Suchergebnisse

Since its commencement in January 2007, the Danish police reform has been a hot topic in the media, at universities, dinner parties, and in waiting rooms. The general perception of the police reform is that it is a failure. During 2008, the reform has been subject to much public debate, which has linked many unfortunate cases of police neglect with the police reform. Furthermore, the public debate has created a picture of a police not in control and with the reform to blame. Given this troublesome context of the police reform, the question which everyone is asking is: why did it go wrong? Along with the question of: whose fault was it? The current thesis does not provide one single answer to the chaotic situation surrounding the police reform. Neither does it place the responsibility of the unforeseen consequences of the police reform. Rather, this thesis focuses on unforeseen consequences of the reform in regards to change management and organizational implications. This thesis is submitted as a doctoral thesis at Copenhagen Business School in completion of a three-year Ph.D. study. The thesis is the result of a longitudinal research study on change management challenges in the Danish police reform. The study rests on a multi-sited methodology compromising an array of research methods such as interviews, field studies, presentations, meetings, written document studies, etc. over the course of the three years' duration of the study. The study draws from different strands of literature, primarily change management literature and institutional literature, including resource dependency theory. The research question, which guides the thesis, is as follows: What are the change management challenges and the organizational implications of introducing a reform, which has a functional-rational logic of modernization and efficiency to the Danish police, which is a strongly institutionalized organization? The research question has been answered through the analysis, which is divided into three sections: - Change management in the reform, - Content of the police reform, and - The external control of the police.

One of the most difficult processes of Kosovo's postwar is the transformation of public organizations. These organizations have undergone radical changes and the process of transformation should be managed in order to be successful and to meet the needs of the market economy. Change has become a constant process for Kosovo public organizations that provide services to citizens and business organizations. Whether these changes are managed properly, then it is seen as a basis for a better performance of public organizations. Kosova after 1999 has undergone major changes in the social, economical, and political systems. Having this situation, public organizations have a great responsibility to the citizens and business organizations to provide services to adapt to the global trend of development and from which Kosova has been isolated. In this paper the focus will be on the impact of factors that affect the change process; how the process of change is developed; what are the barriers/obstacles that hinder the process of change; what are the benefits of the change; how much are managers in public organizations qualified to implement the process of change. Based on data collected from the field and from current practices, I will make their comparisons and draw conclusions about what factors influences the management changes and what are the barriers that will affect to increase efficiency and effectiveness in the organization gained from the data obtained in study. The data will be collected through questionnaires and findings obtained will help to come into a conclusion that these factors act as change management in public organizations in Kosovo.

It is sometimes necessary for the state to take intrusive measures into the life of its citizens in order to attain higher social goals. When circumstances require it, the force of law may be used (e.g. smoking prohibition, obligation to wear seat belts whilst driving), but on the whole it is more appropriate in a democracy to seek behavioral change by educational means (e.g. information about healthy nutrition). It has been shown that awareness of a problem can be brought about in this way, but that awareness alone does not lead to lasting behavioral change: between these two steps there is an inner barrier, and it is this that the present paper seeks to investigate. The perspective chosen is that of the neural sciences, as this covers motor and other unconscious processes. Within this framework a concept for social change management will be developed and illustrated with practical examples.

Every organization is a part of constantly changing world. The change of environment and human needsinfluence communications, order and traditions of organizations. As the consequence of such a change organizationsmust also change (ex. management styles, aims, politics, personnel formation and evaluation systems, andtechnological systems, etc. can be changed) and every head of changing organization must lead and administer thechanges.This article analyzes the process of administration of changes by paying great attention to the emphasis ofpeculiarities of this process in organizations of two different types – of public and private sector. The aim of thepaper was detailed by three tasks that determined following work structure: the theoretical analysis of administrationof process of change is carried out in the first part by revealing the concept, importance and stages of administration.The importance and essence of power field analysis, as the assumption of successful administration ofchange, is presented in the second part. The third part of the work is for results of administration of changes andtheir analysis.Conclusions received permit to affirm that during the administration of changes it is important to pay attentionto the factors suppressing and prompting the changes. As the analysis of scientific literature and the results ofresearch revealed, in the most cases the factor suppressing the changes is human resistance to changes which can bereduced by involving into the planning and implementation of changes as many potential opponents as it is possible.So the control of resisting forces is the condition for successful changes.

