This study attempts to investigate one of the most cited reasons for the failure of organisational change efforts: individual resistance to change. It also seeks to determine what personal manifestations need to exist in order for an organisation to adequately establish the extent to which a proposed change effort will yield a successful outcome. This was evaluated through the job constructs of communication, job-insecurity, participation, procedural justice and trust. The research also Management and Change Agent roles within the change process to determine whether this had an impact on the individual change experience at a cognitive and behavioural level. In a South African Motor Manufacturing company data was obtained from 306 respondents. The findings clearly indicate that a positive experience of the job constructs is likely to result in positive individual change which will result in a successful implementation and sustainability of the change initiative.

This study examines organisational change within the Gauteng Department of Infrastructure Development (DID) “the Department”, focusing on the strategies that should have been implemented in order to reduce the resistance to change and minimise the negative impact change brought to the employees. The study also focuses on employee satisfaction and the impact of change on the psychological contracts from a broad perspective of employees within the organisation.

This thesis deals with the way that values get taken up by managers and leaders in international non-governmental organisations (INGOs), organisations which already have a rich history of public appeals to values. By ”values‘ I take to mean those generalised and idealising statements, such as the aspiration to ”mutual respect‘, ”equity and justice‘ ”honesty and transparency‘ in dealings with others, which usually accompany the organisation‘s vision and mission statements. The thesis sets out the argument that modern management methods based on systems thinking have been imported largely uncritically into the INGO sector, and in situations where the future is uncertain, or where there is difficulty or conflict, managers often attempt to cover over this conflict or uncertainty with an appeal to values which pictures an idealised future or an imaginary unity. Further, the thesis attempts to explore this phenomenon and to uncover some of the ethical issues that arise in the process of an appeal to unity when I am engaged as a consultant in working with managers in the INGO-sector. The thesis considers how my own practice as a consultant has changed and developed as a consequence of considering these phenomena more intensely and acting on the conclusions from these reflections. The research was prompted by my feelings of being co-opted into a process that encouraged conformity in INGOs in a way that left me feeling uncomfortable. In exploration of this discomfort and as student in a faculty pursuing the conceptual development of professional practice I have drawn broadly on the phenomenological tradition of research as a way of better understanding what I was encountering and how to make better sense of it. The method underpinning this thesis uses narrative, and reflection on narrative with a community of enquirers, which has included both fellow students on the course, as well as a wider group of interested academics. I have used as my research material my own experience of working with INGOs as a consultant and have reflected on those occasions when the discussion of values is very much to the fore. It has also meant my locating the discussion of values in a wider discourse of philosophy, sociology and psychology and mounting a critique of the dominant paradigm for understanding values in current management and organisational change literature, which is often understood as a tool for management to bring about employee alignment. Instead, I have set out an emergent understanding of values as radically social phenomena arising in the daily interaction between engaged human beings. I argue that, because of our interdependence, we are obliged to renegotiate our value commitments on a daily basis as a way of working out how we can continue together. This has involved developing a different understanding of the relationship between self and other, and a more nuanced insight into the workings of groups and the relationships of power that arise between people. Engaging with values in INGOs as a consultant invited into conversations in INGOs has thus involved my paying attention to power relating between myself and others, and the dialectic between the good and the right. Reflecting on the ethical aspects of my own consultancy practice has involved an investigation into what we might mean by ethical practice, which is generally understood to be following a series of linear rules and paradigms. I have begun to develop in its stead a theory of consultancy practice based on concepts of mutual recognition and mutual adjustment that create more space for movement within the broader social processes that can severely constrain what it is and is not possible to say and do. This thesis contributes to knowledge in the field of the management of INGOs by being one of the first to offer a critique of accepted paradigms of management theory, particularly as it relates to the appeal to values as part of strategy formation. Moreover, the emergent and social theory of values that I develop as a foil to more orthodox understandings of the role of values in the management of INGOs is also unique. My arguments concerning the ethical practice of consultancy in the domain, underpinned by a dialectical engagement of self and other, are particularly relevant to the field in which I am involved where the encounter with difference is inevitable. In the literature on management of INGOs, where research on consultancy practice is still rather thin and orthodox, my argument for a different understanding of ethical practice offers a considerable divergence of approach. In pointing to the similarities between the pressures facing INGO and private sector organisations I have also called into question the uniqueness that many scholars claim for the current management practice in INGOs. My attempts to use narrative and reflection on narrative as a method that strives to articulate what a different practice might look like should also make a new contribution to the debate about method, and ways of discussing management practice, in international development.

