Strategic change management in public sector organisations:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford [u.a.]
Chandos Publ.
2007
|
| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturangaben |
| Beschreibung: | XXX, 297 S. graph. Darst. |
| ISBN: | 1843341417 1843341913 9781843341413 9781843341918 |
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Datensatz im Suchindex
| _version_ | 1804137938082070528 |
|---|---|
| adam_text | Contents
List of boxes, case studies, figures and tables xv
List of abbreviations xx
Acknowledgements xx/iV
Note on the case studies **v
Preface xxvii
About the author xxlx
1 Introducing change and strategic change management 1
Introduction 1
Change 1
The organisation 2
Not-for-profit organisations 3
The necessity for change 5
The user 5
Competition 6
Diversity and diversification 7
Legislation 8
Human resource management 8
Technology 10
Finance H
Types of change H
Organisational readiness for change 14
Change management !5
Strategic change management 17
Defining strategy 17
F
I Strategic Change Management in Public Sector Organisations
Why is strategy so important in change management? 18
Summary 19
Notes 20
References 20
2 Structure and culture 25
Introduction 25
Structure 26
Types of structure 27
ICT and structure 30
Culture 30
Organisational culture 31
Types of culture 33
Sub-cultures 34
Power 35
The challenge of changing organisational cultures 37
Approaches to culture change 38
Recognising diversity 40
Culture change in context 41
People change 42
Summary 43
References 44
3 Building blocks 49
Introduction 49
Rationale for change 49
Environmental knowledge 52
Frameworks 54
Timing 55
Time 57
Resource allocation 58
viii |
Contents
Changing direction 59
Iteration 60
Commitment 61
Consistency 62
Integrity, truthfulness, openness, ethical standards 63
Communication 65
Communication techniques and approaches 66
Motivation 69
Involvement and engagement 71
Encouragement 73
Empowerment 74
Bottom-up and top-down approaches 74
Change versus continuity 76
Managing resistance 78
Conflict management 80
Summary 81
Note 82
References 83
4 Roles and responsibilities, partners and players 89
Introduction 89
Managers 90
The change manager 91
The workforce 93
Change agents 94
The HR manager 99
External stakeholders 101
Governors and leaders 102
Leadership 104
Leadership and management 108
Style 109
F
I Strategic Change Management in Public Sector Organisations
The single leader H°
Teams HO
Partnership working H3
Summary H6
Notes H7
References 117
5 Learning for change 123
Introduction 123
Strategic human resource management 124
Recruitment, selection and promotion 125
Training and development 126
Leadership development 128
Management development 130
Lessons learned 132
The learning organisation 132
Summary 139
References 140
6 Strategy development 149
Introduction 149
Strategy development 149
The strategic plan 151
Vision 152
Mission 153
Values 153
Aims and objectives 155
Position and operating statements 156
Action plans 157
Summary 159
References I59
Contents
7 Route mapping for change: techniques and tools 165
Introduction 165
Forecasting 166
Delphi 167
Environmental analysis 169
Stakeholder analysis 171
Benchmarking 172
Portfolio analysis 173
Market analysis 174
Balanced scorecard 175
Innovation scorecard 181
SWOT analysis 182
7S model 184
Content, context and process model 185
Force field analysis 186
SIPOC 186
Summary 187
Notes 188
References 189
8 Change implementation: techniques and tools 193
Introduction 193
Strategic and operational levels 194
Systems thinking 194
Hard Systems Approach 196
Soft Systems Methodology 199
Systems Intervention Strategy 202
Appreciative Inquiry 203
Spiral Dynamics 206
Organisational Development 206
F
I Strategic Change Management in Public Sector Organisations
Business Process Re-engineering 209
Investors in People 210
Total Quality Management 213
EFQM 215
Team Management Systems 216
Summary 217
Notes 218
References 218
9 Programme and project management 221
Introduction 221
Defining project and programme 222
The rationale for undertaking programmes and projects 222
Organising programmes and projects to best effect 223
The main stages of a project 223
Programmes and projects in context 226
Defining success 227
Critical success factors 227
Risk management 229
Risk registers 229
Summary 232
References 234
10 Summary 239
The necessity for change 239
So what is good change management? 240
Key skills 243
Complexity of change 246
Vision and opportunity 246
The organisation 247
The people dimension 248
xiil
Contents |
Communication, iteration, evaluation 248
Stakeholders 249
New ideas and attitudes 250
Targets, timescale, timing 251
Change as project 251
The change manager/leader 253
