Strategic Change in Government Based on Organization Hierarchy

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Strategic Change in Government Based on Organization Hierarchy

The literature supports the position that there should be a relationship between the structure and organization change. This study was undertaken to determine how different organization roles, hierarchy, and sizes affect planned strategic change. A survey instrument was administered to top federal government agency leadership to assess change in their organization. The intention is to draw common relationships between organization change and specific categories or sizes of organizations.
Role of Change
Business strategy and structure have always been related. Organizational change involves innovation, process improvement, and organizational redesign (Galbraith
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Nutt and Backoff, (1992, p. 112) explain that some types of public organizations that can control change and other types that cannot easily control change. Professional agencies such as the IRS and FBI have considerable prerogative to act in a prescribed arena and have a protected budget. Political agencies, such as the State Department, have high control over their actions and may have legislation to protect it. Thus, change may be in the hands of parties outside of the agency.
In examining change, Lewin identified three phases of the change process - unfreezing, changing, and refreezing. This involves getting people ready for the change, providing new patterns of behavior, integrating the behavior into the individual permanently.
Tushman and Romanelli (1985) noted that “only executive leadership has the position and potential to initiate and implement strategic change”. There are four levels of change in people: knowledge, attitude, behavioral, organizational change (Hersey and Blancherd, 1993). This research focuses on the organizational or group performance changes.
Change in Organizations
Organizational change is considered to be the adoption of a new idea or behavior by an organization (Pierce and Delbecq, 1977). The Amburgey and Dacin (1994) study found that strategic and structural changes occurring throughout the history of a firm affect the rates of
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