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Babatunde, Osabiya. "Importance of Effective Communication in Public Organisations." Issues in Social Science 3, no. 2 (November 20, 2013): 78. http://dx.doi.org/10.5296/iss.v3i2.8596.
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<p>Communication has crucial impacts within or among workgroups in both private and public organizations. Communication can be a channel to flow information, resources, and even policies. Given the importance of organization communication and its managerial impacts, further research is needed to explore this topic as it relates to both private and public administration field. To this end, this study assesses the impacts of organizational communication on the perception of red tape by comparing internal communication with external, especially client-oriented, communication in both public and non-profit organizations. <br />Utilizing current literature, this paper will examine effective organizational communication within a private and public organization. Many organizations today often look at communication and leadership as one-dimensional; the inability of leaders in small organizations to adapt to a leadership style that effectively communicates with the employee hinders organizational performance. This study examines the communication exchange within a private and public organization and its effects on the organizational culture and employee performance.<br />This study summarizes the increasing importance of organizational communication, the basic theoretical perspectives that guide the study of communication and the key distinctions that guide the study of organizational communication, the key functions of communication in organizations. Because organizational communication has become such a big topic, this study is limited to addressing internal and external organizational communication.</p>
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Saptefrati, Tatiana. "Public administration science - neoclasic organizational theories and approaches." Administrarea Publica, no. 3(111) (September 2021): 28–37. http://dx.doi.org/10.52327/1813-8489.2021.3(111).02.
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In this article the author analyzes the contribution of neoclassical organizational theories in the development of organizations and their management process. Are identified differences in classical and neoclassical approaches to organization. Are studied behaviorists' research on the rational model of administration based on the role of human behavior in the establishment and functioning of organization. There are studied the theory of systems and the dynamic elements of the organization are highlighted. The paper analyzes the approaches of organizational humanism in the organization and functioning of public administration.
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Bidabad, Bijan. "Public Administration: An Islamic Sufi Approach." International Journal of Shari'ah and Corporate Governance Research 2, no. 2 (June 15, 2019): 22–40. http://dx.doi.org/10.46281/ijscgr.v2i2.318.
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Along with comparing public administration affairs in traditional political, genuinely religious, patrimonial, and charismatic systems, we deal with decision-making problem, and along with mentioning decision-making methods in modern mathematics, the decision making process on the basis of personal value system will be under considerations. If the human beings’ value system moves from caring material affairs towards concerning spiritualties, the consequences of decision-making process would be improved. In establishing management and making hierarchical organization, the more the rate of discipline and ration, the organization framework would become more consolidated. The basic skeleton of an organization includes division of labor, authority, and responsibility, hierarchical relationships of different job categories in the organization, and the qualifications of relationships are of the other items that are being considered in this paper. Mutual understandings and beliefs of members of the organization in approaching organizational goals and their moral commitments to preserve organization's benefits would reduce the costs of supervision and control in organizations including visible and invisible costs, and methods for providing these conditions in Sufism are achieved via purification of the self for every single of the individuals. Meritocracy and favoritism are other discussed topics in this paper. In conclusion, fifty rules for public administration affairs are presented which have been raised by His Excellency Haj Zein ul-Abedin Shirvani, a Sufi Master of two centuries ago.
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Sumarto, Rumsari Hadi. "KOMUNIKASI DALAM KEGIATAN PUBLIC RELATIONS." INFORMASI 46, no. 1 (June 14, 2016): 63. http://dx.doi.org/10.21831/informasi.v46i1.9650.
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Organizations in maintaining the sustainability of life requires communication. Good established communication will affect the harmonious and harmony relations between the organization and its publics. A positive image is represented if there is a harmonious interaction between an organization and its publics. Imaging of anorganization is usually attached to public relations. Imaging can be awakened/built if there is a harmonious and pleasant communication between an organization and its publics. To support public relations activities, organization requires communication to be able to interact with the public in two-way communication. A PR practitioner should be able to make other people understand the message delivered so as to create mutual symbiosis between the two parties. Thus, the impression captured by the public is a positive impression of the organization. Public relations also allows feed back to the public so that the public can freely response the message from the organization and express what they want and what they complaint. The public response will be followed up so that the public will be satisfied on what the organization done to the public. Publicrelations is also constantly evaluating so that public opinion can be well controlled. Thus, public relations is an activity which essentially directs the organization to gain public recognition. Further public relations stride motion seeking to form public opinion that benefit the organization so that a positive image of the public will be given to an organization.Organisasi akan tetap langgeng saat terbangun komunikasi yang baik. Komunikasi yang baik akan mempengaruhi hubungan yang harmonis dan selaras antara organisasi dan publiknya. Sebuah citra positif terbangun jika ada interaksi yang harmonis antara organisasi dan publiknya. Untuk mendukung kegiatan public relations, organisasi membutuhkan komunikasi dua arah. Seorang praktisi PR harus mampu membuat oranglain memahami pesan yang disampaikan sehingga tercipta simbiosis antara kedua belah pihak. Dengan demikian, kesan yang ditangkap oleh masyarakat adalah kesan positif dari organisasi. PR juga memungkinkan umpan balik kepada publik sehingga masyarakat dapat dengan bebas mendapat pesan dari organisasi dan mengekspresikan apa yang mereka inginkan dan apa yang mereka keluhan. PR juga perlu terus mengevaluasi sehingga opini publik dapat dikontrol dengan baik. Dengan demikian,PR adalah kegiatan yang pada dasarnya mengarahkan organisasi untuk memperoleh pengakuan publik. PR berusaha untuk membentuk opini publik yang menguntungkan organisasi sehingga citra positif terbangun dengan sendirinya.
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Kurniasih, Denok, and Anggara Setya Saputra. "Mendesain Ulang Organisasi Pelayanan Publik Melalui Digitalisasi Proses Bisnis." Jurnal Ilmu Administrasi Negara ASIAN (Asosiasi Ilmuwan Administrasi Negara) 5, no. 2 (April 2, 2018): 21–30. http://dx.doi.org/10.47828/jianaasian.v5i2.2.
