Managing Organizational Change
Managing Organisational
Change
product: 4286 | course code: c206|c306
Managing Organisational Change
Centre for Financial and Management Studies,
SOAS, University of London
First published 2006, 2007, 2010, revised 2011
All rights reserved. No part of this course material may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, including photocopying and recording, or in information storage or retrieval systems, without written permission from the
Centre for Financial & Management Studies, SOAS, University of London.
Managing Organisational Change
Course Introduction and Overview
Contents
1
Course Introduction and Objectives
3
2
An Overview of the Course
4
3
The Course Authors
6
4
Study Materials
6
5
Teaching and Learning Strategy
7
6
Assessment
8
Managing Organisational Change
2
University of London
Course Introduction and Overview
1
Course Introduction and Objectives
The public sector has witnessed substantial change in recent years, and change looks set to continue. Such changes began about two decades ago and were marked by a desire to privatise and ‘roll back’ the public sector.
Although these processes are continuing on a global scale, more recent changes have focused on improving the capabilities of the public sector, often in terms of capacity building, or institutional or sectoral development.
This in turn has led to significant changes for individual public sector organisations. Many of these changes or reform programmes have recast public sector organisations as being smaller and decentralised, often with a short lifespan, and being opened up to ‘market forces’. Of course, many large-scale bureaucracies remain; but even here change is occurring.
At the same time, new managerial processes associated, for example, with human resource management or management information systems have been introduced. Whether public sector managers approve or not of the
underlying
Change
product: 4286 | course code: c206|c306
Managing Organisational Change
Centre for Financial and Management Studies,
SOAS, University of London
First published 2006, 2007, 2010, revised 2011
All rights reserved. No part of this course material may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, including photocopying and recording, or in information storage or retrieval systems, without written permission from the
Centre for Financial & Management Studies, SOAS, University of London.
Managing Organisational Change
Course Introduction and Overview
Contents
1
Course Introduction and Objectives
3
2
An Overview of the Course
4
3
The Course Authors
6
4
Study Materials
6
5
Teaching and Learning Strategy
7
6
Assessment
8
Managing Organisational Change
2
University of London
Course Introduction and Overview
1
Course Introduction and Objectives
The public sector has witnessed substantial change in recent years, and change looks set to continue. Such changes began about two decades ago and were marked by a desire to privatise and ‘roll back’ the public sector.
Although these processes are continuing on a global scale, more recent changes have focused on improving the capabilities of the public sector, often in terms of capacity building, or institutional or sectoral development.
This in turn has led to significant changes for individual public sector organisations. Many of these changes or reform programmes have recast public sector organisations as being smaller and decentralised, often with a short lifespan, and being opened up to ‘market forces’. Of course, many large-scale bureaucracies remain; but even here change is occurring.
At the same time, new managerial processes associated, for example, with human resource management or management information systems have been introduced. Whether public sector managers approve or not of the
underlying
References: Ba Banutu-Gomez, M (2003) ‘Leading and managing in developing countries: Challenge, growth and opportunities for twenty-first century Beetham D (1991) ‘Models of bureaucracy’ in G Thompson, J Frances, R Levacic and J Mitchell (eds) Markets, Hierarchies and Networks, London: Connor P, L Lake and R Stackman (2003) Managing Organizational Change, 3rd edition, London: Praeger. Dunsire A (1995) ‘Administrative theory in the 1980’s: a viewpoint’, Public Administration 73, Spring: 17–40. Gray A and B Jenkins (1995) ‘From public administration to public management: reassessing a revolution’, Public Administration 73, Spring: Hughes O (2003) Public Management and Administration, An Introduction, Third edition, Basingstoke UK: Palgrave Macmillan Jreisat J (2002) Comparative Public Administration and Policy, Oxford: Westview. Kast FE and JE Rosenzweig (1973) Contingency Views of Organization and Management by Science and Research Associates, in Morgan (1997). Lawrence PR and JW Lorsch (1967) Organization and Environment, Cambridge MA: Harvard Business School Morgan G (1997) Images of Organisations, London: Sage. ––––––––– (1989) Creative Organisation Theory, London: Sage. Mullins L (2005) Management and Organisational Behaviour, London: FT/Prentice Hall Pollitt C (2003) The Essential Public Manager, Maidenhead UK: Open University Press. ––––––– (1993) ‘The development of management thought’, in M Hill (1993) The Policy Process: A Reader, Hemel Hempstead UK: Harvester Managing Organisational Change Rice AK (1963) The Enterprise and its Environment, London: Tavistock. Senior B and S Swailes (2010) Organizational Change, Fourth edition, London: Financial Times/Prentice-Hall. Stacey R (1996) Strategic Management and Organizational Dynamics, London: Pitman. Torrington D, L Hall and S Taylor (2002) Human Resource Management London: Financial Times/Prentice-Hall. Trist EL, GW Higgin, H Murray and AB Pollock (1963) Organizational Choice, London: Tavistock. Turner M and D Hulme (1997) Governance, Administration and Development, London: Macmillan. Tushman ML, W Newman and E Romanelli (1988) ‘Convergence and upheaval: managing the unsteady pace of organizational evolution’, in