Stepping Out: Rhetorical Devices and Culture Change Management in the UK Civil Service

Abstract

Organizational culture is the pattern of values and beliefs held by members of an organization and the management of culture is now one of the most frequently discussed of all organizational concepts. The excitement associated with culture is attributable to two factors. First, it is argued that culture is the key to organizational performance; simply stated, a strong organizational culture can be a source of competitive advantage. Second, culture is perceived as an alternative method of control to traditional and technocratic forms of management and can be manipulated to ensure that employees are enthusiastic and committed to organizational objectives.Despite the extensive interest in this topic, culture remains an elusive concept. This paper investigates the nature of culture and considers strategies for introducing cultural change. Specifically, the aims of the paper are threefold. First, to locate and explain the interests and significance of culture change for the public sector. Second, using a case study of a newly created agency, to investigate the problems and issues affecting cultural change in the civil service. Third, to reassess and critically evaluate the claims for culture management made in the literature. Finally, this paper questions some of the assumptions in the literature, which with few exceptions are biased toward top management and the unitary conception of organization, an ideological frame of reference which is particularly problematic in the public sector.

Change Management: The Case of the Elite Sport Performance Team

“…The lack of empirical testing, however, prevents us knowing which, if any, are best or even correct. Furthermore, it appears both somewhat surprising and counterintuitive that so little attention has been devoted to understanding the perceptions of employees as the targets of change and how new processes impact upon them (Cunningham, 2006b;Devos, Buelens and Bouckenooghe, 2007;Driscoll and Morris, 2001;Neves and Caetano, 2006). In short, simplistic prescription is often offered without any clear evaluations of the methods through which it may operate, while advice seems driven by 'brand solutions' (e.g., Warriner, 2008) rather than any logically presented, evidence-based process.…”

“…However, elite sport offers a unique environment in which to investigate the implications of the decisions and actions of change leaders at a more detailed, micro-level (cf., Cunningham, 2006aCunningham, , 2006b. Specifically, in contrast to change in sizable organisations, where employees often have limited shared individual/group interests and minimal interaction with strategic management (Driscoll and Morris, 2001), managers and coaches of sports performers commonly lead far smaller numbers of individuals with both groups involved with each other's professional lives to an extent where success is highly dependent on the other (Jones and Wallace, 2005). Accordingly, as the measures and mechanisms of change are therefore experienced and interpreted in a significantly personal manner by the targets (i.e., performers and support staff), elite sport offers a valuable and possibly unique laboratory in which to assess the impact of change and a distinctive opportunity for the refinement of current organisation-focused CM theory.…”

La gestion du changement dans l'administration des pays de l'OCDE

“…Reed (1996) laisse entendre que la gestion de la culture et de la transformation culturelle est une compétence et une caractéristique de base de la gestion moderne. Cependant, Driscoll et Morris (2001) déclarent que les grands changements dans le secteur public sont problématiques ou ne sont viables que si les systèmes de valeurs et de croyances des membres de l'organisation connaissent un changement analogue. Partant, pour le présent document, la définition de la gestion du changement qui prévaut est celle de la capacité à influer sur les mentalités, la culture, les attitudes et les pratiques des gens pour les adapter à un nouvel environnement et à de nouvelles organisations.…”

“…Ils confirment les conclusions déjà formulées dans les travaux publiés (Garvin, 1993 ;Drucker, 1995 ;Kotter, 1995 ;Whiteley, 1995 ;Hushion, 1999 ;Driscoll et Morris, 2001 ;Baulcomb, 2003 ;Brunsson, 2006) et en ce sens d'aucuns diront qu'ils n'ajoutent pas grand-chose aux connaissances sur le domaine. Cependant, ils révèlent que la gestion du changement dans le secteur public est tout aussi importante que la gestion du changement dans le privé.…”

Human resource management in a changing world

“…Since the 1990s there have been significant high-profile changes in UK public sector management primarily aimed at improving efficiency, effectiveness and accountability with the NHS being no exception. As part of these changes there has been considerable emphasis on the need for objective setting, monitoring, control and accountability (Driscoll and Morris, 2001;Hyndman and Eden, 2000).…”