Since 1999 UK employment programmes (known as welfare-to-work programmes) have been delivered through the procurement of services from organisations outside of the public sector. Managed by contractual arrangements and arranged in a quasi-market system controlled by the state, private and third sector organisations compete to secure contracts predominantly based on payment-by-results and competitive tendering processes. This thesis used an instrumental case study to analyse the impact of the welfare-to-work quasi-market on a third sector organisation based in Scotland. Using a qualitative mixed-methods research strategy including 20 in-depth interviews, 150 documents, an ethnographic study and financial analysis of the organisation’s accounts, the thesis presents an in-depth insight into the development of the welfare-to-work market and its changes over time and the impact this had on instigating organisational change in a third sector organisation. Drawing on transaction cost theory, neoinstitutional theory and resource dependency theory the study found that activities, structure, and management processes changed in line with changes in its organisational field in order to attract and maintain resources and gain legitimacy. Furthermore, the organisation under investigation faced financial management tensions as it sought to balance its involvement in service delivery with transaction costs associated with market participation. The thesis found that the dependence on resources from complex quasi-markets relations creates new power asymmetries between delivery organisations and the state.

This study attempts to investigate one of the most cited reasons for the failure of organisational change efforts: individual resistance to change. It also seeks to determine what personal manifestations need to exist in order for an organisation to adequately establish the extent to which a proposed change effort will yield a successful outcome. This was evaluated through the job constructs of communication, job-insecurity, participation, procedural justice and trust. The research also Management and Change Agent roles within the change process to determine whether this had an impact on the individual change experience at a cognitive and behavioural level. In a South African Motor Manufacturing company data was obtained from 306 respondents. The findings clearly indicate that a positive experience of the job constructs is likely to result in positive individual change which will result in a successful implementation and sustainability of the change initiative.

This study examines organisational change within the Gauteng Department of Infrastructure Development (DID) “the Department”, focusing on the strategies that should have been implemented in order to reduce the resistance to change and minimise the negative impact change brought to the employees. The study also focuses on employee satisfaction and the impact of change on the psychological contracts from a broad perspective of employees within the organisation.

Organisational improvisation is often seen as a way for corporations to be able to cope with emergent strategies (Cunha, et al, 1999) and a way to meet the challenges of modern ways of working which include agility, flexibility and responsiveness (Vera and Crossan, 2004). However, seeing improvisation as a tool that can be used to deliver desirable organisational change is placing it within a discourse of systemic consultancy techniques that are predicated on assumptions about organisational change which I argue do not reflect the everyday lived experiences of people at work. As a management consultant, I have worked with many organisations using tools and techniques in an attempt to deliver prescribed outcomes. However, these never seemed to turn out as expected, for my colleagues or myself. Through my research I have understood that organisational change is far more pluralistic and uncontrollable than is suggested by systems thinkers like Seddon (2003; 2008) because consultants or managers could never predict with certainty how change initiatives would play out. I build on Mead's model of communication (1934) where a gesture to another evokes a similar response in the gesturer as it does the responder as part of the whole social act. In doing so I argue that improvisation is a way of describing communicative interaction between human bodies which are interdependent and therefore in relations of power with one another. As groups and individuals we become invested in and caught up in organisational games where many different groups struggle against one another in an attempt to control the game and get what they want. As these improvisational moves in the game are played, narrative themes that organise our experience are both sustained and contested at the same time. But these narrative patterns are not solely about working practices or procedures but also include wider aspects of identity such as gender and sexuality, which are interwoven in our organisational lives. Specifically I am arguing that communication is not just one body gesturing and responding to another, but one sexed and gendered body gesturing and responding to another sexed and gendered body and this affects our interactions, assumptions and understanding of what it is we are doing together. These improvisations which both create and maintain narrative themes emerge through the paradox of the rehearsed and the unrehearsed at the spontaneous moment of performance, where the anticipation of an audience's reaction, represented by Mead's concept of the generalised other (1934: 154), both enables and constrains one's performance.

