Understanding Organisational Development and Change Management Plan in the public sector. A case study within a Brazilian semi-state organisation.

Abstract

In turbulent times, organisations should adapt, reconstruct, evolve, or even revolutionise their business processes or models. Consequently, the ways by which organisations manage their planned changes aid achieving those objectives. Actually, 60 to 70 percent of organisational changes fail for many reasons. Nonetheless, the implementation stage is recognised as the highest failed-state. Semi-state organisations have a meaningful role for a country's economic and social development. And in turbulent times as well, they need to perform changes. This study evaluates how semi-state organisations perform changes, which are the main barriers for change management and how they seek their future. This study assesses a Brazilian semi-state organisation in order to come up with the answers. Firm's organisational climate survey is assessed to figure out whether this firm has an ingrained culture for change matching with interviews with line managers and employees. At the end a suggested CM model is built up fostering the studies about change management within semi-state organisations. Gabriel de A. Mascarenhas Key Words: Change initiatives, Change Management, ADKAR model, Positive model, readiness, organisational capabilities, change efforts, context, culture