Mail Route Improvement Model

MAIL ROUTE IMPROVEMENT VERSUS THE MA?ANA PRINCIPLE: CASE ANALYSIS

This research presents an analysis of the "Mail Route Improvement Versus the Ma?ana 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.

This case is presented to direct the reader to a conclusion 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 problem that the case writer would like for the reader to identify 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. Further, the case writer went to some length to illustrate 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. As that is the problem that the case writer so blatantly wanted identified, it is one aspect of the problem that will be analyzed in t

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rticular case, it is the perception by organizational management (the USPS) of an external threat (the professor's proposal). The underlying reasons for resistance to change by are insecurity, economics, and sociopsychological factors. Individuals and organizations develop a sense of wellbeing or security after adapting to an organizational pattern, and changes to the status quo are viewed as threats to this security. The economic threat that is implicit in change is similar for individuals at differing hierarchical levels of the organization and for organizations themselves; however, the economic threat may be viewed in different terms at the differing hierarchical levels of the organization, as well as from the perspectives of individuals and organizations. 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 w

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