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Organizational Change in the Public Sector
This research proposal explores the feasibility of management in the public Sector as an organizational paradigm and new model in organizational development. The literature review reviews numerous journal articles that explore on the key concepts of change management strategies from a public sector project management perspective. The authors suggest that employee's participation, effective feedback across the board, and empowerment of subordinate staffs is a major step in transforming public organizations. This proposal further hypothesis that establishment of long-term and productivity advantages are crucial throughout the organization.
SCOPE AND PURPOSE
Factor 1: Need for change
Factor 2: implement a Plan for change
Factor 3: create political internal environment for Change
Factor 4: Support and Commitment from managers
Factor 5: enhancing External Support
Factor 6: Provide Resources for change
Factor 7: establish Change
Factor 8: ascertain comprehensive Change
Determinants of implementing change in organizations
Social cognitive theory
Testing the Hypothesis
One of the most challenging aspects of organizational change is defining a compelling enough vision for associates and employees to concentrate on so they see the value of changing how they work and why. The following proposal for a capstone project focuses on the qualitative factors that contribute the most to change management programs that are effective over the long-term. These factors are also for successful change management programs that lead to long-term associate and employee motivation. By taking this step in the proposal, the foundation of long-term and solidified learning further makes change management and development permanent in an organization (Egan, 1988).
STATEMENT OF PROBLEM
Most public organization's change management efforts fail even with carefully formulated strategies, structures and processes, the changes implemented overlook the aspects the readiness of organization members to embrace change. Even though the change initiatives are less likely to influence organizational development procedures, they usually require a defined and a compelling vision so that the organization may acknowledge the significance of change. Change management depends on whether the organizational members value the significance of change, and whether they commonly agree to embrace change (Egan, 1988).
SCOPE AND PURPOSE
Change Management practices intends at giving direction and guidance to public sector bodies undertaking change. The practices are therefore very prescriptive and simple to follow. The compilation of the research proposal revolves around Change Management literature focusing on focuses on the qualitative factors that contribute the most to change management programs that are effective over the long-term.
1. What are the key success factors included in change management strategies that also create a foundation of long-term learning and organizational development?
This research question concentrates on which key factors successful leaders include in their change management programs and initiatives to ensure a high level of adoption. In conjunction with these key success factors, the ability of leaders to include strong core components of autonomy, mastery and purpose are included in this research question as well. Various research experts show conclusively the determining factors that contribute to long-term learning that results to successful organizational change management.
2. Do successful change management programs and the development of long-term learning increase production efficiency?
Change management is essential for any organization to continue growing over time, staying in step with development demands while having the ability to deal with threats and quick enough the benefits of change. This second question of how organizational change affects production efficiency focuses on how well an organization has constructed its organizational structure, information systems and set a foundation of effective change management. All three of these factors are essential for production efficiency to occur over time while an organization continually evolves to stay.
H1: is the change and development important in public organization?
H2: -is the change of long-term successful?
Key Points in the Research
Change management is the most critical success factor in any public sector project as it can literally mean the difference between success and failure of the initiative, and affect the long-term morale of employees. It is ironic that the most unquantifiable aspect of an organizations' success has the greatest impact on its performance. This research concentrates on the aspects of change and development management in the public sector.
The literature review will include the key concepts of change management strategies from a public sector project management perspective (Kallio, Saarinen, Tinnila, 2002), followed by an assessment of the best practices in change management and the definition of frameworks for unifying change management, long-term learning and productivity gains (Price, Chahal, 2006). All of these factors will be applicable in the context of creating a change management model for participative management as well (Pardo-del-Val, Martinez-Fuentes, Roig-Dobon, 2012).
Reform projects sweeps through governments in the United States and in foreign countries, repeatedly bringing news about endeavors to reinvent, transform, or reorganize government agencies (Cumming & Huse, 1989; Kallio, Saarinen & Tinnila, 2002). Inquisitively, however, this recurring premise of change in government organizations is yet to provoke a high volume of articles that overtly address the topic in public administration academic journals. There are outstanding exceptions to this observation (Cumming & Huse, 1989; Kallio, Saarinen & Tinnila, 2002). Mani, 1995; Wise, 2002) and journal articles concerning subjects related to organizational change (Berman and Wang, 2000; Brudney and Wright, 2002; Hood and Peters, 2004).
Articles addressing on research and theory with labels reading "organizational change" and with that subject as a central topic, however, emerge with much less promptness in public administration academic journals than in research journals addressing on general management and organization theory. In that literature on organization theory, Cumming & Huse, 1989; Kallio, Saarinen & Tinnila (2002 addresses a count of numerous journals relating to organizational change. This entire literature proliferates with difficulties, including multiple and inconsistent theories and research findings and a good bit of inconclusiveness. This difficulty presents a tremendous challenge to both public administrators and public administration.
In addressing that challenge, this literature offers an overview of the organizational change -- a review illustrating its complexity but also bringing some essential order to the literature. Here, the evaluation identifies points of consent among researchers on organizational transformations: ideas linking large-scale, planned, strategic, and administrative change (Cumming & Huse, 1989; Kallio, Saarinen & Tinnila, 2002). These points function as testable suggestions for investigators to evaluate in future research and as main considerations for leaders of change inventiveness in public organizations.
Managing Successful Organizational Change in the Public Sector
The diversity of theoretical perceptions is essential in determining the benefits of change in organizations. Various theories that supports change process offers insights into the nature of organizational change, especially, the causes of change and the role those organizational members play in the implementing change. Some of these theories play a larger role in making decisions about the necessary organizational changes (Cumming & Huse, 1989; Kallio, Saarinen & Tinnila, 2002, Mani, 1995; Wise, 2002). However, environmental, cognitive, and resource factors place restrictions on such action (Tushman, Michaeland Elaine Romanelli, 1985). These key theoretical perceptions demonstrate researchers' different perceptions about the reasons for change in organizations, particularly the ability of organizational members to bring about change.
Regardless of the conflicting reasons by organizational members on whether they value change or not, a noteworthy body of research illustrates that organizational member's initiate change in their organizations (Cumming & Huse, 1989; Kallio, Saarinen & Tinnila, 2002, Mani, 1995; Wise, 2002). Public sector studies also offer proof of the significant role that public managers play in bringing about organizational change (Cumming & Huse, 1989; Kallio, Saarinen & Tinnila, 2002, Mani, 1995; Wise, 2002).
Discovering that both managers and organizational members can determine change leaves us in suspense, however, about whether an intentional change actually happens and about the best approaches for effecting change. Fortunately, a variety of research exists that embraces various theories and models that support implementation of change. For example, Lewin's model highlights the different points of change. These research studies describe the procedures of bringing change in organizations and identify factors leading to success (Cumming & Huse, 1989; Kallio, Saarinen & Tinnila, 2002, Mani, 1995; Wise, 2002).
Regardless of the differences present in the models theories that support change, there are remarkable similarities among them. This is in addition to empirical studies behind them (Tushman, Michaeland Elaine Romanelli, 1985). It is possible to discern from the literature a consensus that change leaders and change participants ought to pay special attention to eight factors, each offering propositions suitable for further testing and refinement in future research (Cumming & Huse, 1989; Kallio, Saarinen & Tinnila, 2002, Mani, 1995; Wise, 2002).
In addition to discussing the theoretical perceptions, that necessitates change management in public organizations, the literature review here brief discusses the various factors included in change management strategies that also create a foundation of long-term learning and organizational development (Cumming & Huse, 1989; Kallio, Saarinen & Tinnila, 2002, Mani, 1995; Wise, 2002). The following section briefly discuses the eight factors proposed for…[continue]
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