Multicultural Organizational Development: A Resource for Health Equity

Discusses ways to develop the multicultural capacity of health organizations, based on theories from the behavioral sciences that have been applied to organizational management

Equality in Health: An Annotated Bibliography With Resources on Health Disparities and Cultural and Linguistic Competency

Provides citations for articles, reports, books, and online resources on racial/ethnic disparities in health and health care, strategies to reduce them, assessment tools for cultural and linguistic competency, training and education, and other issues

Leadership and Race: How to Develop and Support Leadership that Contributes to Racial Justice

This report explores the ways in which our current thinking about leadership often contributes to producing and maintaining racialized dynamics, and identifies a set of core competencies associated with racial justice leadership. Recommendations are included for helping leadership programs develop and support leadership that furthers racial justice in organizations, communities, and the broader society

Competency Implications of Changing Human Resource Roles

[Excerpt] The present study examines which competencies will be necessary to perform key human resource roles over the next decade at Eastman Kodak Company. This project was a critical component of an ongoing quality process to improve organizational capability. The results establish a platform that will enable Kodak to better assess, plan, develop, and measure the capability of human resource staff

Ready? Set. Grow! A Starter's Guide for Becoming Culturally Competent

Workforce development organizations must recognize and value a diverse set of skills and abilities from their employees and job seekers and provide a workplace environment that is nurturing. CJC believes that creating a nurturing environment and addressing racial, ethnic, and other cultural issues, will lead to more productive workers and better opportunities and outcomes for job seekers.This guide is provided to assist you as you begin to explore diversity training and pursue the building of a more culturally competent organization

Transforming Human Resource Organizations: A Field Study of Future Competency Requirements

As human resource organizations transform, staff competency requirements after significantly. The question is: to what? The present study attempts to answer this question using data gathered from knowledgeable observers within a single firm and employing a unique future-oriented, role focused methodology. The results suggest a competency model with three parts: a relatively small number of core competencies applicable across the full range of human resource roles studied, an even smaller number of leverage competencies applicable to half or more (but not all) of the roles, and a much larger number of competencies that are role specific. Leverage and roles specific competencies are combined into competency profiles for the various roles which, in turn, suggests a number of implications for the selection, development, and career progression of tomorrow\u27s human resource managers and professionals. While this particular competency model and its implications may be situation specific, the methodology developed during the study can be readily replicated in an abbreviated form in virtually any organization

Unlocking medical leadership’s potential:a multilevel virtuous circle?

Background and aim: Medical leadership (ML) has been introduced in many countries, promising to support healthcare services improvement and help further system reform through effective leadership behaviours. Despite some evidence of its success, such lofty promises remain unfulfilled. Method: Couched in extant international literature, this paper provides a conceptual framework to analyse ML's potential in the context of healthcare's complex, multifaceted setting. Results: We identify four interrelated levels of analysis, or domains, that influence ML's potential to transform healthcare delivery. These are the healthcare ecosystem domain, the professional domain, the organisational domain and the individual doctor domain. We discuss the tensions between the various actors working in and across these domains and argue that greater multilevel and multistakeholder collaborative working in healthcare is necessary to reprofessionalise and transform healthcare ecosystems

What is Strategic Competence and Does it Matter? Exposition of the Concept and a Research Agenda

Drawing on a range of theoretical and empirical insights from strategic management and the cognitive and organizational sciences, we argue that strategic competence constitutes the ability of organizations and the individuals who operate within them to work within their cognitive limitations in such a way that they are able to maintain an appropriate level of responsiveness to the contingencies confronting them. Using the language of the resource based view of the firm, we argue that this meta-level competence represents a confluence of individual and organizational characteristics, suitably configured to enable the detection of those weak signals indicative of the need for change and to act accordingly, thereby minimising the dangers of cognitive bias and cognitive inertia. In an era of unprecedented informational burdens and instability, we argue that this competence is central to the longer-term survival and well being of the organization. We conclude with a consideration of the major scientific challenges that lie ahead, if the ideas contained within this paper are to be validated

Cultural Competency in Capacity Building

Discusses different capacity building approaches to improving cultural competency that are informed by community participation and multicultural organizational development