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This study aims to analyze the design changes of public service organizations by taking cases on licensing service organizations in Banyumas Regency. The results show that merging and pruning organizational structure becomes the only way in organizational design changes. This has led to public service organizations stuck on simplifying organizational structures and neglecting business processes. Therefore, through this research obtained an explanation of the importance of redesigning public service organizations by prioritizing the simplification of key business processes within the organization. The integrated organizational design becomes the best choice to realize more responsive and accountable public services. To integrate the process of integration between units within the organization, technology plays a very important role. Any organization that wants to go forward needs to develop a digital-based organization design rather than using a hierarchical mechanism for control and coordination. Such designs require strategic alignment and the culture of digital technology within the organization. The "actors-oriented" principle is central to the design of a digital-based integrated organization. If this is implemented correctly, then the workplace where the members of the organization are located can become more productive
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Zona, Mega Asri. "EMPLOYEE ATTITUDES TOWARD CHANGE IN PUBLIC SECTOR ORGANIZATION." Managament Insight: Jurnal Ilmiah Manajemen 15, no. 1 (June 6, 2020): 19–32. http://dx.doi.org/10.33369/insight.15.1.19-32.
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This research aim to examine four constructs that represent employee attitudes towards organizational change; readiness for change, commitment to change, openness to change and cynicism about organizational change. This research would help the public organization to overcome changes.. This research is a type of descriptive research that aims to describe the nature of something that is ongoing at the time the research is conducted and examine the cause of a particular symptom. The population in this study are employees of public sector organizations that are undergoing organizational changes in the Province of West Sumatra. The sampling technique in this study uses purposive sampling where the sampling technique is based on a certain criterion. In this case the criteria for sampling are employees with organizations that are undergoing changes. The data collection technique used was a survey by distributing questionnaires to employees of public sector organizations in West Sumatra. The number of respondents in this study were 100 respondents. The result shows that openness to change have the highest mean, followed by readiness to change, commitment to change and cynicism about organizational change. It means that employees in public organization in West Sumatra are willing to accommodate and accept change. Keywords: employee attitudes towards organizational change; readiness for change; commitment to change; openness to change; cynicism about organizational change
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Horák, Martin, Lukáš Danko, and Filip Kučera. "Rethinking Group Dynamics in Public Organizations: Starting Point for Behavioral Public Strategy Research." Organizacija 55, no. 4 (November 1, 2022): 272–87. http://dx.doi.org/10.2478/orga-2022-0018.
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Abstract Purpose: The paper aims to explore group dynamics in the management and administration of the selected public organization. Specific interest is given to two fundamental domains of group dynamics: 1) communication processes and interaction patterns; 2) group cohesion and climate. Methods: The approach is based on in-depth interviews with public employees representing various departments of a public organization. A total of 34 subjects participated in this study and provided primary data for coding and finding patterns. Both investigator and data triangulation are used to conceptualize group dynamics in the public organization. Results: Public organizations’ employees face hardships in knowledge sharing and tend to misunderstand the agenda between various departments and citizens. The participation of citizens in decision making could be seen as a ‘double edged sword’ that contributes to the implementation of public projects, but often derails efficient organizational processes. Public organizations struggle with employee turnover, insufficient treatment of employee wellbeing, and unwillingness to pursue personal development. Conclusion: Understanding and further defining the level of group dynamics among public employees is the first step towards adopting innovation approaches. The paper highlights the implications for public organizations with an overview of the behaviors needed for a smooth strategy process in development planning based on organizational forces that leads to a better understanding of group dynamics.
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Ottensmeyer, Edward J., and Barry Bozeman. "All Organizations Are Public: Bridging Public and Private Organization Theories." Administrative Science Quarterly 33, no. 3 (September 1988): 469. http://dx.doi.org/10.2307/2392724.
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Fayaz Ahmad, Sayed, Muhammad Ibrahim, and Abid Hussain Nadeem. "IMPACT OF ETHICS, STRESS AND TRUST ON CHANGE MANAGEMENT IN PUBLIC SECTOR ORGANIZATION." March 2021 37, no. 01 (March 30, 2021): 43–54. http://dx.doi.org/10.51380/gujr-37-01-05.
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The aim of the study is to find out a successful way of managing the organizational change in public sector organizations. The research is based on a structured questionnaire survey. The data was collected in some of the top public sector organizations in Pakistan. The study suggests that Stress, Trust, and Ethics have a strong relationship with Organizational Change Management. Organizations must minimize the workplace stress, maximize trust of workers on management and organization and ensure ethics for organization change management. The managerial implication of the research is, bringing and making any organizational change is very difficult without employee-friendly working environment of the organization. The results of the study make it easy, how to put employees on the right track for achieving organizational goals and objectives in any Organizational Change by using Facilitation.
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Whitford, Andrew B., H. Brinton Milward, Joseph Galaskiewicz, and Anne M. Khademian. "A Place at the Table: Organization Theory and Public Management." Perspectives on Public Management and Governance 3, no. 2 (March 20, 2020): 77–82. http://dx.doi.org/10.1093/ppmgov/gvaa008.
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Abstract In November 2018, the University of Arizona’s School of Government and Public Policy hosted an international workshop on the role of organization theory in public management. The intention was to renew interest in organization theory in public management research. Scholars such as Herbert Simon, Herbert Kaufman, and Richard Selznick made seminal contributions to organization theory through the study of public organizations from the 1940s through the 1960s. In our estimation, organization theory is underrepresented in public administration scholarship for the last several decades. There are natural reasons for this trend, including the discipline’s turn towards organizational behavior and the ascendancy of techniques that advance the study of large datasets and those that allow for experimental control. The recent emergence of “behavioral public administration” is a prominent example of this evolution. This symposium is an attempt to make a place at the table of public management for organization theory. The articles in this symposium contain articles from scholars who operate in the tradition of classic organization theory in new and innovative ways to lend intellectual purchase to studies of public organizations and public organizational networks.
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Junita, Audia, and Muhammad Hermansyur. "Learning Organization Sebagai Prediktor Kesiapan Berubah Organisasi." Jurnal Dinamika Akuntansi dan Bisnis 1, no. 2 (September 1, 2014): 107–18. http://dx.doi.org/10.24815/jdab.v1i2.3579.
