This thesis examines the management of change in bureaucracies, with a study focus on the Egyptian civil service sector. The main research aims are to identify what are the main problems of the Egyptian civil service sector, identify the main barriers against the current change programmes undertaken by the Government of Egypt (GOE) and suggest ways to develop civil servants’ commitment towards those changes.
Interview data was triangulated with archival documents and non-participant observation and were drawn from a sample of 33 civil servants working in the Egyptian Ministry of State for Administrative Development (MSAD) which is the civil service entity acting as the change agent responsible for managing the government administrative reforms plan in the civil service sector. All study participants were actually working in one of the change projects/programmes and had a minimum of 12 months of service in the civil service. Interviews were digitally-recorded and transcribed in the form of MS-Word documents, and data transcripts were analysed manually using MS-Excel worksheets and main research themes were developed and statistics drawn using those Excel worksheets.
The main research findings suggested that the main problems of the Egyptian civil service sector are (1) the absence of a Reward and Punishment system, (2) the absence of a firm system of governance and control and (3) the current negative civil service culture.
The research findings suggested that developing civil servants’ commitment towards change may be achieved by employee involvement and participation in the change process and the careful selection of inspirational change agents. The findings also suggested that change agents play an important role in inspiring civil servants to support change and that middle management is another crucial factor in the change move as it should act as liaison between change agents and employees
