The people side of organizational change in a large bureaucratic organization. A case study in the Belgian Tax Ministry.

Abstract

In this paper we discuss how to support real behavioural changes in a large bureaucratic organization, once the plans for structural changes are developed. We start with the key factors or characteristics that make organizational development and training an affective and supportive tool influencing behavioural changes in organizational change processes in a bureaucracy. We subsequently discuss the context of our research project: the Belgian tax administration; the way we set up the training process in three rounds for three different levels; the purposes, the content and evaluation of the training; the study of the effectiveness of the training for the third level of managers only; our conclusions.