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As a public service organization, health center changes required to provide quality health services to the community better. One of the factors that affect the formation of organizational readiness for change is a learning organization. Ideally a learning organization can be a learning facility for its members on an ongoing basis and may direct the member to keep the environment abreast. The transform research is performed to assess whether the health center in the city of Medan has been transformed into a learning organization and how it affects the formation of learning organization change readiness of the organization. This research was the study of causality. Location of the study conducted in 13 health centers Inpatient scattered in the district in the city and sample Medan. Population of health workers in health centers is as much as 195 respondents. Data sourced from primary data and were collected using a questionnaire. The analysis technique used is regression technique. The research proves that the health center in the city of Medan has become a form of organizational learning organizations that do good, so too has the readiness to turn into public service organizations in the health sector in accordance with the demands of the times. Dimensions of organizational learning simultaneously changed significantly influence organizational readiness; with dimensions connecting the organization to its environment is the most dominant influence in shaping the organization's readiness for change.
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Santoso, Cahyo Budi. "Zakah Organization as the Fourth Sector." International Journal of Economics and Finance 9, no. 12 (November 19, 2017): 195. http://dx.doi.org/10.5539/ijef.v9n12p195.
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The purpose of this study is to analyze the basic values that make up a zakat management organization. Then compare it to the basic values of other forms of organization (private sector, public sector and Non-Public Organizatio sector). The method used with a critical perspective approach. Through this approach, a critical analysis of the profile of the organizational entity of the current zakat managers and then each entity profile is reconstructed based on governance and organizational theories. Reconstruction stage starts by reconstructing zakat management organization as zakat management organization as business entity, organization of zalcat management as public sector entity then organization of zakat management as sector of non public organization.The result of the study shows that the basic value of zakat management organization is very different from 3 (three) other sectors. Therefore the organizational form of zakat management is not part of the three, it is the fourth sector organization, the zakat organization.
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Browning, Nicholas, Ejae Lee, Young Eun Park, Taeyoung Kim, and Ryan Collins. "Muting or Meddling? Advocacy as a Relational Communication Strategy Affecting Organization–Public Relationships and Stakeholder Response." Journalism & Mass Communication Quarterly 97, no. 4 (June 11, 2020): 1026–53. http://dx.doi.org/10.1177/1077699020916810.
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This article conceptualizes organizational advocacy as a relational communication strategy by which organizations take stances on controversial, sociopolitical issues to signal shared commitment with key publics. The authors conducted a series of two-by-two experimental surveys—controlling whether an organization took a defined position (advocacy vs. silence) and whether it acted alone or in line with peers (leader vs. follower)—across both less partisan (Study 1) and highly partisan (Study 2) issues. Findings indicate advocacy is an effective relational communication strategy that strengthens organization–public relationships (OPRs) and increases publics’ support for the organization. Theoretical contributions and practical applications are discussed.
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Siregar, Nurfitriani M. "Peran Public Relations Dalam Pengembangan Budaya Organisasi." Hikmah 15, no. 1 (June 30, 2021): 109–22. http://dx.doi.org/10.24952/hik.v15i1.3466.
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AbstractPublic Relations concerns the interests of every organization, be it commercial or non-commercial organizations. What is commonly referred to as Public Relations consists of all forms of communication that are held between the organization concerned and the public or anyone with whom they have contact. Then organizational culture is a value that guides human resources to deal with external problems and adjustment of integration into the company, so that each member of the organization must understand the values that exist and how they should act or behave. So that the role of Public Relations (the stages of fact finding, planning, communicating, and evaluation) fully refers to the managerial approach. then Public Relations management can be formulated as a process of a group of people coordinating, leading certain activities to achieve common goals.Keywords ; Public Relations, Organizational Culture
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Hery Winoto Tj. "The Impact of Organizational Culture on Public Service Employee Success in Bandung City." ENDLESS : International Journal of Future Studies 3, no. 1 (June 7, 2020): 48–54. http://dx.doi.org/10.54783/endless.v3i1.31.
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A strong and long-established organizational culture can have a direct effect on the behaviors and actions of the members of the organization. There is much evidence that an organization's effectiveness is attributed to its good culture, making the company more festive and therefore more successful. An organization will seek to improve employee performance to achieve the goals of the organization. Organizations' various efforts to enhance employee performance can be made through education and training, providing compensation, meeting employee needs, creating a comfortable working atmosphere, etc. Therefore, this analysis aims to evaluate the effect of organizational culture on employee performance in the public service sector in the city of Bandung by taking a sample of 70 employee respondents at the Education Office. This study uses a quantitative approach with an explanatory survey method in processing data related to this research. The results showed an average mean of 4.17, indicating that employees' organizational culture has been well received in the Bandung City Education Office. The mean employee performance is 4.12, which means that employees have good performance. This indicates that the corporate culture has a significant impact on employee efficiency.
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Andrews, Rhys. "Organizational Size and Social Capital in the Public Sector." Review of Public Personnel Administration 37, no. 1 (August 1, 2016): 40–58. http://dx.doi.org/10.1177/0734371x16643575.
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Organization theory suggests that the strength of the ties between employees is likely to be weaker in large organizations, but that decentralization of decision making can help generate norms of collaboration, trust, and shared mission. This article explores the separate and combined effects of size and decentralization on perceptions of organizational social capital in central government agencies in Europe. The statistical results suggest that there is a negative relationship between organization size and organizational social capital and a contrasting positive relationship between decentralized decision making and social capital. Further analysis revealed that decentralization of key decisions can overcome the internal social dysfunctions associated with being a big organization. Theoretical and practical implications are discussed.
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Abdirasulovich, Khudoyberdiev Abdurashid. "Features Of The Application Of Administrative Restrictive Measures By Law Enforcement Agencies In Maintaining Public Order During Public Events." American Journal of Political Science Law and Criminology 02, no. 10 (October 28, 2020): 77–83. http://dx.doi.org/10.37547/tajpslc/volume02issue10-13.
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The article Peculiarities of application of administrative restrictive measures by law enforcement agencies to ensure public order and safety during public events The system of principles of protection of public order and safety consists of socio-legal and organizational-legal principles. Practical measures on the passport system in the areas where the public event is held, ie inspections of compliance with the rules of the passport system in the administrative area served, enterprises, organizations, institutions, railways, bus stations, car farms, hotels, camping, sanatoriums , control over the application of the passport-visa system in tourist bases. Taking into account the implementation of measures to restrict and prohibit traffic in public places to ensure public order and safety, the issue of restricting or stopping traffic in public places is carried out on the basis of a decision of the local government on the proposal of law enforcement agencies. The powers and rights of khokims set forth in Article 25 of the Law of the Republic of Uzbekistan "On Local Government" of September 2, 1993 should include the organization and control of compliance with security requirements for the organization and organization of public events, wedding venues.
