Use this URL to cite or link to this record in EThOS: https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.281587
Title: The impact of organisational change on managerial roles in the public sector : a case study of a local authority
Author: Keen, Linda
ISNI:       0000 0001 3596 2865
Awarding Body: University of Kent at Canterbury
Current Institution: University of Kent
Date of Award: 1995
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Abstract:
This thesis explores the impact of organisational restructuring upon the work roles and work satisfaction experiences of local government managers. Using Mintzberg's analytical framework, the thesis analyses the ways in which middle managers' interpesonal, informational and decisional roles change as a result of organisational change from bureaucratic and professionally dominated forms on "administration" to more flexible, customer orientated, private sector styles of "management". The research is based upon empirical research of middle managers in a local authority selected as a "critical" case in terms of its adoption of "new" public sector management systems, as outlined in the literature. The findings indicate that most managers made significant changes in their work behaviour within each of Mintzberg's three tole categories, in accordance with the Authority's formally prescribed "new" management systems. They were familiar with the Authority's new corporate culture, and provided concrete evidence of application to their work behaviour. Job satisfaction levels tended to increase, despite pressures from continual change, and decreased job security. However, they also identified various constraints which limited changes in their behaviour - suggesting limits on the extent of the Authority's move from the traditional "administration" to the new "management" model of service provision. They experienced degrees of role tension and ambiguity, arising particularly from the Authority's introduction of internal market and devolved management systems. The thesis concludes by considering factors which can inhibit full adoption, within public sector organisations, of the "new" management prescriptions (including structural, behavioural and change management constraints), and comments on the need for organisational restructuring to be strategically managed if job satisfaction and managerial effectiveness is to be enhanced.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.281587  DOI:
Keywords: HD28 Management. Industrial Management
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