The Scottish Road Network Authority Research Paper

The Scottish Road Network Authority - Research Paper Example1). Indeed, one canonical hurdle to SRNAs senior managements decision to shift a long-standing and only-public service strategy of construction and maintenance to one focused on procurement and contracting break through is SRNAs organisational culture. The proposed transforms will inevitably lead to redundancies and an explosion in services outsourced. Expectedly, upper managements suggestions are met with great resistance as is shown in provided case. The case for change is, in fact, hard to sell among staff given SRNAs senior managements practices evidenced in poor knowledge management strategies. This report argues that, in order for SRNA to diffuse and manage change effectively among staff, network-based, knowledge-sharing strategies should be put in place.Since devolution, Scotland has barely shifted away from a public sector mentality (Lyall, n.d.). Resistance to propositions by upper management comes, therefore, a s no surprise. put in a wider context, outsourcing public services - road building services included - is, in fact, a continuation of a set of policies enacted across all U.K. (Lyall). Indeed, just as outsourcing services has generated much opposition since introduction back in 1980s (Dodworth, M. & Constable, M., 2006), SRNAs staffs opposition to suggested changes is only symptomatic of such shifts main arguments employeeAs a matter of fact, all three i... THE SCOTTISH ROAD NETWORK AUTHORITY KNOWLEDGE SHARING 4retention and rights, Public Private Partnerships (PPPs) and service tincture (Dodworth, M. & Constable, M. Hemson, 1998). As a matter of fact, all three breaks are not only a U.K. concern but are spread about as much countries as can be wherever and whenever a case is made for outsourcing (Hemson). Indeed, one can hardly find a similar issue in which almost same concerns are voiced. In SRNAs case, Henry Irvings, Director Generals (DGs), practice of surrounding himself wit h a narrow circle of senior executives adds a special emphasis on SRNAs case for knowledge management in a wider context of an eminent change. More particularisedally, SRNA strongly speaks for a case of workplace superpower structure inside which corporate culture as well as knowledge sharing strategies are defined, controlled and set by a minority age bracket made up of a DG and a narrow circle of surrounding senior executives (e.g. Charles Hampden, Finance Director). Indeed, corporate culture has been increasingly emphasised as a definitive aspect of corporate style and performance (Schein, 2004 Willmott, 2003). According to McDermott and ODell (2001), corporate culture is the shared values, beliefs, and practices of the people in the organisation. Put differently, an organisations culture is an overarching framework within which all employees fall and are committed to (Willmott). That is, one way management holds sway over workplace power politics is to define how employees sh ould adopt specific codes of conducts supposedly divorced THE SCOTTISH ROAD NETWORK AUTHORITY KNOWLEDGE SHARING 5from interpersonal, intradepartmental, and interdepartmental interactions.