Case Study: Surasia's ministry of internal affairs (headquarters)

Résumé du document

This paper will analyse the Suraisia government Ministry of Internal Affairs' attempt to introduce an innovative culture to the Ministry of internal affairs HQ (MIQ) through the creation of "SSS" and "3i" initiatives. This analysis will take into account the drivers of the change, the natures of change, the stakeholders and the overall approach taken by the government. This analysis will make use of a number of change theories such as: Dawson, Lewin, Dunphy and Stace to gather information on why and how the change occurred. The report will conclude by making recommendations based on the findings made earlier in the paper. Suraisia is a small Southeast Asian country comprising of 7.3 million inhabitants. The population is made up of a complex cultural mix of ethnic Malays, Indians, and Europeans with a majority of Chinese, all sharing common collective values of obedience, filial piety, and respect for elders. The country of Suraisia exhibits very traditional cultural values and practices such as the Coming of Age and the Doll festivals. The traditional values and ways of life are beginning to be questioned as the Suraisia economy is rapidly moving away from its traditional domain of the agriculture industries and into the high-tech industries (semiconductors, biotechnology).

Extraits

[...] In spite of the presence of many differences, MIQ can reduce time and budget by studying the successful or failed practices. In addition, the best practices can provide both qualitative and quantitative barometer to evaluate MIQ's initiatives. TQM analytical tools are most broadly used because they offer practical remedies. Pareto analysis can identify which causes are most effective and dominating factors for a successful result by applying the 80:20 rule. Cause-and-effect charts (Ishikawa diagrams) can help prioritise problems and point the way to specific improvements. [...]

[...] In SSS initiative, MIQ was the only department in the Ministry of Internal Affairs that underwent the change. No organization structure change occurred. On the contrary, the second initiative, 3i, was planned at department level. In both initiatives, no new management styles were introduced. The change initiative was not accompanied with a structural change to the organization and MIQ. However, major transformation was needed. Politics of change There was no big shift in power because the change did not affect their core operation and 3i initiative was not compulsory for workers to facilitate employee participation. [...]

[...] Management Decision, 34(10), 11-18. Burnes, B. (2000). Managing Change, 3rd ed., Harlow, England: Pearson Education Limited. Burnes, B. (2003). Managing change and changing managers from ABC to XYZ. The Journal of Management Development, 627-642. Burnes, B. (2004). Emergent change and planned change competitors or allies? The case of XYZ construction. [...]

[...] Following the failure of SSS it can be argues that the organization went through the “process of transition” (Figure again to implement 3i. (They have already realized the need to change stage) Table 3 - MIQ process of change Figure 5 MIQ's process perspective Operational of new practices and procedures The analysis of MIQ shows that the implementation of SSS and 3i was not successful. The SSS and 3i schemes never became stabilized and never become interlinked with the organization working structure. Determinants of change consist of context of change, substances of change, and politics of change. [...]

[...] The main stakeholders of this initiative are individuals and MIQ rather than organisation itself, which is Ministry of Internal Affairs. Also, their innovation scheme is pretty much focused on their attitude or behaviour rather than tasks or procedures. To put it another way, the nature of their change initiative falls into Q4, which means ‘Planned change' is the most appropriate for the change. Decision- makers and the Innovation Committee members should take this into account and reflect it to change process. [...]