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Marques, Maria da Conceição da Costa. "PERFORMANCE APPRAISAL: THE CASE OF A PUBLIC ENTITY IN PORTUGAL." Problems of Management in the 21st Century 17, no. 1 (December 20, 2022): 48–62. http://dx.doi.org/10.33225/pmc/22.17.48.
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In the past, the attempt by organizations to establish a system for evaluating their employees has shown some inconsistency. This arose, essentially, due to the lack of objectivity at the time of classification, a process that always involves strong subjectivity. In the current paradigm, more and more organizations need to implement performance evaluation models based on strategic competencies, to fulfill established objectives to cement the creation of an organization's value. In most companies and organizations, the performance appraisal process is a tool used annually, serving only to monitor the performance of employees. If a company or organization wants to go beyond the control function, it must see the performance evaluation process as a component of performance management throughout the year. This should create conditions so that the activities carried out by the employees and the results of these, effectively contribute to achieving the organization's objectives. For the same author, it is a process that seeks to identify, observe, measure, and develop the performance of individuals, having as focus the agreement with the objectives of the organization. The purpose of performance appraisal is to obtain better results in the organizations or teams and individuals within the organization, understanding and management performance within an agreement, the structure of planned goals, standards, and competence requirements. Keywords: Performance appraisal, evaluation, human resources, organization, management
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Kumasey, Anthony Sumnaya, Justice Nyigmah Bawole, and Farhad Hossain. "Organizational commitment of public service employees in Ghana: do codes of ethics matter?" International Review of Administrative Sciences 83, no. 1_suppl (July 28, 2016): 59–77. http://dx.doi.org/10.1177/0020852316634447.
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One of the most difficult and under-examined issues in the ethics research of developing countries is whether the establishment of codes of ethics in public service organizations leads to employees’ organizational commitment. This study investigates the link between codes of ethics and organizational commitment, as well as its three dimensions of affective, normative and continuance commitment, in Ghanaian public service organizations. Correlational, regression and descriptive statistics were used to study 228 participants conveniently sampled from selected public service organizations within the Greater Accra Region of Ghana. Empirical evidence showed that codes of ethics significantly and positively predicted employees’ organizational commitment, as well as the three dimensions of the affective, normative and continuance commitment of employees. Points for practitioners Codes are intended to educate the general public, and employees in particular, about the mission of an organization, to foster a good ethical climate, and to provide guidance for resolving ethical problems in an organization. To ensure employee commitment to the organization, the codes should be effectively implemented, well communicated and strictly enforced with impartiality; otherwise, the codes will appear merely as ‘cosmetic dressing’ to the organization.
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Morris, Jonathan, and Catherine Farrell. "The ‘post-bureaucratic’ public sector organization. New organizational forms and HRM in ten UK public sector organizations." International Journal of Human Resource Management 18, no. 9 (September 2007): 1575–88. http://dx.doi.org/10.1080/09585190701570544.
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Viteriftm, Joseph P. "Public Organization Environments." Administration & Society 21, no. 4 (February 1990): 425–51. http://dx.doi.org/10.1177/009539979002100403.
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Adaba, Godfried B., and Lazar Rusu. "IT Governance Practices in a Public Organization in Ghana." International Journal of Innovation in the Digital Economy 5, no. 2 (April 2014): 14–23. http://dx.doi.org/10.4018/ijide.2014040102.
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The strategic importance of information technology (IT) in today's organizations and dependence on IT to support e-government strategies has increased the interest in IT Governance (ITG) in public sector organizations. From this perspective, this paper examines ITG practices in a public organization in Ghana (that has a responsibility to mobilize revenue for national development) in order to gain an insight into IT governance structures, processes and relational mechanisms and understand how this contributes to adding value through IT. The findings have revealed that this public organization has a centralized approach to IT governance, with inadequate board involvement concerning how IT investments can bring value and improve organizational performance. Furthermore, there are no IT steering and strategy committees to oversee IT governance as best practice requires.
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Lewandowski, Roman Andrzej. "Ideological Control in Public and Business Organizations." Nowoczesne Systemy Zarządzania 12, no. 2 (June 30, 2017): 17–30. http://dx.doi.org/10.37055/nsz/129425.
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Control is the fundamental function of management, but companies due to the increasingly turbulent environment and public organizations because of purposes ambiguity have to seek mare flexible forms of control aimed at self-control. Thus, both sanctions and rewards associated with the control system must be less associated with factors that are external to the organizational mem ber and mare with interna! stimuli associated with the inner satisfaction and a sense of fulńllment. Such an option seems to offer ideological control. The paper is an analysis of ideology as an effective form of control in organizations. Therefore, the fundamental issues of the regarded ideology and control mechanisms related to it have been discussed. The direct appeal to ideology, as a fundamental element of normative control, offers the opportunity to exploit a large body of knowledge from sociology and political science in the service of organizations and management research. ldeological control as an organizational process consists of several stages. In the first stage, employees' individual ideologies relating to the organization are modińed or replaced by the ideology preferred by the organization. Replacement or modińcation of the ideology usually is rendered by showing the way of transformation from the current criticized reality to the desired vision of the future determined by the new ideology. lf members of the organization accept the criticism of the present reality and are attracted by the vision of the future determined by the ideology, they will act in accordance to this ideology. ldeology determines which actions are beneńcial to the organization, and which are harmful. Therefore, an organisational actor, whose actions are consistent with the ideology, would obtain rewards, and those whose actions are illegitimate would suffer from sanctions.
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Wise, Charles R. "Public Service Configurations and Public Organizations: Public Organization Design in the Post-Privatization Era." Public Administration Review 50, no. 2 (March 1990): 141. http://dx.doi.org/10.2307/976862.
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Plesner, Ursula, Lise Justesen, and Cecilie Glerup. "The transformation of work in digitized public sector organizations." Journal of Organizational Change Management 31, no. 5 (August 13, 2018): 1176–90. http://dx.doi.org/10.1108/jocm-06-2017-0257.
