he is also an Affiliate Member of the Corporate Renewal initiative (CORE) and a member

Deregulation, unstable financial markets, increasing global competition, advances in information and communication technologies- these are only a few of the conditions driving the escalating pace of change evident within business communities today. Harnessing an organisation of people who thrive on the challenges of ambiguity, complexity and uncertainty and who can successfully and rapidly implement strategic and operational changes, is seen as a differentiating core competence for competitive companies. Today, technology and information systems are usually key enabling factors when organisations embrace major change strategies, but it is becoming evident that to leverage strategic opportunities from advances in information systems and enabling technologies such as the internet, intranets and e-commerce, good change management practices must be adopted. In this paper we derive a framework for assessing training programmes for change agents, based on an extensive review of the literature on change management models and the skills and competencies necessary to manage change successfully. This framework provides a basis for identifying pedagogical objectives for teaching change management to executives, IT specialists, change agents and change recipients. As an illustration, the framework is applied to evaluate the effectiveness of a computer based multimedia simulation, a training tool known as the EIS Simulation, in satisfying these pedagogical objectives. 1.

A review of literature pertaining to data warehouse implementations over the last eight years has been undertaken. It was found that the views of data warehouse practitioners in particular have changed over the period's pre and post 2000, to the extent that fewer authors place any emphasis on the need for a clear business purpose before embarking on a data warehouse project. Notably, pre 2000, there was no reference to the need to deliver a return on data warehouse investment, but today it appears to be critical that data warehouses prove their financial value. However, data warehouses do have strategic and therefore long term value for an organization. The case study review in this paper supports the notion of strategic alignment but it is the mapping of their experiences to the configuration school of strategic management that explains the degree of success.

Abstract. Organizations change with the dynamics of the world. To enable organizations to change, certain structures and capabilities are needed. As all processes, a change process has an organization of its own. In this paper it is shown how within a formal organization modeling approach also organizational change processes can be modeled. A generic organization model (covering both organization structure and behavior) for organizational change is presented and formally evaluated for a case study. This model takes into account different phases in a change process considered in Organization Theory literature, such as unfreezing, movement and refreezing. Moreover, at the level of individuals, the internal beliefs and their changes are incorporated in the model. In addition, an internal mental model for (reflective) reasoning about expected role behavior is included in the organization model.

Unit testing was integrated into the software development process of a five-member programming team using a testduring -coding training module. The training approach and module are briefly described. Individual and pair developer performance was measured before and after the training module was presented. The improvements in quality achieved by the team ranged from 38% to 267% fewer defects.

Traditional approaches to requirements elicitation stress systematic and rational analysis and representation of organizational context and system requirements. This paper argues that the introduction of any computer-based system to an organization transforms the organization and changes the work patterns of the system’s users in the organization. These changes interact with the users ’ values and beliefs and trigger emotional responses which are sometimes directed against the computerbased system and its proponents. The paper debunks myths about how smoothly such organizational transformations take place, describes case studies showing how organizational transformation really takes place, and introduces and confirms by case studies some guidelines for eliciting requirements and the relevant emotional issues for a computer-based system that is being introduced into an organization to change its work patterns. 1

The acute threat of internationally driven and homeland-directed terrorism has changed the rules and expectations for governmental action, interaction, and willpower. Unprecedented coordination of resources, information, and expertise is required in the face of new hazards emanating from an elusive and a yet active and well-organized network of hostile terrorist cells (Danzig, 2003). While the period since 9/11 has witnessed a spate of governmental reorganization and restructuring—the most visible in the speedy formation of the Department of Homeland Security and the 9/11 Commission recommended revamping of intelligence agencies 1 (National Commission on Terrorist Attacks, 2004)—the hoped for change in behavior and impact has lagged far behind shifts in organizational form and mandate 2 (Mintz, 2005). This reluctance to change is alarming given the enormity of the immediate terrorist danger and the consequences of less-than-optimal prevention, emergency preparedness, and response. How can this resistance to change be understood, and what can be done strategically to accelerate realization of full national preparedness potential? WORKING PAPERS CENTER FOR PUBLIC LEADERSHIP The vast literature and experience on the difficulties of accomplishing any sort of quick organizational change need not be recounted here (Kotter, 1996). Suffice it to say that the silo effect of distinct cultures,

The research here presented focuses upon the informal, social, and cultural side of managerial coordination and control as manifested in clinical e-health systems. Specifically, the research seeks to analyze and determine the role specific dimensions of organizational culture may have upon effective managerial coordination and control in clinical e-health systems. The Problem Modern health care organizations are confronted with the advent of new clinical ehealth technologies as never before. Early evidence suggests great difficulty in the implementation of these new technological advances ( Bangert and Doktor, 2000). Telemedicine is a good example of this problem. Originally conceived as a two-way video conference between a primary care provider and patient at one end, and a specialist at the other end, telemedicine has evolved into a clinical information technology sub- system in which multi-media email and web-based applications transfer precise and detailed clinical patient information between health-care providers, and sometime the patients themselves, accurately and rapidly across long distances. The result is enhanced patient access to better health care, reduced total health care costs and, as a consequence of easy access to the most appropriate specialist expertise, higher overall quality of the health care delivered (Davis, et. al 2000). Despite the great promise of clinical ehealth solutions such as telemedicine, successful

Efforts to get workers to change significantly their communication practices often fail. This failure occurs because external consultants, who are often academics, and internal organizational development specialists see changing communication practices as merely introducing new skills rather than altering the way workers habitually think and talk about communication. In this article, the author uses organizational theory and details from his research and consulting experience to explain why changing communication practices is difficult. He proposes a theory-based framework to help the professional and managerial communication disciplines better understand the steps necessary to change communication practice and norms in large, complex organizations.

A causal theory of spiritual leadership is developed within an intrinsic motivation model that incorporates vision, hope/faith, and altruistic love, theories of workplace spirituality, and spiritual survival. The purpose of spiritual leadership is to create vision and value congruence across the strategic, empowered team, and individual levels and, ultimately, to foster higher levels of organizational commitment and productivity. I first examine leadership as motivation to change and review motivation-based leadership theories. Second, I note the accelerating call for spirituality in the workplace, describe the universal human need for spiritual survival through calling and membership, and distinguish between religion and spirituality. Next, I introduce a generic definition of God as a higher power with a continuum upon which humanistic, theistic, and pantheistic definitions of God can be placed. I also review religiousand ethics-and-values-based leadership theories and conclude that, to motivate followers, leaders must get in touch with their core values and communicate them to followers through vision and personal actions to create a sense of spiritual survival through calling and membership. I then argue that spiritual leadership theory is not only inclusive of other major extant motivationbased theories of leadership, but that it is also more conceptually distinct, parsimonious, and less