An essay on project management in organisational change

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An essay on project management in organisational change

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dc.contributor.author Ry Nielsen, J.C. en_US
dc.contributor.author Ry, Morten en_US
dc.date.accessioned 2009-02-04T10:24:24Z
dc.date.available 2009-02-04T10:24:24Z
dc.date.issued 2004-01-21T00:00:00Z en_US
dc.identifier.uri http://hdl.handle.net/10398/6711
dc.description.abstract In this essay we will demonstrate that the role of project management in organisational change processes is a mixture of rational and non-rational features. It is also colourful, difficult, interesting, and messy. We have named the paper "An Essay on". An essay means treating a topic freely from different angles, although not forgetting the sources you used. The implication of this is that we are not able or willing to make an encompassing study of the literature on project management3. We thus know that many angles will not be covered. Furthermore we do not intend a make a negative delineation, indicating what we are not dealing with. We prefer to make a positive delineation, emphasising what we are going to take up in our essay. Positively phrased we are inspired by 3 sources that will make the foundation for our different angles: 1. Decision making theory (Enderud,1976)4. One of the authors has previously with success applied decision-making theory as an approach for analysing organisation change processes 5. Both authors have followed the same line in analysing organisational changes in the Danish public sector6. That success has inspired us to re-use the distinction between rational, political and anarchic processes in this essay 7. Enderud (1976:21-22) excludes explicitly the role of the actors’ participation in his presentation of decision models. We find, however this aspect so important that we have decided to include it 2. Buchanan and Boddy´s analysis of the character of change8: The authors characterise the change project in to dimensions. One pertains to the activities concerned: Are we dealing with peripheral or core activities of the organisation. The second dimension deals with the magnitude of the change. Buchanan and Boddy use the scale: incremental - radical9. Furthermore Buchanan and Boddy makes a useful distinction between "public performance" (on stage) of rationally considered and logically phased and visibly participative change and "backstage activity" in the recruitment and maintenance of support and in seeking and blocking resistance (ibid p.27) 3. We will apply data from our own case studies. We will use a format that we call an illustration, thereby indicating that we "only" illustrate a point. We do not prove it10. Our cases are almost all from the public sector or from trade unions. Most of them have been published elsewhere. en_US
dc.format.extent 22 s. en_US
dc.language eng en_US
dc.relation.ispartofseries Working paper;2003-09 en_US
dc.subject.other projektledelse en_US
dc.subject.other organisationsudvikling en_US
dc.title An essay on project management in organisational change en_US
dc.type wp en_US
dc.accessionstatus modt04jan21 mielmo en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Institut for Organisation og Arbejdssociologi en_US
dc.contributor.departmentshort IOA en_US
dc.contributor.departmentuk Department of Organization and Industrial Sociology en_US
dc.contributor.departmentukshort OIS
dc.description.notes Undertitlen er et citat af Poul Henningsen en_US
dc.idnumber x656378300 en_US
dc.publisher.city København en_US
dc.publisher.year 2003 en_US
dc.title.subtitle "feelings are the motive power, reason is the rudder" en_US


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