MAIL ROUTE IMPROVEMENT

MAIL ROUTE IMPROVEMENT VERSUS THE MANANA PRINCIPLE: CASE ANALYSIS

This research presents an analysis of the "Mail Route Improvement Versus the Manana Principle" (Robey, 1991, pp. 546553). The results of the case analysis are presented in discussions of (1) problem identification, (2) analysis of the problem, and (3) conclusion and recommendation.

The first impression one receive's from reading this case is that members of the public service are somewhat dim, recalcitrant, and resistant to change, while simultaneously coming to the realization that university professors are paragons of intelligence who will rescue the country from inefficiency if they are just given the chance. The overt problem that is obvious in this case is that a clearly more economically efficient operation developed by a university professor was rejected out of hand by public bureaucrats for no justifiable reason. This problem is justified through implications that preliminary participation in the project on the part of public bureaucrats was simply a ploy to cause the innovator (the university professor) and the public to think that the public sector organization (the United States Postal Service) was willing to consider beneficial change, while all along intending to nullify any real change. There are, however, two other important aspects of the problem presented in this case. Each of these additional problems is subliminal.

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imilar for individuals at differing hierarchical levels of the organization and for the organization itself; however, the economic threat may be viewed in different terms at the differing hierarchical levels of the organization, as well as from the differing perspectives of individuals and the organization. The lower level employee may worry over the possibility of being replaced by a machine, while the manager or administrator may be worried over the potential for redundancy resulting from a consolidation of managerial or administrative functions. Sociological and sociopsychological resistance to change is often the most difficult type of resistance to discern, as well as often being the most difficult to counter. Changes that are incorrectly perceived by individuals within an organizational environment are more likely to meet resistance than are those changes that are fully and completely explained by managers to the employees. Fear of impending change may cause an individual to react emotionally through the display of prejudices and cultural values. To successfully manage change within an organizational environment, the operational manager must be able to correctly discern the meanings of the actions by members of the org

Category: Government - M