Examining Organizational Change Capacity In Local Government
Volume 4 - Issue 4, April 2020 Edition
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Jerson M. Mores, Amaranth M. Wong
organizational leadership, adaptation to change, capacity, development
It is a cliché that change is inevitable but it is what it is. For many organization, change is a constant thing. If a leader’s mandate is to prepare the organization for change in the future while delivering results in the present, then specific preparation is required. Recent studies on organizational change were done on private and big organizations but are limited on local governments where change is also a common thing. This study gave focus on the organizational change capacity of local government employees in one of the towns in Romblon, Philippines There are six dimensions of change capacity namely; facilitative culture, supportive infrastructure, different change approaches, ongoing strategizing, sufficient resources and willingness and ability to change that were the basis of this study. Based on the result of the study, the dimension that has the highest change capacity is the different change approaches which shows that these employees understood different approaches to change by using appropriate methods and strategy. They gave importance to expertise, accept coaching and consulting, share best practices and inform people of the changes to happen. There is a proper dissemination of information in the organization by debriefing people and giving importance to learning and experience. Overall, the organization is ready for any organization change in the future depending on the mandate of their leader.
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