Managing Successful Organizational Change in the Public Sector

Fernández, Sergio; Rainey, Hal G.

doi:10.1111/j.1540-6210.2006.00570.x

Cited by 605 publications

(285 citation statements)

References 46 publications

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“…This practice is designed to help the organisation train well-rounded senior managers. The last determinant, top management support, refers to high level managers in an organisation giving active approval, encouragement and assistance to employees (Fernandez & Rainey, 2006).…”

Section: Determinants Of Internal Audit Effectivenessmentioning

confidence: 99%

Determinants of Internal Audit Effectiveness in Decentralized Local Government Administrative Systems

Tackie¹,

Marfo-Yiadom²,

Achina³

2016

IJBM

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This paper examines the determinants of internal audit effectiveness in decentralized local government administrative systems of Ghana. Ghana's local government system is structured into metropolitan, municipal, and district assemblies (MMDAs). For the purpose of the study, we focused on the Ashanti region of Ghana which has the highest number of MMDAs. The motivation for the study is derived from the increased interest in the internal audits of local government units. Using a descriptive survey, the data gathered, through the use of questionnaire, revealed that majority of the internal audit staff of MMDAs in the Ashanti Region of Ghana possess the requisite professional proficiency. Contrary to the perception that audit quality in the public sector is usually compromised, the study revealed that there exists high quality of audit work due to compliance with the international standards on auditing and local audit legislations. Professional proficiency, organizational independence, and career advancement were found to have statistically significant positive relationship with internal audit effectiveness, whiles top management support was found to have no effect on internal audit effectiveness.

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Section: Determinants Of Internal Audit Effectivenessmentioning

confidence: 99%

Determinants of Internal Audit Effectiveness in Decentralized Local Government Administrative Systems

Tackie¹,

Marfo-Yiadom²,

Achina³

2016

IJBM

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“…Chief among the themes in management consulting literature regarding client characteristics is the importance of senior-level management commitment to the goals of the management consulting partnership (Al-Mashari and Zairi 1999; Fernandez and Rainey 2006;Jang and Lee 1998;Kotter 1995;Sila and Ebrahimpour 2002). Management commitment is demonstrated through 'visible sponsorship' (Al-Mashari and Zairi 1999, 101) by senior leaders who are respected and influential throughout the organisation (Kotter 1995).…”

Section: Leader Capacity For Change Managementmentioning

confidence: 99%

“…Beyond the high-level sponsor, the client needs to have a champion who is consistently present (Jamieson and Armstrong 2010), who sets and monitors performance goals for the partnership and who keeps the work closely connected to organisational strategy (AlMashari and Zairi 1999). Several upfront client practices distinguish successful partnerships including seeking clarification on how the consultant will operate, clarifying consultant roles and financial agreements, clarifying the problem for which the consultant is sought and clearly defining resource limitations (Applebaum and Steed 2005;Fernandez and Rainey 2006;Ford 1985), ideally capturing these understandings in a clear agreement (McLachlin 1999).…”

Section: Project Planning and Managementmentioning

confidence: 99%

“…However, a highly committed top-level leader does not directly equate to organisational readiness for change. Leaders in client organisation who successfully engage with consultants make an intentional effort to facilitate readiness for change (Applebaum and Steed 2005) through effective communication within their organisations to other leaders and to staff (Al-Mashari and Zairi 1999), empowerment of lower-level staff (Jang and Lee 1998;Kotter 1995) and taking intentional steps to prepare the culture of the organisation to embrace the work of the partnership (Fernandez and Rainey 2006;Motwani, Prasad, and Tata 2005). When top-level management is able to 'stimulate receptivity of the organisation to change' (Al-Mashari and Zairi 1999, 106), it increases team commitment to partnership goals, a theme that reappears frequently as a key factor in successful client organisations (Jang and Lee 1998;Kotter 1995;Motwani, Prasad, and Tata 2005).…”

Section: Leader Capacity For Change Managementmentioning

confidence: 99%

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Effective consultants: a conceptual framework for helping school systems achieve systemic reform

Bussey

Welch

Mohammed

2013

School Leadership & Management

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A growing number of organisations -universities, non-profits, independent consultants -are emerging as partners to school systems pursuing systemic improvement. This proliferation invites questions probing the interaction between school systems and their consulting partners. Drawing on a cross-disciplinary review of literature, this theoretical paper (1) explores the processes and strategies used by consulting organisations as partners to school systems and (2) proposes a conceptual framework as a starting point for implementation and evaluation of effective consulting for systemic improvement.Keywords: education change; school partnerships; leadership IntroductionAs a result of the Great Recession, leaders of public organisations around the world have faced budget constraints while also responding to demands for improved performance. Public school leaders are no exception: they face strong policy pressure to improve test scores, poor technical assistance from agencies who are ostensibly there 'to help', (American Institute for Research 2008), budget cuts that have placed strains on the educational system (Johnson, Oliff, and Williams 2011) and waning support from the general public (Johnson, Rochkind, and Dupont 2011).In response to resource constraints and greater accountability standards, many school systems are turning to outside organisations to help facilitate systemic improvements. Additional motivations for partnerships include a desire to deliver higher-quality services, shared professional values and legal mandates (Davies and Hentschke 2006). In the United States, the federal government's competitive grant program Race to the Top incentivises partnerships, and a growing number of organisations are emerging to provide consulting support to school leaders in pursuit of comprehensive school improvement. Similar initiatives can be seen around the globe. In the United Kingdom, for example, the new Research Councils UK has issued a national funding call, 'to create a structured and strategic mechanism for Higher Education Institutions to work in partnership with secondary schools' (RCUK 2012). Similarly, the Australian Government and state and territory governments have entered into several partnerships which encourage school systems to engage with higher education providers and to form external partnerships with parents, businesses and local communities (Australian Government Department of Education 2013). This growing emphasis on the need for external support in school *Corresponding author. Email: jwelch@uga.edu School Leadership & Management, 2014 Vol. 34, No. 2, 156-178, http://dx.doi.org/10.1080/13632434.2013 (1) What are the appropriate measures for distinguishing between effective and ineffective consulting organisations? (2) What are the practices that characterise organisations that successfully help public education systems build leadership capacity and achieve systemic improvement? (3) What is the theory of action that can guide education systems and consulting organisations to successfully pur...

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“…Given that the military routinely retains strategic leaders in command for only 2-3 years, it is imperative that strategic military leaders of civilian organizations identify a guiding coalition that can lend legitimacy to the effort and marshal the resources and institutional support required to induce organizational members to change, 19 especially after the "initiating" commander's departure. Kotter asserts that leaders often launch organizational renewal efforts, but "whenever some minimum mass is not achieved early in the effort, nothing much worthwhile happens."…”

Section: Differences In Military Andmentioning

confidence: 99%

The Current" Commander: Understanding and Effecting Change in Civilian Organizations"

Schenecker¹

2007

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Managing Successful Organizational Change in the Public Sector

Cited by 605 publications

References 46 publications

Determinants of Internal Audit Effectiveness in Decentralized Local Government Administrative Systems

Determinants of Internal Audit Effectiveness in Decentralized Local Government Administrative Systems

Effective consultants: a conceptual framework for helping school systems achieve systemic reform

The Current" Commander: Understanding and Effecting Change in Civilian Organizations"

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