203101

GÜVENLİK KURULUŞLARINDAKİ DEĞİŞİM YÖNETİMİ UYGULAMALARINA YÖNELİK YAZIN TARAMASI

Bu çalışma, güvenlik kuruluşlarındaki değişim yönetimi uygulamalarını yazın taraması yaparak incelemeyi ve güvenlik organizasyonları için değişim yönetimi üzerine bütüncül bir bakış açısı geliştirmeyi amaçlamaktadır. Bu amaca ulaşmak için araştırmacı, değişim algısının yansımalarını, değişim yönetimi sürecini anlama çabalarını ve değişim yönetimi üzerindeki liderlik etkisini tartışmaktadır. Araştırmanın bulgularından biri, değişim yönetimi sürecinde askeri kuruluşlar çoğunlukla dönüşüm ve yeniliğe odaklanırken, polis kuruluşları reform sürecine odaklanmaktadırlar. Değişim yönetimi modelleri, her kurumun farklı karakterleri, dinamikleri, insan gücü kaynakları ve amaçları olduğu için her türlü organizasyon ve duruma uygulanabilecek paket programlardan değildir. Bu nedenle, değişimdeki her girişim kurumunun kültür, dinamik, yapı, özellikler ve vizyon gibi her özel niteliklerine göre şekillendirilmelidir. Tamda bu noktada, kurum kültürü, güvenlik kuruluşlarındaki değişim yönetimi başarısında en önemli rollerden birini oynamaktadır. Buna ilave olarak, güvenlik kuruluşları yetkilileri ve yöneticileri değişim yönetimi konusundaki farkındalıklarını arttırmalıdır. Gelecekteki çalışmalar, güvenlik kuruluşları için birincil veri kaynakları yoluyla bir değişim yönetimi modeli oluşturabilir veya değişim yönetimine karşı güvenlik kuruluşlarında çalışanların nasıl farkındalıklarının sağlanacağına dair pratik öneriler geliştirebilir.

Anahtar Kelimeler:

Değişim Yönetimi, Değişim, Güvenlik Kuruluşları, Organizasyon Kültürü, Organizasyonel Gelişim

A LITERATURE REVIEW ON CHANGE MANAGEMENT IN SECURITY ORGANIZATIONS

This study aims to investigate change management implementations in security organizations through a literature review and to develop a holistic perspective on change management for security organizations. In order to reach this aim, the researcher discusses reflections of change perception, efforts to understand change management process and leadership impact on change management. One of the findings of the research demonstrates that while military organizations mostly focused on transformation and innovation in the change management process, police organizations’ focal point was mainly about reform process. Change management models are not packet programs that can be implemented to all kinds of organizations and situations as every institution has a different character, dynamics, sources of manpower, and aims. Therefore, each attempt at change must be considered according to the special attributes of each organization, such as culture, dynamics, structure, characteristics and vision. Herein, organizational culture plays one of the most important roles in the success of change management in security organizations. In addition, officials and managers of security organizations should increase their awareness towards change management. Future studies may establish a change management model for security organizations via primary data sources or develop practical recommendations how to provide awareness of the followers towards change management in the security organizations.

Keywords:

