Use this URL to cite or link to this record in EThOS: https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.781298
Title: Shaping the future through strategic change management framework in the UAE Law Enforcement Agency
Author: Almansoori, Saeed
ISNI:       0000 0004 7966 9283
Awarding Body: University of Salford
Current Institution: University of Salford
Date of Award: 2019
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Abstract:
Change is an essential part of life as well as that of any organisation. Change may be undertaken for different purposes, but the need for improvements tend to be the overarching aim for change. While most private organisations utilise change management model to influence the process, limited studies on change management in the Law Enforcement Agency (LEA) across the world reveal lack of change management model or framework. This observation is also true in the United Arab Emirates (UAE) even though significant change had been undertaken in the past decades. Not without its challenges, barriers to accepting change and in sustaining change management emphasise the importance of drivers of change as well as commitments of all levels of management in the LEA to change process. Thus, change management models are critically examined with the view to identify and determine factors that may facilitate change in LEA in the UAE. The Ministry of Interior (MOI) is the LEA for the UAE which limits the scope of this study to one organisation in the UAE. MOI is the LEA case examined in the UAE which limits the scope of this study to an organisation. Through extended literature review, the definitions, concepts and theories of change management are examined to identified essential elements for successful change management. This was done by evaluating factors that drive change in each change management model, a process that proved useful in developing a conceptual framework applicable in LEA. Framework developed helped to benchmark change management status in MOI using survey and semi-structured interviews. 14 directors and senior officers in the LEA in the UAE were interviewed, while survey was completed by 290 staff at lower management levels in the same organisation. The result reveals that change management status in the LEA needs improvements even though drivers exist in the organisation. Active involvement of lower management is lacking in the change process nor is sufficient hard and soft variables present to support strategic change management. Gaps identified led to the review of framework which is further validated by 10 experienced officers in LEA. The validation indicates that the strategic change management framework if appropriately applied is able to improve, advance and sustain successful future change process in the LEA. The revised strategic framework is a major contribution to both knowledge and practice in change management in LEA, UAE public sector and other LEA across the world with similar security and safety system to the UAE.
Supervisor: Not available Sponsor: UAE Government
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.781298  DOI: Not available
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