Change Management and Organization Transformation Analytical Essay by Nicky

Examines changes in organizations and how management and technology are more frequently becoming factors for consideration as demonstrated in federal U.S. agencies.
# 151210 | 5,565 words | 16 sources | APA | 2012 | US


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Description:

This paper looks at several issues of change management and organization transformation as reported by the Organizational Transformation Initiative of the Government Accounting Office (GAO), specifically relating to the implementation of the Chief Operating Officer/Chief Management Officer (COO/CMO) Positions in federal agencies. Next the author concludes that, to adapt to contemporary issues affecting modern business operations, it is crucial that organizations implement changes efficiently through proven principles of change management in organizations. The paper underscores that achieving successful change implementation in the federal system is more challenging than in the private sector; nevertheless, it can be done through the appropriate dedication of resources in connection with policies, strategic approaches and specific procedures identified in this paper. Figures, tables and footnotes are included in the paper.

Table of Contents:
Objective
Introduction
Definitions of Terms
Background of the Study
Analysis of Issues Related to the New Transformation Plans
Existing Federal Organization Structures does not Support the New COO/CMO Positions
Development and Implementation of COO/CMO Positions
Some Agencies Can Not Accommodate the New Wave of Change
Vague Criteria for Determining the Type of COO/CMO Position for an Agency
Unclear Responsibilities for the New COO/CMO Positions
Urgent Need for IT Governance Framework
Negative Reaction of Human Capital Related to Change
Efforts Still Needed on the Long Term
Conclusion
Recommendations

From the Paper:

"Unfortunately, many federal agencies suffer from existing management problems. While they are not specifically related to change implementation or management, to the extent existing management problems and inadequacies exist, they are capable of undermining the success of change management within an overall climate of ineffective management. Even in the private sector, fewer than one-third of surveyed executives indicate that change management initiatives have proven successful, requiring 5 to 7 years even in the best case scenario where such efforts are successful. Within federal agencies, the available evidence suggests that there is no single approach to implementing and managing organizational change that is universally applicable to all agencies. While certain fundamental principles apply to organizational change in general, successful implementation at the level of large federal agencies requires more particularized identification and analysis of agency-specific factors and circumstances. In that regard, those and factors and circumstances include both internal and external considerations as well as the mission and purpose of individual agencies and their subcomponents.
"Implementing organizational change effectively requires a dual focus on organizational policies and objectives designed to achieve that objective along with a simultaneous effort to change behaviors at the level of individual employees. Especially within the federal system where employee turnover is lower and less under the control of the employer than in the private sector, that means using every conceivable means identified as being instrumental in achieving behavioral change in individual employees."

Sample of Sources Used:

  • Organizational Transformation: Implementing Chief Operating Officer/Chief Management Officer Positions in Federal Agencies (2007) Report to the Subcommittee on Oversight of Government Management, the Federal Workforce, and the District of Columbia, Committee on Homeland Security and Governmental Affairs, U.S. Senate. Government Accountability Office (GAO) Report # GAO-08-34 November 2007. Online available at: http://www.gao.gov/new.items/d0834.pdf. Accessed 21 Sept 2009.
  • Statement of David M. Walker Comptroller General of the United States U.S. Government Accountability Office (2007) Testimony Before the Subcommittee on Oversight of Government Management, the Federal Workforce, and the District of Columbia, Senate Committee on Homeland Security and Governmental Affairs. Homeland Security: Management and Programmatic Challenges Facing the Department of Homeland Security
  • Statement of David M. Walker Comptroller General of the United States U.S. Government Accountability Office. 10 May 2007. Online available at: http://www.globalsecurity.org/security/library/report/gao/d07833t.pdf. Accessed 21 Sept 2009.
  • Dejewski, David (2008) GAO Testimony: Implementing COO/CMO Positions in Federal Agencies; MHS Pre-Certification Authority Designation Defense Business Transformation Update. MHS DBT Team Weekly Meeting 18 Dec 2007. Online available at: http://www.health.mil/DBT/downloads/2007/December2007/MHS%20Weekly%20DBT%20Update%2018-December-07.pdf. Accessed 21 Sept 2009.Organizational Transformation: The
  • Dynamics of Change. Organizational Effectiveness. The Medical Group Management Association of Greater St. Louis. Online available at: http://jobfunctions.bnet.com/abstract.aspx?docid=79462

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APA Format

Change Management and Organization Transformation (2012, May 29) Retrieved January 28, 2022, from https://www.academon.com/analytical-essay/change-management-and-organization-transformation-151210/

MLA Format

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