Subject category:
Human Resource Management / Organisational Behaviour
Published in:
2009
Length: 16 pages
Data source: Field research
Abstract
This is the first of a two-case series (409-001-1 and 409-002-1). The case provides a detailed account of how a major UK-based public sector organisation went about managing a transformational change programme. In particular, case (A) explains the overarching setting and impetus behind the change programme and describes the planning of the change process. It reveals the complexities involved in designing major change initiatives, notably in a public sector context, and illustrates how one organisation set priorities and allocated resources in order to manage change effectively. Drawing on interviews with key informants, it raises a number of important issues around the key success factors in major transformational change.
Subject category:
Human Resource Management / Organisational Behaviour
Published in:
2009
Length: 24 pages
Data source: Field research
About
Abstract
This is the first of a two-case series (409-001-1 and 409-002-1). The case provides a detailed account of how a major UK-based public sector organisation went about managing a transformational change programme. In particular, case (A) explains the overarching setting and impetus behind the change programme and describes the planning of the change process. It reveals the complexities involved in designing major change initiatives, notably in a public sector context, and illustrates how one organisation set priorities and allocated resources in order to manage change effectively. Drawing on interviews with key informants, it raises a number of important issues around the key success factors in major transformational change.
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Subject category:
Human Resource Management / Organisational Behaviour
Published in:
2009
Length: 24 pages
Data source: Field research