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 Chinese, all sharing a 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 fast moving away from its traditional domain of the agriculture industries and into the high-tech industries (semiconductors, biotechnology). Additional pressures such as Suraisia exposure to the global environment are placing pressures on Suraisia to shift towards more western values and practices.
[...] Political change refers to “political activities of consultation, negotiation, conflict and resistance.” Substance change “depicts the type of change that is occurring and the size of change Context refers to the past and present, external and internal operating environments”. (Nelson, 2005). MIQ's determinants of change can be summarized as Table 3. Concept of the need of change Analysis of the Surasia case suggests that there has been a realization of the need to change. The analysis of the increasing changing world environment (threat from terrorist), crime rate and drug rate had brought upon the need for change. [...]
[...] Learning Organization Characteristics Contributed to its Readiness-to-Change: A Study of the Thai Mobile Phone Service Industry. Managing Global Transitions, 163-178. Sun, J. (2000). Organization development and change in Chinese state-owned enterprises: a human resource perspective. Leadership & Organization Development Journal, 379-389. Waldersee, R. & Griffiths, A. (2004) Implementing change: matching implementation methods and change type. Leadership & Organization Development Journal, 424-434. Waters, L. (2006). People, Organizations, and Change lecture note materials. Melbourne, University of Melbourne. Appendix A - The change checklists key success factors for change Key success factors Questions for assessing and accomplishing for change change 1. [...]
[...] 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. [...]
[...] 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). [...]
[...] The main stakeholders of this initiative are individuals and MIQ rather than organization 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. [...]
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