preview

Values and Culture in Organizations: Public and Private Sectors

explanatory Essay
2933 words
2933 words
bookmark

“How are values formed in organizations and how are they linked to organizational cultures? Do public sector organisations differ from private sector ones in these aspects?” Stan Slap, author of The New York’s Times Bestseller list, ‘Bury My Heart at Conference Room B’, said that “the purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.” In any organization, public or private, it is important for public sectors and leaders to maintain a moral compass that would inspire, lead, guide and provide a solid foundation and some sense of security for organizations to navigate massive or significant transformational changes, such as Acts and Ministries enacted by the government (Brinkley 2013). In the context of organizational culture, I will attempt to define values as “the unspoken rules and subtle cues from leadership that guide people’s behaviors and tell them how to act to be effective in a particular environment,” (Tucker 2012; Brinkley 2013). Another similar definition BusinessDictionary.com (2014) defines values as “important and lasting beliefs or ideals shared by the members of a culture about what are good or bad and desirable or undesirable.” Values are crucial as they form the base of culture, and culture is what drives performance. Schein (1985) explains that organizational culture is defined as a set of beliefs, values, and assumptions that are shared by members of an organization. These underlying values have an influence on the behavior of organizational members, as people rely on these values to guide their decisions and behaviors (Schein 1985; Gregory et. Al 2009). An organization’s values and culture determine what is replaceable and what is es... ... middle of paper ... ...mbridge: Polity. Moore, M.H. 1995.Creating Public Value: Strategic Management in Government. Cambridge, MA: Harvard University Press. Ranson, S., & Stewart, J. 1994. Management for the Public Domain. London: Macmillian. Rainey, Hal G., and Young Han Chun. 2007. "Public and Private Management Compared."Oxford Handbooks Online. 1 May. 2014. http://www.oxfordhandbooks.com/view/10.1093/oxfordhb/9780199226443.001.0001/oxfordhb-9780199226443-e-5 Sankar, Y. 1988. Organizational culture, values, and ethics.International Journal of Value-Based Management 1 (1): 9-26. Schein, E.H (1985), Organizational Culture and Leadership: A Dynamic View, Jossey-Bass, San Francisco, CA., . Tucker, R. B. 2012. "Making Innovation Everybody's Business." Presentation at the American College of Healthcare Executives 2012 Congress on Healthcare Leadership, Chicago, March 20.

In this essay, the author

  • Explains that neo-liberal governments thought the answer to the perceived problems of state bureaucracy was cultural change. this could be coerced by privatization, imposing the disciplines of the market and bankruptcy, or isomorphic pressure on public sector organizations.
  • Explains how public managers differ from other management in other settings, especially private. the similarities and differences between organizations and managers in sectors have important implications for such decisions.
  • Explains the australian public service commission's "strengthening a value based culture: a plan for integrating the aps values into the way we work".
  • Explains brinkley, r.w., f.a.c.h.e. 2013, "the case for values as a basis for organizational culture".
  • Explains coats, david, and passmore, elanor. "public value: the next steps in public service reform."
  • Explains colebatch, h. k. valuing public value: recognising and applying knowledge about the governmental process.
  • Explains that delaney, senn, is the culture-shaping firm.
  • Explains dingwall, robert, and strangleman, tim, 2007. "organizational cultures in the public services." oxford handbooks online.
  • Explains that du gay, p., and salman, g. 1992. “the cult(ure) of the customer.” journal of management studies.
  • Cites gregory, b.t., harris, s.g, armenakis, a.a. & shook, c.l.
  • Describes johnson, gerry, richard whittington, and kevan scholes. exploring strategy.
  • Explains rainey, hal g., and young han chun, 2007. "public and private management compared." oxford handbooks online.
  • Explains that sankar, y., 1988, organizational culture, values, and ethics.
  • Explains schein, e.h., organizational culture and leadership: a dynamic view, jossey-bass, san francisco.
  • Presents tucker's presentation at the american college of healthcare executives 2012 congress on healthcare leadership.
  • Asks how values are formed in organizations and how are they linked to organizational cultures? do public sector organisations differ from private sector ones in these aspects?
  • Explains that a thriving organizational culture is one of the key drivers of business success and performance.
  • Explains that an organization's values influence individual behaviors and attitudes and serve as broad guidelines within which decisions are made. culture is based on shared attitudes, beliefs, customs, and written and unwritten rules that have developed over time.
  • Argues that public service is distinctive because it is characterized by claims of rights by citizens to services that have been authorized and funded through democratic process.
  • Explains the australian public service commission's strategy on establishing a values-based culture as an example of how values are linked into organizations.
  • Explains that effective strategic management of organizational culture is dependent on a mapping of values and ethical premises. strong, highly effective cultures are characterized by three major factors.
  • Explains that values are a framework for evaluating the dynamics in organizational culture. the hierarchy of values is derived for decision-making, and the values of an organization's ethical system should focus on character.
  • Analyzes the differences between public and private sector, stating that both have their administrative system and are held accountable to their principle stakeholders.
Get Access