Research Reports

Understanding and Managing Organisational Culture reviews evident that shows why managing culture is important to effectively enhance both organisation performance and, in macro terms, the public service modernisation programme. Based on the national and international literature reviewed and interviews conducted, guidance is provided in relation to more effectively managing culture, and issues to be addressed in terms of its effective engagement and use in the public service are outlined.

Acknowledgements 
Executive Summary

Chapter 1: Introduction
1.1 Background
1.2 Policy content
1.3 Terms of reference and study approach
1.4 Report structure
 

Chapter 2: Organisational culture: lessons from the literature
2.1 Introduction
2.2 What is organisational culture? 
2.3 Types of organisational culture
2.4 Why is culture important? 
2.5 Issues in managing culture
2.6 Conclusions
 

Chapter 3: International public and private sector examples of 
culture management

3.1 Introduction
3.2 Australia: Culture change in the Queensland public sector
3.3 Canada
3.4 United Kingdom
3.5 USA
3.6 Hong Kong and Shanghai Banking Corporation
3.7 3M
3.8 Conclusions
 

Chapter 4: Irish public service expenditure with culture management
4.1 Introduction
4.2 Three central government organisations
4.3 Two public sector agencies
4.4 Three local authorities
4.5 Key chapter findings
 

Conclusions and recommendations
5.1 Introduction
5.2 What is culture? The concept of culture revisited
5.3 Why is culture an important issue for public service managers? 
5.4 What can managers do to influence/shape culture? 
5.5 Conclusion
 

Appendix 1
Appendix 2
References

Understanding and Managing Organisational Culture

Understanding and Managing Organisational Culture reviews evident that shows why managing culture is important to effectively enhance both organisation performance and, in macro terms, the public service modernisation programme. Based on the national and international literature reviewed and interviews conducted, guidance is provided in relation to more effectively managing culture, and issues to be addressed in terms of its effective engagement and use in the public service are outlined.

Acknowledgements 
Executive Summary

Chapter 1: Introduction
1.1 Background
1.2 Policy content
1.3 Terms of reference and study approach
1.4 Report structure
 

Chapter 2: Organisational culture: lessons from the literature
2.1 Introduction
2.2 What is organisational culture? 
2.3 Types of organisational culture
2.4 Why is culture important? 
2.5 Issues in managing culture
2.6 Conclusions
 

Chapter 3: International public and private sector examples of 
culture management

3.1 Introduction
3.2 Australia: Culture change in the Queensland public sector
3.3 Canada
3.4 United Kingdom
3.5 USA
3.6 Hong Kong and Shanghai Banking Corporation
3.7 3M
3.8 Conclusions
 

Chapter 4: Irish public service expenditure with culture management
4.1 Introduction
4.2 Three central government organisations
4.3 Two public sector agencies
4.4 Three local authorities
4.5 Key chapter findings
 

Conclusions and recommendations
5.1 Introduction
5.2 What is culture? The concept of culture revisited
5.3 Why is culture an important issue for public service managers? 
5.4 What can managers do to influence/shape culture? 
5.5 Conclusion
 

Appendix 1
Appendix 2
References

By: Orla O’Donnell and Richard Boyle

Published: Tuesday 08, July 2008.


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