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Government Decision-Making, Size and Links with Cultural Values

Government Decision-Making, Size and Links with Cultural Values. Mark F. Peterson Fletcher School of Law and Diplomacy Peter B. Smith University of Sussex

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Government Decision-Making, Size and Links with Cultural Values

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  1. Government Decision-Making, Size and Links with Cultural Values Mark F. Peterson Fletcher School of Law and Diplomacy Peter B. Smith University of Sussex Presentation for the Sponsored by the Public Expenditure and Administrative Civil Service Reform Thematic Groups, World Bank, Washington, D.C., October 23, 2002.

  2. Comparative Culture Projects • Hofstede – Collective Programming • Trompenaars – Riding the Waves • Inglehart – World Values Survey • Schwartz – Values Survey • GLOBE

  3. EIGHT ORGANIZATIONAL EVENTS • Appointing a New Subordinate • A Subordinate who is Doing Good Work • A Subordinate who is Doing Poor Work • Equipment or Machinery Needs Replacement • Another Department Does Not Provide Resources/Support • Differing Opinions within the Department • You see the need to Introduce New Work Procedures • The Time Comes to Evaluate New Work Procedures

  4. SOURCES OF GUIDANCE • Formal Rules and Procedures • Unwritten Rules: ‘How we do things around here’ • My Subordinates • Specialists outside my Department • Other People at My Level • My Superior • Opinions Based upon My Own Experience and Training • Beliefs that are widely accepted in my country about what is right

  5. WHERE? • Austria, Belarus, Bulgaria, Czech Republic, Denmark, Finland, France, Germany, Greece, Hungary, Iceland, Italy, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Spain, Sweden, UK, Ukraine • Argentina, Brazil, Chile, Colombia, Jamaica, Mexico, USA • Kenya, Nigeria, South Africa, Tanzania, Zimbabwe • Iran, Israel, Lebanon, Pakistan, India, Turkey • China, Hong Kong, Indonesia, Japan, Korea, Malaysia, Phillipines, Singapore, Thailand • Australia, New Zealand

  6. Implications for Government Size? • The nature of efficient government may be culturally dependent: Change the sources used, or use preferred sources more efficiently? • Extensive staff bureaucrats to write and/or enforce regulations where rules are used heavily? • Ideological monitors where societal norms are used heavily? • Extensive staff experts to advise about projects where experts are used heavily? • Large line organizations where conferring with subordinates or colleagues is used heavily?

  7. Other Implications for Implementing World Bank Programs? • Send procedures manuals where rules are used • Plan organization culture change programs where informal norms are used • Provide for supervisor training where supervisors are used • Provide opportunities for discussion where subordinates and colleagues are used • Carefully coordinate programs with national norms where national norms are used

  8. Does the Nature of Government Overcome Effects of Culture? (Ranks) U.S. Japan Netherlands Written Procedures 2 1 4 Unwritten Rules 7 9 7 Superior’s Opinions 3 3 5 Outside Staff 6 5 6 Informal Managers 8 7 8 Formal Managers 9 6 9 Formal Subordinates 4 4 3 Informal Subordinates 5 8 2 Personal Judgment 1 2 1

  9. OWN EXPERIENCE & TRAINING

  10. WIDESPREAD BELIEFS AS TO WHAT IS RIGHT

  11. FORMAL RULES AND PROCEDURES

  12. US PROFILE

  13. ARGENTINE PROFILE

  14. BRAZILIAN PROFILE

  15. CZECH PROFILE

  16. BELARUS PROFILE

  17. HONG KONG PROFILE

  18. CHINESE PROFILE

  19. TANZANIAN PROFILE

  20. UGANDAN PROFILE

  21. WORKING TOGETHER:USA AND UK

  22. References • Smith, P.B., Peterson, M.F. & Schwartz, S. Cultural values, sources of guidance and their relevance to managerial behavior: A 47 nation study. Journal of Cross Cultural Psychology, 2002, 33(1), 188-208. • Smith, P.B., Peterson, M.F., D’Amorim, M.A., Davila, C., Gamas, E., Malvezzi, S & Saiz, J.L. Leadership in Latin American organizations: An event management perspective. Interamerican Journal of Psychology, 1999, 33 (2), 93-120. • Peterson, M.F. & Smith, P. B. Meanings, organizations and culture: Using sources of meaning to make sense of organizational events. In Neal Ashkanasy, Celeste Wilderom & Mark F. Peterson (eds.), Handbook of organizational culture and climate. Thousand Oaks, CA: Sage Press, 2000, pp. 101-115. • Peterson, M.F., Elliott, J.R., Bliese, P.D. & Radford, M.H.B. Profile analysis of the sources of meaning reported by U.S. and Japanese local government managers. Research in the Sociology of Organizations. Peter Bamberger, Miriam Erez and Samuel B. Bacharach (eds.). Greenwich, CT: JAI Press, 1996, pp. 91-147.

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