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"An Analysis of Organizational Change in the Public Sector"에 대한 내용입니다.목차
1. Introduction
2. Theoretical Background
3. Case Study Analysis
4. Conclusion and Implications본내용
- Abstract -
This study examines the process of organizational change in administrative organizations, focusing on the 2021 restructuring of South Korea’s Ministry of Trade, Industry, and Energy (MOTIE). In its effort to achieve renewable energy expansion and carbon neutrality by 2050, MOTIE elevated its energy division to a second vice-ministerial level, implementing significant structural changes. The study explores the interplay between external factors, such as international climate policies, and internal factors, including leadership, organizational culture, and structural adaptation. Using organizational change theories, particularly Kotter's eight-step model and Lewin's three-stage model, the analysis highlights that clear vision setting, consistent leadership, and cultural alignment are critical to successful organizational change.
Key findings reveal that achieving early short-term successes, maintaining transparent communication, and harmonizing new policy objectives with existing organizational culture were pivotal in driving successful change. However, challenges such as internal resistance, inconsistent leadership, and ambiguity in policy goals were also identified. The MOTIE case underscores the necessity of adopting a hybrid approach that combines planned and emergent change strategies to achieve flexibility and sustainability. This study provides valuable insights for public sector organizations in navigating complex external pressures and internal challenges during organizational change.참고자료
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