Key
differentiating aspects of public sector change management
• the public sector is
bureaucratized (stability and conservatism) and politicised
(political ideals) (Brown et al)
• popular change strategies are restructures and geographical
transfers
• typically follow top-down process even though
not efficient (Crawford et al)
• use a combination of
hard (project management) and soft (change management)
perspectives (UTS research)
•“New Public
Management” (1991) introduces downsizing, devolution of
managerial responsibility, TQM and reengineering – not
successful