EXPLORING THE PROCESS OF ORGANIZATIONAL CHANGE IN DRIVING LICENSING AUTHORITY; A CASE STUDY

Abstract

Organizational change is taking place at a rapid pace in developing countries. It has been realized by
the governments that there is a strong need for effective, efficient and citizen-centered services
delivery in public sector organizations. In order to do so, the technological advancements are
required to improve service quality and to ensure accountability. Therefore, automation and processoriented
changes are vital for that purpose. A driving licensing authority, operating under Khyber
Pakhtunkhwa Traffic Police (KPTP) is one of the autocratic organization that issues driving licenses
of all types to the citizens of this province. In 2005, the provincial government initiated a project of
automating the process of issuance of driving license with the support of Directorate of information
technology. The project team was hired (comprising of technocrats) to initiate the project. This was a
unique case where law enforcing agency along with bureaucracy and technocrats worked together on
one project. Computerized Driving Licensing Authority (CDLA) case serves as one of the pioneer
case and one of its kind which is considered as a landmark case in the history of KP. To explore the
process of organizational change in CDLA, a qualitative research was conducted where data was
collected from 30 respondents working/worked at various management levels during the change
phases. Data collected through semi-structured in-depth interviews and official documents were used
to build a case for investigation. This study provides comprehensive insight into the organizational
change in CDLA and the evaluation of study are presented in detail.