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Organizational culture and standardized programs: A practitioner’s guide to implementation
Abstract
Standardized programs are those programs in which all or most of the procedures and processes are performed in a certain way. This article will explore the purposes and logic of these kinds of programs and the role organizational culture can play in implementing them.
... Members of the organisation must first accept the new task that has to be achieved, which is one of the difficulties in every new initiative (Poole et al., 2006). This means that the culture of the provision of the changes has to change, which is defined as the lens through which members of the organisation have to perceive the programme (Fraser, 1998). An organisational culture affects the organisation's behavior at all levels (DiBella, 1996), and mainly the interactions between stakeholders. ...
This paper seeks to explore the development of a discharge programme in one learning disability hospital in Scotland. The study aims to concentrate on organisational developmental changes in that institution. The model of the management during the discharge programme was investigated. The aim of the study is to explore how the discharge programme developed, as seen under the lens of organisational change, in order to find out what kind of model of management is more suitable in similar programmes.
A case study was employed. Data were collected by means of interviews. The interviews followed a structured format. The sample of the study had to be a purposive sample and the method of snowball sampling was used; finally, 28 interviews were conducted. A grounded approach was adopted for the data analysis. The software program QSR "NUD*IST" (version "N6") was used as a technical tool, in order to facilitate the data analysis.
The findings of this study show that various management models were adopted in the four phases of the discharge programme. These different models represent a "quest" by the institution's management regarding the most appropriate model for managing the discharge programme. This study shows that this goes on continuously in organisations under transition until they settle down to a more permanent state.
It was concluded that management models, which are composed of characteristics from the organic theory of organisational management, could apply in discharge programmes. The data gathered enabled the researcher to arrive at a model of management which is suitable for managing organisational changes in discharge programmes, the named "stakeholder management model".
This article reveals that teaching is applicable to far more than just traditional settings of scholarship. It demonstrates the effective (though usually unwitting) application of modern adult learning theory and technique to the effective development, change, and administration of organizations.
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