Organizational culture in human service organization
considering relevant literature and theoretical frameworks discuss how
organisational culture differs between government and non
bearing in mind the impact of the following
1.External social factors
3.Power and governance
4.Change management approaches
5.Roles and responsibilities
6.Implications for workers
I will like you to some of these resources.
Jones, A. and May, J. (1992) ‘Change and resistance in organisations’. Chapter 10. Working in human service organisations: A critical introduction. Melbourne: Longman Cheshire
Structuring and restructuring (Chapter 4). – pp.79-83.
Source: Bolman, L. G. and Deal, T.E. (1991) Reframing organizations: artistry, choice, and leadership. San Francisco: Jossey-Bass.
Davis, J., Lambert, R. (2002) ‘The humanitarian relief system’ Chapter 2 in Engineering in emergencies: a practical guide for relief workers, 2nd Ed. ITDG Publishing.
Gardner, F. (2006) ‘Key aspects of working in Human Service Organisations’ Chapter 4. Working with Human Service Organisations. Oxford University Press, Sydney
Hepworth, D., Rooney, R.H., Dewberry Rooney, G., Strom-Gottfried, K. & Larsen, J. (2006) ‘Developing Resources, Planning and Advocacy as Intervention Strategies”’. Chapter 14 in Direct Social Work Practice. 7th edition, Thomson: Belmont, CA.
Hilhorst, D., Schmiemann, N. (2002) ‘Humanitarian principles and organisational culture: everyday practice in Médecins Sans Frontières-Holland. Development in Practice 12(3). pp. 490-500 [See ‘READINGS’ content field on Learnline]
O’Connor, I., Wilson, J. & Setterlund, D. (2003) ‘Intervention and the Organisational Context. Chapter 6. Social Work and Welfare Practice. Pearson: Frenchs Forest, NSW
Voytek, K. (1991) Privatizing government service delivery: theory, evidence and implications. Environment and Planning: Government Policy, 9:155-171