scholarly journals Challenges facing Saudi public sector leaders during change

2021 ◽  
Vol 8 (12) ◽  
pp. 14-24
Author(s):  
Alenezi et al. ◽  
Keyword(s):  
Public Sector ◽  
Qualitative Data ◽  
Arab World ◽  
Recent Change ◽  
Motivational Strategies ◽  
Implementation Challenges ◽  
Reform Agenda ◽  
Response Strategies ◽  
Public Sector Organizations ◽  
Employee Resistance

Organization change management has a poor success record and confronts leaders with many challenges, including employee resistance. The Saudi public sector is undergoing widespread changes under the government’s reform agenda, Vision 2030. However, there is little research on organizational change in the Arab world; what exists locks depth and pays little attention to leaders’ roles. This paper explores the challenges facing Saudi public sector leaders and the response strategies adopted in two public sector organizations undergoing a recent change. Qualitative data were collected by unstructured interviews with six department leaders and 21 subordinates involved in change implementation. Challenges faced included the hierarchical organizational and sectoral structure, bureaucracy, high power distance, constraints on leaders’ autonomy, the gender-sensitive national culture, and employee resistance. Leaders employed a variety of strategies to cope with and mitigate these challenges, to achieve change success, notably, improving communication to explain the change, provide clarity and alleviate concerns. Leaders also become less authoritarian and more employee-focused, applying flexibility, providing opportunities for employee participation, and using various motivational strategies to gain employee commitment and improve productivity limitations of the study are the small convergence sample reflecting one project in one sector and the inability to follow change progress over time. The insight afforded by rich qualitative data on experienced challenges and leader behavior enables implications to be drawn for motivational strategies and communication with other public sector organizations involved in change projects.

scholarly journals Videoconferencing Psychotherapy in the Public Sector: Synthesis and Model for Implementation

10.2196/14996 ◽  
2020 ◽  
Vol 7 (1) ◽  
pp. e14996 ◽  
Author(s):  
Samuel David Muir ◽  
Kathleen de Boer ◽  
Neil Thomas ◽  
Elizabeth Seabrook ◽  
Maja Nedeljkovic ◽  
...  
Keyword(s):  
Mental Health ◽  
Public Sector ◽  
Mental Health Professionals ◽  
Service Providers ◽  
Lessons Learned ◽  
Unique Challenge ◽  
Implementation Challenges ◽  
The Public ◽  
Public Sector Organizations ◽  
The Military

Background Videoconferencing psychotherapy (VCP) is a growing practice among mental health professionals. Early adopters have predominantly been in private practice settings, and more recent adoption has occurred in larger organizations, such as the military. The implementation of VCP into larger health service providers in the public sector is an important step in reaching and helping vulnerable and at-risk individuals; however, several additional implementation challenges exist for public sector organizations. Objective The aim of this study was to offer an implementation model for effectively introducing VCP into public sector organizations. This model will also provide practical guidelines for planning and executing an embedded service trial to assess the effectiveness of the VCP modality once implemented. Methods An iterative search strategy was employed, drawing on multiple fields of research across mental health, information technology, and organizational psychology. Previous VCP implementation papers were considered in detail to provide a synthesis of the barriers, facilitators, and lessons learned from the implementation attempts in the military and other public sector settings. Results A model was formulated, which draws on change management for technology integration and considers the specific needs for VCP integration in larger organizations. A total of 6 phases were formulated and were further broken down into practical and measurable steps. The model explicitly considers the barriers often encountered in large organizational settings and suggests steps to increase facilitating factors. Conclusions Although the model proposed is time and resource intensive, it draws on a comprehensive understanding of larger organizational needs and the unique challenge that the introduction of VCP presents to such organizations.

Implementasi Kebijakan Agraria dan Ketimpangan Penguasaan Lahan (Kasus Lahan Eks HGU di Desa Cipeuteuy, Kecamatan Kabandungan, Kabupaten Sukabumi, Provinsi Jawa Barat)

2020 ◽  
Vol 4 (6) ◽  
pp. 731
Author(s):  
Muhammad Febri Ramdani
Keyword(s):  
Policy Implementation ◽  
Land Tenure ◽  
Quantitative Method ◽  
Qualitative Data ◽  
Agrarian Reform ◽  
Purposive Sampling ◽  
Reform Agenda ◽  
Agrarian Policy ◽  
Strong Relation ◽  
The Government

