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

Organizational Change and Stress Management How Change Agents Can Contribute to Change Resistance According to Hussey (2000), as far as effective management is concerned, change remains a critical aspect. It can be noted that through their actions or inactions, change agents in most cases end up contributing towards the very occurrence of resistance (Ford et al. 2008). To begin with, by breaking agreements before or during the change process, change agents make

The change that outsourcing and SAs bring into organizations is, or should be, planned. It is the result of specific efforts by a change agent (individuals and groups who take responsibility for changing the existing behavior patterns), in this case managers. Planned change processes are a direct response to someone's perception of a discrepancy between the desired and actual state of affairs (performance gap). Performance gaps are at the same

Organizational Change and Development in Public Sector Additional points are in red per Rewrite Edition April 6, 2012 Organizational Change and Development in the Public Sector 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. Empirically-based studies indicate that transformational leaders are the most effective at clearly defining and

The non-threatening approach of the study needs to be expanded upon with top-management visibility and support added to give it even more credibility and credence in the eyes of the workers being effected by the manufacturing operation closure. The support of top management in any change management initiative, including the closure of the plant and the urgent need to get an OD strategic plan created and implemented, is crucial

Who better to identify and resolve company problems than the people who work in the organization and know the company best? Delaney and Huselid agree: "Job or work structures have also been argued to enhance firm performance by allowing skilled and motivated employees to become more involved in determining what work is to be done and how it is to be performed." (Delaney, Huselid, 1996) The situation of the organization