Planned Radical Change in Organizations: Unintended Consequences on Roles and Continuity

Abstract

This study employed a case study design to examine the planned radical change in the New Jersey Department of Transportation (NJDOT) from a vertically integrated hierarchical organization with a typical pyramid structure to a more horizontal organization that operated in a project management environment. As part of the planned radical change, the role of engineers changed as project managers were trained to manage engineering and construction projects for the entire lifecycle of the projects. To implement the change in a timely manner, a small pilot group of project managers was established to manage some 60 projects largely unencumbered by the existing constraints within the organization. This included changing the oversight authority of licensed professional engineers and middle managers, in addition to changing the job specifications of a majority of NJDOT employees. The successful transition to a horizontal organization with a project management discipline achieved its goals. However, the organization...