Organisational change in a social services department

Abstract

The thesis examines changes in a Social Services Department following the implementation of the Seebohm Committee's Report which called for a radical re-appraisal and new approaches in both the organisation and delivery of personal social services. The Seebohm philosophy and the implications of the Committee's proposals are considered and in looking for ways to bring these changes about guidance is sought from organisational theorists. The difficulties of planning the changes and the conflict situations which arose between the various departments concerned is examined in detail. Alongside this, attention is paid to decision-making processes at departmental, inter-departmental and committee levels. The need to establish good working relationships with other departments and outside organisations is recognised and examples are given of moves towards establishing a local social welfare policy. In analysing the changes that were introduced consideration is given to difficulties experienced by the staff and of the problems which soon became apparent between the staff and line organisation. How far were the fears of staff, and particularly senior staff, justified in their attempts to resist change? As the change-agent my own role is looked at and this is viewed against my own personal philosophy in helping to introduce changes Because of the importance of the re-organisation some comparisons are made with two other similar sized authorities which shows some similarities and differences between all three. In evaluating the changes it was necessary to see how far this affected the social worker and the service he was able to provide for his clients. This necessitated looking at resources and also the extent to which participation and community involvement was a practicable working arrangement. Finally, the experiences described in this case study of organisational change are compared with analyses and views available in the relevant literature on the subject.