Change management in the office of the ombudsman
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MBA in Human Resource Management
Dublin Business School
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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.