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PurposeThe purpose of this paper is to examine what the authors can learn from organization studies of digital technologies and changes in public organizations, and to develop a research agenda that allows us to produce systematic knowledge about how work practices in the public sector change with digitization.Design/methodology/approachThe paper is based on an analysis of the organizational studies literature on how digital technologies lead to changes in public sector organization. The literature comprises a wide range of different case studies, and they are analyzed with a specific focus on the insights they offer regarding bureaucracy, accountability and professionals.FindingsThe paper identifies various examples of how digital technologies change important aspects of public sector organizations relating to bureaucracy, accountability and professionals. It is a main finding that no systematic account exists in the organization literature of changes due to digitization specific to the public sector.Practical implicationsThe knowledge produced by current and future research in this area is directly applicable for change management. To react productively on the digitization imperative, public managers need to deepen their knowledge of the organizational dimension of digitization.Originality/valueThe paper proposes an agenda for future research, which has the potential to produce both systematic and useful knowledge of how digitization changes central aspects of public sector organizations.
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McNulty, Terry, and Ewan Ferlie. "Process Transformation: Limitations to Radical Organizational Change within Public Service Organizations." Organization Studies 25, no. 8 (October 2004): 1389–412. http://dx.doi.org/10.1177/0170840604046349.
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This paper draws on a study of the implementation of business process reengineering (BPR) in a UK National Health Service (NHS) hospital to examine the challenge of effecting a transformatory shift to a new form of process organization in a large and complex public service organization. The paper’s theoretical and empirical interests go beyond BPR by bringing together literatures about organizational transformation, new organizational forms and the new public management (NPM) in a novel way. Data reveal important limits to intended organizational transformation and develop findings about sedimented rather than transformational change and the limitations of radical top-down change strategies in professionalized public service organizations. Within the domain of public service organizations, the paper also advances a new argument about why intended moves to post-NPM forms may remain contained in scope.
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Goedurov, Renold. "Public Sector Organizations: Work Environment, Employee Behavior and Discipline." International Journal Papier Public Review 1, no. 2 (September 28, 2020): 31–36. http://dx.doi.org/10.47667/ijppr.v1i2.17.
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This article discusses the literature review on Public Sector Organizations, especially in the Work Environment, Behavior and Employee Discipline. The external environment refers to the factors and forces that are outside the organization but affect organizational performance. The specific environment is external forces that have a direct impact on decision making. Discipline is the desire and awareness to obey organizational rules and social norms. Therefore, discipline is an important means of achieving goals, therefore discipline development is a very important part of management. Any management in its implementation requires discipline of all members of the organization. Discipline is also said to be a means of training and educating people on rules so that there is compliance and so that they can run in an orderly and orderly manner in the organization. The existence of an attitude of work discipline, the results of employee work will be good and maximum. Of course this will have a positive impact on the sustainability of the company. The work done in a disciplined manner by employees will contribute to the organization.
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KAFEL, Tomasz, Angelika WODECKA-HYJEK, and Rafał KUSA. "Multidimensional public sector organizations' digital maturity model." ADMINISTRATIE SI MANAGEMENT PUBLIC, no. 37 (November 29, 2021): 27–40. http://dx.doi.org/10.24818/amp/2021.37-02.
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The aim of this study is twofold. First, this study develops a model of an organization's digital maturity that is adjusted to public sector organization. Second, based on the proposed model, digital maturity of several types of public sector organizations is diagnosed. The proposed model includes six dimensions, namely, digitalization-focused management, openness to stakeholders' (partners') needs, digital competencies of employees, digitalization of processes, digital technologies, and e-innovativeness. This model was tested on a sample of 136 public sector organizations operating in Malopolska Region in Poland. The results indicate that, among the six dimensions of digital maturity, the use of digital technologies and digitalization-focused management scored the highest (equivalent to a high and moderate degree of digital maturity). Employees’ digital competencies also represent a moderate level of digital maturity (but still significantly lower). The remaining dimensions, namely, e-innovativeness, digitalization of processes, and openness to stakeholders’ needs, represent a low level of digital maturity. The results show that the examined types of public sector organizations differ in terms of digital maturity. The observed characteristics regarding digital maturity are sufficient to indicate the direction of future development for each type of organization. The proposed model can be used for the diagnosis of digital maturity on the level of a single organization as well.
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Yang, Aimei, and Maureen Taylor. "From Organizational-Centric Engagement to Network-Centric Engagement: The Role of Autonomous Public Communities in a Mediated Public Policy Advocacy Network." Social Media + Society 7, no. 3 (July 2021): 205630512110382. http://dx.doi.org/10.1177/20563051211038262.
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In this study, we explore how a social movement organization ( Sunrise.org ) and its autonomous public community advocated for the Green New Deal on social media. An autonomous public community is a group of publics that initially connect with each other through their engagement with a focal organization. Then, they go on to develop ties among themselves that go beyond simply responding to organizations’ messages. Autonomous public communities are ubiquitous on social media. Our research identifies unique patterns of interactions in an autonomous public community and finds that the Tertius Iungens orientation brings the network together. We also find that while the focal organization is not centralized in an autonomous public community, it still significantly affects tie formation and discourse as the networks evolve. Our study reveals a nuanced understanding of networked organization–public engagement where network structure and discourse are co-created by the organizations and the communities that they engage.
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Sasmita, Nitta C., and Charisma A. Fitrananda. "THE EFFECTIVENESS OF ORGANIZATIONAL WORK IN PUBLIC ADMINISTRATION." Journal of Economic Empowerment Strategy (JEES) 3, no. 2 (August 31, 2020): 50. http://dx.doi.org/10.30740/jees.v3i2.84.
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Human efforts to work together systematically in the sense of deliberate, planned and directed towards a goal, called organization. Complexity in organizations is increasing day by day and requires a new dimension in modern management in dealing with changes and their consequences. The main task of management is to try to ensure and plan everything, especially related to the emergence of changes outside the organization which ultimately requires the holding of strategic changes in the organization so that it can survive that is equipped with strong human resources. The success of a job is very dependent on all parties involved in implementing the achievement of organizational goals, both in government and the private sector in carrying out their duties in accordance with the management functions carried out correctly. One of the management functions that must be considered is coordination, which is very instrumental in determining organizational steps to achieve its objectives. Coordination is one of the management functions in carrying out these various jobs precisely, quickly and effectively to reduce mistakes. Such coordination is the task of the administrator at the top level of the organization for the activities of his subordinates. Group activities carried out with the awareness of cooperation can be called organized activities which in modern society the activities will be carried out in a more formal arrangement. All of this is intended to achieve work at various levels in order to achieve organizational effectiveness. The effectiveness of the organization in question is the result of work that is right on target and is appropriate in accordance with predetermined planning or in accordance with the desired results at various levels of the organization in order to achieve the targets set together
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Awan, Zahid Mehmood, and Muhammad Khalil Shahid . "Organizational Commitment of IT Professionals in Public Sector." Journal of Social and Development Sciences 2, no. 6 (December 15, 2011): 266–74. http://dx.doi.org/10.22610/jsds.v2i6.677.
