Perspectives Across Frontiers
- New Horizons in Public Policy series
Edited by Leo W.J.C. Huberts, Jeroen Maesschalk and Carole L. Jurkiewicz
Chapter 3: A Revolution in Organizational Values: Change and Recalibration
3. A revolution in organizational values: change and recalibration Carole L. Jurkiewicz and Robert A. Giacalone INTRODUCTION Inarguably, societal changes over the past 30 years have made the practice of public administration in the twenty-ﬁrst century dramatically diﬀerent from what it was in the past (Drucker, 1995). Reacting to and, in fewer instances, preparing for the rapid shifts in technology and globalization, coupled with the political instability challenging leaders and alliances throughout the world has forced upon the public sector a culture that must monitor change as a fact of existence. This monumental shift in traditional bureaucratic orientation has led to numerous changes in the methods and measurements by which we aspire toward the public good, many-well documented in the literature as deriving from speciﬁc tangible requirements, such as budgets, transportation and administrative processes. Yet a near invisible and certainly heretofore unarticulated challenge to traditional practices may, it can be debated, have had an even more powerful inﬂuence in shifting the practice and promise of public administration and is increasingly worthy of both attention and accommodation. Dramatic and wide-ranging values shifts have measurably and progressively coalesced among industrialized countries since World War II (Inglehart, 1997), leading some to conclude that we are witnessing a global change in worldview (see Ray, 1996; Ray and Rinzler, 1993) and, concomitantly, the expectations of the citizenry as well as those in the public employ. Empirical evidence indicates that these values are gradually becoming predominant among postindustrial societies and being echoed...
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