PHIL 1011 Logic And Critical Thinking

Introduction

The article “The organizational culture of public sector organizations in Australia” by Harrison and Baird put emphasize on the empirical illustration of the organizational cultural aspects and determinants of organizations engaged in Australian public sector. The authors further have mentioned about certain evidences between specific dimensions pertaining to organizational culture along with a series of both individually as well as organizationally anticipated outcomes. Harrison and Baird have drawn thoughts of some scholars in the article on the aspect of Outcome Orientation which typically comprises of certain organizational values of being achievement oriented and exhibiting increased level of expectations for performance. The thesis statement of the essay is “Organizational culture has been perceived as an imperceptible factor in the sphere of public sector management in recent times”

Furthermore, drawing correspondence to Harrison and Baird (2015), authors Maurizio, Dumay, and Garlatti (2015) indicated that organizational culture is highly significant in the progress of an organization due to the values and perceptions. As per their perspective, the values connect an organization and its employees contributing to its development. Culture as a highly complex phenomenon has emerged in the process of socialization and in specific environment. Public sector knowledge management: a structured literature review."Journal of Knowledge Management” further focused on the way cultural aspects can be justified through the conceptualization of philosophical, political, and sociological along with several other perspectives. However on the other hand Harrison and Baird (2015) highlighted the areas of limitations of observed evidences while further revealed the value of organizational culture in stimulating productivity, success and performance. These factors offer change and amendments and further enabling implementation of management endeavours.

However it has been noted by Harrison and Baird (2015) that alterations pertaining to the organizational cultural patterns which tend to internalizes changes in public sector will be evaluated. Wynen et al. (2014) are of the perspective that certain determinants of public sector transitions have also been subjective to the perspectives of Drucker on the necessity for a superior degree of client centre of attention, decentralized structure along with performance analysis and production orientation. Nevertheless the changing views related to the supreme representation of public organization have acknowledged the public sector in several nations. Their primary aim was to modify regulation methods from the hierarchical as well as prescribed structures of practical organizations to those direct mechanisms which tend to succeed in the private sector. Additionally the ideas reflected by Harrison and Baird (2015) exhibit that public sector organizations across the world would encounter condition of instability. These forms of unsteadiness tend to divert from customary representations of public administration under the experience of private sector organizations. Though there can be identified wide range of hindrances to public sector development which further incorporates the value of significant sub-cultures. It further involves professional allegiances; public sector enterprises can be anticipated to gradually represent their private sector rivalries.

Conclusion

Raza et al. (2016) have provided inclusive insights of the associations in public sector perspectives. These explanations establish whether the claims and research in the private sector evaluation tend to interpret the understanding and conjectures of public sector context. The analysis of the article has been vital in suggesting that the initial phase. This initial phase might develop the tendency to appear as a comparative investigation of local councils as well as government sectors and institutions. The authors Harrison and Baird Harrison and Baird (2015) have identified these forms of public sector to be diverse in the traditional organizational cultural reports. Such forms have been appearing to a conjecture that the cultural outline of councils and directives must be highly conductive to efficiently obtain organizational as well as individual desirable results.

Bibliography

Harrison, Graeme L., and Kevin M. Baird. "The organizational culture of public sector organizations in Australia." Australian Journal of Management 40, no. 4 (2015): 613-629.

Massaro, Maurizio, John Dumay, and Andrea Garlatti. "Public sector knowledge management: a structured literature review." Journal of Knowledge Management 19, no. 3 (2015): 530-558.

Raza, Syed Saqlain, Usman Ghani, and Muhammad Kamran Rafique. "Impact of Knowledge Management Practices And Organizational Culture On Organization Performance: A Study Of Public Sector Organizations Of Pakistan." JOURNAL OF ORGANISATIONAL STUDIES AND INNOVATION 3, no. 3 (2016): 23-36.

Verbeeten, Frank HM, and Roland F. Speklé. "Management control, results-oriented culture and public sector performance: Empirical evidence on new public management." Organization studies 36, no. 7 (2015): 953-978.

Wynen, Jan, Koen Verhoest, Edoardo Ongaro, Sandra Van Thiel, and in cooperation with the COBRA network. "Innovation-oriented culture in the public sector: Do managerial autonomy and result control lead to innovation?." Public Management Review 16, no. 1 (2014): 45-66.