February 2012
International Journal of Research in Commerce, IT & Management;2012, Vol. 2 Issue 2, p34
Academic Journal
Case Study
The following case study analyzes the largest and most challenging change process occurred in a government sector service organization within the department of Police i.e., establishment of city traffic police(CTP) in the city of Lahore, Pakistan. This change process was administered by internal OD practitioners. Focus of case study is on three main issues, Firstly, finding reasons for change, Secondly, how OD was conducted at CTP(LHR) and finally analyzing the impact of this OD process. Techno structural, Human Resource Management and Cultural Change Interventions were used to transform CTP(LHR). As this case study seeks to provide some first steps into a new and little explored area of CTP(LHR) so exploratory research method is used. Data is collected from various sources i.e., semi structured interviews, focus group discussions, personal observations, informal interviews and the review of the existing literature. Findings of the case study gives evidence that service quality and organizational performance improved after the change process that had taken place at CTP(LHR) over the past three years. Despite some instances of resistance and opposition to change ( specially on having no room for promotion) interviews and discussions seem to indicate general increases in communication, employee participation and, as a whole, an acceptance of the change in culture both within organization and among general public.


Related Articles

  • `Quick-fix' failures.  // Manager: British Journal of Administrative Management;May/Jun99, Issue 15, p8 

    Cites a report from Warwick Business School in Warwick, England indicating that organizational changes succeed when they are made simultaneously at different departments. Warning against improving performance through simple and singular changes; Percentage of surveyed organizations that trimmed...

  • Shrinking 'Change Cycle' exposes dysfunction in workplace employees. Jones, Tom E. // Business Journal Serving Fresno & the Central San Joaquin Valley;12/07/98, Issue 322391, p6 

    Comments on the importance of recognizing the effect of organizational change cycles on employee management strategies. Determination of the amount of time it takes to adopt to cycle changes; Recognition of the role of technology in speeding up the cycle; Identification of values and opinions...

  • Human Resource Management: An Index and its Relationship to Readiness for Change. Fox, David G.; Ellison, Robert L.; Keith, Karen L. // Public Personnel Management;Fall88, Vol. 17 Issue 3, p297 

    Focuses on the relationship between human resource management (HRM) and readiness for change. Use of HRM index on measuring performance level of organizations; Factors leading to poor organizational effectiveness; Usability of HRM index on assessing management practices.

  • Implementation of change arouses array of responses. Jones, Tom E. // Business Journal Serving Fresno & the Central San Joaquin Valley;10/02/2000, Issue 322676, p7 

    Advises on how executives can help their employees adjust to changes in the organization. Need for cooperation between managers and employees; Areas where organizational change is likely to occur in various types of businesses; Changes in service-oriented organizations.

  • 9 ways to create an atmosphere for change. Denton, D. Keith // HRMagazine;Oct96, Vol. 41 Issue 10, p76 

    Presents ways on how human resource executives can create the right atmosphere for organizational changes. Creation of dissatisfaction with the status quo; Reduction of the fear of change; Benefits of change; Building of support for change; Definition of specific change objectives.

  • AN IMPROVEMENT CYCLE FOR HUMAN RESOURCE DEVELOPMENT. Likert, Rensis // Training & Development Journal;Jul78, Vol. 32 Issue 7, p16 

    Discusses improvement cycle for human resource development (HRD). Features of organizational development (OD); Contributing factor in the failure of OD to produce improvement in medical center; Characteristics of a management system that can be used as model to guide HRD efforts.

  • SURVEYING ORGANIZATION DEVELOPMENT SKILLS. Warrick, D.D.; Donovan, Tom // Training & Development Journal;Sep79, Vol. 33 Issue 9, p22 

    Reports on surveys of leaders in organizational development (OD) which shows the skills compiled from the survey and provides a way for OD practitioners to evaluate their own OD skills. Identification of major skills; Importance of consulting skills; Need for OD practitioners to develop a sound...

  • SPEAKING FROM EXPERIENCE. Goad, Tom // Training & Development Journal;Sep79, Vol. 33 Issue 9, p46 

    Discusses the role of Organizational Development (OD) in making organizations successful and in meeting the needs of everyone involved in them. Reason for the application of OD to large organizations; Suggestions in preparing management people of small organizations to become change agents.

  • DEVELOPING A MOTIVATIONAL STRATEGY. Janson, Robert // Training & Development Journal;Sep79, Vol. 33 Issue 9, p56 

    Explores the potential for immediate productivity gains and comprehensive organizational change. Suggestion of a comprehensive strategy of organizational change for productivity; Changes in design of the job and other structural elements; Criteria of good layout and workflow.


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics