Managing Reorganizations in the Public Sector

This handbook is focused on the planning and management of change in the formal assignment of responsibilities and reporting relationships to, and amongst, the various organizational components of an enterprise. It deals primarily with the structural organizational changes within a Public Sector environment. What has been most apparent to the author and many readers has been the degree to which reorganization projects in Public Sector environments, in departments as well as in central agencies, have often failed to achieve the stated goals. Moreover, the direct and indirect costs associated with the reorganization effort have represented significant investments of public funds. Management attention and time as well as specialized staff support with no immediate or longer term savings, efficiency improvement, greater client confidence nor any other benefit. Often, the reverse has been observed such as the requirement to undo the changes or to “back-reorganize” resulting in even greater confusion, more costs, decreased motivation of staff, and further loss of client confidence.

Readers who should find this handbook of use include managers, consultants and various advisors or assistants who may be called upon as organizational change facilitators. This will very often include Human Resources leaders, officers and students. While not always involved in the initial planning of an organization change, they represent a principal service function called upon to assist in facilitating it. The intent is to provide a relatively comprehensive package of guidance that will allow any of these persons to fulfil a broader advisory and facilitative role in supporting the reasonable expectations of managers in their reorganization proposals and initiatives.