SFDC—where next?

Sidwell, David; Douglas, McDonnell

doi:10.1049/cm.1989.0038

Comput. Manuf. UK

1989

DOI: 10.1049/cm.1989.0038

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SFDC—where next?

David Sidwell¹,

McDonnell Douglas²

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1991

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After Excellence: Models of Organisational Culture for the Public Sector

Sinclair¹

1991

Aust J Public Adm

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Abstmct: Organisational culture is recognised as a critical ingredient of organisational effectiveness. However, the popular "excellence" model of managing organisational culture is unsuited to the contingencies and character of many public sector organisations. Termed here the cultural control model, it is the only widely shared understanding of good culture and haw to create it. As a generic prototype of culture it is limited, since it relies on management imposing a culture on a work force devoid of subcultural conflict. Three other models of organisational culture are introduced which offer more promise for the public sector: the subcultu~d model; the professional-managerial multiculture; and the public service or public interest model. These other models recognise in the culture-building strategies they prescribe that culture is deeply-rooted and not readily malleable by management and that subcultures affect organisations in various, not necessarily negative, ways. While the cultural control model reminds us of the significance of culture to better management, subsequent research has refined models of organisational culture which are more Consistent with the values and ethics of professionalism and good administration.* 17re author wishes to thank t w anonymous refereesfor very help@ comments on an earlier dmfr of this article.

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After Excellence: Models of Organisational Culture for the Public Sector

Sinclair¹

1991

Aust J Public Adm

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SFDC—where next?

Cited by 1 publication

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After Excellence: Models of Organisational Culture for the Public Sector

After Excellence: Models of Organisational Culture for the Public Sector

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