000			01579naa a2200229uu 4500
001			11496
003			OSt
005			20190211155458.0
008			030225s2000 xx ||||gr |0|| 0 eng d
100	1		_aPARKER, Rachel _98126
245	1	0	_aOrganisational culture in the public sector - evidence from six organisations
260			_c2000
520	3		_aA process of organisational change has accompanied managerial reforms in the public sector and is oriented towards the development of a post-bureaucratic organisational culture. However, there remains a limited empirical understanding of culture in public organisations. Contributes to an understanding of organisational culture in the public sector through survey research that analyses culture by reference to the competing values of internal/external orientation and control/flexibility. Focuses on six organisatons in the Queensland public sector which have been encouraged to depart from traditional bureaucratic values and to adopt a greater emphasis on change, flexibility, entrepreneurialism, outcomes, efficiency and prouctivity. Suggests, however, that public sector organisations continue to emphasise the values of bureaucratic or hierarchical organisational culture
650		4	_aPublic Sector Management _916351
650		4	_aOrganizational Culture _917803
650		4	_aValues _917897
700	1		_aBRADLEY, Lisa _920325
773	0	8	_tThe International Journal of Public Sector Management _g13, 2-3, p. 125-141 _d, 2000 _w
942			_cS
998			_a20030225 _bLucima _cLucimara
998			_a20060127 _b1653^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c11620 _d11620
041			_aeng