Impact, balance, integration 254
Tools and techniques 255
The new change management 256
Endnote 257
Notes 260
References 260
Appendices
1 The SWESA performance management system 261
2 Learning South West: Strategic Opportunities 273
Index 291
| xiii
List of boxes, case studies, figures
and tables
Boxes
1.1 Types of not-for-profit organisation 3
1.2 Ways in which not-for-profit organisations differ from
commercial (for profit) ones 4
1.3 Specific challenges in managing and developing
not-for-profit organisations 4
1.4 Key drivers for change 5
1.5 Change management: a definition 15
1.6 Strategic planning: a definition 17
1.7 The importance of strategy 19
2.1 Key activities determining institutional architecture 26
2.2 Key determinants of best structure 27
2.3 Organisational structures and restructuring:
key questions for the change manager 28
3.1 Key questions in decision-making 50
3.2 Key decisions to take before embarking on a change
management project 51
3.3 Factors to be taken into account in the decision-making
process -51
3.4 Organisational context 53
3.5 The importance of clear commitment 61
I Strategic Change Management in Public Sector Organisations
3.6 The importance of openness 64
3.7 The communication continuum 66
3.8 The importance of clarity of expectations 67
3.9 Communication and consensus 69
3.10 Defining motivation 70
3.11 Key questions on motivation 71
3.12 Benefits of employee engagement 72
3.13 Ways of involving staff 73
3.14 Defining bottom-up planning 75
3.15 Key questions to ask when aiming to persuade others 80
4.1 Possible roles of external change agents 95
4.2 Aspects of use of external change agents 97
4.3 Key attributes of the good HR manager 100
4.4 Leadership and governance 102-3
4.5 Defining leadership 104
4.6 Emotional intelligence required of leaders 105-6
4.7 Key characteristics of good leaders 106-7
4.8 Some key questions for leaders 107
4.9 In praise of team leadership 111
4.10 Good teamwork: key points to remember 113
4.11 Concepts of partnership 114
4.12 Defining partnership working 114
4.13 Making partnerships work 115-16
5.1 Change and staffing 124
5.2 Key leadership capacities 129
5.3 Key management capacities 131
5.4 Learning environments and the learning organisation 134
5.5 Key characteristics of the learning organisation 136-7
5.6 Action learning 139
6.1 Some key headings for strategy development 1™
vui I
List of boxes, case studies, figures and tables |
6.2 Summary contents page for a strategic plan 151-2
6.3 Defining values 154
6.4 The value of values 154-5
6.5 The importance of action plans 157
6.6 Key blockages to effective strategy implementation 158
7.1 Some forecasts to 2020 for the Church of England 166
7.2 Key questions in forecasting scenarios 167
7.3 Delphi stage 1 168
7.4 Delphi stage 2 168
7.5 Delphi stage 3 169
7.6 STEEPLE 170
7.7 Defining benchmarking 173
7.8 The SWESA Performance Measurement System 178-80
7.9 Balanced scorecard at Robert Gordon University 180-1
7.10 SWOT Analysis 182
7.11 Learning South West SWOT analysis 183
7.12 SIPOC 187
7.13 Route mapping techniques at work 188
8.1 Defining Appreciative Inquiry 203
8.2 Defining Organisational Development 207
8.3 Key actions in an Organisational Development project 208
8.4 BPR and radical change 210
8.5 Use of Investors in People 211
8.6 Two adopters of IiP 212
8.7 Report from a practitioner of EFQM 216
8.8 Key elements of Team Management Systems 216
9.1 Project organisation 223
9.2 Reasons for failure in change management projects 228
10.1 Aide memoire for change managers 259
I xvii
I Strategic Change Management in Public Sector Organisations
Case studies
1.1 Change in the UK 22-3
2.1 Developing library networks for NHS staff: the
evolution of the London Library and Information
Development Unit (LLIDU) 46^8
3.1 Departmental convergence at Sheffield Hallam University 85-8
4.1 The merger of the Victoria University of Manchester and
UMIST 119-21
5.1 Establishing a working group on race equality in
Mytown University 142-3
5.2 Establishing a Women s Action Learning Set at King s
College, London 144-5
5.3 The development of a Senior Women s Action Learning
Set at Littledale University 146-8
6.1 Learning South West: Strategy Development, 2006 160-4
7.1 Establishing University of Huddersfield Centres in
Barnsley and Oldham 190-1
8.1 Managing with Emotional Intelligence at Cityroad
University 220
9.1 Performance management in Littlefield s Healthcare
Library 236-7
Figures
2.1 The centralised-decentralised axis 28
3.1 Virtuous change management evaluation cycle 61
5.1 Virtuous learning cycle 134
7.1 Portfolio analysis 174
7.2 Example of a Balanced Scorecard: South West
Enterprise and Skills Alliance (SWESA) 178
7.3 7S table 184