THIS BOOK was originally conceived as the second edition of our previous book Managing Organisational Change, written in the aftermath of liberalisation initiated by the Indian government in 1991 and published in 1998. Based on primary data from about fifty Indian organisations in a variety of industries, it examined the challenges of growth in an emerging, liberalised competitive environment. We viewed organisational change as comprising three generic processes of growth, transformation and decline. We suggested that these three processes differ from one another in certain crucial respects and, therefore, required different approaches to manage the same. We argued that it was important for managers to know which generic process they are managing in order to be effective. We presented a model of the levers of change that provided an integrated approach to the management of change. Our generic model specifically focused on eight tangible levers of change: values-based leadership, strategy, structure, human resource practices, technology, marketing, quality, and costs. While the model was illustrated with examples from the best of Indian and international practices, the book emphasized both what organisations need to change and how they should go about it. It suggested that the effective management of change involves managing intangibles, particularly positive values such as selflessness, justice, compassion, tolerance, respect and integrity.

The purpose of the present paper is to examine how the school leaders frame their own experiences of managing change within the school system. The mixed method design was used to answer the research questions and understand the research problems. Both the qualitative and the quantitative data were used to identify the frames orienting school leaders to manage change within the school setting. The obtained data showed that the participants employed most of the frames (structural, political, human resource, and symbolic) in managing school change. The data revealed that the human resource frame appeared universal in most of the cases. Understanding principals' perceptions of change management can help practitioners as well as academics to work more efficiently and address the needs of the school leaders.

Achieving better governance has been a central problem for development. When public services are not delivered as intended, reform action becomes necessary and that involves deliberate activities to change laws, structures, and processes to improve public sector performance and benefit public service users. The key challenge is that changes in the design of the institution or its procedures do not necessarily translate into immediate changes in the behavior of relevant actors. A central problem of public sector reform is ensuring that changes in laws and policies also prompts changes in the way that people work, so that service delivery improves. There is no one-size-fits-all approach ensuring that change happens the desirable way; however, experiences from the field suggest that a useful combination of political economy analysis with change management tools can help to maximize positive impacts. Different contexts will require different approaches to change management, and therefore political economy analysis can be used productively to design a targeted change management strategy that builds on existing strengths and opportunities. Greater integration of political economy analysis into change management assessments has been helpful in deepening understanding of attitudes to change within these particular contexts. This has allowed more effective leveraging of the opportunities for reform through the more systematic tailoring of change management strategies to different sets of issues emerging among particular groups of actors. Cambodia and Indonesia, the case studies presented in the paper, help to illustrate this.

The study considers the nature of the universities' structural changes and their effects, especially in the Finnish university world. The objectives for empirical study were two universities which have changed to become owned by foundations. It can be noted of the structural changes made that as reforms they have been extensive, holist ic and with longterm effects. The changes can be said to have been proactive and strategic. They have circumscribed frames and also produced new opportunities which will only later assume a concrete form. Efforts were made to implement the changes consistently and in a centralized manner. Here the reform policy is reminiscent of the traditional reform policy of the state administration. The changes have been po litical in nature as they determined anew the relation between the state and the university and introduced external parties to direct the internal administration of the universities. The reforms were processed in the universities several years prior to the new legislat ion. Nevertheless it is difficult to consider them to be internally originated, innovative or unique because the reforms largely adhere to the same features already implemented in other OECD countries in earlier years. By Finnish standards the reforms have all in all been significant. Nevertheless, adaptation to them seems to have been surprisingly rational and controlled. Resistance to change was rather slight and soon receded where it did occur. The redistribution of leadership responsibilities gave rise to a certain amount of resistance.

