Organizational culture (Ch. 5 p 127) is such an important concept in public administration. It’s the reason for the saying “that’s not how we do things here.” It seems that the longer an organization exists, the more entrenched the people who work there become in doing things “the way it’s always been done.” The best example of the downside of this cultural entrenchment can be found in Ch. 4 p. 108, which talks about the organizational and communication breakdowns of our national security agencies prior to 9-11. The incident shines a bright light on what has been a festering problem. The FBI and CIA’s failure to effectively communicate stems in large part from their divergent histories and founding objectives. Because the world has changed so much in decades since they were founded, many of their duties now overlap while their approaches to problem solving still differ. While the failure of these 2 organizations stands out, the problem goes well beyond them.
I interned for the U.S. State Dept in the office in Washington D.C. the summer after 9/11. One of my projects was to collect basic contact information for some of the Pentagon and various national security agency personnel working at the State Dept. I was introduced to the appropriate department heads, given the tools to do my job including the appropriate security clearances, and then was let loose to spend the summer beating my head against a brick wall. While I ended up completing my project, it took far longer than it should have. I blame the very different cultures represented by the people from whom I was trying to get information. The one characteristic that they all shared is the knee-jerk reaction of secrecy (That is a cultural value that transcends all security agencies!) It is understandable: information can mean life or death. (Just watch the movie Breach about our nation’s most notorious traitor Robert Hanssen.) Some of the people I tried to get information from could not be bothered by a lowly intern. Others felt that it was something I should get from their secretary. One individual from the pentagon was so against having his information be collected that I had to visit him 6 times and hear a different tail-chasing reason why I couldn’t have it that time. Individuals from other agencies were more inclined to help me, others did what they were told and were fine with “following the rules.” I even had a few people bring me under their wings and explain how to treat people certain agencies to get what I wanted.
Following 9/11 there have been small and large attempts to change the structure of the FBI, CIA and other security organizations in an attempt to alter their cultures. While some changes have been made, I don’t really see them as making much progress. In order to change an organizational culture, there will have to be radical overhaul and a shift in their objectives that brings them in line to meet the modern needs of the country.
Avaliação Parcial - Empreendedorismo
15 years ago
5 comments:
I agree with you when you say that organizational culture is such an important concept in public administration. We need to be able to have and do things in a particular way in order to ensure stability and effectiveness. I work at the bank and we are constantly fighting with organization. We were without staff for 3 months and it was so hard because we all had our own way of doing things just to get things done. However, when the new staff came aboard, it was difficult for them to learn because none of us were organized in a way that allowed the newbies to learn and do things the way that they should have been done. We finally have a system that we go by in order to ensure that things are getting right, but soemtimes we wonder how long it will last.
I agree with both. Organizational culture is very important in public administration. It is important especially if thier is a way that things need to be done ina company and you find that they are not being done right. If a food store does not prepare their food properly or clean their stations to standards set by the company it can have very bad effects on the community surrounding the company. People can get sick and then people can sue the company. That is why there is organizational culture in a companybecause the company has to have systems that work and relate to the specific needs of the company.
Hi MPA Student - I enjoyed reading your commentary about the importance of organizational culture in public administration. I particularly like how you tie it to your past work at the State Department (cool gig!). In my own experience in the public sector (while not shrouded in a veil of secrecy, at least for the most part), I have found that balancing the dichotomy between those who do things the “old school” way and those who seek to change things is difficult. I agree with you that in order to effect such a paradigm shift in an organization, a “radical overhaul” needs to occur. I also appreciate your point that organizations need to have an understanding of each others’ cultural perspectives in order to ensure effective communication occurs.
Your example of the FBI, CIA, National Security and how they do not work seamlessly with each other reminds me of the movies such as "Die Hard" -Nakatomo Bldg), "In the Line of Fire"- Clint Eastwood protecting the president, and the recent TV show about the Pentagon. In "Die Hard," LAPD gets bullied by the FBI (instead of sharing info gathered by police, FBI starts from scratch & questions info provided by police). "In the Line of Fire" shows that within the organization, FBI members do not listen to each other and brush aside potentially significant evidences. I am surprised that the inner workings of the pentagon are exposed on TV for villains to get a sneak peak. You make a good point that in some organizational culture (U.S. as a whole), organizational people have overlapping duties, but they do not change their approach towards a more intermingled effort. Coopetition may be helpful here. It is the "blend of cooperation and competition that tries to reap the best of both worlds." It is beneficial for differing org to share information and work together.
At least you were able to complete your project.Although that behavior is very common in public organizations it is also present in private ones. I had a similar experience during an internship with a mining company in Brazil. The company (Sibra) was owned by two different larger firms and each of them made appointments for different Sibra's departments. I was working with the purchase department, which had to purchase items for all departments, and it was very difficult to work there. Department heads would fight for privileges or require secrecy about their requests.Information from a department whose head was not form the same company as my boss was almost impossible to obtain. I could not imagine I was there as a student of business administration and was unable to learn how to manage a company. However, and I think you had a similar experience, I learn what not to do as a manager.
It is very sad to imagine that organizational culture at the FBI and the CIA might be responsible for not avoiding the 9/11 attacks.
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