ABSTRAKMUHAMAD FEBRI RAMDANI. Implementasi Kebijakan Agraria dan Ketimpangan Penguasaan Lahan (Kasus Lahan Eks HGU di Desa Cipeuteuy, Kecamatan Kabandungan, Kabupaten Sukabumi, Provinsi Jawa Barat). Dibimbing oleh MARTUA SIHALOHO.Redistribusi lahan yang dilakukan oleh pemerintah sebuah upaya implementasi kebijakan agraria. Kebijakan agraria tersebut berupa asset reform (penataan aset) eks lahan perkebunan dengan skema legalisasi aset berwujud sertifikasi bidang lahan. Namun dalam pelaksanannya pemerintah mengklaim bahwa kebijakan tersebut merupakan agenda reforma agraria. Atas dasar klaim tersebut, penting untuk meninjau access reform (penataan akses) bekerja, karena pada hakikatnya reforma agraria merupakan asset reform (penataan aset) dan access reform (penataan akses) yang berjalan beriringan, dengan bertujuan untuk menata ketimpangan penguasaan lahan agar terwujudnya keadilan agraria (agrarian justice). Penelitian ini dilakukan dengan metode kuantitatif yang didukung kualitatif dengan pendekatan sensus. Metode yang digunakan untuk menentukan responden ialah purposive sampling dengan teknik non probability sampling. Pengolahan data menggunakan uji statistik rank spearman untuk melihat hubungan variabel. Hasil penelitian yang diperoleh menunjukan bahwa tingkat asset reform berada pada kategori rendah. Hasil uji statistik menunjukan bahwa asset reform berhubungan dengan access reform dan asset reform berhubungan dengan ketimpangan penguasaan lahan.Kata kunci: access reform, asset reform, keadilan agraria, reforma agrariaABSTRACTMUHAMAD FEBRI RAMDANI. Implementation of Agrarian Policy and Land Tenure Inequality (Case of Ex-HGU Land in Cipeuteuy Village, Kabandungan District, Sukabumi Regency, West Java Province). Supervised by MARTUA SIHALOHO.Land redistribution has been done by government as an effort of agrarian policy implementation. The policy came in form of asset reform of ex-plantation land with asset legalization scheme (land-part certification). But the government claimed that this policy is one of the agrarian reform agenda. It is important to observe how this access reform works, because agrarian and access reform can’t be separated one another, with purpose to reduce the inequality of land tenure so that the agrarian justice can be reach. This research used quantitative method supported by qualitative data, using the census approachment. Purposive sampling with non probabilty sampling used to specify the respondent. The data processed by rank spearman statistic test to analyze the relation between variable. This research shows a low level of asset reform. The statistic test shows that the low asset reform have a strong relation to low access reform, and high inequality of land tenure.Key words: access reform, agrarian justice, agrarian reform, asset reform

CAF: Quality management model for public organizations

2020 ◽  
Vol 22 (5) ◽  
pp. 26-31
Author(s):  
EMIL MARKVART ◽  
◽  
DMITRY V. MASLOV ◽  
TATYANA B. LAVROVA ◽  
◽  
...  
Keyword(s):  
Public Sector ◽  
Quality Management ◽  
Public Administration ◽  
Local Governments ◽  
Control Function ◽  
Self Assessment ◽  
European Model ◽  
Public Sector Organizations ◽  
Quality Management Model ◽  
The Common

The existing approaches to quality assessment, based on ranking and rating, perform a control function but do not give government bodies at various levels, local governments, and public sector organizations the necessary tools to improve their performance. The article is devoted to one of the modern models of quality management in the field of public administration – the European model for improving the activities of public sector organizations through the self-assessment – the Common Assessment Framework (CAF model) and the possibilities of its implementation in Russia.

scholarly journals Risk Perception, Accounting, and Resilience in Public Sector Organizations: A Case Study Analysis

2020 ◽  
Vol 14 (1) ◽  
pp. 4
Author(s):  
Mouhcine Tallaki ◽  
Enrico Bracci
Keyword(s):  
Risk Perception ◽  
Public Sector ◽  
Budget Cuts ◽  
Case Study Analysis ◽  
Public Sector Organization ◽  
Building Resilience ◽  
Public Sector Organizations ◽  
The Face ◽  
Infrastructure Maintenance

There are various factors that can affect an organization’s ability to overcome a crisis and the uncertainties that arise thereafter. Little is known about the process of organizational resilience and the factors that can help or prevent it. In this paper, we analyzed how public sector organizations build resilience/traits of risks awareness, and in doing that, we derived some elements that could affect the process of resilience. In particular, drawing on the conceptual framework proposed by Mallak we analyzed an in-depth case study in a public sector organization (PSO) identifying some contextual dimensions implicated in the process of building resilience. In our analysis, we identified two main elements that affect resilience: Risk perception and the use of accounting. Results shown how risk perception is perceived as a trigger, while accounting is considered as an enforcer in the process of building resilience capacity. The results also show the way accounting is implicated in the management of austerity programs and supporting the creation of a resilient public sector organization. In our case, the risk has become an opportunity for change. In the face of these budget cuts, management began refocusing the company’s mission from infrastructure maintenance to providing services with a market-based logic.

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