Managing Reorganizations in the Public Sector

By Lew Trecarten

Readers responsible for assisting or advising on proposed reorganizations should benefit from review of this Handbook's content. Its presentation and guidance provides a potential for more successful structural reorganizations, along with an acknowledged recognition of the reader's contribution in support of such projects.

• Language: English
• Publisher: BookBaby
• Release date: Jan 6, 2020
• ISBN: 9781543995428

Book preview

CHAPTER 1 – Overview

1- The title of this Handbook implies that organization change can be planned, consciously directed, and controlled toward a particular objective. Implicit in this perception is that all processes of analysis, problem identification, problem solving and decision making as well as consultation should, and can, be brought to bear on organizational change initiatives in each of the elements of the classical management function- [ i.e. Planning, Organizing, Directing, Controlling, etc].

2- If this is the case, why is evidence of a conscious ‘management’ of organization change absent and why do so many organizational initiatives within public service organizations fail to achieve any positive and stable conclusion both at ministry/departmental level as well as within central agencies? The aim of this Handbook is to explore some of these mis-steps and to propose remedial measures in the planning and implementation of structural organization change.

3- Some might argue that organizations should be allowed to evolve through non-managed, informal pressures. They might claim that, like other structured activities, formal organizational structures are constraining in terms of creativity. To attempt to manage the structure is to place artificial and inappropriate resistance or pressure on the natural drives and motivation of the staff (both the formal and informal leaders as well as the team members) within the structure. Whatever the validity of this point of view in an ideal environment which welcomes and rewards individual and team creativity, initiative and sustained effort, managers are going to continue to initiate organizational changes. The only question is whether this will be done in an effective manner or will it create less functional enterprises.

4- What is apparent is that major adjustments in organizational structure, procedures, or processes have often had traumatic effects on the organization and its employees as well as the clients of that organization. This is observed in both Private Sector and Public Sector environments

5- However in the Public Sector many of these cases are seen to be more often directly related to poorly defined goals and incomplete recognition of the various actions, analyses and decisions required in achieving the change. This leads directly to the essential purpose for this Handbook. .

6- The conscious management (planning, analysis, etc.) of organizational change, then, does not come automatically. Required is a vehicle for ensuring that those persons initiating organizational change are made aware of the potential pitfalls and pratfalls, and that they can be guided to a successful conclusion of those organization change proposals deemed to offer realistic and sustained benefits. A primary vehicle for such awareness is the consultant or staff officer charged with a responsibility for advising management and facilitating the decisions ultimately authorized by these