Public Sector Reform - Norman Flynn's

Concept Paper: Public Sector Reform – An IntroductionInstrument 2: Organisational CultureThis exercise is useful for diagnosing the organisational culture of a single organisation or ministry 20 . It can be used asan interview schedule, in whole or in part, or as a discussion starter.A. Stories1. What core beliefs do stories reflect?2. How pervasive are these beliefs (through levels)?3. Do stories relate to:ÎÎÎÎÎÎstrengths or weaknesses?successes or failures?conformity or mavericks?4. Who are the heroes and villains?5. What norms do the mavericks deviate from?B. Routines and rituals1. Which routines are emphasised?2. Which would look odd if changed?3. What behaviour do routines encourage?4. What are the key rituals?5. What core beliefs do they reflect?6. What do training programmes emphasise?7. How easy are rituals/routines to change?C. Symbols1. What language and jargon is used?2. How internal or accessible is it?3. What aspects of strategy are highlighted in publicity?4. What status symbols are there?5. Are there particular symbols that denote the organisation?D. Organisational structure1. How mechanistic/organic are the structures?2. How flat/hierarchical are the structures?3. How formal/informal are the structures?4. Do structures encourage collaboration or competition?5. What type of power structures do they support?E. Control systems1. What is most closely monitored/controlled?20 Sylvie Trosa, ‘La réforme de l’État : un nouveau management ?’, Paris: Ellipses, 2008, p.110 (my translation)43