Forming part of the Understanding Organizational Change series, Managing Organizational Change in Public Services focuses on the organizational dimension of change management in public services. Combining aspects of change management theory with ‘real life’ practice in the form of organizational cases from different regions and sectors, this edited collection identifies and analyzes significant issues regarding the development, implementation and evaluation of public service change initiatives. Featuring contributions from leading authors in the field, this text provides an overview of organizational change management with a focus on leadership, management, and strategies for change.
Looking at cases from Europe and North America, Managing Organizational Change in Public Services offers both a global, as well as a cross-sector analysis of this complex and challenging process. Different sectors that are examined include:
This book offers an excellent introduction to change management and how it works within the public service organizations internationally. It will be vital reading for all those engaged with the study or practice of this dynamic subject.
Part I: Context 1. An Overview of Managing Organizational Change in Public Services Part II: Leadership, Management and Strategies for Organizational Change in Public Services 2. Contextual Leadership and Change in the Public Sector 3. Managing Public Sector Organizations in Environmental Turbulence 4. The Ideological Use of New Public Management Concepts during Organizational Change Initiatives 5. Change from the Middle? Exploring Middle Manager Strategic and Sensemaking Agency in Public Services 6. A Convergence Analysis of Strategic Change: The National Trust Case 7. Organizational Change in the Public Sector: The Case for Planned Change Part III: Implementing and Evaluating Public Services Change Initiatives 8. Public Sector Compensation: The Management of Change 9. Delayed Due to Heavy Turbulence: An Analysis of Power, Politics and Ultimately, the Abortion of a Major Organizational Change Initiative 10. For Show or For Real? Organization Development in the Public Sector 11. Strategic Responses to the Quality Reform: A Comparative Study of Change in Norwegian Higher Education 12. Changing Organizational Values and Actions in Public Services: A Longitudinal Empirical Analysis Part IV: Conclusions 13. Organizational Change Management in Public Services: Key Findings and Emerging Themes
It is often stated that some 70% of all change projects fail. Though this figure can be disputed, it is nevertheless clear that managing change is one of the most difficult tasks facing organizations today. In response to this, writers offer a wide range of theories and advice designed to aid managers and scholars in understanding and managing change, but which seem merely to overwhelm them with a profusion of competing and conflicting advice and approaches. In many respects, change is a field which epitomises the ‘rigor-relevance’ debate. We have many approaches to change which are built on sound research and robust theories, but which appear to lack relevance for managers. We also have a vast array of nostrums, practices and tools which managers use, but which appear to lack methodological or theoretical foundations.
The aim of this series is to cut through the confusion surrounding the study and practice of change by providing comprehensive and in-depth studies of existing and emerging approaches to change. The rationale for the series is that we cannot understand organizational change sufficiently nor implement it effectively unless we can evaluate the various approaches in terms of the evidence which underpins them, what they seek to achieve and how and where they can be applied. In particular, the series seeks to address, but is not limited to, the following questions: