Organizations are dynamic entities. They consist of tangible resources (people, methods, equipment, information, finance and materials) and intangible resources (brands, trademarks, patents, reputation, motivation, goodwill, copyright, copy-left and other forms of intellectual property). Businesses do not exist in a vacuum. They affect and are affected by their environment (micro, macro, physical and intellectual). The four cases presented in the next section covers three broad industrial sectors – public sector, non-profit and private tertiary education provider. These cases provide background material to explore the philosophies presented in the learning resources. They contain a direct experiential component outlining the author’s change management role and contribution to the change management efforts in these organizations during his career.
Contribution to Organizational Change
Case 1a. I worked for 11 years in the public sector from 1985 to 1996. There were over five hundred employees in my department. In 1988 the Department’s records were converted from a manual system of ledgers to a computerized system. The system analyst liaised with the employees of the department to ensure that the necessary requirements were captured in the systems analysis phase of the project. Procedure manuals were rewritten to capture the current workflows and methods for carrying out the tasks. In the implementation phase we experienced a number of bottlenecks. The changeover process had a few delays that resulted in a backlog of work at least six months. Before the introduction of the new system, deadlines were met and the records were up-to-date. The delays adversely affected the motivation of the staff.
Case 1b. The government of Trinidad and Tobago embarked on a national public service reform exercise in 1992. The main objective was to transform the image of the public service from a low productivity environment, with complex bureaucratic procedures to a customer-oriented service environment with quick response times that encouraged private sector participation and development. I was still employed in the same department as in Case 1a. The reform exercise in my department resulted in the launch of a newsletter. I was appointed managing editor of the newsletter. This position catapulted me – a junior employee – into the Board room. I was given observer status at Board meetings. The mission of the newsletter was to improvement communication within the department.
Case 2. I was employed at a skills training organization (a registered non-profit foundation) from 2000 to 2006. My first two years involved coaching and training people of all ages in the fundamentals of safe computer usage and providing advanced skills training in the use of Microsoft Office Suite (Word, Excel, Access and PowerPoint). After two years I was promoted to the post of Coordinator with responsibility for over thirty lecturers...