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Dream on: team work from the confines of the bureaucratic cage
Author(s) -
McHugh Marie,
Bennett Hadyn
Publication year - 1999
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/(sici)1099-1697(199906/07)8:4<189::aid-jsc428>3.0.co;2-6
Subject(s) - bureaucracy , agency (philosophy) , public relations , public sector , dream , organizational change , work (physics) , organizational culture , set (abstract data type) , sociology , culture change , management , business , political science , marketing , economics , law , psychology , engineering , social science , computer science , mechanical engineering , neuroscience , politics , programming language
This paper examines the difficulties experienced by public sector organizations in their attempts to formulate and implement programmes of strategic change whilst adhering rigidly to an outmoded set of values and inappropriate organizational culture. Many public sector organizations have been forced to engage in major programmes of change. Often these programmes which are perceived to be unsettling and disruptive, embrace structural change with team working perceived as the preferred option. This paper explores the difficulties experienced by one Next Steps agency in its attempt to introduce team working as part of its strategic change. More specifically, it highlights the problems associated with the introduction of structural change from within the confines of the bureaucratic cage. Copyright © 1999 John Wiley & Sons, Ltd.