Abstract
The concept of change management has been evident for centuries. However, it has
dramatically increased in the twenty first century as forces driving change are evolving at an
increasing speed and the effects of a worldwide recession can be felt. Throughout the years
organisations have put in place various methods and methodologies to manage change which
include; structural, process and technological change. However, it is interesting to note that
despite the fact that change is a topical subject amongst academics and consultants, only one
third of all change initiatives succeed. Although there is no one model to ‘fit’ all
organisations, given the increasing factors influencing Irish public sector transformation and
the lack of academic research in this area to-date, it is hoped that this study will assist change
projects in the Irish public service. This research study of change centres on the area of
change management using a specific case study to investigate structural and process change
carried out in the Office of the Ombudsman. The goal of the study is to establish; the forces
driving change, changes, if any, to the organisation’s strategy, vision and mission, how the
two types of change were facilitated and implemented, if the Office experienced any
resistance to change and how this was overcome, if the change has impacted on the
organisations culture, factors associated with the effective management of change, and the
measurements for success and if they are being achieved. Through a mixed method approach
the researcher established that it was the intention of the Office to improve its efficiency and
efficacy through structural and process change. Throughout the study the researcher
discovered that employees were highly aware of the need for change, however, it was
established that communication could have been improved as this caused feelings of lack of
support. That said, although these weaknesses were present, the restructuring of the structure
and processes within the Office were implemented successfully and the results are self
evident. Finally, as the changes were implemented on 1 March 2011, it is too early to state
whether long-term change is evident in its culture.
