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).
[...] (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. International Journal of Operations & Production Management, 886-902. Burnes, B (2004). Kurt Lewin and the Planned Approach to Change: A Re- appraisal. Journal of Management Studies, 977-1002. Chrusciel, D. & Field, D. (2006). Success factors in dealing with significant change in an organization. Business Process Management Journal, 503-516. [...]
[...] 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). [...]
[...] Managing the Human Resources in Organisational Change: A Case Study, Research and Practice in Human Resource Management, 55- 70. Sudharatna, Y. & Li, L. (2004). 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. [...]
[...] 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 summarised 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. [...]
[...] Managing organisational change in the public sector Lessons from the privatisation of the Property Service Agency. The International Journal of Public Sector Management, 94-110. Dawson, P. (1996). A processual approach to understanding change. In Reshaping Change: A processual perspective (chap. 2). London: Routledge. Dent, E.B. & Goldberg, S.G. (1999). Challenging “Resistance to Change. The Journal of Applied Behavioral Science, 25-41. Dunphy, D. & Stace, D. (1993). The strategic management of corporate change. Human Relations 905-920. Graetz, F., Rimmer, M., Lawrence, A., & Smith, A. [...]
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