Participation as the key to successful change – a public sector case study
Leadership & Organization Development Journal
ISSN: 0143-7739
Article publication date: 1 December 2002
Abstract
Public sector reform has focussed attention on how different models of change can contribute to organizational metamorphosis. Traditional “top down” approaches are unlikely to achieve the necessary change. Instead, using a case study of an Irish public sector organization, this article argues that direct participation, involving frontline staff, can play a key role in ensuring acceptance of change and in creating the conditions for employees to make effective contributions to their organization. Direct participation plays a vital role in employee development. However, it also places demands on organizations to adopt a more facilitative and supportive style of management and to put in place mechanisms that will ensure that participation becomes an integral part of the work process.
Keywords
Citation
O’Brien, G. (2002), "Participation as the key to successful change – a public sector case study", Leadership & Organization Development Journal, Vol. 23 No. 8, pp. 442-455. https://doi.org/10.1108/01437730210449339
Publisher
:MCB UP Ltd
Copyright © 2002, MCB UP Limited