IntroductionIt is an apparent fact that organizations in the contemporary world are operating in an increasingly dynamic business environment. This environment is thus characterized by elevated performance demands as well as rapid changes. Consequently, these institutions are confronted with the challenge of achieving two objectives which are often conflicting. These are the attainment of good performance and at the same time being capable to change aimed at adapting to their business environment. Therefore, change or evolution in organizations has evolved into becoming a constant topic of discourse in diverse realms of organizational behavior and organizational effectiveness in the recent decades.
This has seen the publication of diverse literature in regard to the management of change in different organizations. The importance of change in organizations is fortified by Lawler (2005) who determined that change is imperative in contemporary business environment in guaranteeing that organizations which fail to change are bound to quickly become ‘corporate dinosaurs’. They are thus eventually destined towards extinction based on the fact that they are no longer capable of fitting in the present business environment. Thus, it is imperative to examine these factors of organizational evolution or change based on their fundamental niche in ensuring the long-term sustainability of a certain institution. There are different mechanisms which are employed by different institutions in their efforts to tackle change or evolution.
These include but not limited to enhancement of leadership in the organization, elevating the involvement of the employees as well as providing incentives to the human resource to overcome the level of resistance to change. These are key in ensuring that the change which takes place in an organization is quick and culminates in adaptation to the current business environment. Against this backdrop, this paper will analyze the aspects of organizational evolution or change in local councils as examples of public institutions.
These are institutions which are mandated with the roles of making informed decisions based on the interests of the local communities, provision and coordination of different public services and resources at the local level as well as developing and encouraging initiatives aimed at enhancing the quality of life within the local communities among other roles. The Cantle report which was instituted in 2001 in Oldham council will be used as the trigger point for change in this public institution. Identifying the organizationsOldham council was created in 1974.
In the initial years of its establishment, this council shared power with the Greater Manchester County Council until the abolishment of the latter body in 1986. Since 1986, Oldham council has effectively operated as a unitary authority. It has thus been responsible for monitoring and evaluating health services in the borough, provision of funds to schools, setting levels of council tax as well as provision of social care among other duties.
Most of these responsibilities are also undertaken by other local councils in the UK, for instance, Bradford and Burnley councils among others. In regard to the area/remit, the jurisdiction of Oldham council covers an area of around 55 square miles with an estimated population of 220,000 people. In terms of revenues, the net revenue budget for the financial year 2012/13 was £225.6 million. This council has also been credited for employing approximately 2897 people who are core in the provision of more than 700 services in this area (Shafique, Kippin and Lucas, 2012).