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New Zealand public service leaders and organisational change inception: A framework for deciding what to change

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dc.contributor.author Boone, David
dc.date.accessioned 2017-03-13T19:58:57Z
dc.date.accessioned 2022-07-11T21:21:42Z
dc.date.available 2017-03-13T19:58:57Z
dc.date.available 2022-07-11T21:21:42Z
dc.date.copyright 2016
dc.date.issued 2016
dc.identifier.uri https://ir.wgtn.ac.nz/handle/123456789/20139
dc.description.abstract Organisational change in the public sector is important to keep pace with the external environment and increasing customer expectations in order to maintain and improve the effectiveness of public service. This study analysed the change management experiences of eight public service leaders in New Zealand. Through conversations understanding was gained around the early stages of change management, in particular, how decisions are made about what to change. Analysis of relevant literature identified a gap relating to how change needs are diagnosed and how change management vision is established. Existing change management guidance is largely focused on management practice once the secondary state of an organisation, the state after change, has already been envisaged. The idealism “deliver change” is a common suggestion in change management literature, however the interpretation and guidance around delivering change is just that – change delivery, not change inception. To undertake an examination of how public service leaders go about diagnosing change needs, referred to in this report as change inception, the following research question provided focus for this study: How do public service leaders describe their experiences of change inception, and what can be learned from these experiences? A synthesis of the literature review findings and the data collected from interviewing public service leaders led to the development of a framework for change inception thinking. This framework is intended to be applied and adapted by future public service leaders in diagnosing the change needs of public service organisations. en_NZ
dc.format pdf en_NZ
dc.language.iso en_NZ
dc.language.iso en_NZ
dc.publisher Te Herenga Waka—Victoria University of Wellington en_NZ
dc.subject Change en_NZ
dc.subject Public en_NZ
dc.subject Service en_NZ
dc.title New Zealand public service leaders and organisational change inception: A framework for deciding what to change en_NZ
dc.type Text en_NZ
vuwschema.contributor.unit School of Management en_NZ
vuwschema.subject.anzsrcfor 150311 Organisational Behaviour en_NZ
vuwschema.subject.anzsrcfor 150312 Organisational Planning and Management en_NZ
vuwschema.subject.anzsrcseo 970115 Expanding Knowledge in Commerce, Management, Tourism and Services en_NZ
vuwschema.type.vuw Masters Research Paper or Project en_NZ
thesis.degree.name Master of Business Administration en_NZ
vuwschema.subject.anzsrcforV2 350710 Organisational behaviour en_NZ

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