Managing Organizational Change in Public Services

Rune Todnem By is a Lecturer at the School of Business, Enterprise and Management at Queen Margaret University, Edinburgh, UK. He is the editor of the Journal of Change Management and founder of the International Change and Improvement Leadership Network.Calum Macleod is Senior Research Fellow within UHI Policyweb, the University of the Highlands and Islands Research Institute for Remote and Rural Regions, based in Inverness, UK.

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• Part I: Context 1. An Overview of Managing Organizational Change in Public Services Part II: Leadership, Management and Strategies for Organizational Change in Public Services 2. Contextual Leadership and Change in the Public Sector 3. Managing Public Sector Organizations in Environmental Turbulence 4. The Ideological Use of New Public Management Concepts during Organizational Change Initiatives 5. Change from the Middle? Exploring Middle Manager Strategic and Sensemaking Agency in Public Services 6. A Convergence Analysis of Strategic Change: The National Trust Case 7. Organizational Change in the Public Sector: The Case for Planned Change Part III: Implementing and Evaluating Public Services Change Initiatives 8. Public Sector Compensation: The Management of Change 9. Delayed Due to Heavy Turbulence:An Analysis of Power, Politics and Ultimately, the Abortion of a Major Organizational Change Initiative 10. For Show or For Real? Organization Development in the Public Sector 11. Strategic Responses to the Quality Reform:A Comparative Study of Change in Norwegian Higher Education 12. Changing Organizational Values and Actions in Public Services:A Longitudinal Empirical Analysis Part IV: Conclusions 13. Organizational Change Management in Public Services: Key Findings and Emerging Themes