Managing strategic change in public sector organizations: a Swedish example
Strategic Change, Sep 1, 1996
Major cuts in government spending and the ever increasing demands for enhanced efficiency, effect... more Major cuts in government spending and the ever increasing demands for enhanced efficiency, effectiveness and service quality have impacted upon public sector organizations throughout Europe. Such environmental hostility and turbulence have forced these organizations to embark upon programmes of strategic change. For many, the prevailing chaotic situations have adversely affected the well-being of employees, and it is argued that this is likely to have a number of costly consequences for the organization. This article outlines some of the challenges presented by strategic change within the Swedish social insurance organization, namely Forsakringskassan. The case study presented draws attention to the fact that organization change is a stressful experience for individuals. However, it is argued that much stress can be alleviated through successful change management which focuses upon continuous organizational improvement programmes.
HRM and the management of clinicians within the NHS
International Journal of Public Sector Management, Jun 5, 2007
Purpose – The management of human resources is of crucial importance in enabling the delivery of ... more Purpose – The management of human resources is of crucial importance in enabling the delivery of efficient and effective services. The purpose of this paper is to explore one issue relevant to Human Resource Management, that is, the management of hospital doctors in the NHS. The present‐day UK National Health Service faces countless challenges at both the macro and operational level.Design/methodology/approach – The paper examines the implications for the NHS in general, and the medical profession in particular, of the continued dominance of the medical profession over the career management of hospital doctors.Findings – The paper argues that HRM must play a pivotal role in the management of clinicians to ensure the effective and efficient delivery of NHS reforms. The challenges to HRM and the medical profession that are inherent in this process are outlined.Research implications/limitations – It is argued that the potential long‐term gains to be derived from the development of closer working relationship...
ABSTRACT Many organizations are finding it necessary to embark upon programmes of strategic chang... more ABSTRACT Many organizations are finding it necessary to embark upon programmes of strategic change.The paper draws attention to the need for managers to acknowledge human factors associated with the change process.It is argued that the increased demands and pressures which very often accompany strategic change render employees susceptible to work stress, the adverse effects of which have a number of costly consequences for the organization.A case study presents the experiences of a manufacturing organization which has been subject to the change process.To help organizations effectively address the problems of stress associated with strategic change, a four-stage action model is presented.
Leadership & organization development journal, Apr 1, 1999
In an attempt to address the turbulence which characterises their operating environment, many pub... more In an attempt to address the turbulence which characterises their operating environment, many public sector organisations have been seduced by the concept of teamworking. Often this is perceived as offering an organisational solution to the problems presented by government demands for enhanced levels of performance, efficiency and effectiveness. This paper explores the difficulties experienced by one Next Steps agency in its attempt to introduce teamworking within a bureaucratic maze. More specifically, it highlights fundamental incompatibilities between the teamworking concept and the traditional bureaucracy, which has resulted in the existence of a number of potent``trip wires''. It is argued that these trip wires can only be disarmed and the full benefits of teamworking realised by dismantling the bureaucracy. The research on which this paper is based was supported by funding from the European Commission under the Leonardo Programme.
Absenteeism from work may be viewed as a viral infection which adversely affects, and is affected... more Absenteeism from work may be viewed as a viral infection which adversely affects, and is affected by, the overall health of the organisational system. Thus it is argued that in developing an effective treatment for this bug, it is essential that the underlying causes of the condition are highlighted, and their effects on the health of the organisation be explored. Based on the findings of a study into employee absenteeism within local government organisations in Northern Ireland, it is argued that in order to effectively treat infections which cause and are caused by employee absence, organisations must adopt an approach which is holistic and systemic. The latter is likely to foster the creation of more healthy work organisations which are well placed to deal effectively with the challenges presented by hostile and turbulent operating environments.
Finding an Alternative to Bureaucratic Models of Organization in the Public Sector
Public Money & Management, 2001
ABSTRACT Demands for enhanced levels of efficiency and effectiveness have caused many to question... more ABSTRACT Demands for enhanced levels of efficiency and effectiveness have caused many to question traditional bureaucratic forms in public sector organizations. Team-based structures have been cited as an attractive alternative, perceived as facilitating the necessary levels of flexibility, innovation and responsiveness. Through the case of one Next Steps agency, the authors explore the difficulties encountered by rigid bureaucracies in their attempts to introduce team-working. It is argued that cultural change must act as a pivot for movement towards structural change, embodying all of the perceived positive aspects of team-working within public sector organizations. This will, in turn, facilitate the achievement of desired performance outcomes.
Stress at Work: Do Managers Really Count the Costs?
Employee Relations, 1993
Organizations are being forced to contend with an increasingly diverse range of influential facto... more Organizations are being forced to contend with an increasingly diverse range of influential factors which have implications for their efficiency and effectiveness. Such factors are likely to create a cumulative spiral of pressures for organization members and render them susceptible to the adverse effects of stress. Increased prevalence of work stress among employees, coupled with its harmful effects for the operation of companies, prompted an investigation of managerial attitudes to stress at work in the clothing industry. Structured interviews were carried out with managers from 44 companies. Of the respondents 70.5 per cent believed that employees in their company experienced stress at work. Many identified a range of causes and effects, and 81.4 per cent acknowledged that stress is a problem for individuals and organizations. However, few companies had any mechanisms for identifying and helping stressed employees. Highlights a need for companies to take cognizance of the costs of stress within organizations and to take corrective action.
International Journal of Public Sector Management, Feb 1, 2001
In common with other elements of the public sector, local government organisations are being requ... more In common with other elements of the public sector, local government organisations are being required to achieve ever increasing performance targets. Responding effectively to such demands is likely to be influenced by, and to influence, the underlying state of health of the organisation. Employee absence is considered to represent one indicator of organisational health, and is frequently cited as being a costly problem for organisations. Based on the findings of a study into employee absenteeism within local government in Northern Ireland, it is argued that organisations must adopt a holistic approach towards the management of attendance. The latter is likely to foster the creation of more healthy work organisations which are well placed to deal effectively with the challenges presented by hostile and turbulent operating environments.