7.4 Force field analysis 186
xviii I
List of boxes, case studies, figures and tables I
8.1 Continuous improvement 214
9.1 Project stages 225
9.2 An example of a risk register entry 233
Tables
1.1 Parallels between business and HE 7
1.2 Developmental change: the stages 12
1.3 Transformational change: the stages 13
2.1 A broad typology of organisational culture 33-4
2.2 Adaptive and non-adaptive cultures 35
2.3 Sources of power within the organisation 36
3.1 Reasons for resistance 79
4.1 Key attributes of successful change managers 93
4.2 Steerage mechanisms 103
5.1 Types of learning organisation 135
7.1 Key stakeholder groups 171
7.2 The four perspectives of a balanced scorecard 176
7.3 Innovation scorecard 181
8.1 Stages in a Hard Systems Approach 196
10.1 The DICE model 253
10.2 The TROPICS test 253
| xix
|
| adam_txt |
Contents
List of boxes, case studies, figures and tables xv
List of abbreviations xx'
Acknowledgements xx/iV
Note on the case studies **v
Preface xxvii
About the author xxlx
1 Introducing change and strategic change management 1
Introduction 1
Change 1
The organisation 2
Not-for-profit organisations 3
The necessity for change 5
The user 5
Competition 6
Diversity and diversification 7
Legislation 8
Human resource management 8
Technology 10
Finance H
Types of change H
Organisational readiness for change 14
Change management !5
Strategic change management 17
Defining strategy 17
F
I Strategic Change Management in Public Sector Organisations
Why is strategy so important in change management? 18
Summary 19
Notes 20
References 20
2 Structure and culture 25
Introduction 25
Structure 26
Types of structure 27
ICT and structure 30
Culture 30
Organisational culture 31
Types of culture 33
Sub-cultures 34
Power 35
The challenge of changing organisational cultures 37
Approaches to culture change 38
Recognising diversity 40
Culture change in context 41
People change 42
Summary 43
References 44
3 Building blocks 49
Introduction 49
Rationale for change 49
Environmental knowledge 52
Frameworks 54
Timing 55
Time 57
Resource allocation 58
viii |
Contents
Changing direction 59
Iteration 60
Commitment 61
Consistency 62
Integrity, truthfulness, openness, ethical standards 63
Communication 65
Communication techniques and approaches 66
Motivation 69
Involvement and engagement 71
Encouragement 73
Empowerment 74
Bottom-up and top-down approaches 74
Change versus continuity 76
Managing resistance 78
Conflict management 80
Summary 81
Note 82
References 83
4 Roles and responsibilities, partners and players 89
Introduction 89
Managers 90
The change manager 91
The workforce 93
Change agents 94
The HR manager 99
External stakeholders 101
Governors and leaders 102
Leadership 104
Leadership and management 108
Style 109
F
I Strategic Change Management in Public Sector Organisations
The single leader H°
Teams HO
Partnership working H3
Summary H6
Notes H7
References 117
5 Learning for change 123
Introduction 123
Strategic human resource management 124
Recruitment, selection and promotion 125
Training and development 126
Leadership development 128
Management development 130
Lessons learned 132
The learning organisation 132
Summary 139
References 140
6 Strategy development 149
Introduction 149
Strategy development 149
The strategic plan 151
Vision 152
Mission 153
Values 153
Aims and objectives 155
Position and operating statements 156
Action plans 157
Summary 159
References I59
Contents
7 Route mapping for change: techniques and tools 165
Introduction 165
Forecasting 166
Delphi 167
Environmental analysis 169
Stakeholder analysis 171
Benchmarking 172
Portfolio analysis 173
Market analysis 174
Balanced scorecard 175
Innovation scorecard 181
SWOT analysis 182
7S model 184
Content, context and process model 185
Force field analysis 186
SIPOC 186
Summary 187
Notes 188
References 189
8 Change implementation: techniques and tools 193
Introduction 193
Strategic and operational levels 194
Systems thinking 194
Hard Systems Approach 196
Soft Systems Methodology 199
Systems Intervention Strategy 202
Appreciative Inquiry 203
Spiral Dynamics 206
Organisational Development 206
F
I Strategic Change Management in Public Sector Organisations
Business Process Re-engineering 209
Investors in People 210
Total Quality Management 213
EFQM 215
Team Management Systems 216
Summary 217
Notes 218
References 218
9 Programme and project management 221
Introduction 221
Defining project and programme 222
The rationale for undertaking programmes and projects 222
Organising programmes and projects to best effect 223
The main stages of a project 223
Programmes and projects in context 226
Defining success 227
Critical success factors 227
Risk management 229
Risk registers 229
Summary 232
References 234
