Clc Review: Article Review of Organizational Culture
Running head: CLC REVIEW
Article Review of Organizational Culture in the Public Sector: Evidence from Six Organizations
Team Orange
Grand Canyon University
“Organizational Culture in the Public Sector: Evidence from Six Organizations” by Rachel Parker and Lisa Bradley researches changing culture by looking at six departments in the Australian Queensland public sector. They surmised that changing organizational culture is difficult when norms and values are ingrained in an organization. Management support for the culture change is not enough to ensure a change. It was not expected that the hierarchical model would be dominant given the previous attempt to change the culture. The altruistic values of those surveyed indicated they are committed to social development and public interests and are most comfortable with a hierarchical dominate culture. The sample size of 530 participants obtained from the Public Sector Directory was an adequate size. All of the executives in the directory were included in the survey, which suggests a less than random selection process for the final candidates. However, the six varied departments selected represented central coordination, infrastructure provision and social services. Although an almost two to one ratio of male to female employee responses were utilized, none of the demographic variables collected in section C of the three part survey affected the perceptions of the current culture. Sections A and B of the survey gathered information on character, managers, cohesion, emphases and rewards. Results indicated that Departments A – D preferred the internal process or group culture. Department E preferred the internal process model, but it was equally comfortable with rational goal model indicating goal fulfillment was a requirement. Department F results indicated a comfort level with the rational goal model most likely due to their interactive
Article Review of Organizational Culture in the Public Sector: Evidence from Six Organizations
Team Orange
Grand Canyon University
“Organizational Culture in the Public Sector: Evidence from Six Organizations” by Rachel Parker and Lisa Bradley researches changing culture by looking at six departments in the Australian Queensland public sector. They surmised that changing organizational culture is difficult when norms and values are ingrained in an organization. Management support for the culture change is not enough to ensure a change. It was not expected that the hierarchical model would be dominant given the previous attempt to change the culture. The altruistic values of those surveyed indicated they are committed to social development and public interests and are most comfortable with a hierarchical dominate culture. The sample size of 530 participants obtained from the Public Sector Directory was an adequate size. All of the executives in the directory were included in the survey, which suggests a less than random selection process for the final candidates. However, the six varied departments selected represented central coordination, infrastructure provision and social services. Although an almost two to one ratio of male to female employee responses were utilized, none of the demographic variables collected in section C of the three part survey affected the perceptions of the current culture. Sections A and B of the survey gathered information on character, managers, cohesion, emphases and rewards. Results indicated that Departments A – D preferred the internal process or group culture. Department E preferred the internal process model, but it was equally comfortable with rational goal model indicating goal fulfillment was a requirement. Department F results indicated a comfort level with the rational goal model most likely due to their interactive
References: Bhidé, Amar. (2010). The Judgment Deficit. Harvard Business Review, 88 (9), 44-126. Retrieved February 19, 2011, from http://library.gcu.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=52999821&site=bsi-live. Davenport, C. & White, D. (2001). Human factors, operations and high performing teams. Flying Safety. 57(7). Godwin, J. L., & Neck, C. P. (1998). Desired Transformational Leadership Behaviors in a Religious Organization: Analysis by Hierarchical Organizational Level. International Journal of Organization Theory & Behavior (Marcel Dekker), 1(2), 163. Retrieved from EBSCOhost. Guzzo, R. A., & Dickson, M. W. (1996). Teams in organizations: Recent research on performance and effectiveness. Annual Review of Psychology, 47, 307-38.Hornung, S. Rousseau, D. & Glaser, J. (2010). Beyond top-down and bottom-up work redesign: Customizing job content through idiosyncratic deals. Journal of Organizational Behavior; Feb2010, Vol. 31 Issue 2/3, p187-215. Retrieved February 19, 2011;http://library.gcu.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=47805893&site=bsi-live McGraw-Hill Companies. (2002-2009). Build Your Management Skills: Self Assessments. Retrieved December 17, 2010, from http://www.mhhe.com/business/management/buildyourmanagementskills/menu_matrix_sa_.html Miller, S. (2009). Workers ' Engagement Levels Drop, Along with Their Expectations. HRMagazine, 54(11), 16. Retrieved from EBSCOhost. Sting, F. Loch, C. (2009). How Top-Down and Bottom-Up Strategy Processes are Combined in Manufacturing Organizations. INSEAD Working Papers Collection; 2009, Issue 60.Retrieved February 19, 2011:http://library.gcu.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct-tru&db=bth&AN=49573841&site-bsi-live