Case Study: Surasias ministry of internal affairs (headquarters)
- Outline of change.
- Drivers of change.
- Nature of change.
- Stakeholders involved.
- Approach taken.
- Consequences of change.
- Theoretical analyses.
- Lewin's planned approach.
- Dawson's emergent approach.
- Dunphy & Stace's changing management style.
- Long-term Implications.
- Evaluation plans.
- Limitation of recommendation.
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).
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[...] To combat these new trends the Ministry of Internal Affairs (Suraisia government) introduced a number of key changes (SSS, 3i) that had attempted to address the inadequacies of MIQ to develop national security strategies and policies to deal with the current environment. The SSS initiative was an employee self-suggestion scheme where MIQ employees gave three ?Innovative? recommendations a year. As MIQ's first initiative could not accomplish its desired goal, they launched the new initiative. The 3i initiative featured an Innovation Centre (Office) and an intranet website (innovative practice articles). [...]
[...] 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. [...]