10 Summary 239
The necessity for change 239
So what is good change management? 240
Key skills 243
Complexity of change 246
Vision and opportunity 246
The organisation 247
The people dimension 248
xiil
Contents |
Communication, iteration, evaluation 248
Stakeholders 249
New ideas and attitudes 250
Targets, timescale, timing 251
Change as project 251
The change manager/leader 253
Impact, balance, integration 254
Tools and techniques 255
The new change management 256
Endnote 257
Notes 260
References 260
Appendices
1 The SWESA performance management system 261
2 Learning South West: Strategic Opportunities 273
Index 291
| xiii
List of boxes, case studies, figures
and tables
Boxes
1.1 Types of not-for-profit organisation 3
1.2 Ways in which not-for-profit organisations differ from
commercial (for profit) ones 4
1.3 Specific challenges in managing and developing
not-for-profit organisations 4
1.4 Key drivers for change 5
1.5 Change management: a definition 15
1.6 Strategic planning: a definition 17
1.7 The importance of strategy 19
2.1 Key activities determining institutional architecture 26
2.2 Key determinants of best structure 27
2.3 Organisational structures and restructuring:
key questions for the change manager 28
3.1 Key questions in decision-making 50
3.2 Key decisions to take before embarking on a change
management project 51
3.3 Factors to be taken into account in the decision-making
process -51
3.4 Organisational context 53
3.5 The importance of clear commitment 61
I Strategic Change Management in Public Sector Organisations
3.6 The importance of openness 64
3.7 The communication continuum 66
3.8 The importance of clarity of expectations 67
3.9 Communication and consensus 69
3.10 Defining motivation 70
3.11 Key questions on motivation 71
3.12 Benefits of employee engagement 72
3.13 Ways of involving staff 73
3.14 Defining 'bottom-up' planning 75
3.15 Key questions to ask when aiming to persuade others 80
4.1 Possible roles of external change agents 95
4.2 Aspects of use of external change agents 97
4.3 Key attributes of the good HR manager 100
4.4 Leadership and governance 102-3
4.5 Defining leadership 104
4.6 Emotional intelligence required of leaders 105-6
4.7 Key characteristics of good leaders 106-7
4.8 Some key questions for leaders 107
4.9 In praise of team leadership 111
4.10 Good teamwork: key points to remember 113
4.11 Concepts of partnership 114
4.12 Defining partnership working 114
4.13 Making partnerships work 115-16
5.1 Change and staffing 124
5.2 Key leadership capacities 129
5.3 Key management capacities 131
5.4 Learning environments and the learning organisation 134
5.5 Key characteristics of the learning organisation 136-7
5.6 Action learning 139
6.1 Some key headings for strategy development 1™
vui I
List of boxes, case studies, figures and tables |
6.2 Summary contents page for a strategic plan 151-2
6.3 Defining values 154
6.4 The value of values 154-5
6.5 The importance of action plans 157
6.6 Key blockages to effective strategy implementation 158
7.1 Some forecasts to 2020 for the Church of England 166
7.2 Key questions in forecasting scenarios 167
7.3 Delphi stage 1 168
7.4 Delphi stage 2 168
7.5 Delphi stage 3 169
7.6 STEEPLE 170
7.7 Defining benchmarking 173
7.8 The SWESA Performance Measurement System 178-80
7.9 Balanced scorecard at Robert Gordon University 180-1
7.10 SWOT Analysis 182
7.11 Learning South West SWOT analysis 183
7.12 SIPOC 187
7.13 Route mapping techniques at work 188
8.1 Defining Appreciative Inquiry 203
8.2 Defining Organisational Development 207
8.3 Key actions in an Organisational Development project 208
8.4 BPR and radical change 210
8.5 Use of Investors in People 211
8.6 Two adopters of IiP 212
8.7 Report from a practitioner of EFQM 216
8.8 Key elements of Team Management Systems 216
9.1 Project organisation 223
9.2 Reasons for failure in change management projects 228
10.1 Aide memoire for change managers 259
I xvii
I Strategic Change Management in Public Sector Organisations
Case studies
1.1 Change in the UK 22-3
2.1 Developing library networks for NHS staff: the
evolution of the London Library and Information
Development Unit (LLIDU) 46^8
3.1 Departmental convergence at Sheffield Hallam University 85-8
4.1 The merger of the Victoria University of Manchester and
UMIST 119-21
5.1 Establishing a working group on race equality in
Mytown University 142-3
5.2 Establishing a Women's Action Learning Set at King's
College, London 144-5
5.3 The development of a Senior Women's Action Learning
Set at Littledale University 146-8
6.1 Learning South West: Strategy Development, 2006 160-4
7.1 Establishing University of Huddersfield Centres in
Barnsley and Oldham 190-1
8.1 Managing with Emotional Intelligence at Cityroad