This thesis investigates the research question: What are the day-to-day work experiences of middle managers, and how do these experiences personally impact them in and beyond the workplace? The focus is on respondents’ meaning and understanding of their experiences as a middle manager in the private sector, and the effects these have on their lives outside the organisation. The study highlighted the importance of considering the whole person in organisational research, as the interconnectedness of work and the rest of life was revealed. / Doctor of Philosophy (PhD)

This Exegesis and the Portfolio document referred to herein report on the outcomes of my research towards a PhD in education (by Project) between mid 2001 and July 2005. The Portfolio contains a collection of ten papers written during the research and also a summary of the key tools and processes resulting from the research. This Exegesis contains the major theoretical arguments leading to the development of the research outcomes, the methodology employed and a description of the organisational context operating during the study. It also draws links between the various data sets as presented in the Portfolio. The research began with a consideration of a major change project at RMIT University: the Implementation of the Distributed Learning System (DLS). The problems associated with this project highlighted the need for holistic organisational approaches to change and the uncertain nature of radical change projects. This led into a consideration of broader questions to do with organisational change and managing uncertainty. The generalisability of the research findings was enhanced by the wide ranging literature review and data from a range of stakeholders. This ultimately led to the development of a

Internationally, health systems have been undergoing an extended period of endemic change, where one effort at health system reform inevitably seems to lead to further attempts to make adjustments, re-direct the focus of the reform effort, or bring about further, sometimes very different changes. This phenomenon is described as churning in this thesis. Churning is a result of continual efforts to adjust and �improve� health systems to address intractable �wicked� problems, often through applying solutions based on neo-liberal reform agendas that have influenced public sector reform in developed countries since the early 1980s. Consistent with this, the South Australian health system has been caught up in a cycle of change and restructuring for almost thirty years. This qualitative study explores a case study of unsuccessful organisational change initiated by a group of health care agencies in the southern metropolitan area of Adelaide, South Australia, which took place between 1996 and 2001. The agencies sought to develop and establish a regional health service through a process they called �Designing Better Health Care in the South� which aimed to improve the way that services were provided in the area, and to enable the agencies to manage the increasing budgetary and workload pressures that they were all experiencing. A significant policy shift at the state government level meant that this initiative was no longer supported by the central bureaucracy and could not proceed. The agencies reverted from a focus on regional planning and service delivery to an institutional focus. The changes that are described within the scope of the case study are universally recognisable, including centralisation, decentralisation, managerialism and integration. The experience of Designing Better Health Care in the South as an unsuccessful attempt to implement change that was overtaken by other changes is also a universal phenomenon within health systems. This study locates the case study within its historical and policy contexts. It then analyses the key themes that emerge from consideration of the case study in order to understand the reasons for constant change, and the structural and systemic impediments to successful reform within the South Australian health system as an example of health systems in developed countries. As a case study of organisational change, Designing Better Health Care in the South was a story of frustration and disappointment, rather than of successful change. The case study of Designing Better Health Care in the South demonstrates the tensions between the differing priorities of central bureaucracy and health care agencies, and the pendulum swing between the aims of centralisation and regionalisation. The study uses the theory of negotiated order to understand the roles of the key themes of trust, partnership and collaboration, and power and control within the health system, and to consider how these themes affect the potential for the successful implementation of health care reform. Through analysis of the case study, this thesis contributes to an understanding of the difficulties of achieving effective reform within health systems in advanced economies, such as the South Australian health system, because of the complex power and trust relations that contribute to the functioning of the health system as a negotiated order. The study is multidisciplinary and qualitative, incorporating a number of social science disciplines including sociology, political science, historical analysis and organisational theory. Data collection methods for the study included interviews, focus groups, document analysis and a survey.