Public sector organizations throughout Europe have been subject to cuts in Government spending, a... more Public sector organizations throughout Europe have been subject to cuts in Government spending, allied to demands for enhanced efficiency and effectiveness. Consequently, many have embarked upon radical programmes of change which potentially have an adverse effect upon the psychological well-being of employees. This study aimed to assess linkages between organization change and the psychological well-being of employees within the Swedish social insurance organization Fdrsakringskassan. A case study approach was adopted for the investigation which was carried out within the Halland region between February and June 1995. A questionnaire which included the Cultural Audit and the General Well Being Questionnaire was distributed to the organization's 456 employees in Halland. Questionnaires were returned by 246 employees (54.6%), reflecting the employment structure of the organization. The findings revealed that many issues associated with the process of rationalization and change were of concern to employees. Statistical analyses revealed that these were linked to their relatively high levels of 'anxiety' and their symptoms of being 'worn out'. This study indicates that the process of organization change is stressful for employees within Forsakringskassan. As public sector organizations throughout Europe are subject to similar pressures and are being forced to embark upon change programmes, it is suggested that they take cognizance of the findings of this investigation when making decisions regarding the planning and implementation of organization change.
International Journal of Public Sector Management, Nov 1, 1997
Focusing on one of the “Next Steps” agencies, explores the difficulties which many organizations ... more Focusing on one of the “Next Steps” agencies, explores the difficulties which many organizations experience in relation to the process of strategy implementation. States that agentization has created a need for public sector organizations to embark on strategic change. However, adherence to an outmoded set of cultural values and a panic‐crazed obsession with efficiency often lead to a series of ill‐conceived, disjointed initiatives; these may contribute to a disintegrated approach adopted towards strategy formulation. Argues that, to effect successful strategic change, there is a need for organizations to promote integration between the content and the process of strategic management.
The relationship between potentially traumatic experiences, generic workplace stressors and mental health within a large UK police force
Objectives: To investigate the relationship between generic workplace stressors, potentially trau... more Objectives: To investigate the relationship between generic workplace stressors, potentially traumatic experiences and mental health within a large UK police force.Methods: An anonymous cross-sectional questionnaire was distributed by e-mail to all employees within the Police Service Northern Ireland. Generic workplace stressors were assessed using the UK Health and Safety Executive’s Management Standards Indicator Tool (IT). A six item scale was created to assess the respondents’ frequency of exposure to potentially traumatic events while on duty. An example event would be ‘the scene of a traumatic death’. Individual item responses were aggregated to create a ‘traumatic exposure’ score. Mental health was assessed by the 12-item General Health Questionnaire (GHQ-12), as well as Breslau’s 7-item screen for posttraumatic stress disorder (PTSD). Single item measures investigating ‘stress at home’ and ‘stress at work’ were also included. Controlling for age, gender, years of service and rank, associations were investigated using regression statistics.Results: A total of 2,715 employees completed the questionnaire, representing a response rate of 29%. The Indicator Tool (IT) scores explained 34% of variance in GHQ-12, 41% of the variance in ‘Stress at work’, 14% of the variance in PTSD responses, and less than 1% of the variance of ‘stress at home’ responses. All of the Indicator Tool (IT) subscales displayed a strong negative association with both GHQ-12 and ‘stress at work’ scores. The IT ‘demands’, ‘peer support’, and ‘relationships’ subscales were negatively associated with Breslau’s PTSD screen scores. Only the IT ‘relationships’ subscale displayed a weak negative relationship with the ‘stress at home’ scores. Only 29% (n=793) of respondents had no exposure to potentially traumatic events. As expected, ‘traumatic exposure’ scores were positively associated with GHQ-12, PTSD, and ‘stress at work’ scores. However the scale of these associations was lower than expected. The ‘traumatic exposure’ scores explained 4% of the variance in PTSD scores and less than 1% of the variance in the other dependent variables. The ‘traumatic exposure’ scores were not associated with ‘stress at home’ scores.Implications: This study provides empirical evidence to support the use of the Management Standards Indicator Tool and the Management Standards approach in tackling workplace stress.Conclusions: The HSE Management Standards Indicator Tool is a valid and reliable measure of workplace stressors. These workplace stressors are associated with employee mental health.Within police organisations generic workplace stressors may have a greater overall impact on employee mental health than exposure to potentially traumatic events.
Book Review: Stress and Employer Liability, Jill Earnshaw and Cary Cooper, Institute of Personnel and Development, London, 1996, ISBN 0 85292 615 4, 156 pp, price £16.95 (paperback)
Strategic change in Government Agencies influenced by Apollo and Zeus-two ‘Gods of Management’
Public Policy and Administration, 1998
This paper argues that many Next Steps agencies have been forced to embark upon far reaching prog... more This paper argues that many Next Steps agencies have been forced to embark upon far reaching programmes of strategic change in an attempt to satisfy externally imposed demands for enhanced levels of efficiency and effectiveness. However, it would seem that the management of the entire change process has been problematic, and has been characterised by disintegration in the form of a series of disjointed organisational initiatives. Focusing upon the experience of one Next Steps agency, it is argued that a root cause of the problem may lie in a rigid adherence to an outmoded value system symbolised by allegiance to ‘Apollo’ the Greek god of order. Thus, to effect successful strategic change within government agencies it is suggested that they must, in the first instance, seek to foster allegiance to a new and more dynamic figure in the form of the Greek god ‘Zeus’.
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