MANAGEMENT OF CHANGE

Management of change



Management of change

Literature Review

The reason of this paper is to lose some lightweight on the causes and attenuating components why strategic change plans founded on new public management and managerialism proceed wrong. In specific, how such change plans are being supported, broadcast, seen, and applied inside organisational discourses and politics. It discloses individual and assembly concerns behind ideologies, and what change management of this kind is actually about (George 2008 90).

A strategic change start at a large Western-European university (“International University” - IU) had been enquired between 2004 and 2005 founded on qualitative empirical research. Data were profited mainly through semi-structured in-depths meetings with IU's older managers. The outcome was triangulated by mentioning to interior articles and learned literature.

The case study discloses an entire set of usual characteristics of managerialistic change management set about and how it is communicated. The paper presents insights into the narratives, organisational government and ideology of change management processes. It sketches the vigilance to the downsides of top-down change management advances, to ideologies and concerns behind such plans as well as proposed and accidental consequences.

Academics and practitioners might be inspired to focus (more) on the standards, ideologies, and concerns which are behind “rational” management recipes, to glimpse management and organisational demeanour more differentiated and from a critical perspective.

Organisational change management is generally recounted on the cornerstone of customary scheme advances and concentrates on “technical issues”. By drawing the vigilance to older managers' insights and concerns, and how they pursuit change management objectives on the cornerstone of ideologies, it becomes coherent that supposedly “rational” and “objective” strategic answers are challenged terrain and things of organisational politics.

Our era is a time span of change. This is not odd in the annals of mankind. What possibly is distinct this time is that change will be managed (Senior 2006 56). This is factual for societies and persons but in specific for organisations. Organisational change management does not only occur in enterprise organisations but progressively furthermore in public part organisations. And there is a specific comprehending founded on neo-liberalism about the environment and objectives of organisational change which overrides discourses and principles - new public management or managerialism (Dent and Barry, 2004, p. 7; Pollitt, 1990 56). It is a (inconsistent) set of assumptions and deductions about how public sector-organisations should be coordinated, run and function in a quasi-business manner. It might be characterised as a strategic start, if not ideology, to make public part organisations - and the persons employed in them - “market-oriented” and “business-like”, i.e. performance-, cost-, efficiency- and audit-oriented (Deem and Brehony, 2005; Deem, 2004; Shattock, 2003; Newton, 2003; Kezar and Eckel, 2002; Spencer-Matthews, 2001; Deem, 2001, pp. 10-3; Vickers and Kouzmin, 2001; pp. 109, 110; McAuley et al., 2000, p. 89; Cohen et al., 1999, pp. 477, 478).

There is assuring empirical clues that managerialism is on the agenda not only in industrialised Western countries for example USA and Canada, UK and continental Europe, Australia and New Zealand (Torres, 2004; Pina ...