Public Sector Organizations And Cultural Change

Since the height of the privatization debate in the 1990s, changes in government policy have resulted in significant transformation in the public sector. Some organizations have made the transition from government bureaucracy to business venture successfully; others have struggled to relinquish their traditional bureaucratic culture. In this book, Pillay and Bilney explore the cultural changes occurring within the public sector and the effects that government mandated change initiatives have actually had. The culmination of this book was due to the subject expertise and guidance of Professor Robert Jones at Swinburne University of Technology, Melbourne, Australia. It provides perspectives on the efficacy of cultural change in the Australian public sector, and explores the practical implications for society and government as it seeks to entrench the culture of the citizen as customer. It is particularly useful for researchers and organizations searching for ways to improve service delivery within the confines of particular market positions.

New Public Management as an administrative reform ideology as well as conceptual innovation has changed the outlook of public administration during the last ten years. Public administration and public administration reform should not only be concerned with the improvement of the efficiency and coherence, which play an important role in public administration, but also with political values like liberty, equity and security as well as legal values like the rule of the law. The modernization agenda of public administration has a rather internal focus, while the ultimate test for the modernization of public administration is the way in which governments are able to respond to changing social, cultural and economic conditions and the ‘wicked’ policy problems which result from them. This publication contains interesting contributions to the science and practice of public administration.

Since the height of the privatization debate in the 1990s, changes in government policy have resulted in significant transformation in the public sector. Some organizations have made the transition from government bureaucracy to business venture successfully; others have struggled to relinquish their traditional bureaucratic culture. In this book, Pillay and Bilney explore the cultural changes occurring within the public sector and the effects that government mandated change initiatives have actually had. The culmination of this book was due to the subject expertise and guidance of Professor Robert Jones at Swinburne University of Technology, Melbourne, Australia. It provides perspectives on the efficacy of cultural change in the Australian public sector, and explores the practical implications for society and government as it seeks to entrench the culture of the citizen as customer. It is particularly useful for researchers and organizations searching for ways to improve service delivery within the confines of particular market positions.

Public sector organizations are fundamentally different to their private sector counterparts. They are multi-functional, follow a political leadership, and the majority do not operate in an external market. In an era of rapid reform, reorganization and modernization of the public sector, this book offers a timely and illuminating introduction to the public sector organization that recognizes its unique values, interests, knowledge and power-base. Drawing on both instrumental and institutional perspectives within organization theory, as well as democratic theory and empirical studies of decision-making, this text addresses five central aspects of the public sector organization: goals and values leadership and steering reform and change effects and implications understanding and design. This volume challenges conventional economic analysis of the public sector, arguing instead for a democratic-political approach and a new, prescriptive organization theory. A rich resource of both theory and practice, Organization Theory for the Public Sector: Instrument, Culture and Myth is essential reading for anybody studying the public sector.

The purpose of this research is to study the impact of cultural change in the public sector and how it affects the individual employee. This has been done by examining the culture within the public sector and the effects of cultural change. For further research a qualitative study would have been implemented. Primarily focusing on interviews with employees who have experienced cultural change within their organization. The results gathered will help evaluate the overall impact of cultural change on the individual employee.

An engaging contribution to the increasing body of knowledge about gender and organizations, Gender, Culture and Organizational Change examines gender-based inequality in organizations and considers how sexual and social relations between women and men based on sexuality, power and control determine the cultures, structures and practices of organization and the experiences of men and women working in them. Gender, Culture and Organizational Change represents a decade of experience of managing change and implementing theory in public sector organizations during a period of major social, political and economic transition and analyses the progress that has been made. It expands to make wider connections with women and trade unions in Europe and management development for women in the "developing" countries of Africa and Asia. It will be valuable reading for students in social policy, gender studies and sociology and for professionals with an interest in understanding the dynamics of the workplace.

The context and environment of public services is becoming increasingly complex and the management of change and innovation is now a core task for the successful public manager. This text aims to provide its readers with the skills necessary to understand, manage and sustain change and innovation in public service organizations. Key features include: the use of figures, tables and boxes to highlight ideas and concepts of central importance a dedicated case study to serve as a focus for discussion and learning, and to marry theory with practice clear learning objectives for each chapter with suggestions for further reading. Providing future and current public managers with the understanding and skills required to manage change and innovation, this groundbreaking text is essential reading for all those studying public management, public administration and public policy.

Annotation. New Public Management as an administrative reform ideology as well as conceptual innovation has changed the outlook of public administration during the last ten years. Public administration and public administration reform should not only be concerned with the improvement of the efficiency and coherence which play an important role in public administration, but also political values like liberty, equity and security as well as legal values like the rule of the law. The modernization agenda of public administration has a rather internal focus, while the ultimate test for the modernization of public administration is the way in which governments are able to respond to changing social, cultural and economic conditions and the wicked policy problems which result from them. This publication contains interesting contributions to the science and practice of public administration.

How is practical change work carried out in modern organizations? And what kind of challenges, tasks and other difficulties are normally encountered as a part of it? In a turbulent and changing world, organizational culture is often seen as central for sustained competitiveness. Organizations are faced with increased demands for change but these are often so challenging that they meet heavy resistance and fizzle out. Changing Organizational Culture encourages the development of a reflexive approach to organizational change, providing insights as to why it may be difficult to maintain momentum in change processes. Based around an illuminating case study of a cultural change programme, the book provides 15 lessons on the entire change journey; from analysis and design, to implementation and how organizational members should approach change projects. This enhanced edition considers the most recent studies on organizational change practice, with new examples from businesses and the public sector, and includes one empirical study which uses the authors’ own framework, enriching their practical recommendations. It also draws on the latest theoretical developments, including ideas of power and storytelling. Accompanying the text is an online pedagogic and research ideas guide available for course instructors and lecturers at Routledge.com. Changing Organizational Culture will be vital reading for students, researchers and practitioners working in organizational studies, change management and HRM.

“Change (Transformation) in Government Organizations” discusses recent efforts to bring about change in government organizations. The book brings together contributions by a number of managers, practitioners, academics and consultants in the study of international, federal, state, and local government efforts to respond to increased calls for change (transformation) in public sector organizations. Each contributor describes their work in this area using as a backdrop the fact that public sector organizations continue to be under new and substantial pressures to change and transform themselves. Hence a collection of current contributions such as those in this book are intended to add to the ongoing debates and rewriting of the success and failures of change in public sector organizations. The ultimate purpose of this book is to further our knowledge about the related issues and current efforts to bring about change or transformation in public sector organizations. The contributors, all experts with extensive experience as change agents in both public and private sector organizations not only support their analyses and discussions of specific cases and change (transformation) management issues but also provide practical tools, ideas and lessons learned, intended to be generalizable to other public sector agencies and helpful to those responsible for developing, implementing and evaluating similar efforts in the years to come. The audience for the book will be government managers, scholars and others interested in undertaking or learning about such efforts.