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Surasia’s Ministry of Internal Affairs (Headquarters)

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  1. Introduction.
  2. Outline of change.
    1. Drivers of change.
    2. Nature of change.
    3. Stakeholders involved.
    4. Approach taken.
    5. Consequences of change.
  3. Theoretical analyses.
    1. Lewin's planned approach.
    2. Dawson's emergent approach.
    3. Dunphy & Stace's changing management style.
  4. Recommendation.
    1. Long-term implications.
    2. Evaluation plans.
    3. Limitation of recommendation.
  5. References.

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. [...]


[...] Managing organisational change in the public sector Lessons from the privatization 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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