Change management, change, security organizations, organizational culture,

PDF

___

Ajzen, I. (1991). The Theory of Planned Behavior, Organizational Behavior and Human Decision Process, 50, pp.179-211.
Beeson, I., & Davis, C. (2000). Emergence and accomplishment in organizational change, Journal of Organizational Change Management, 13(2), pp.178-189.
Clausewitz, C.V. (1984). On War, M. Howard and P. Paret (eds), Princeton: Princeton University Press.
Collerette, P., Legris, P., & Manghi, M. (2006). A successful IT change in a police service, Journal of Change Management, 6(2), pp.159-179.
Davidson, J. (2013). Lifting the Fog of Peace, Michigan: University of Michigan Press.
Degnegaard, R. (2010). Strategic Change Management: Change Management Challenges in the Danish Police Reform, Doctoral School of Organization and Management Studies, Copenhagen Business School.
Farrell, T. (2013). Military Adaptation, in T. Farrell, F. Osinga and J.A. Russell (eds), Military Adaptation in Afghanistan, California: Stanford University Press.
Farrell, T. and Terriff T. (2002a). The Sources of Military Change, London: Lynne Rienner Publishers, Inc.
Farrell, T. and Terriff T. (2002b). Military Change in the New Millennium, in T. Farrell and T. Terriff (eds.), the Sources of Military Change, London: Lynne Rienner Publishers, Inc.
Farrell T. and Terriff T. (2010). Military Transformation in NATO: A Framework for Analysis, in T. Terriff, F. Osinga and T. Farrell (eds), A Transformation Gap? American Innovations and European Military Change, California: Stanford Security Studies.
Gerras, S.J. and Wong, L. (2013). Changing Minds in the Army: Why It Is So Difficult and What to Do about It, Strategic Studies Institute and U.S. Army War College Press, October. Retrieved from http://www.strategicstudiesinstitute.army.mil/pubs/display.cfm?pubID=1179
Gray, Colin S. (2006). Recognizing and Understanding Revolutionary Change in Warfare: The Sovereignty of Context, Pennsylvania: US Army War College Press. retrieved from http://www.strategicstudiesinstitute.army.mil/pubs/display.cfm?pubID=640
Hart, J.M. (1996). The Management of Change in Police Organizations, College of Police and Security Studies, Slovenia. Jacobs, G., Keegan, A., Christe-Zeyse, J., Seeberg, I., & Runde, B. (2006). The fatal smirk: Insider accounts of organizational change processes in a police organization, Journal of Organizational Change Management, 19(2), pp.173-191.
Jacobs, Gabriele, Arjen van Witteloostuijn and Jochen Christe-Zeyse (2013). A theoretical framework of organizational change, Journal of Organizational Change Management, 26(5), pp.772-792.
Kim, W.Chan & Mauborgne, R. (2003). Tipping Point Leadership, Harvard Business Review, April.
Levy, D. (1994). Chaos theory and strategy: theory, application, and managerial implications, Strategic Management Journal, 15, pp.167-178.
March J. & Olsen J. (1984). The New Institutionalism: Organizational Factors in Political Life, American Journal of Political Science, 78(3), pp.734-749.
Nielson, S.C. (2010). An Army transformed: The U.S. Army’s Post-Vietnam Recovery and the Dynamics of change in Military Organizations, Pennsylvania: US Army War College Press, 2010. Retrieved from http://www.strategicstudiesinstitute.army.mil/pubs/display.cfm? pubID=1020
Osinga F. (2010). The Rise of Military Transformation, in T. Terriff, F. Osinga and T. Farrell (eds), A Transformation Gap? American Innovations and European Military Change, California: Stanford Security Studies.
Pascale, R., Millemann, M., & Gioja, L. (1997). Changing The Way We Change, Harvard Business Review, 75(6), 126-139.
Rosen S.P. (1988). New Ways of War: Understanding Military Innovation, International Security, 13(1), pp.134-168.
Scurlock, Robert E. Jr., (2004). The Human Dimension of Transformation, in A Nation at War in An Era of Strategic Change, ed. Williamson Murray, Pennsylvania: US Army War College Press. Retrieved from http://www.strategicstudiesinstitute.army.mil/pdffiles/pub580.pdf.
Sullivan, G. R. (1995). Leading Strategic Change in America’s Army: The Way Forward, Planning Review, 23(5), 16.
Terriff, T., F. Osinga and T. Farrell (eds), (2010). A Transformation Gap? American Innovations and European Military Change, California: Stanford Security Studies.
Thiele, R. (2007). Keeping Pace with Innovation -The Challenge of Change Management in Armed Forces, International Relations and Security Network (ISN), Center for Security Studies (CSS).
Wright, L. (2013). Quality Improvement and Organizational Change Initiatives: An Analysis of the U.S. Army's Warrior Transition Unit (WTU), Academy of Strategic Management Journal, 12(2), pp.195-112.
Yılmaz, S., Özgen, H., & Akyel, R. (2013). The Impact of Change Management on The Attitudes of Turkish Security Managers Towards Change, A Case Study, Journal of Organizational Change Management, 26(1), pp.117-138.