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CHANGE MANAGEMENT in Public Sector Organisations
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Transcript of CHANGE MANAGEMENT in Public Sector Organisations
7/23/2019 CHANGE MANAGEMENT in Public Sector Organisations
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CHANGE MANAGEMENT IN
PUBLIC SECTOR ORGANISATIONS
43rd COMMON TRAINING PROGRAMME
PUBLIC SECTORMANAGEMENT
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Relevance
• Public Sector is in transition
• Traditional public processes & institutions areless efective in satisying people’s needs
• Better inormed society – more expectationsrom public & private organisations alike
• Public managers are expected to improve
the perormance o their organisations• ocus on !"ciency# !fectiveness and
Propriety
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Concepts
• $eorm or %hange
• $eorm and %hange
•
$eorm s %hange
• Reform & Change are two distinctive but
interlinked concepts
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Reor! " C#an$e
• Reor! – the 'ay by 'hich governmentmay produce change
• Reor! – a conscious activity intended to
modiy processes# procedures# attitudes &behaviours
• C#an$e – in turn – the efect produced by
the implementation o the reorm• Mana$e!ent o C#an$e – dictates
policy success or policy ailure
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Tr%$$ers o C#an$e & '(4)E*ternal So+rces,
• Pol%t%cal(Le$al -actors
– (lobal# international and transnational orces
– %onstant interaction 'ith and dependence on
resources rom other agents
– %hanges in (overnment
– )e' policies
– Public*private partnerships
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Tr%$$ers o C#an$e & .(4)E*ternal So+rces,
• Econo!%c -actors
– (ro'th or $ecession
– $egional prosperity*opportunities
– Bilateral or +ultilateral lending*borro'ingoptions
– %hanges in currency exchange rates
– %hanges in interest rates
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Tr%$$ers o C#an$e & 3(4)E*ternal So+rces,
• Soc%al -actors
– %hanging regional*national culture – nascentdemocracy
– !xpectations rom government
– ,emography
– -ttitudes to health and education
– -ttitudes to 'ork & leisure
– +edia .n/uence
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Tr%$$ers o C#an$e & 4(4)E*ternal So+rces,
• Tec#nolo$%cal -actors
– -vailability o technology
– 0se o technology in public sector
organisations
– Public use o .T
– .nnovations
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Tr%$$ers o C#an$e & '(.)Internal So+rces,
• %iti1en’s disenchantment 'ith politicalprocess – less participation in electoralprocess
•Party’s +aniesto – prorities
• %hanges in government
• )e' initiative management style 2)e' public
management3• 4ack o trust in government
• 5ealth & education emergencies
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Tr%$$ers o C#an$e & .(.)Internal So+rces,
• )e' procedures and management
• %hanging inormation needs
•
.ntegration o roles
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/e0 1+est%ons
• .denti6cation o problem*opportunity as aprecursor to change
• 7hat to %hange8
• 7hat to %hange to8
• 5o' to manage change successully8
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T0pes o Or$an%sat%onal C#an$e
• Types o change can be classi6ed by thee*tent o t#e c#an$e re2+%red# and thespeed %t# #%c# t#e c#an$e %s to e
ac#%eved
• %ontinuous %hange s9 ,iscontinuous%hange
– .ncremental change is also kno'n as :continuous:change 'hile :discontinuous change: reers to thebig bang
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T0pes o Or$an%sat%onal C#an$e
• Transor!at%on entails changing an organisation’sculture
– .t is a undamental change that cannot be handled 'ithin theexisting organisational paradigm
• Real%$n!ent does not involve a undamentalreappraisal o the central assumptions and belies
• Evol+t%on can take a long period o time# but resultsin a undamentally diferent organisation once
completed
• Revol+t%on is likely to be a orced# reactivetransormation using simultaneous initiatives onmany ronts# and oten in a relatively short space o
time
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C#an$eover Met#ods
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C#an$e Mana$e!entT#eor%es
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