Public sector reforms and change management in Botswana

This book mainly indicates the manner in which public sector reforms particularly Performance Management System (PMS) has been adopted and implemented in four government departments in Botswana. It sheds light on the circumstances that prompted senior public officials to embrace PMS, the relationship between PMS and organizational culture as well as factors that facilitate and hinder the implementation of PMS. A Force Field Analysis and a change model, developed by Kurt Lewin, are used to demonstrate how change is managed within the selected departments as the former demonstrates the manner in which the driving and restraining forces oppose each other whereas the latter indictes how the unfreezing, change and refreezing stages were handled.

Autorentext

Bashi Mothusi is a Public Administration Lecturer in the Department of Political and Administrative Studies at the University of Botswana. He holds a doctorate in Public Administration and is interested in issues pertaining to public policy analysis, change management, privatization as well as ethics and accountability in the public sector