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This study focuses on the factors like salary/incentives, interpersonal conflicts, employeesorganization interface, job satisfaction and organizational culture, in order to clarify the behavior of organizational commitment among information technology employees in public sector organizations. The study provides an insight of the culture of public sector organization, which managers may use for the improvement of organizational commitment. The study tested and analyzed the proposed model, which gave valuable results. The result of the study also claims that organizational commitment may be increased.
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Arshad, Khairun Nisa Mohd, Azizi Hj Halipah, and Rozeta Che Oma. "The Effect of Organizational Culture towards Total Quality Management (TQM) Implementation in Malaysia Public Organization." International Academic Journal of Accounting and Financial Management 05, no. 02 (December 28, 2018): 1–11. http://dx.doi.org/10.9756/iajafm/v5i2/1810013.
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Rizzo, Antonina. "Public relations excellence." Journal of Professional Communication 5, no. 2 (October 12, 2018): 7–14. http://dx.doi.org/10.15173/jpc.v5i2.3746.
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In this commentary, the author explains why theoretical publicrelations scholarship is necessary to focus on the impact of behaviourin three areas: socio-cultural studies on internal businessculture; organization-public relationship (OPR) focusedon publics’perceptions; and functional integrative stratificationin the context of an organization to its society and in the evolutionof public relations practice. Research in these three areasstand to enhance internal collaboration, facilitate quality relationshipswith publics, build organizational acceptance in society,and outline the evolution of public relations—all of whichestablish excellence in the field of public relations.
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Ledimo, Ophillia. "The role of transformational leadership and organizational culture in service delivery within a public service organization." Journal of Governance and Regulation 3, no. 3 (2014): 44–51. http://dx.doi.org/10.22495/jgr_v3_i3_p5.
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Continuous changes in the external environment deriving from legislative, economic and technological factors, puts pressure not only to corporate organizations, but also to public service organizations. These changes have increased pressure on service delivery and calls for accountability in public service organizations. With this increased pressure comes the need for public service organizations to discover how to most effectively enhance their organizational performance. Two of the most effective ways to improve performance are through the organizational leadership and culture. Although many studies were conducted on transformational leadership and organizational culture, there is still a need to investigate the link between these constructs in public service organizations. Hence the objective of this study was to explore the relationship between transformational leadership and organizational culture for service delivery practices. The Leadership Practice Inventory (LPI) and Organizational Culture Inventory (OCI) were administered to a random sample size of N=238, from a population of 4350 employees working within the public service organization. Descriptive statistics and Pearson’s correlation were conducted to analyse the data. The results of this study indicated a significant positive relationship between transformational leadership and the constructive dimension of organizational culture within a public service organization. In terms of contributions and practical implications, insight gained from the findings may be used in proposing leadership and organizational development interventions and future research.
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Pastyuk, Olga Vladimirovna. "ORGANIZATION OF PUBLIC RELATIONS IN EDUCATIONAL ORGANIZATIONS OF RUSSIA." Interactive science, no. 1 (March 21, 2016): 77–81. http://dx.doi.org/10.21661/r-17883.
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Ahmed, Ghofran. "Human Resource Management: The Consequences of Changes in Government Management." International Journal Papier Public Review 1, no. 2 (August 30, 2020): 1–5. http://dx.doi.org/10.47667/ijppr.v1i2.11.
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Employees as human resources (HR) are a central factor in an organization. Managing people in management is closely related to organizing management itself. Increasing benefits in the aspect of workability within the organization is a major consideration for HRD policies. The HRD policy is closely related to the HRM aspect, namely investing in people and developing the organization's human capital. To get employees who are efficient in the organization, then placing the humanitarian aspect as the basis for employee development. Through reforms at the organizational level both for individual employees in particular and the organization in general, a human power based perspective is offered. There is a new trend of organizations that are more consumer-oriented, and involve them in strategic planning processes that do not interest most of them. This can apply to public sector organizations.
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Dewi, Rosma Rosmala, and Teguh Kurniawan. "MANAJEMEN PERUBAHAN ORGANISASI PUBLIK : MENGATASI RESISTENSI PERUBAHAN." NATAPRAJA 7, no. 1 (May 1, 2019): 53–72. http://dx.doi.org/10.21831/jnp.v7i1.24599.
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Organizational change is one thing that public organizations cannot avoid. A dynamic organizational environment and high public demands for good quality services make public organizations have to be able to adjust to change. But unfortunately the changes that occurred are not always well received, and in fact there is a resistance. Through a post positivist approach, this qualitative research seeks to analyze how public sector organizations are able to overcome the resistance of existing changes so that changes can be carried out properly and successfully achieve the desired goals. Analysis is done through literature review on several books, publications, reports or relevant news. The results of the analysis indicate that the resistance of public organizations can be avoided by the readiness of the organization to deal with changes and supported by all members of the organization, especially leaders as drivers who will bring the organization from the status quo towards the desired change. In the level of practice these efforts can be carried out by building the mental readiness of the apparatus to always be ready to face changes and be balanced with the government's ability to make responsive change policies.
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Helmig, Bernd, Alexander Pinz, Benedikt Englert, and Fabiane Meiser. "Organizational Commitment in International Public Administrations: The Role of Public Service Motivation and Person-Organization Fit." Zeitschrift für öffentliche und gemeinwirtschaftliche Unternehmen 42, no. 1-2 (2019): 121–37. http://dx.doi.org/10.5771/0344-9777-2019-1-2-121.
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International organizations are important actors in the fight against global challenges such as climate change, poverty, and civil wars. To deliver on their promises, they need efficient, effective international public administrations (IPAs) with highly qualified and committed staff. However, public management research has not identified the antecedents of organizational commitment in IPAs. Drawing from traditional public management literature, this study examines how public service motivation (PSM) and person-organization fit (PO fit) influence organizational commitment in IPAs. Findings from a survey of 101 employees of a European IPA show that both PSM and PO fit have a positive effect on organizational commitment, but contrary to established results in public management research, PO fit does not act as a mediator in the relationship between PSM and commitment.
