This case study documents the work of this researcher and others to transform oppressive ideologies and practices in an urban community college through human rights policy development and implementation. Analysis of policy processes examines how contestations of equity discourses by various organizational stakeholders influenced organizational constructions of equity as ideology, policy and practice. Policy struggles over the three administrations are examined using a typology of equity discourses defined as assimilationist (status quo: resisting human rights/equity), managing diversity (organizational benefits: liability protection, commodifying equity/human rights) and transformative (structural/curricular change). In this particular case study, a human rights crisis during the 1990’s led to substantive policy change as human rights was framed as organizational change. These changes were resisted and recuperated by the next cadre of change agents and senior and middle managers and human rights were administered as rights based complaints management. However, the large complaints bureaucracy was unable to contain underlying systemic issues and complaints increased dramatically. Management responded with neoliberal influenced managing diversity/cultural competency training, proposed as a customer service model to train faculty and staff how to deal with the Other - ‘culturally diverse’ clients/students. This discourse of equity was challenged by this researcher (who was seconded to develop institution wide cultural competencies for faculty). This curriculum project was used to recoup some of the transformative elements of the policy and refocus institutional efforts towards system wide organizational change. This attempt at tempered radicalism was recouped by senior management and the competencies developed were contained in a single course during the next administrative turnover. This research builds on the survey studies of equity practitioners by Westerman (2008) and Agocs (2004) that examine how the positionality of institutional change agents influences opportunities to advance equity in institutions (in areas of complaints management and/or employment equity). It differs from previous studies in three ways: first I expand the definition of equity as the totality of all institutional functions including curriculum. Second, in addition to examining the scope and impact of these ‘expert’ roles, this study examines the influence of larger societal discourses of equity, the motivations of managers and other important stakeholders such as unions in shaping what constitutes equity work, how this is embraced and/or resisted by change agents and others in spite of ‘official’ policy. And third, it is a historical case study examination of one institution over a sustained period of time. The conclusions drawn from this institution’s policy struggles suggest that transformative equity initiatives can shift organizational cultures by changing the conversation about was constitutes equity work, however their effectiveness in bringing about structural change remains tenuous. Neocolonial societies are premised on relations of inequality, and dominant neoliberal discourses have imposed business models of managerial efficiency, standardization and profitability on public institutions which ensures that managers will continue to translate the demands of equity-seeking groups into bureaucratic procedures.

<p>Organisational culture has been one of the most studied and theorised concepts in organisational development. New ways of working, globalisation, increased competition and change in technology have created a greater need for strategic innovation and co-ordination and integration across units (Schein, 1992). Culture is the single most important factor for success or failure and has the greatest potential to effect organisational improvements or hold it back (Deal &amp / Kennedy, 1982 / Fowler, 2002). Research suggests that organisational culture, its assessment and management is increasingly viewed as a necessary part of healthcare improvements (Scott, Mannion, Davies &amp / Marshall, 2003). In the health care environment, organisational culture has been associated with several elements of organisational experience and initiatives that contribute to quality, such as nursing care, job satisfaction and patient safety (Boan &amp / Funderburk, 2003).</p> <p>In order to implement strategic initiatives or performance improvement interventions, it is important that an organisation understands the current status of its organisational culture. The best way to gain understanding of the culture is by assessing it (Davidson, 2004).&nbsp / he aim of the research was to assess the organisational culture of a private hospital in the Western Cape. For the purpose of this study a quantitative methodology adopted used utilising purposive sampling. The sample (n = 221) was inclusive of males and females and comprised of permanent and contract employees extending across the following departments: Human Resources, Patient Administration, Pharmacy, Technical, Support Services and Nursing. The nursing department was the largest representative group of the sample. The sample also included of medi-staff, management and an additional small hospital that reports to the management team. The Denison Organisational Culture Survey was used to gather data for the study. The Survey measures four culture traits, namely, involvement, consistency, adaptability and mission. Descriptive and inferential statistics were used to analyse the data. Results indicated that employees perceived involvement, consistency, adaptability and mission positively. Furthermore, there were no significant differences found for consistency and sense of mission by employees in different departments. There were several limitations of the study. Amongst others, the results cannot be generalised to the broader population of all private hospitals as the findings are unique to the particular organisation. Secondly, the Denison Organisational Culture Survey has only been validated in a financial organisation in South Africa. A recommendation for further research would be to utilise quantitative as well as qualitative methodology to add to the existing body of knowledge.</p>

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2005.

This thesis presents a portfolio of seven publications by the candidate from 1992 to 2001 that have explored the issues facing older workers in Australia during economic restructuring. Four of these publications are empirical, the remainder reflective and conceptual. Empirical data is presented from four samples testing a conceptual framework that explains how the contextual and individual circumstances facing older workers led them to opt for early retirement. / Thesis (PhD)--University of South Australia, 2001.

Thesis (PhD)--University of South Australia, 2001

Thesis (M Ed)--University of South Australia, 1995

The globalisation of the world economy and world markets has had far reaching effects on national economies as governments try to allocate funding to potentially profitable market areas. Rapid technological change has accompanied the expansion and diversification of the higher education market in an environment of global competitiveness, as universities try to claim their market share. Universities now view themselves as businesses, with strong implications for university staff, who are subject to new forms of organisational controls which emphasise the importance of corporate goals. / Thesis (PhD)--University of South Australia, 2000

This study is primarily about the Open Organisations Profile, a questionnaire developed in the United States by Professor Oscar Mink (1991) to assess openness in the workplace and thus assist in decisions on organisational change and development. The Open Organisations Profile was developed as an assessment tool of the Open Organisations theoretical model. The Open Organisations Model offers researchers a lens to assess an organisational system and the system’s ability to adapt to internal and external changes in its environment, while maintaining a sense of unity.While the Open Organisations Profile has been used extensively in Australia and the United States of America, limited research has examined its psychometric properties. This current set of studies aimed to examine the psychometric qualities of the instrument. The first study examined the reliabilities and factor structure of the Open Organisations Profile. Results indicated that the Open Organisations Profile displayed high internal consistency ranging from r = .80 to r = .95. Furthermore confirmatory factor analysis (CFA) confirmed the theoretical three factor model of unity, internal responsiveness and external responsiveness.The second study assessed cultural differences and similarities between Australia and American using the profile. The findings suggested that significant differences existed between the countries and also between male and female values across the nine dimensions measured.The final study examined the relationships between the three higher order factors of openness and customer satisfaction and sales performance. The study found that the three factors of openness had a mediating effect on customer satisfaction and sales performance. The three studies showed the Open Organisation Profile offers researchers a reasonably reliable and valid instrument for assessing the openness of an organisation and its ability to adapt to internal and external changes in the organisation’s environment. Furthermore, the Open Organisations Profile could be used as guide to the areas that need to be addressed to help the organisation improve service delivery, customer satisfaction and financial return.

This research inestigates and examines the relationship between innovation success, internal organizational factors, local cultural factors and external environmental factors in the Malaysian ICT industry. From the responses of 122 local and multinational companies operating in Malaysia, the independent variables having positive relationships with innovation success are external ecconomic environmental factors and leadership organizational factors, while independent variables having negative relationships with innovation success are collectivism local cultures and external social environmental factors. The findings also indicate that these factors do not influence the innovation on an individual basis, but they are working in unison.

Thesis (M.C.M.) -- Lincoln University, 2007. / Also available via the World Wide Web.