Organizational change in the public sector: augmenting the demand control model to predict employee outcomes under New Public Management

This study identifies the environmental and personal characteristics that predict employee outcomes within an Australian public sector organization that had, under New Public Management (NPM), implemented a variety of practices traditionally found in the private sector. These are more results-oriented, and their adoption can be accompanied by increased strain for employees. The current investigation was guided by two complementary theories, the Demand Control Support (DCS) model and Conservation of Resources (COR) theory, and sought to examine the benefits of building on the DCS to include both situation-specific stressors and internal coping resources. Survey responses from 1,155 employees were analysed. The hierarchical regression analyses indicated that both external and employee-centred variables made significant contributions to variations in psychological health, job satisfaction, and organizational commitment. The external resources, work based support and, to a lesser extent, job control, predicted relatively large proportions of the variance in the target variables. The situation-specific stressors, particularly those involving harmful management practices (e.g., insufficient time to do job as well as you would like, lack of recognition for good work), made significant contributions to the outcome measures and generally supported the process of augmenting the generic components of the DCS with more situation-specific variables. In terms of internal resources, problem and emotion-based coping improved the capacity of the model to predict psychological health. The results suggest that the impact of NPM can be ameliorated by incorporating the dimensions of the augmented DCS and coping resources into the change programme.

Organizing forms in change management: the role of structures, process and boundaries in a longitudinal case analysis

This paper examines change management at William Angliss Institute of Technical and Further Education (TAFE) against the three organizational dimensions of structures, processes and boundaries identified by the INNFORM Study. Its experience confirms that even when an organization adopts a systemic approach and implements change across each design dimension, optimal performance benefits depend on mutually reinforcing and complementary changes. Furthermore, improvement to processes, particularly communications and human resources practices, plays a pivotal role, as complementary change across all dimensions depends ultimately on the contribution and commitment of organization members. Case findings also highlight the need for ambidextrous forms of organizing that combine 'controllability' with 'responsiveness'. The conceptual notion of organizing dualities has been employed to provide a practical interpretation of the ostensibly competing imperatives implied by ambidexterity. This case explores the dualities that can be demonstrated for the INNFORM triumvirate of structures, processes and boundaries. The dualities interpretation emphasizes an acceptance of texture and the simultaneous presence of what are conventionally viewed as incompatible organizing forms. This was considered a useful conceptual vehicle in the analysis of a case study covering nearly ten years of serious change interventions, where one theoretical view can be misleading in understanding the subtleties and complexities of the actual changes that occurred.

Duality and organizing forms in change management

Although the fervour proclaiming new forms of organizing as the latest management panacea has not yet subsided, the calls for caution and further investigation have been bolstered by empirical findings. A common outcome of studies concerned with new organizing forms has been a greater awareness of the tensions or dualities between traditional and new forms. In particular, the conventional assumption that the two forms represent contradictory, incompatible forces is coming under increasing scrutiny. The resulting either/or approach to organizing form may be viewed as an inappropriate perspective for researching organizational change as it ignores the complexity and subtlety of organizing form. The reality is that, as new forms of organizing are introduced, they are more likely to supplement rather than supplant existing forms (Sanchez-Runde and Pettigrew 2003). The way forward therefore is to learn how to work with, rather than eliminate, dualities in organizing forms. This paper contends that dualities represent a superior perspective for interpreting organizing forms, and perhaps, foreshadows the direction of a future organizational change research paradigm.

Conversion stories as shifting narratives of organizational change

This paper is concerned with how employees talk about their experiences of organizational change and focuses specifically on the construction of conversion stories. These are particularly positive narratives that consider change as a turning point in which individuals depart from an old way of life pre-change to embrace a post-change organization. In this study, employees seek conversion into management groups and report the values and philosophies of management in their narratives, thus highlighting the benefits of change while suppressing any negative aspects. This paper draws attention to the dramatic nature of the conversion story and explores the sharp distinction between the reporting of experiences prior to and after change. We also investigate the relationship between constructing conversion stories and gaining personal and career advancement at work and suggest that beneath the positive exterior of the conversion narratives lies a theme of silence, which may be related to career advancement. Our findings suggest that such stories of silence complicate the conversion story as an example of positive organizational change and discuss implications for both the theory and practice of narrative change research.

