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



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



Concepts

• $eorm or %hange

• $eorm and %hange

•

$eorm s %hange

• Reform & Change are two distinctive but

interlinked concepts



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



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



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



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



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



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



Tr%$$ers o C#an$e & .(.)Internal So+rces,

• )e' procedures and management

• %hanging inormation needs

•

.ntegration o roles



/e0 1+est%ons

• .denti6cation o problem*opportunity as aprecursor to change

• 7hat to %hange8

• 7hat to %hange to8

• 5o' to manage change successully8



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



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



C#an$eover Met#ods



C#an$e Mana$e!entT#eor%es

change management in public sector organisations

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