Introduction: Polypharmacy and medication adherence in the older populationwith multiple chronic conditionsare significant public health issues across all the European Union (EU) countries. SIMPATHY (Stimulating Innovation Management of Polypharmacy and Adherence in The Elderly) is a consortium of 10 organizations representing 8 EU countriesaiming to provide to EU policy makers the evidence and tools, including Change Management methodologies, to support to formulate and introduce new policies.Methods: The selection the Change management approach, in SIMPATHY, aimed to provide the analytical tool to identify the impact of various factors affecting polypharmacy, not only currently but also in the short and long run. The approach selected is the PESTEL analysis, it has been deployed in three steps andis expected to provide projection of the estimated impact of the factors up to 10 years. First step aimed to create a PESTEL analysis framework and to prepare guide to help the partners to conduct the analysis; a pilot testing performed in three of the partner countries for assessing the specificity, objectivity and robustness of the multidimensional content, before the finalization of the relevant Handbook. The second step focused to conduct the analysis -through interviews and workshopsamong the stakeholders, decision makers and focus groups across all eight countries.The third step refers to the interpretation of the results in order the evident drivers and barriers to change polypharmacy landscape to be identified and to be taken into consideration for future strategy development.Process and preliminary results: The change management approach stimulated a dynamic process within SIMPATHY. The first and second step of the entire PESTEL process is about to be completed. The PESTEL frameworkhasbeen formulated incorporating economic, political, legaland cultural contextas well as alternative interventionsrelated to the health system structure and attributes in health and social care delivery process among EU ...

This framework is reverse-engineered from the implicit methodologies that I have used successfully in many diverse and complex technical and political environments. This presentation discusses how to provide feedback to the meso and micro levels systematically. It also highlights that providing stakeholders with an update on the feedback provided by others in an anonymous way helps build relationships and trust with the stakeholders. With this information, we can share more widely with the community in an acceptable way that guards the privacy of our stakeholders who have provided feedback. A previous example of this methodology being used was the How to best engage with digital humanities research in Victoria?" project run by the Federation for the Advancement of Victorian eResearch (FAVeR). This methodology resulted in a preliminary report of needs for digital humanities research in Victoria. This report was then use to encourage researchers and funders to see the opportunities in the digital humanities community.

International development, humanitarian and military interventions aim to bring about change, but with mixed results. The fields of change management and complexity science offer useful lessons for those engaged in poor and fragile states. This article presents a conceptual framework that could help ask the right questions and make interventions more effective. It brings together insights from the fields of change management and complexity science that are relevant for systems at any scale, from small organizations to fragile and failing states.

This research investigates to identify the successful intervention of change management in Myanmar's semi-government bank for systemic organizational change. The research has been done in 'C' Bank, Myanmar and employs the 41 respondents including different managerial levels from all departments including General Manager, Manager and staffs. This action research employs structured questionnaires and semi-structured interviews in two phases: pre-ODI and post-ODI. The Pair sample T-test and the contents analysis of the interview passages translated from Myanmar to English for coding are included in data analysis and treatments. The results revel that there is a significant difference between the pre- ODI and the post-ODI of motivating change, creating a vision, developing political support and effective change management. Finding of this study suggest that the analysis on how to sustain the momentum of change in establishing the new organization structure, the impact of organizational structure change on branches, and the employees' satisfaction with a new structure should study in the future.

Modern companies operate in a very ambiguous, complex environment. In addition to survival, which is important, and often becomes the main task of companies, they must adhere to other goals that form their mission and strategic guidelines. These guidelines are associated with the concept of sustainable development, which considers several main areas: social, economic and environmental. This article analyzes the key components of a sustainable development strategy in the countries of the European Union and the Republic of Moldova, and also the role of change management in this context. ; Irina Dorogaia, PhD, Associate Professor Academy of Economic Studies of Moldova

Climate change presents a profound challenge to food security and sustainable development in Africa. Its negative impacts are likely to be greatest in the African region, which is already food insecure. In the face of global climate change and its emerging challenges and unknowns, it is essential that decision makers base policies on the best available knowledge. In recent years, the knowledge of local and indigenous people, often referred to as indigenous knowledge (IK) has been increasingly recognised as an important source of climate knowledge and adaptation strategies. ; European Union ; Internal Review

Electronic government frameworks enable public sectors to embrace new ways of thinking, expand their "doing business" horizons, establish new alliances, use new technology and create positive working environments. All these issues imply major changes in government organizations and, in order to manage such change, a methodology for change management must be provided. In the paper such a methodology is presented