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de Vries, Walter T., and Hanneke Ester. "Inter-organizational Transactions Cost Management with Public Key Registers." International Journal of Public Administration in the Digital Age 2, no. 2 (April 2015): 22–32. http://dx.doi.org/10.4018/ijpada.2015040102.
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Cross-organizational e-Government projects must comply with separate and alternative accounting systems. The compliance brings about two types of problems: the emergence of transaction costs because of having to create additional and often more complex, accounting systems and a reduction of financial autonomy and accountability of individual public agencies. Conceptually transaction cost theory, in particular through using the construction ‘asset specificity' and ‘uncertainty' can qualify these problems. Empirically, a case study approach helps to contextualize these problem in a given (inter-)organizational, economical and institutional environment. The present research employs these choices to explore how the Netherlands e-Government case of establishing national key registers affects the inter-organizational accounting practices and the financial autonomy of a single organization, the Dutch Kadaster. This domain study reveals that while cross-organizational e-Government projects indeed reach cost efficiency in back-office operations they also incur transaction costs in accounting. This increases the institutional uncertainty, while decreasing the asset specificity. Both effects imply a loss in autonomy and accountability of individual public organization, such as the Kadaster. Hence, while e-Government project may operate efficiently and effectively across organizations, it reduces that of individual organizations.
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Jensen, Christian, Staffan Johansson, and Mikael Löfström. "Policy implementation in the era of accelerating projectification: Synthesizing Matland’s conflict–ambiguity model and research on temporary organizations." Public Policy and Administration 33, no. 4 (April 24, 2017): 447–65. http://dx.doi.org/10.1177/0952076717702957.
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It has become increasingly common to use the project as a form of organization when implementing public policies. Previous research has identified political, administrative and organizational motives behind this trend towards more project-based organizations within the public administration. The problem is that project-based organization carries inherent problems and special challenges when these projects are supposed to be implemented in permanent agencies and organizations. The purpose of this paper is to identify problems and challenges that public administrations face when ‘the project organization’ is used as a structural form of organization in implementing different kinds of public policies. The article takes its starting point in the policy implementation research and especially in Matland’s conflict-ambiguity model. This research tradition is complemented by a review of research on temporary organizations, which draws attention to some inherent and significant characteristics of project organizations, that is the concepts of entity, relationship and time. Our analysis shows that the use of project organization puts special demands on the players involved, and if these are not taken into account, there is a high risk that projects designed to bring about social change will not produce the effects that policymakers and citizens expect.
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Jisuk, Woo, Shin Hyunki, and Choi Jeong Min. "The Conceptualization of the Performance Elements of Media Organizations and the Factors that Influence their Performance." Korean Journal of Policy Studies 31, no. 3 (December 31, 2016): 27–45. http://dx.doi.org/10.52372/kjps31302.
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This study aims to examine the concept of media organizations` performance and the factors that influence their level of performance. Media organizations are often private profit-seeking enterprises but at the same time also have a public side that realizes freedom of speech, which is a core value of democracy. Therefore, a theory of media organizations` organizational performance needs to reflect this duality. We divide media organizations` organizational performance into two categories: economic-industrial and sociocultural. Economic-industrial performance can be defined as how media organizations perform in the market. A typical indicator is how much sales revenue they bring in. In addition, because their revenue heavily depends on advertisements, newspaper subscriptions or television viewer ratings, which are directly connected to advertisement revenue, can be used as performance indicators. Sociocultural performance refers to how media organizations perform with respect to their content. A media organization`s sociocultural performance primarily depends on whether it has accomplished the goals indicated by relevant laws. In addition, sociocultural performance depends on how the contents of a media organization are received by its readers or viewers, which can be identified by media credibility measures that are conducted by many organizations. Factors that influence media organization`s performance include independence, diversity and openness. The present study is a preliminary attempt to provide a conceptual analysis as groundwork for empirical research. We hope this preliminary examination builds a foundation for comparative studies of diverse public organizations such as public hospitals, universities, and public enterprises and can contribute to further theoretical and conceptual discussions about organizational performance.
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Oh, Soo Kwang, Kyung-Hyan Yoo, and Jennifer Owlett. "Focusing on the “Public” in Public Relations: The Importance of Person-Centered Messages (PCMs) in Crisis Communication on Twitter." Journal of International Crisis and Risk Communication Research 4 (February 1, 2021): 93–128. http://dx.doi.org/10.30658/jicrcr.4.1.4.
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Based on the theoretical frameworks of situational crisis communication theory (SCCT) and person-centered messages (PCMs), this interdisciplinary study conducted a 2 x 3 experiment to examine the role of PCMs in crisis management on social media. Our findings suggest that crisis type (victim, preventable) has an effect on people’s perceptions/reactions toward an organization and that PCM levels (low, medium, and high person-centered messages) in crisis communication on social media influence organizational reputation and participants’ intention to post negative feedback about the organization in crisis. We suggest that when organizations are responding to crisis online, they provide additional attention to the interpersonal dynamics of those interactions. Theoretical and practical implications are discussed.
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POSNER, RICHARD A. "From the new institutional economics to organization economics: with applications to corporate governance, government agencies, and legal institutions." Journal of Institutional Economics 6, no. 1 (January 25, 2010): 1–37. http://dx.doi.org/10.1017/s1744137409990270.
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Abstract:This paper applies the principles of organization economics (an offshoot of organization theory and a cousin of the New Institutional Economics) to a variety of organizations, mainly public ones. Organization economics seeks to understand and improve the ways in which organizations overcome agency costs, information costs, and other obstacles to efficiency. The private organization discussed in the paper is the modern publicly held (that is, dispersed ownership) business corporation, and the particular problem on which I focus is excessive executive compensation as a symptom of weaknesses in corporate governance. I then discuss two public organizations involved in national security – the US intelligence ‘community’ (a kind of mega-organization) and the Federal Bureau of Investigation in its role as the nation's principal domestic intelligence service. Both exhibit significant dysfunction that organization economics can help us to understand and overcome. I then discuss two types of public organization that have been more successful in overcoming obstacles to organizational efficiency: the judiciary of common law nations, such as the United States, and the very differently structured judiciary of civil law nations, such as France, Germany, and Japan.
