Initiating change in a medium sized voluntary organisation
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Initiating Change in a Medium Sized Voluntary Organisation. an action research proposal. Proposal structure. Organisation background Aim of the research Methodology Tasks and milestones Limitations & risks Reasons for optimism References / Bibliography. Organisation Background .

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Initiating Change in a Medium Sized Voluntary Organisation

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Initiating change in a medium sized voluntary organisation

Initiating Change in a Medium Sized Voluntary Organisation

an action research proposal

Simon Thompson

HRM2016


Proposal structure

Proposal structure

  • Organisation background

  • Aim of the research

  • Methodology

  • Tasks and milestones

  • Limitations & risks

  • Reasons for optimism

  • References / Bibliography

Simon Thompson

HRM2016


Organisation background

Organisation Background

  • A small unit of a voluntary sector organisation delivering substance misuse treatment

  • 12.5 full time equivalent employees

  • Currently offering residential and day care services

  • Funding crisis

    • Health Services funds being re-directed to other (larger) residential services; declining Criminal Justice funds

    • 2-5% annual funding increase is insufficient to cover costs

    • The last bastion: other residential services have already been closed in another part of the organisation

  • Reliance on single funding source

  • Tired / de-motivated staff want a change

Vickers (2008a, 2008b)

Simon Thompson

HRM2016


Organisation background continued

Organisation Background (continued)

  • Potential for new alcohol and stimulant services

  • Market demand for day services

  • New interventions possible

  • Alternative funding sources identified

  • Improving cross-organisation collaboration (domestic violence / family support)

  • Premises believed to be capable of re-configuration at moderate cost

  • Reconfiguration planned to start in April 2009

  • Project team of 5 (2 head office, 2 local, 1 other consultant)

Vickers (2008a, 2008b)

Simon Thompson

HRM2016


Aim of the research

Aim of the Research

  • To identify a suitable method of project management for the organisation

    • To identify if a ‘learning organisation’ approach is feasible

    • To identify any constraining factors that would affect the implementation programme

Simon Thompson

HRM2016


Methodology research

Methodology (Research)

  • Pre-understanding activity

    • Action research

    • Project management

    • Organisation: people, visions and structures

    • Timetable and ‘hygiene’

  • Research diary

  • Obtaining opinions

    • Framing, advocating, illustrating & enquiring

  • Studying the organisation in action

  • Summarising, generalising and reflecting

adapted from Coghlan & Brannick (2001) and Gummesson (2000)

Simon Thompson

HRM2016


Methodology project

Left brain / right brain approach (from Webster 1994)

Methodology (Project)

  • Preparatory meetings

  • Structured interviews with stakeholders

  • Research into alternatives

  • Presentation to the project team

  • Draft proposal review

  • Agree final documentation / deliverables

Simon Thompson

HRM2016


Limitations and risks

Limitations and risks

  • Confidentiality

  • Access and trust issues

  • Lack of detailed knowledge of the business

  • Short time frame (July) / holiday clashes

  • Lack of knowledge of Action Research …

Simon Thompson

HRM2016


Limitations and risks1

Gummesson (2000)

Role of researcher

Role of researcher

Role of researcher

Reflection

Reflection

Reflection

Reflection

Reflection

Project

Project

Project

Dialogue & action

Dialogue & action

Dialogue & action

Role of consultant

Role of consultant

Role of consultant

Limitations and risks

  • The duality of the situation

  • A compromise that meets neither objective – making Procrustes’s Bed

Simon Thompson

HRM2016


Reasons for optimism

Reasons for optimism

  • Better than usual undergraduate credibility and access

  • Main contact is familiar with, and supportive of, learning organisation concepts through recent management training

  • Philosophic / professional approach of the organisation

  • Change is welcomed by all the project team and most other stakeholders

Simon Thompson

HRM2016


References

References

  • Coghlan, D. and Brannick, T. (2001). Doing Action Research in Your Own Organization. Thousand Oaks, CA: Sage.

  • Gummesson, E. (2000). Qualitative Methods in Management Research. 2nd Edn. Thousand Oaks, CA: Sage.

  • Vickers, L. (2008a). Initial project meeting, 23rd May 2008. S. Thompson.

  • Vickers, L. (2008b). Initial project meeting, 17th June 2008. S. Thompson.

  • Webster, G. (1994). "Whole-brain Project Management for All". Industrial and Commercial Training26(11), 22-31.

Bibliography

  • Maylor, H. and Blackmon, K. (2005). Researching Business and Management. Basingstoke: Palgrave Macmillan.

  • Rowley, J. (2003). "Action research: an approach to student work based learning". Education + Training45(3), 131-138.

  • Whitehead, D. (2005). "Project management and action research: two sides of the same coin?" Journal of Health Organisation and Management19(6), 519-531.

  • Workman, B. (2007). "'Casing the joint': Explorations by the insider-researcher preparing for work-based projects". Journal of Workplace Learning19(3), 146-160.

Simon Thompson

HRM2016


Any questions

Any questions?

Simon Thompson

HRM2016


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