Faith in Systems or in People: Leadership, Change Strategies and Innovation in the Public Sector

Structural change often means major changes in organisation and job losses. The normal reaction from employees is to oppose restructuring and to want to keep things as they are. Rather than just trying to oppose the proposition from management, the union may formulate their own alternative. With two propositions on the table, the negotiations may open up to more alternatives and compromises, as well as more partners and alliances. Consumer groups, the general public and governments are more likely to be supporters if the union has its own proposition. If the unions are not in a position to present alternative solutions, they may at least be able to formulate principles for alternative solutions. Examples of this type of strategy can be found at GM Europe where the unions managed to reduce lay-offs through an alternative strategy. Similar union policies can be found in the public sector in Sweden where unions got support from customers and the general public in resisting cutbacks.

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Crisis as change strategy in public organizations

International Review of Administrative Sciences ◽

10.1177/0020852307085734 ◽

2008 ◽

Vol 74 (1) ◽

pp. 65-77 ◽

Cited By ~ 6

Author(s):

Claude Rochet ◽

Olivier Keramidas ◽

Lugdivine Bout

Keyword(s):

Organizational Change ◽

Performance Evaluation ◽

Public Sector ◽

Case Studies ◽

Public Organizations ◽

Change Strategies ◽

Change Strategy ◽

The Public ◽

The Common ◽

Common Vision

According to the common vision, the public sector is strongly change-resistant. Is this justified? In this research, we adopt the Northian distinction between institutions and organizations by focusing on the latter and their capability for change. We try to identify the strategically most effective lever to operate an organizational change in the public sector. We first review the literature on change strategies and their setting in the context of public organizations. Then, we synthesize the conclusions of four case studies around a question: `Is building public organizations capable of co-evolution with their environment feasible?' We will present some strategies of evolution for public organizations, in response to a state of crisis, constituting a vector of organizational change. We conclude on the interest of considering crisis as a vector of organizational change in public organizations. Points for practitioners The public sector is commonly said to be change-resistant. Through case studies we prove this opinion to be false and that change aptitudes are identical to other organizations. We emphasize crises that provide particular opportunities that allow us to offset the absence of performance evaluation and the lack of feedback from the market, and we underline possible change strategies.

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Social Media as a channel for public sector transformation via online mentoring

Central and Eastern European eDem and eGov Days ◽

10.24989/ocg.338.17 ◽

2020 ◽

Vol 338 ◽

pp. 217-229

Author(s):

Nadine Baumann ◽

Christian Schachtner

Keyword(s):

Social Media ◽

Public Sector ◽

Public Management ◽

Internal Communication ◽

Change Strategies ◽

Online Mentoring ◽

Media Communication ◽

The Public ◽

Functional Teams ◽

Social Media Communication

The mediatisation of communication leads to different and innovative ways of interaction, even in the public sector. Moreover, internal communication in cross-functional teams is part of projects in public management, so communication via social media not only has to work outwards, but also inwards. Online mentoring is regarded as a part of social media communication. This study focusses on how mentors and mentees experience online mentoring, as working with online media makes the process of mentoring special. The concept follows working methods of agile teams, which use asynchronous handling processes and retrospectives as added values to achieve objectives. Counselling concepts such as mentoring continually influence working methods of the public sector. Thus, social media elements open new paths to change strategies concerning working tasks.

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