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De Wet, Gideon. "Public Relations." Communicare: Journal for Communication Studies in Africa 6, no. 1 (November 14, 2022): 53–58. http://dx.doi.org/10.36615/jcsa.v6i1.2113.
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RELATIONS has, for reasons not that obvious, been neglected in terms of theoretical conceptualization in the study of communication phenomena. Though the field has seen a number of text books and articles written on public relations, attempts to put public relations in conceptual theoretical perspectives have been limited. The need therefore is to elevate the study of public relations to higher theoretical levels, which could also benefit industry eventually. In this article Lewin's field theory, and in particular his topology of the inner per- son has been put forward as a focus domain of how to conceptualize public relations in an organizational context. Public relations is playing the mediating role between individual and individual, organization and individual as well as organization and organization. Lewin's field theory, as such, provides the communicologist with exploratory alter- natives to the study of public relations.
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Thompson, Robert McLeay, and Neal Francis Ryan. "Organizational Reframing: The Commercialization of a Public Sector Organization." Academy of Management Proceedings 2013, no. 1 (January 2013): 15053. http://dx.doi.org/10.5465/ambpp.2013.15053abstract.
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Sone, Rennia. "Organizational Communication Climate in the Organizational Culture of Public Services (The Department of Investment and Integrated Services of One Door Pringsewu Regency, Lampung)." Terbuka Journal of Economics and Business 1, no. 2 (December 1, 2020): 45–59. http://dx.doi.org/10.33830/tjeb.v1i2.1297.
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A good organizational communication climate requires an in-depth study of each organization. The organization of communication climate plays a role in encouraging members of the organization to devote employees’ efforts to their work in organizations where the change of organization system can also have a positive influence on the organizational communication climate. The organizational communication climate is part of an organizational culture that includes values, traditions, norms, which are bound by trust, intimacy, and responsibility. This study aims to understand and express the organizational communication climate in the culture of government public service organizations. This study uses descriptive qualitative method. The research subjects are employees in the Department Of Investment and Integrated Services of One Door Pringsewu Regency. Data collection techniques used in this study are observation, structured interviews, and documentation. Data analysis is conducted by selecting relevant data, exposing it, and drawing conclusions. This study concludes that the existing organizational culture is closely related to the organizational communication climate and the leadership's attitude in managing work, colleagues, which improves service quality.
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Ahmed, Ejaz, and Abdul Wajid Khan. "Role of Organizational Public Relations in Image Building of Publics: A Case Study of Coca Cola Pakistan." Global Regional Review IV, no. IV (December 30, 2019): 95–104. http://dx.doi.org/10.31703/grr.2019(iv-iv).11.
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The Public Relations is becoming more demanding with the diverse practices during recent years. An organization is considered stronger because of effective PR. PR experts are working to enhance the effectiveness of an organization while eliminating the deficiencies of PR which directly affects the organizational strength. This paper aims to explore how effectively public relations build image of its organization, how it gratify its public, refining its policies on the basis of active feedback. Specifically, the purpose was to measure the relationship among organization, employees and its publics. The data was collected through survey method from Coca Cola Pakistan via closed ended questionnaire and taking into account the influence of public opinion. This study concludes with the importance of the prime position of public relations in an organization and its publics in constructing a quality relation and a good image.
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Örtenblad, Anders. "Towards increased relevance: context-adapted models of the learning organization." Learning Organization 22, no. 3 (April 13, 2015): 163–81. http://dx.doi.org/10.1108/tlo-06-2014-0027.
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Purpose – The purposes of this paper are to take a closer look at the relevance of the idea of the learning organization for organizations in different generalized organizational contexts; to open up for the existence of multiple, context-adapted models of the learning organization; and to suggest a number of such models. Design/methodology/approach – The suggested context-adapted models are deduced from works arguing that not all aspects of the idea of the learning organization should be adopted by organizations in some certain generalized organizational contexts. Findings – The idea of the learning organization needs to be reformulated, to some extent, to become fully relevant for public organizations, safety organizations, human service organizations and knowledge-intensive organizations. Research limitations/implications – To achieve a more inclusive contingency model than presented in this article, there is a need for further research examining the (full) relevance of the original learning organizational model for organizations in various certain generalized organizational contexts. Practical implications – Organizational actors could use one of the suggested context-adapted models fitting their particular organizational context as a starting point when considering adopting the learning organization. Social implications – Several adaptations suggested originate in social concerns. Originality/value – In contrast to most previous works on the learning organization, this paper adds to the existing literature by proposing several context-adapted models of the learning organization.
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Indiya, Gulali Donald, Johnmark Obura, and J. K. Mise. "Effect of Organization Culture on organization performance on Public Universities in Kenya." European Scientific Journal, ESJ 14, no. 19 (July 31, 2018): 15. http://dx.doi.org/10.19044/esj.2018.v14n19p15.
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Organizational culture is the adhesive holding companies together in a country and is characterized by stability processes, collectivity and predictability, and is a source of recreation, of new opportunities as well as of conflicts and of dynamics. Recent studies on organization culture have anchored organization culture on individualism, uncertainty avoidance power distance, masculinity and long term orientation, employee longevity, adhocracy culture and clan culture. This contradictions reveal that it remains unknown of organization culture based on individual values, assumptions, values and artifacts influence organization performance. This study seeked to establish the effects of organization culture on organization performance in public universities in Kenya. Guided by Contingency Theory of organization structure, a correlation research design and a population of 215 management personal were used from 11 public universities in Kenya certified by Kenya Bureau of Standards. The study adopted a census survey with response at 94.4 %. Primary data was collected using questionnaires. Using Pearson Product Moment Correlation the study indicates that there was a strong positive significant correlation between organizational culture and organizational performance (r=.804, p<.05). Regression analyses revealed that organizational values had the strongest unique contribution to the organizational performance (β=.394, p=.000), followed by organizational artifacts (β=.347, p=.000) and finally individual believes (β=.155, p=.001). The overall form of organizational culture had a unique significant contribution on organizational performance (β=.804, p=.000), and accounted for 64.6% variance in organizational performance. The study recommends that universities should work on ensuring that there are positive believes that can enhance organizational performance through improving and maintaining quality management systems basing on the existing culture.
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Shapo, Marshall S. "Private Organization, Public Responsibilities." Law & Social Inquiry 23, no. 03 (1998): 651–55. http://dx.doi.org/10.1111/j.1747-4469.1998.tb00126.x.
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