What defines a good civil servant is not self-evident. In fact, when you ask civil servants what it means “to be a good civil servant” and “to do a good job,” you receive differing responses based on the various values that guide the way each individual approaches their job. The differing values can be traced to well-established perspectives in the literatures of public administration, governance, and political science. Each perspective defines “good government” and “being a good civil servant” in different ways, elevating differing values in the process. These perspectives are institutionalized and internalized in the present-day reality of public administration. Therefore, a present-day civil servant works amid a variety of competing perspectives about what “good government” and “being a good civil servant” mean. It is interesting how various perspectives on “good governance” and “being a good civil servant” play out in the working-practice of civil servants: How do values from the various governance perspectives guide the practical actions of civil servants? To answer this question, we conducted a research project to look for patterns in the values that guide the work of civil servants. We distinguished four governance perspectives from literature on governance. We translated these four governance perspectives into typical value statements that guide practical action, and used Q-methodology to survey civil servants with these perspectives as options. We found four distinct profiles of combined values that apparently guide the practical actions of civil servants. The profiles help us better understand the variety of values that guide practical actions of civil servants.
This document, as well as any data and map included herein, are without prejudice to the status of or sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area. 2 │ EDU/WKP(2018)25 DILEMMAS OF CENTRAL GOVERNANCE AND DISTRIBUTED AUTONOMY IN EDUCATION Unclassified OECD EDUCATION WORKING PAPERS SERIES OECD Working Papers should not be reported as representing the official views of the OECD or of its member countries. The opinions expressed and arguments employed herein are those of the author(s). Working Papers describe preliminary results or research in progress by the author(s) and are published to stimulate discussion on a broad range of issues on which the OECD works. Comments on Working Papers are welcome, and may be sent to the Directorate for Education and Skills, OECD,
This article explores the dilemmas and challenges that hybrid organizations face when developing marketing strategies. Hybrid organizations are organizations that combine tasks and characteristics of governmental organizations, private (for profit) organizations, and non-profit organizations. In this article, we show that these organizations are confronted with different target groups, organizational identities and key images. In some instances, the key messages that need to be transmitted through marketing strategies may even be incompatible. Dutch sheltered work companies are illustrative examples of hybrid organizations. They compete with temp work agencies in providing employees to employers, they provide care for people with severe disabilities and they implement the Dutch Sheltered Work Act in their role of governmental agencies. This article theoretically identifies the challenges and dilemmas that may be involved in the marketing of these diverse activities and explores strategies that may be used to overcome these challenges and dilemmas.
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