Helping organizations change: A model for guiding consultation.

Ideas relating to the management of organizational change are discussed and illustrated with case examples from the authors' consulting practice. The authors argue that most attempts to implement change in organizations are less successful than intended because principles and knowledge about the psychology of change are violated or ignored. A psychologically informed model for guiding organizational change efforts is presented. Stages and arenas in which organizational change occurs are identified, along with recommended interventions. A case study is presented that illustrates the application of the model in an organization that undertook a major change in its strategy, structure, human resources, and management processes. Implications and suggestions for consulting psychologists who work with organizational leaders in managing change are offered. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

天钢中厚板产销一体化管理系统的建设

天钢（L3）生产数据管理系统与生产过程基础自动化（L1）和过程自动化系统（L2）不匹配。传统的管理模式不能满足生产组织、质量控制及交货期要求,实施中厚板产销一体化MES系统势在必行。通过MES选型,主机、网络构架、系统安全、应用功能设计和投入运行,使天钢中厚板生产管理得到很大提升。     

Anesthetic agents and visual evoked potentials in patients undergoing transphenoidal or breast reconstruction surgery

This article reports the results of a study of four hospital-based providers in varying stages of implementing case management programs. Three of the providers had most of the necessary elements in place to ensure success, such as a mix of reimbursement sources, an effective and integrated information management system, a full range of clinical services, and continuous quality improvement programs. The authors make several suggestions for key activities that must be pursued by any health care organization seeking to implement a case management program in an era of managed care, tightening reimbursement, and consumer demand for quality care. These include the need to (a) organize essential case management functions under a centralized structure; (b) set realistic, quantifiable targets, and (c) design a communications plan for the program.     

The emerging professional adhocracy: A general framework of responsive organizing.

Offers a framework of the characteristics of the responsive organization. A responsive organization is one in which structures and procedures enhance the organization's ability to take advantage of the changes in the environment. Responsiveness, in this case, is more than just being reactive; it means that an organization is able to anticipate change and maintain a proactive orientation to the external environment. Within the framework discussed, the authors also include some of the problems that might be expected in this new organizational form. It is suggested that these tools will allow for the systematic examination of organizational performance and assist change agents in facilitating efforts intended to result in more responsive organizing. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Executive consulting under pressure: A case study.

This consulting psychology case study describes how an initially nonvoluntary consulting engagement with an executive client in a highly complex nuclear industry organization evolved from suspicion to trust, enabling the client to achieve work-related goals. Methods used by the consultant, and reactions to those efforts by the client, are presented and discussed. The intervention evolved from executive coaching to team development opportunities, intergroup conflict management assignments, behavioral skills training, special fact-finding assignments, and, ultimately, to a long-term, system-wide organization development and change. The paper presents the case from the perspectives of both the consultant (the senior author) and the initial client (the junior author). Factors that seemed to contribute to the success of the coaching process are also described. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The dynamics of midstream consulting.

The prevalence of change in the business world today has resulted in the need for organizational consultants to learn new skills and approaches to working with their client systems. Typically, this process includes integrating consulting efforts with preexisting client initiatives, efforts, and directives, a trend called midstream consulting. After an overview of the changing nature of the field, 2 case examples are used to help illustrate the issues and concerns involved in midstream consulting efforts. The 1st case describes issues that arose from the authors' involvement in an organization in the midst of a major reengineering and restructuring plan, and the 2nd concerns the integration of a large-scale survey assessment with existing organizational initiatives regrading leadership and team spirit. Each case is described in terms of the context of existing organizational change initiatives, the practitioners' role in the consulting efforts, and subsequent outcomes and implications arising from the process and the relationship. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Approach for Assessment and Review in a Large Construction Company: Case of Skanska Sweden

Although the need to improve performance and work processes in a company may seem obvious, concrete approaches for this are rare in the construction industry. Admittedly, efforts for embedding improvement processes have been made, but most construction companies are still struggling with concepts, avoiding available tools and techniques for assessment and review. In doing so, they ignore possibilities to identify how they can improve their performance and work processes. In the few cases where tools and techniques have been used, they often fail to address the specific characteristics of the organization. This paper presents how a systematic approach for assessment and review of operations and work processes can be tailored for a large construction company. An in-depth case study carried out at the large construction company Skanska Sweden is the basis for this study. Interaction between research and development work at the company has enabled a deep understanding of the company’s operations, its culture, and its way of working. The approach presented is based on the existing management system at Skanska Sweden and its focus is on creating a structured way to discuss how operations are carried out. The aims are to assess how operations at the local units within the company can be improved and to improve the management system and thereby benefit the organization as a whole.     

Rostrocaudal gradients in the neuronal receptive field complexity in the finger region of the alert monkey''s postcentral gyrus

The authors present their experiences in assisting the government of Niger to develop automated information systems for health care management. They discuss the structure of the health system, the role of donor assistance, the process of initiating automated systems, and the technical requirements and costs of the system. Finally, they draw general conclusions that may be useful for those attempting similar efforts.     

The emerging professional adhocracy: A general framework of responsive organizing (a republication).

