Government Decision-Making, Size and Government Decision-Making, Size and Links with Cultural ValuesLinks with Cultural Values

Mark F. PetersonMark F. PetersonFletcher School of Law and DiplomacyFletcher School of Law and Diplomacy

Peter B. SmithPeter B. SmithUniversity of SussexUniversity of Sussex

Presentation for the Sponsored by the Public Expenditure and Presentation for the Sponsored by the Public Expenditure and Administrative Civil Service Reform Thematic Groups, World Administrative Civil Service Reform Thematic Groups, World Bank, Washington, D.C., October 23, 2002.Bank, Washington, D.C., October 23, 2002.

Comparative Culture ProjectsComparative Culture Projects

Hofstede – Collective ProgrammingHofstede – Collective Programming Trompenaars – Riding the WavesTrompenaars – Riding the Waves Inglehart – World Values SurveyInglehart – World Values Survey Schwartz – Values SurveySchwartz – Values Survey GLOBEGLOBE

EIGHT ORGANIZATIONAL EVENTSEIGHT ORGANIZATIONAL EVENTS

Appointing a New SubordinateAppointing a New Subordinate A Subordinate who is Doing Good WorkA Subordinate who is Doing Good Work A Subordinate who is Doing Poor WorkA Subordinate who is Doing Poor Work Equipment or Machinery Needs ReplacementEquipment or Machinery Needs Replacement Another Department Does Not Provide Another Department Does Not Provide

Resources/SupportResources/Support Differing Opinions within the DepartmentDiffering Opinions within the Department You see the need to Introduce New Work ProceduresYou see the need to Introduce New Work Procedures The Time Comes to Evaluate New Work ProceduresThe Time Comes to Evaluate New Work Procedures

SOURCES OF GUIDANCESOURCES OF GUIDANCE

Formal Rules and ProceduresFormal Rules and Procedures Unwritten Rules: ‘How we do things around here’Unwritten Rules: ‘How we do things around here’ My SubordinatesMy Subordinates Specialists outside my DepartmentSpecialists outside my Department Other People at My LevelOther People at My Level My SuperiorMy Superior Opinions Based upon My Own Experience and Opinions Based upon My Own Experience and

TrainingTraining Beliefs that are widely accepted in my country Beliefs that are widely accepted in my country

about what is rightabout what is right

WHERE?WHERE? Austria, Belarus, Bulgaria, Czech Republic, Austria, Belarus, Bulgaria, Czech Republic,

Denmark, Finland, France, Germany, Greece, Denmark, Finland, France, Germany, Greece, Hungary, Iceland, Italy, Netherlands, Norway, Hungary, Iceland, Italy, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Spain, Poland, Portugal, Romania, Slovakia, Spain, Sweden, UK, UkraineSweden, UK, Ukraine

Argentina, Brazil, Chile, Colombia, Jamaica, Argentina, Brazil, Chile, Colombia, Jamaica, Mexico, USAMexico, USA

Kenya, Nigeria, South Africa, Tanzania, ZimbabweKenya, Nigeria, South Africa, Tanzania, Zimbabwe Iran, Israel, Lebanon, Pakistan, India, TurkeyIran, Israel, Lebanon, Pakistan, India, Turkey China, Hong Kong, Indonesia, Japan, Korea, China, Hong Kong, Indonesia, Japan, Korea,

Malaysia, Phillipines, Singapore, ThailandMalaysia, Phillipines, Singapore, Thailand Australia, New ZealandAustralia, New Zealand

Implications for Government Size?Implications for Government Size?

The nature of efficient government may be The nature of efficient government may be culturally dependent: Change the sources used, or culturally dependent: Change the sources used, or use preferred sources more efficiently?use preferred sources more efficiently?

Extensive staff bureaucrats to write and/or enforce Extensive staff bureaucrats to write and/or enforce regulations where rules are used heavily?regulations where rules are used heavily?

Ideological monitors where societal norms are used Ideological monitors where societal norms are used heavily?heavily?

Extensive staff experts to advise about projects Extensive staff experts to advise about projects where experts are used heavily?where experts are used heavily?

Large line organizations where conferring with Large line organizations where conferring with subordinates or colleagues is used heavily?subordinates or colleagues is used heavily?

Other Implications for Implementing Other Implications for Implementing World Bank Programs?World Bank Programs?

Send procedures manuals where rules are usedSend procedures manuals where rules are used Plan organization culture change programs where Plan organization culture change programs where

informal norms are usedinformal norms are used Provide for supervisor training where supervisors Provide for supervisor training where supervisors

are usedare used Provide opportunities for discussion where Provide opportunities for discussion where

subordinates and colleagues are usedsubordinates and colleagues are used Carefully coordinate programs with national Carefully coordinate programs with national

norms where national norms are usednorms where national norms are used

Does the Nature of Government Does the Nature of Government Overcome Effects of Culture? Overcome Effects of Culture?

