Team building and culture change: Well-trained and committed teams can successfully roll out culture change programmes

Whitehead, Paul

doi:10.1080/714042495

Cited by 8 publications

(4 citation statements)

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“…However, designing the culture that enables the best balance for the particular lean implementation desired takes time and effort, but has been found to be worthwhile (cf. Briody et al, 2012;Conceicao and Altman, 2011;Hartmann and Khademian, 2010;Ray and Goppelt, 2011;Schein, 2004;Smollan, 2013;Wright, 2013;Whitehead, 2001). Furthermore, which dominant organizational culture may have a potential to increase effectiveness on lean processes is given in detail above in each section.…”

Section: Resultsmentioning

confidence: 99%

The effect of organizational culture on implementing and sustaining lean processes

Pakdil

Leonard

2015

Journal of Manufacturing Technology Management

118

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Lean systems thinking was widely studied using relevant variables, but there is a dearth of published theoretical or empirical evidence about the cultural aspects of lean processes. The lack of conceptual development is one of the motivations for this study. Do organizational cultural variations correlate with the success and effectiveness of lean processes? What organizational infrastructures are required for effective lean implementation and continuation? The paper aims to discuss these issues. Design/methodology/approach -Examining literature in the area of lean production and lean management, the authors sought current literature at the intersection of organizational culture and lean processes, particularly implementation and sustainability, but found little relating to the topic. Therefore, using the Competing Values Framework taxonomy, the authors examine this intersection, relying on related research in the areas. Findings -In this paper, a brief discussion of lean processes in relation to organizational culture leads to propositions that identify the various cultural dimensions and their purported effect on lean implementation and sustainability. A model of this interaction is developed. Those quadrants of the Competing Values Framework that might be useful in developing research directions for the future are identified. Research limitations/implications -Future research directions include the measurement of organizational culture in firms that have implemented lean processes. This would be a step toward looking at the effect that the different quadrants in the Competing Values Framework have on various elements of lean efforts. This would take a significant amount of work, because the manufacturing industry, the leader in implementing and sustaining lean processes, may have institutionalized particular organizational cultures. It would be an interesting step forward in the understanding of how lean processes are operationalized across different firms and industries. However, there are multiple ways to examine culture; the authors believe this method allows the capture of the entire spectrum. Practical implications -Knowing which dimensions influence lean effec...

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Section: Resultsmentioning

confidence: 99%

The effect of organizational culture on implementing and sustaining lean processes

Pakdil

Leonard

2015

Journal of Manufacturing Technology Management

118

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“…First, it provided a sense of enthusiastic break‐through purpose within the FYPC, preempting feelings of frustration and divisiveness (two common teamwork problems identified by Wheelan and Burchill (1999)). We certainly attest to Whitehead's (2001) assertion that information pertaining to team members' assumptions was important in crafting effective team processes.…”

Section: Post‐aa Reflectionsmentioning

confidence: 69%

Seeing the unseen

Haskins

Clawson

2006

International Journal of Educational Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This article describes one way for committee chairs, program administrators, and/or task force leaders to effectively galvanize an educational program change process. In particular, it introduces and describes the successful use of an assumptions audit (AA) to expose, challenge, reinforce, and/or discard a variety of educational program design and delivery assumptions under-girding one top-ranked, MBA program's required first year. Design/methodology/approach -From a case study perspective, this paper chronicles the actual process pursued by a faculty committee chair, to successfully and effectively initiate an educational program review and change process. The paper also roots the AA in the literature on creativity, teams, educational administration, and organizational development. Findings -As a result of the insights provided by the AA, a successful educational change process was launched with high collegiality amongst the change team and with high clarity regarding avenues of change to pursue and not to pursue, all of which led to much less angst, debate, and elapsed time in bringing about an agreed -on set of program changes. Practical implications -Others seeking to productively, expeditiously, and collegially embark on an educational change process should find the AA idea and process useful. Originality/value -The reasons for, the steps followed, and the results of a novel assumptions audit (AA) are presented. The AA process is described in sufficient detail that others can easily undertake their own version.

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“…The CI literature, focused on change management, highlights several enabling factors for creating a conducive organisational culture (Bortolotti et al 2015;Hadid et al 2016) to effectively manage change such as well-trained and prepared teams (Whitehead 2001;Garcia et al 2014), committed and visible leadership and change agents (Bessant et al 2001), clear communication (Oakland and Tanner 2007), employee empowerment (Ohno 1982;Liker and Meier 2006;Marin-Garcia and Bonavia 2015;Lam et al, 2015), cross-functional executive involvement (Longoni and Cagliano 2015), recognition and incentives systems (Kim et al 2011), strategic alignment of company goals with operations key performance indicators (Nicolaides and Harding 2012;Gabcanova 2012;Bititci et al 2015;Bellisario and Pavlov 2018). Many studies have strongly advised for the correlation between KPIs used at enterprise, business, and operations levels (Deming 1993;Neely et al 2000;Oakland and Taner 2007;Bellisario and Pavlov 2018).…”

Section: Background Researchmentioning

confidence: 99%

Enterprise-wide diagnostic in the UK SME: focus beyond tools and techniques

Kumar

Harris

2020

Production Planning & Control

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The paper proposes a theoretical framework that integrates the harder aspects of enterprise-wide diagnostic methodology, i.e. tools and techniques, with softer issues to understand and analyse enterprise-wide issues in the UK manufacturing SME. Enterprise-wide diagnostics application that considers hard and soft practices for managing change in a SME context is less evident in the literature and practice. Case study was conducted in the selected SME and data triangulation was achieved through on-site observations, interviews, and company reports. The use of integrated framework, influenced by Watson (1994), led to identification of several gaps between the three levels-enterprise, business, and operations, that were impacting on demand management and capacity planning. The paper demonstrates the benefits of conducting enterprise-wide diagnostic as a first step to enhance better integration between organisational levels and departments when embarking on continuous improvement journey.

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Team building and culture change: Well-trained and committed teams can successfully roll out culture change programmes

Cited by 8 publications

References 0 publications

The effect of organizational culture on implementing and sustaining lean processes

The effect of organizational culture on implementing and sustaining lean processes

Seeing the unseen

Enterprise-wide diagnostic in the UK SME: focus beyond tools and techniques

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