Supporting Organizational Change
Alice Bonini, Massimo De Caro, Chiara Panari
The authors used a tailored and bottom-up approach to design and implement an intervention aimed to improve the administrative and communicational processes of some University Organizational Units (OUs) involved in an organizational restructuration. Work started with a preliminary diagnosis, using role mapping methodology to deepen knowledge of the technical and administrative roles of the area; the next phase consisted in sharing the results with supervisors and participants, in order to develop organizational and training interventions based on the context needs; finally the intervention was evaluated, through an extensive assessment of the changes generated over time, which allowed the overall effectiveness of the process to be monitored. The intervention produced a positive impact in terms of effectiveness of the organizational processes, contributing to role enhancement, to improvements in collaborative processes, to better communication (both intra and inter group) and importantly to help identify a series of implementable Human Resources best practices. The authors adopted careful intervention planning, based on Kotter’s process for organizational change and involved different organizational levels in order to increase the possibilities to turn the desired change into reality and ensure long-term success.
Keywords
Public administration, Organizational change, Role mapping, Cultural change, Organizational culture, Leadership, Organizational intervention, Bottom-up approach.
