People must change before institutions can: a model addressing the challenge from administering to managing the maltese public service

Abstract

The Maltese public service is currently undergoing major organisational changes to enhance its efficiency and effectiveness in its service delivery. The great majority of these changes have focussed on re-organising the macro-level, namely strategy, processes and structures. This is not an easy feat as local external power forces leave their impact in the process. It is argued, however, that one way to circumvent these resisting forces is to empower the real agents of change: the administrators of the public service. For some reason, the micro-level has been neglected and has been generally absent from the agenda of the major change programme with a few exceptions. This article throws light on this level by proposing an intrapersonal, psychological and pedagogical model for change that may complement and accompany the larger macro changes. The authors suggest that the model can be developed in a practical way to motivate change from within the person and not just push change around the person. key words -Malta; public sector; change CULTURE AND MULTI-LEVEL PERSPECTIVES Cummings and Worley (1993) define organisational development as 'a planned process of change in an organisation's culture through the utilisation of behavioral science technology, research and theory'' (p. 2). The key word in

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