(Ranks)(Ranks) U.S.U.S. JapanJapan NetherlandsNetherlandsWritten ProceduresWritten Procedures 2 2 1 1 4 4Unwritten RulesUnwritten Rules 7 7 9 9 7 7Superior’s OpinionsSuperior’s Opinions 3 3 3 3 5 5Outside StaffOutside Staff 6 6 5 5 6 6Informal ManagersInformal Managers 8 8 7 7 8 8Formal ManagersFormal Managers 9 9 6 6 9 9Formal SubordinatesFormal Subordinates 4 4 4 4 3 3Informal SubordinatesInformal Subordinates 5 5 8 8 2 2Personal JudgmentPersonal Judgment 1 1 2 2 1 1

OWN EXPERIENCE & OWN EXPERIENCE & TRAININGTRAINING

05

10152025303540455055

Hungary

Czech Rep

Finland

Germ

any

Greece

Iceland

Austria

Israel

Portugal

UK Slovakia

NL Denmark

Romania

Zimbabwe

Brazil

WIDESPREAD BELIEFS AS WIDESPREAD BELIEFS AS TO WHAT IS RIGHTTO WHAT IS RIGHT

0

5

10

15

20

25

30

35

40

45

50

55

ChinaIran

Bulgaria

Romania

Indonesia

KoreaIndia

Thailand

Philippines

Malaysia

Singapore

ChileMexico

NigeriaColombia

Norway

FORMAL RULES AND FORMAL RULES AND PROCEDURESPROCEDURES

05

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Zimbabwe

Indonesia

Uganda

Malaysia

NigeriaHongKong

GreeceKenya

Philippines

Sweden

Lebanon

BrazilAustralia

Pakistan

MexicoBulgaria

US PROFILEUS PROFILE

05

10152025303540455055

RulesUnwritten

Subordinates

Specialists

Co-workers

Superior

OwnBeliefs

ARGENTINE PROFILEARGENTINE PROFILE

05

10152025303540455055

BRAZILIAN PROFILEBRAZILIAN PROFILE

05

10152025303540455055

RulesUnwritten

Subordinates

Specialists

Co-workers

Superior

OwnBeliefs

CZECH PROFILECZECH PROFILE

05

10152025303540455055

BELARUS PROFILEBELARUS PROFILE

05

10152025303540455055

RulesUnwritten

Subordinates

Specialists

Co-workers

Superior

OwnBeliefs

HONG KONG PROFILEHONG KONG PROFILE

05

10152025303540455055

RulesUnwritten

Subordinates

Specialists

Co-workers

Superior

OwnBeliefs

CHINESE PROFILECHINESE PROFILE

05

101520253035404550

55

RulesUnwritten

Subordinates

Specialists

Co-workers

Superior

OwnBeliefs

TANZANIAN PROFILETANZANIAN PROFILE

05

10152025303540455055

RulesUnwritten

Subordinates

Specialists

Co-workers

Superior

OwnBeliefs

UGANDAN PROFILEUGANDAN PROFILE

05

10152025303540455055

WORKING TOGETHER:WORKING TOGETHER:USA AND UKUSA AND UK

05

10152025303540455055

RulesUnwritten

Subordinates

Specialists

Co-workers

Superior

OwnBeliefs

USA

UK

ReferencesReferences Smith, P.B., Peterson, M.F. & Schwartz, S. Cultural values, sources of guidance and Smith, P.B., Peterson, M.F. & Schwartz, S. Cultural values, sources of guidance and

their relevance to managerial behavior: A 47 nation study. their relevance to managerial behavior: A 47 nation study. Journal of Cross Cultural Journal of Cross Cultural PsychologyPsychology, 2002, , 2002, 3333(1), 188-208.(1), 188-208.

Smith, P.B., Peterson, M.F., D’Amorim, M.A., Davila, C., Gamas, E., Malvezzi, S & Smith, P.B., Peterson, M.F., D’Amorim, M.A., Davila, C., Gamas, E., Malvezzi, S & Saiz, J.L. Leadership in Latin American organizations: An event management Saiz, J.L. Leadership in Latin American organizations: An event management perspective. perspective. Interamerican Journal of PsychologyInteramerican Journal of Psychology, 1999, , 1999, 3333 (2), 93-120. (2), 93-120.

Peterson, M.F. & Smith, P. B. Meanings, organizations and culture: Using sources of Peterson, M.F. & Smith, P. B. Meanings, organizations and culture: Using sources of meaning to make sense of organizational events. In Neal Ashkanasy, Celeste meaning to make sense of organizational events. In Neal Ashkanasy, Celeste Wilderom & Mark F. Peterson (eds.), Wilderom & Mark F. Peterson (eds.), Handbook of organizational culture and Handbook of organizational culture and climateclimate. Thousand Oaks, CA: Sage Press, 2000, pp. 101-115.. Thousand Oaks, CA: Sage Press, 2000, pp. 101-115.

Peterson, M.F., Elliott, J.R., Bliese, P.D. & Radford, M.H.B. Profile analysis of the Peterson, M.F., Elliott, J.R., Bliese, P.D. & Radford, M.H.B. Profile analysis of the sources of meaning reported by U.S. and Japanese local government managers. sources of meaning reported by U.S. and Japanese local government managers. Research in the Sociology of OrganizationsResearch in the Sociology of Organizations. Peter Bamberger, Miriam Erez and . Peter Bamberger, Miriam Erez and Samuel B. Bacharach (eds.). Greenwich, CT: JAI Press, 1996, pp. 91-147.Samuel B. Bacharach (eds.). Greenwich, CT: JAI Press, 1996, pp. 91-147.