Organizational Culture Profiles in Local Government Authority Recreation Services: Some Australian Evidence
Keywords:Australia, competing values model, local government authority, organizational culture, recreation services, Western Australia
AbstractThis paper reports on organizational cultural profiles of four local government authorities in Western Australia. The results were extracted from a larger study of organizational effectiveness in which organizational culture was examined as a separate component and for its contribution of the effectiveness of recreation services. A competing values model of organizational culture was used to measure recreation workers perceptions of the cultural values in their respective municipalities.Cultural profiles were developed for 4 cities to show the different emphasis each placed on the values of the four cultural dimensions: group, developmental, rational and hierarchical cultural values. The competing values model, based on the work of Quinn and Spreitzer (1991 ), has been shown in the literature to be a useful tool to provide comparisons of organizational culture of different organizations, not easily achieved by qualitative approaches. This model is deceptive in its simplicity of application, yet powerful in its ability to depict the dominance of specific sets of organization cultural values as perceived by organizational members. The cultural profiles of the four cities are discussed and the differences described as a means of demonstrating the how cultural values may influence the effectiveness of a recreation service. Each profile provides a snap shot of an organization to show the prevailing cultural emphases, from which it is possible to determine if the organization is operating from the most effective domain. The discussion around the concept of organizational culture, and the competing values model for measuring it, is used to draw the attention of parks and recreation practitioners to consider the role of organizational culture in the effectiveness and success of their agencies.Organizational culture is enduring and difficult to change. Yet in this time of short term contracts, rapid and constant change, managers of parks and recreation services need to be aware of the importance of organizationa! culture and its latent impact. Some suggestions are offered for applying the competing values model to measure organizational culture. The results may be used to identifY the dominance of the different values for comparison against a desired perspective or in other situations that will be influenced by the prevailing underlying assumptions about the best way to achieve success for the organization. Some strategies for introducing cultural change are also offered, with some cautions. The paper concludes with suggestions for further study of organizational culture in parks and recreation services.
Sagamore Publishing LLC (hereinafter the “Copyright Owner”)
Journal Publishing Copyright Agreement for Authors
PLEASE REVIEW OUR POLICIES AND THE PUBLISHING AGREEMENT, AND INDICATE YOUR ACCEPTANCE OF THE TERMS BY CHECKING THE ‘AGREE TO THE TERMS OF THIS COPYRIGHT NOTICE’ CHECKBOX BELOW.
I understand that by submitting an article to Journal of Park and Recreation Administration, I am granting the copyright to the article submitted for consideration for publication in Journal of Park and Recreation Administration to the Copyright Owner. If after consideration of the Editor of the Journal of Park and Recreation Administration, the article is not accepted for publication, all copyright covered under this agreement will be automatically returned to the Author(s).
THE PUBLISHING AGREEMENT
Assignment of Copyright
I hereby assign to the Copyright Owner the copyright in the manuscript I am submitting in this online procedure and any tables, illustrations or other material submitted for publication as part of the manuscript in all forms and media (whether now known or later developed), throughout the world, in all languages, for the full term of copyright, effective when the article is accepted for publication.
Reversion of Rights
Articles may sometimes be accepted for publication but later be rejected in the publication process, even in some cases after public posting in “Articles in Press” form, in which case all rights will revert to the Author.
Retention of Rights for Scholarly Purposes
I understand that I retain or am hereby granted the Retained Rights. The Retained Rights include the right to use the Preprint, Accepted Manuscript, and the Published Journal Article for Personal Use and Internal Institutional Use.
All journal material is under a 12 month embargo. Authors who would like to have their articles available as open access should contact Sagamore-Venture for further information.
In the case of the Accepted Manuscript and the Published Journal Article, the Retained Rights exclude Commercial Use, other than use by the author in a subsequent compilation of the author’s works or to extend the Article to book length form or re-use by the author of portions or excerpts in other works.
Published Journal Article: the author may share a link to the formal publication through the relevant DOI.
- The Article I have submitted to the journal for review is original, has been written by the stated author(s) and has not been published elsewhere.
- The Article was not submitted for review to another journal while under review by this journal and will not be submitted to any other journal.
- The Article contains no libelous or other unlawful statements and does not contain any materials that violate any personal or proprietary rights of any other person or entity.
- I have obtained written permission from copyright owners for any excerpts from copyrighted works that are included and have credited the sources in the Article.
- If the Article was prepared jointly with other authors, I have informed the co-author(s) of the terms of this Journal Publishing Agreement and that I am signing on their behalf as their agent, and I am authorized to do so.