University 220
9.1 Performance management in Littlefield's Healthcare
Library 236-7
Figures
2.1 The centralised-decentralised axis 28
3.1 Virtuous change management evaluation cycle 61
5.1 Virtuous learning cycle 134
7.1 Portfolio analysis 174
7.2 Example of a Balanced Scorecard: South West
Enterprise and Skills Alliance (SWESA) 178
7.3 7S table 184
7.4 Force field analysis 186
xviii I
List of boxes, case studies, figures and tables I
8.1 Continuous improvement 214
9.1 Project stages 225
9.2 An example of a risk register entry 233
Tables
1.1 Parallels between business and HE 7
1.2 Developmental change: the stages 12
1.3 Transformational change: the stages 13
2.1 A broad typology of organisational culture 33-4
2.2 Adaptive and non-adaptive cultures 35
2.3 Sources of power within the organisation 36
3.1 Reasons for resistance 79
4.1 Key attributes of successful change managers 93
4.2 Steerage mechanisms 103
5.1 Types of learning organisation 135
7.1 Key stakeholder groups 171
7.2 The four perspectives of a balanced scorecard 176
7.3 Innovation scorecard 181
8.1 Stages in a Hard Systems Approach 196
10.1 The DICE model 253
10.2 The TROPICS test 253
| xix |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Baker, David 1952- |
| author_GND | (DE-588)1042762112 |
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| callnumber-sort | HD 230.28 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | QQ 000 |
| ctrlnum | (OCoLC)123901762 (DE-599)HBZHT015031959 |
| dewey-full | 658.406 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.406 |
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| dewey-sort | 3658.406 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 1. publ. |
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| id | DE-604.BV035015269 |
| illustrated | Illustrated |
| index_date | 2024-07-02T21:45:12Z |
| indexdate | 2024-07-09T21:20:14Z |
| institution | BVB |
| isbn | 1843341417 1843341913 9781843341413 9781843341918 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016684448 |
| oclc_num | 123901762 |
| open_access_boolean | |
| owner | DE-M347 DE-11 |
| owner_facet | DE-M347 DE-11 |
| physical | XXX, 297 S. graph. Darst. |
| publishDate | 2007 |
| publishDateSearch | 2007 |
| publishDateSort | 2007 |
| publisher | Chandos Publ. |
| record_format | marc |
| spelling | Baker, David 1952- Verfasser (DE-588)1042762112 aut Strategic change management in public sector organisations David Baker 1. publ. Oxford [u.a.] Chandos Publ. 2007 XXX, 297 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Literaturangaben Nonprofit organizations Management Organizational change Public administration Strategisches Management (DE-588)4124261-0 gnd rswk-swf Nonprofit-Bereich (DE-588)4115404-6 gnd rswk-swf Change Management (DE-588)7606306-9 gnd rswk-swf Nonprofit-Bereich (DE-588)4115404-6 s Strategisches Management (DE-588)4124261-0 s Change Management (DE-588)7606306-9 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016684448&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Baker, David 1952- Strategic change management in public sector organisations Nonprofit organizations Management Organizational change Public administration Strategisches Management (DE-588)4124261-0 gnd Nonprofit-Bereich (DE-588)4115404-6 gnd Change Management (DE-588)7606306-9 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4115404-6 (DE-588)7606306-9 |
| title | Strategic change management in public sector organisations |
| title_auth | Strategic change management in public sector organisations |
| title_exact_search | Strategic change management in public sector organisations |
| title_exact_search_txtP | Strategic change management in public sector organisations |
| title_full | Strategic change management in public sector organisations David Baker |
| title_fullStr | Strategic change management in public sector organisations David Baker |
| title_full_unstemmed | Strategic change management in public sector organisations David Baker |
| title_short | Strategic change management in public sector organisations |
| title_sort | strategic change management in public sector organisations |
| topic | Nonprofit organizations Management Organizational change Public administration Strategisches Management (DE-588)4124261-0 gnd Nonprofit-Bereich (DE-588)4115404-6 gnd Change Management (DE-588)7606306-9 gnd |
| topic_facet | Nonprofit organizations Management Organizational change Public administration Strategisches Management Nonprofit-Bereich Change Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016684448&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT bakerdavid strategicchangemanagementinpublicsectororganisations |