Organizational culture in public sector organizations

Abstract

Purpose -To provide two possible approaches for enhancing organizational culture awareness and promote cultural change in public sector organization. These approaches include training and leading by example. Design/methodology/approach -Literature outlining fundamental aspects of organizational culture is summarized, serving as a foundation for reviewing the potential value of training as a method for enhancing public managers' awareness of organizational culture. This is followed by an illustrated example of how the culture was changed in major department of a public organization through leading by example. Findings -Training and leading by example can serve as effective methodologies for promoting culture awareness and brining about culture change in organizations. Practical implications -The article highlights some interesting similarities and differences between cultures in public organizations and cultures in private sector organizations. The differences, in particular, reinforce the importance of training and leading by example to guide public sector employees through the complex dynamics often embodied within culture transformations in organizations. Originality/value -While there are some important similarities between cultures of private sector and public sector organizations, the differences existing in public sector organization cultures create unique challenges for managers trying to evoke change. The article provides a unique perspective on applying training and leading by example to the context of public sector organizational culture.

The Effect of Organizational Culture and Manufacturing Strategy on Firm Performance through Business Process Re-engineering

“…This paper examined the relationships between organizational culture, religious and corruption in public organization setting. Reference [12] found that training and leading by example can serve as effective methodologies for promoting culture awareness and bringing about culture change in organizations. Reference [13] stated that there is a significant influence of organizational culture toward organization performances, the effect of organization performances toward employee satisfaction, the influence of organizational culture toward customer satisfaction, and direct impact on organizational culture, based on organization performance, toward employee satisfaction.…”

Barriers to open e-learning in public administrations

“…Concerning the level of analysis, the experts judged that most of the factors apply to departments and some are specific to types of learners. While analyzing culture on a micro-level (individual preferences) should be avoided, the importance of subcultures such as learnertypes is seen as valid and insightful (Arellano-Gault, 2013;Rahman et al, 2013;Schraeder et al, 2005). Concerning the role of political values like bureaucracy , evaluated factors show sensibility.…”

“…Superiors play a major role to sustain learning activities, invoke change, training programs and knowledge management initiatives (Schraeder, tears, & Jordan, 2005;Rahman et al, 2013;Greiling & Halachmi, 2013;Yao et al, 2007;. Hence, the question is not whether or not support needs to be provided, but what kind of support is required.…”

“…These are tangible shapes communicating the relevance of an activity or assumption (Schraeder et al, 2005). One major artefact in this respect is a calm space that is assumed to be appropriate to spend time learning.…”

“…Formats for exchange reflect basic assumptions about knowledge, and whether it can be documented. Knowledge can be understood as an intangible resource that is acquired in informal communication, or as a resource that can be transferred and acquired irrespective of the context (Schraeder et al, 2005;. Cultural assumptions about appropriateness of media types, as well as content of e-Learning courses, are to be elaborated upon Schraeder et al, 2005;Yao et al, 2007).…”