Organizational Change

Paper Summary:

This paper explains how organizational culture and leadership style are important factors in the U.K. National Health Service's (NHS) ability to implement its proposed continually expanding and improving health and social care services. The author points out that the research indicates that organizational culture is correlated closely with an organization's ability to implement change. The paper relates that the type of leadership produced by human resources and general management can play a significant role in the ability of an organization to implement change. The paper includes some long quotations.

Table of Content
Introduction
Organizational Culture
Conclusion

From the Paper:

"However, the literature on this topic that does exist asserts that HR policies can greatly influence organizational efficiency and the overall organizational culture. According to Cabrera & Bonache (1999), in their attempts at expanding the health and social care providers must already have objectives that are established. In addition, the organizations must consider the factors that need to be present to ensure that the culture of the organization is supportive of the aforementioned objectives. For instance, in the case of the health and social care providers, the organization must have a culture that is conducive to the implementation of new policies."

Sample of Sources Used:

• Cabrera, E. F., & Bonache, J. (1999). An Expert HR System for Aligning Organizational Culture and Strategy. Human Resource Planning, 22(1), 51.
• Denison, D. (2003). The Handbook of Organizational Culture and Climate. Administrative Science Quarterly, 48(1), 119+.
• Frost, P., Moore, L., Louis, M., Lundberg, C., & Martin, J. (1991). Renaming organizational culture. Newbury Park, CA: Sage.
• Gagliardi, P. (2003). Understanding Organizational Culture. Administrative Science Quarterly, 48(1), 133+.
• Gamble, P. R., & Gibson, D. A. (1999). Executive values and decision making: The relationship of culture and information flows. Journal of Management Studies, 36, 217-240.

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