The paper "Plan Оrgаnisаtiоnаl Development & Сhаnge: Queensland Railways" is a great example of a case study on management. This plan for organizational development and change pertains to a case study of Queensland Railways (QR) as described by (Gollogly & Callan, 1995, pp. 97-105). QR was initially a bureaucratic public sector organization before it underwent major transformational changes in 1991. The changes that were introduced in the organization included a structural change that involved flattening of the organizational structure, cultural change that entailed a shift from the militaristic leadership in the organization to devolved authority, and transformation of the recruitment policy to bring outsiders into the leadership of QR.
However, in spite of these changes, QR still faced a number of barriers to change such as the prevalence of old cultural values, poor communication, high levels of uncertainty regarding the direction of change, and lack of proper identification of training needs among managers amongst other issues. Therefore, in this plan, acting as a consultant, I propose various activities and processes that would comprise a change process to deal with the problems experienced in QR.
The plan is divided into two sections as follows. In the first section, I present a summary of information about QR as well as the organization’ s operations and hence the problems experienced therein. In the second section, there are five subsections as follows: identification of the problems to be addressed, discussion of the change approach to be used, the planned change process, discussion of how communication and readiness for change would be handled, and how to evaluate the change effort. Summary of the case (information about QR) QR was a large organization in the transport sector in Australia, employing about 20,000 employees to facilitate the transportation of passengers and goods in Queensland.
It had a bureaucratic organizational structure with nine reporting levels, which were eventually reduced to seven. From the case study, it can be deduced that the mission of QR was to offer affordable transportation for passengers and goods in Queensland. Identification/diagnosis of the problem in QR Like many public sector organizations, QR was a bureaucratic organization that was unprofitable, inefficient, highly centralized, and characterized by an old culture that was entrenched in the organization, lack of proper planning and training of staff, low levels of skills and low staff mobility among other negative aspects.
These trends, coupled with the loss-making streak of QR, made it necessary for the organization to make a raft of changes in its operations. The changes that were introduced in QR involved commercialization of the organization and included structural changes that involved reducing the organizational bureaucracy, cultural change that required a shift from the militaristic leadership to devolved authority, and overhaul of the recruitment policy to bring external leadership.
QR also initiated a ‘ 250 Managers’ program, in which external consultants offered training in communication, team building, counseling, and shared problem-solving to reduce stereotypes in the organization (Gollogly & Callan, 1995, p. 104). But despite these changes, QR still encountered several barriers to change such as the recurrence of old cultural values, ineffective communication, high levels of ambiguity regarding the course of change, and lack of proper recognition of training needs at the management level among other issues.
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