TY - JOUR
T1 - Organisational change : communicating to Schein's operator, engineer and executive occupational subcultures
AU - Chapman, Geoffrey R.
AU - Hayes, Kathryn J.
AU - Sloan, Terry
AU - Fitzgerald, Janna Anneke
PY - 2011
Y1 - 2011
N2 - There has been substantial academic interest surrounding innovation, change management and the individual attributes that permit and promote learning, organisational change and innovative behaviour. This research uses a psychometric tool known as the Instinctive Drives System® to measure preferred working styles in 3943 employees from a range of international companies. These employees were then classified into three groups (engineers, operators and executives) following Schein's classification of occupational subcultures. This study reveals significant differences between the occupational subcultures, suggesting that executives are more inclined towards variety, flexibility and change rather than routine and structure. In contrast, operators and engineers demonstrated preferences for logic and certainty. These results have a range of implications, for researchers and practitioners. Researchers can extend the results of this study, and further explore the differences found between executives and managers from different subcultures. Practitioners may use the results to initiate change to integrate preferred working styles.
AB - There has been substantial academic interest surrounding innovation, change management and the individual attributes that permit and promote learning, organisational change and innovative behaviour. This research uses a psychometric tool known as the Instinctive Drives System® to measure preferred working styles in 3943 employees from a range of international companies. These employees were then classified into three groups (engineers, operators and executives) following Schein's classification of occupational subcultures. This study reveals significant differences between the occupational subcultures, suggesting that executives are more inclined towards variety, flexibility and change rather than routine and structure. In contrast, operators and engineers demonstrated preferences for logic and certainty. These results have a range of implications, for researchers and practitioners. Researchers can extend the results of this study, and further explore the differences found between executives and managers from different subcultures. Practitioners may use the results to initiate change to integrate preferred working styles.
UR - http://handle.uws.edu.au:8081/1959.7/541243
U2 - 10.1504/IJLC.2011.045071
DO - 10.1504/IJLC.2011.045071
M3 - Article
SN - 1740-2875
VL - 5
SP - 242
EP - 256
JO - International Journal of Learning and Change
JF - International Journal of Learning and Change
IS - 45385
ER -