The telling of violence : organizational change and atrocity tales

This paper explores the retrospective construction of atrocity narratives of organizational change in primary industries of the Latrobe Valley, located in southeast Australia. Within their narratives, participants discuss various forms of workplace violence aimed at employees by management and, in some cases, other employees. In addition, shifting narratives from violence to resignation are explored. As all participants are no longer employed in the organizations described in the narratives, causal associations between workplace violence and resignation choices are of particular interest. In this context, atrocity narratives are presented in a deliberate effort to extend the theorizing of organizational change into domains that are neither attractive nor progressive.

The never-ending quest : effective strategy-making and change management for high-performing VET organisations

This report summarises the evaluation of projects undertaken in 2001-02 as part of Reframing the Future's sub-program on Strategic Management and Change Management. It argues every Registered Training Organisation (RTO) in the vocational education and training (VET) sector in Australia needs managers who can design effective strategies.

Lost in translation? Emotional intelligence, affective economies, leadership and organizational change

Not until the late 1990s did the rational/emotional binary embedded in mainstream literature on educational leadership and management come under challenge. Now the emotional dimensions of organisational change and leadership are widely recognised in the leadership, organisational change and school improvement literature. However, the dissolution of the binary did not draw from feminist social theory, critical organisational theory, the sociology of emotions or critical pedagogy. Instead, the strongest influence in educational leadership and administration has been from psychological theory, management theory and brain science, mobilised particularly through Goleman's notion of emotional intelligence. This article undertakes a feminist deconstruction of two texts: one from organisational theory by Goleman and the other on educational leadership and school improvement, in order to explore how ‘emotion’ has been translated into educational leadership. As a counterpoint, I identify the gaps and silences, appropriations and marginalisation identified from feminist perspectives. I argue that the emotional labour of teaching and leading cannot be individualised because emotion is both relational and contextual.

A Response to Critique of the Refreeze Step in Lewin’s Model of Organizational Change from the Viewpoint of Organizational Behavior

Problem Statement
This paper responds to criticism of Kurt Lewin’s three step model of organizational change in increasingly turbulent environments. It explores whether the refreeze step of Kurt Lewin’s notable three step model is still applicable to organizational change processes in the age of globalisation and digitalisation.

Method
Literature review and critical analysis of applied examples are used to provide an overview of Kurt Lewin’s three-step change model. Authors’ observations and reflections are integrated in the discussion. The changing contemporary environment and the implications for the refreeze step of Lewin’s model are accordingly discussed.

Conclusions
The paper concludes that a balance of stability and movement; of discrete and emergent change; is the reality for today’s organizations, and forms the touchstone for Lewin’s formulation of change theories. Alignment is observed between notions of desired equilibrium in Lewin’s model and the contemporary underpinnings of sustainability. Technology and the modern pace of organizational change are also factors to consider. There has hence been an adaptation of his theoretical heritage that is current and sufficiently robust to withstand the criticisms of the refreeze stage.

Performing and reforming leaders : gender, educational restructuring, and organizational change

Performing and Reforming Leaders critically analyzes how women negotiate the dilemmas they face in leadership and managerial roles in Australian schools, universities, and continuing education. The authors examine how new managerialism and markets in education transformed how academics and teachers did their work, and in turn changed the nature of educational leadership in ways that were dissonant with the leadership practices and values women brought to the job.

Managing organisational change

The complexities of change in today's business environment can be overwhelming for organisations, irrespective of their operating motives and resources. The pressures of deregulation, privatisation, tax change, social renewal and globalisation have compelled organisations to change regularly in order to remain competitive. Managing Change navigates the minefield of acronyms, catchphrases, theories and principles that are associated with change management. Managing Change weaves together the research, models and practical examples that shape change management studies. It explains basic concepts and theoretical approaches and their practical application to organisations.