Subject category:
Human Resource Management / Organisational Behaviour
Published by:
INSEAD
Length: 22 pages
Data source: Field research
Abstract
This case explores the first year of transformation at the World Health Organisation (WHO), under Gro Harlem Brundtland, focussing on the key stakeholders and the role of complexity in institutional change. It examines transition and reform in a complex, politically difficult and management resource constrained environment. The case aims to illustrate the complexity of management challenges faced in large multi-lateral agencies such as the World Health Organisation (WHO). It illustrates the virtues and problems of strategies of institutional transformation and the political context of organisational change.
Location:
Industry:
Size:
Agency 4,000 employees
Other setting(s):
1988-2000
About
Abstract
This case explores the first year of transformation at the World Health Organisation (WHO), under Gro Harlem Brundtland, focussing on the key stakeholders and the role of complexity in institutional change. It examines transition and reform in a complex, politically difficult and management resource constrained environment. The case aims to illustrate the complexity of management challenges faced in large multi-lateral agencies such as the World Health Organisation (WHO). It illustrates the virtues and problems of strategies of institutional transformation and the political context of organisational change.
Settings
Location:
Industry:
Size:
Agency 4,000 employees
Other setting(s):
1988-2000