This reprinted article originally appeared in Consulting Psychology Journal: Practice and Research, 1997, Vol 49(1), 25-34. (The following abstract of the original article appeared in record 1997-30041-003.) Offers a framework of the characteristics of the responsive organization. A responsive organization is one in which structures and procedures enhance the organization's ability to take advantage of the changes in the environment. Responsiveness, in this case, is more than just being reactive; it means that an organization is able to anticipate change and maintain a proactive orientation to the external environment. Within the framework discussed, the authors also include some of the problems that might be expected in this new organizational form. It is suggested that these tools will allow for the systematic examination of organizational performance and assist change agents in facilitating efforts intended to result in more responsive organizing. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

IT Issues for the Management of High-Quantity, Low-Cost Assets

Transportation infrastructure asset management efforts have historically focused on collecting data on assets with high capital costs, such as bridges and pavements. Road signs and pavement markings, on the other hand, are high quantity, low capital cost assets but are also critical elements of the transportation infrastructure. These high quantity assets serve a critical function, safety, and thus they are receiving attention. Mandated by law, the Federal Highway Administration has been working to establish minimum retroreflectivity standards for signs and pavement markings. This paper seeks to address the information technology (IT) problems that emerge when developing an overall asset management system for high-quantity, low-cost assets. These IT problems include asset identification, asset location, data availability, data fragmentation, and automated data collection. A discussion of the issues related to these problems is presented to promote awareness of the myriad problems that do exist and to facilitate the development of more comprehensive systems to manage the automation of infrastructure asset management systems.     

变电站自动化系统评述

论述了变电站传统自动化系统和综合自动化系统的特点，指出综合自动化系统可以大幅度提高可靠性，降低造价，但需要相应的工程设计和运行管理体制配合。     

浅谈济钢工业自动化应用现状及发展方向

介绍了济钢主要生产工序自动化的现状,指出济钢基础自动化已普及,生产过程自动化已广泛采用,车间管理级自动化得到推广,但电力系统综合自动化发展滞后,辅助生产系统、环保除尘设施及循环经济项目等还存在薄弱环节。济钢发展自动化技术应强化过程控制系统和生产管理系统,注重基础自动化系统的性价比,工业监控软件要以统一化、标准化为原则,大力发展网络技术。     

济钢自动化产业发展模式的探讨

经过多年发展,济钢信息自动化在技术和管理等方面积累了诸多优势。高起点、高标准,以自动化部为核心,整合信息自动化技术力量,充分发挥信息自动化技术资源优势,在确保＂对内不断提升信息自动化管理、规划、建设、运维的能力和水平,确保系统安全稳定运行,促进系统应用不断深化挖潜和优化提升＂的基础上,赋予新型的管理体制和管理机制,大力发展以系统集成、以软带硬、信息化与自动化相结合的高科技产业,为济钢创造更多的经济效益和社会效益。     

自动化系统工程管理与探讨

自动化系统工程的管理不仅要求项目管理人员熟悉自动化、信息化项目管理的特点、项目冲突点,并能够对项目成本控制和风险控制灵活掌控。事实证明,自动化工程建设的成败关键在于工程管理水平的高低。     

Academic psychiatry and managed care: a case study

An academic department of psychiatry in New York City eliminated the need for behavioral managed care intermediaries by transforming itself from a fee-for-service system to a system able to engage in full-risk capitation contracts. The first step was to require health maintenance organizations to contract directly with the department. The department formed two legal entities, a behavioral management services organization for utilization management and a behavioral integrated provider association. The authors describe these entities and review the first year of operation, presenting data on enrollees, capitation rates, and service utilization for the first three contracts. The fundamental differences in the treatment model under managed care and under a fee-for-service system are highlighted. The authors conclude that by contracting directly with insurers on a full-risk capitation basis, departments of psychiatry will be better able to face the economic threats posed by the cost constraints inherent in managed care and maintain or re-establish their autonomy as care managers as well as high-quality care providers.     

Leadership and communication in nursing management

Considering communication and leadership, authors examine the role of the leader as a focus of reception and transmission of information, based on the classification of Mintzberg related to their informative roles, such as the leader acting as monitor, disseminator and spokesman. Contextualizing this approach in the scenery of nursing management, authors study the dimension of nurses-leaders role as an essential element of communication in the systems of organization of nursing care.     

"The emerging professional adhocracy: A general framework of responsive organizing": Erratum.

Reports an error in the original article by R. E. Quinn and L. St. Clair (Consulting Psychology Journal: Practice & Research, 1997 [Win], 49 [1], 25–34). Corrections to the text on pages 25 and 31, to Figure 2 on page 32, to Figure 3 on page 33, and to a reference on page 34 are provided. The corrected article is reprinted in full in this issue. (The following abstract of this article originally appeared in record 1997-30041-003). Offers a framework of the characteristics of the responsive organization. A responsive organization is one in which structures and procedures enhance the organization's ability to take advantage of the changes in the environment. Responsiveness, in this case, is more than just being reactive; it means that an organization is able to anticipate change and maintain a proactive orientation to the external environment. Within the framework discussed, the authors also include some of the problems that might be expected in this new organizational form. It is suggested that these tools will allow for the systematic examination of organizational performance and assist change agents in facilitating efforts intended to result in more responsive organizing. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Strategic Planning in Public Sector Engineering Organization

In today's engineering and construction industries, the concepts of company loyalty, traditional competitors, and employee development are changing at a pace that has not previously been encountered in postindustrial times. In response to these changing concepts, private and public organizations alike are increasing their emphasis on long-term or strategic planning. This paper introduces strategy planning, describes the expected results of strategic planning efforts in engineering and construction organizations, and provides a case study illustration of the process for the City of Los Angeles, Bureau of Engineering (a 1,000-person public sector architectural and engineering organization). The case study describes the seven steps used by the Bureau starting with building a strategic planning team to ending with evaluation of the implementation effort. Lessons learned from the case study are used to identify several recommendations for future planning efforts in the area of strategic planning.     

钢铁厂自动化系统的开发

自动化已经成为钢铁工业发展的关键。但是单个过程的自动化不可能完全获得最新技术的、包括多个级别和全部生产设备的综合自动化系统所可能实现的效益，通过将生产控制系统和工厂管理系统结合起来。才能使所有资源得到最佳利用。介绍了钢铁厂自动化系统的结构、设计原则，各级系统的功能上实际自动化系统的配置，以及叫体自动化系统后所取得的效果。