Case Study: Surasia’s ministry of internal affairs (headquarters)

Type :

Presentation

Pages :

13 pages

Format :

.doc

Published date :

01/15/2009

Category :

Political science

Sub category :

Political science

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Summary :

Introduction.
Outline of change.
1. Drivers of change.
2. Nature of change.
3. Stakeholders involved.
4. Approach taken.
5. Consequences of change.
Theoretical analyses.
1. Lewin's planned approach.
2. Dawson's emergent approach.
3. Dunphy & Stace's changing management style.
Recommendation.
1. Long-term Implications.
2. Evaluation plans.
3. Limitation of recommendation.
References.

Abstract

This paper will analyse the Suraisia government ministry of internal affairs' attempt to introduce an innovative culture to the ministry of internal affairs HQ (MIQ) through the creation of "SSS" and "3i" initiatives. This analysis will take into account the drivers of the change, the natures of change, the stakeholders and the overall approach taken by the government. This analysis will make use of a number of change theories such as: Dawson, Lewin, Dunphy and Stace to gather information on why and how the change occurred. The report will conclude by making recommendations based on the findings made earlier in the paper. Suraisia is a small Southeast Asian country comprising of 7.3 million inhabitants. The population is made up of a complex cultural mix of ethnic Malays, Indians, and Europeans with a majority of Chinese, all sharing common collective values of obedience, filial piety, and respect for elders. The country of Suraisia exhibits very traditional cultural values and practices such as the Coming of Age and the Doll festivals. The traditional values and ways of life are beginning to be questioned as the Suraisia economy is rapidly moving away from its traditional domain of the agriculture industries and into the high-tech industries (semiconductors, biotechnology).