| The Social Security Administration (SSA), a public organization that provides federal income assistance to disabled and retired people, is facing formidable challenges in improving its services delivery system. With strong commitment to public services, the SSA has strived to improve its services delivery operation; however, its change efforts are consistently hindered by its organizational system. In 2006, a subsequent attempt at a Disability Services Improvement Initiative was implemented to improve key aspects of the SSA's delivery of services, without success. However, this thesis reveals that an effective change effort can be achieved if the SSA utilizes a strategic change approach that is participatory-based. Such an approach features employees' and stakeholders' complete buy-in; has been effectively communicated to everyone in the organization that is involved in the approach at the department, micro-levels and sub-unit levels; and is flexible and adaptive to unforeseen changes. Through examining one of the SSA's 52 state offices, this thesis identifies the challenges facing the SSA's disability determination program, and offers alternative solutions for how the SSA can implement a change endeavor successfully in the future. |
