a continuous process for organizations wishing to keep pace with their ever‐changing marketplace. The pace of change is faster today than ever…
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States that change management is a continuous process for organizations wishing to keep pace with their ever‐changing marketplace. The pace of change is faster today than ever before, with the prospect of staying that way for the next few years. Describes how change management is non‐linear with no clearly defined beginning or end. Explains how it is a process which consists of a series of closer and closer approximations of increasingly ambitious goals which are embraced by more and more members of the organization.