extent to which any changes made within the workings of the organisation may be assessed. Our analyses of the changes to the interpretive schemes, design archetypes and sub-systems in the two case studies are summarised in Table 11. Table 11: Responses to external environmental disturbances Eurel Case Study LEA Case Study Environmental disturbances New focus on New Public shareholder values management Declining profitability Declining educational performance Interpretive schemes Individuality Educational Original beliefs and Creativity and Relational values before disturbance innovation Initially qualitative but Both qualitative and quantitative measures quantitative measures Preferred means of forced upon performance organization measurement Managers were forced Officers maintained the to see performance in above values and paid Did the interpretive terms of share price and “lip service” to new schemes change? profitability measures measures Design archetypes Budget-system changes Strategies and planning Did the performance changes management systems New quantitative change? performance measures New performance adopted measures Focus on short term Focus on government profitability requirements Sub-systems Functions changes, Functions changes, including use of hard including use of hard data to measure data to measure performance, but performance, but resentment shown and resentment New computer systems Overall pathway of change Colonization led by senior Reorientation to meet management government requirements and to
extent to which any changes made within the workings of the organisation may be assessed. Our analyses of the changes to the interpretive schemes, design archetypes and sub-systems in the two case studies are summarised in Table 11. Table 11: Responses to external environmental disturbances Eurel Case Study LEA Case Study Environmental disturbances New focus on shareholder values Declining profitability New Public management Declining educational performance Interpretive schemes Original beliefs and values before disturbance Preferred means of performance measurement Did the interpretive schemes change? Individuality Creativity and innovation Initially qualitative but quantitative measures forced upon organization Managers were forced to see performance in terms of share price and profitability measures Educational Relational Both qualitative and quantitative measures Officers maintained the above values and paid “lip service” to new measures Design archetypes Did the performance management systems change? Budget-system changes New quantitative performance measures adopted Focus on short term profitability Strategies and planning changes New performance measures Focus on government requirements Sub-systems Functions changes, including use of hard data to measure performance, but resentment shown New computer systems Functions changes, including use of hard data to measure performance, but and resentment Overall pathway of change Colonization led by senior management Reorientation to meet government requirements and to
ADVANCES_version_6Sept.docx