Organizational Culture in Public Sector Organizations in Australia

Running head: CRITICAL ANALYSIS ESSAY
CRITICAL ANALYSIS ESSAY
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1CRITICAL ANALYSIS ESSAY
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 outcomes1. 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”
Discussion
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 development2. 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
1 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.
2 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.