MANAGING CHANGE IN ORGANIZATIONS-UNITED NATIONS

Managing Change in Organizations-United Nations

Managing Change in United Nations

Introduction

The purpose of this research paper is to understand the different management change in UN in last five years and to discuss the main drivers of this change by using different appropriate models and frameworks.

The United Nations is a large, heterogeneous and highly complex organization. Managing its many activities and communicating its message are vital tasks (Pascale, 1999). It is also in these areas that many of the most difficult reform efforts are being pursued. Success is absolutely essential if we are to meet our mission goals in the new millennium (Pascale, 1999).

Discussion

Significant Changes in the Management Structure

Close to 1,000 posts were eliminated in the 2004-2009 programme budgets. Three departments were consolidated into one, while one department was re-established as an independent entity (Pascale, 1999).

In addition, UN set up a human resources task force, which conducted an intensive review of the critical human resources issues facing the Organization (Wilson, 2009). Its recommendations will improve the Organization's ability to evaluate its human resources needs more effectively, greatly accelerate the recruitment process, introduce better career planning and establish ongoing staff training programmes to ensure that staff skills respond to changing demands (Wilson, 2009).

Targeted learning and development programmes are being made available to staff at all levels throughout the Secretariat. Changes in the Performance Appraisal System and other initiatives are indispensable elements in our efforts to introduce a results-based work culture (Wilson, 2009).

In solidifying and further advancing management reforms, the Department of Management will have to address a number of concerns. First and foremost is the need to ensure the full support and participation of all staff members in the reform initiatives. During the period of transition, the Department's primary challenge will be to guarantee that sufficient time and resources are invested in maintaining staff capacity, productivity and morale (Wilson, 1992).

Managing change of this magnitude is not a part-time responsibility. A dedicated capacity within the Secretariat — a change management office was being setup, with clear terms of reference and a time limit — which worked closely with a small but representative group of Member States to provide support and guidance (Wilson, 1992).

Another change is the reduction of administrative costs and redeployment of resources which will free financial resources for the Development Account, financing innovative activities in the economic and social fields (Stewart, 2007). To this end, the administrative bureaucracy of the United Nations was being critically reviewed with particular attention to simplifying and streamlining procedures; reducing administrative redundancies by delegating more responsibility to programme managers; creating a fully electronic United Nations; modernizing Secretariat functions; and discontinuing activities that have outlived their usefulness (Stewart, 2007).

A number of improvements have been achieved since the submission of ICT strategy to the General Assembly in 2002 (see A/57/620 - PDF, 229K). Regular budget expenditure on ICT now amounts to more than $100 million per annum and has yielded significant returns. All systems now operate with little downtime, at rates similar to those ...