Organizational Change Mangement
Introduction
Organizational change management (OCM) is a framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an enterprise. Simply put, OCM addresses the people side of change management. Organizations operate in multiple environments (temporal, external and internal). The key task is to work with and try to manage them – in Schein’s (1988, p.94) words, organizations have continually to achieve ‘external adaptation and internal integration’. In addition, they need to be ‘quick on their feet’ to anticipate where possible, opportunities and threats and react with knowledge to the ‘unpredictable surprises’ that Ansoff and McDonnell (1990) speak of.
According to the Suffolk County Council (SCC) case study, the key issues facing the organization came from the context of public sector reform because the government is removing state funding which meant that there would be an abundance of job cuts as well as the changes in government policy and social problems like that of the communities that need to band together to help themselves in strengthening the community.
The Suffolk County Council as an organization itself are resistance to change. There are issues because the organization found it difficult to succumb to changes in its structure and culture. Several studies informed by institutional theory show that the financial controls devised to discipline resource utilization in public-sector organizations (for example, external financing limits) are little used further down the organizational hierarchy (e.g. Ansari and Euske, 1987; Pettersen, 1995) or assume the relatively symbolic role of legitimating the organization to funding bodies (e.g. Brunsson, 1989; Czarniawska- Joerges and Jacobsson, 1989).
Employees were scared of change and after hearing that there was a probability of them losing their job made employees feel unappreciated and de-motivated. Many governments and public service
Organizational change management (OCM) is a framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an enterprise. Simply put, OCM addresses the people side of change management. Organizations operate in multiple environments (temporal, external and internal). The key task is to work with and try to manage them – in Schein’s (1988, p.94) words, organizations have continually to achieve ‘external adaptation and internal integration’. In addition, they need to be ‘quick on their feet’ to anticipate where possible, opportunities and threats and react with knowledge to the ‘unpredictable surprises’ that Ansoff and McDonnell (1990) speak of.
According to the Suffolk County Council (SCC) case study, the key issues facing the organization came from the context of public sector reform because the government is removing state funding which meant that there would be an abundance of job cuts as well as the changes in government policy and social problems like that of the communities that need to band together to help themselves in strengthening the community.
The Suffolk County Council as an organization itself are resistance to change. There are issues because the organization found it difficult to succumb to changes in its structure and culture. Several studies informed by institutional theory show that the financial controls devised to discipline resource utilization in public-sector organizations (for example, external financing limits) are little used further down the organizational hierarchy (e.g. Ansari and Euske, 1987; Pettersen, 1995) or assume the relatively symbolic role of legitimating the organization to funding bodies (e.g. Brunsson, 1989; Czarniawska- Joerges and Jacobsson, 1989).
Employees were scared of change and after hearing that there was a probability of them losing their job made employees feel unappreciated and de-motivated. Many governments and public service
References: Books Senior, B., and Swailes, S., 2010 Journals Brignall,S., and Modell,S., 2000 Crawford, L., et al., 2003. International Journal of Project Management. Fernandez, S., and Rainey, H., 2006 Leitch,S., and Davenport, S., 2002. Journal of Communication Management: Strategic Ambiguity in Communicating Public Sector Change Sminia, H., and Van Nistelrooij, A., 2006. Journal of Change Management: Strategic Management and Organization Development Planned Change in a Public Sector Organization