’s perception and experience within an organised setting. According to Stacey, “the culture of any group of people is that set of beliefs, customs, practices and ways of thinking that they have come to share with each other through being and working together……….” Hanagan (2008). According to Handy, there are four major types of organisational cultures; the power culture in which the power and authority is from one person in a central position, the role culture which is labelled as a bureaucracy where the role of the individual specialists are more important than position and power, the task culture is about the activity which is being carried out and lastly the person culture which focuses more on what individuals do in a particular setting Mullins (2005).
公共部门管理人员面临的挑战包括组织文化信仰带来的挑战。组织文化是“我们在这里做事的方式”。根据Meek的说法，组织文化可以作为一种手段来了解人们在复杂环境中的行为。组织文化可以是抽象的东西，也可以是人们在组织环境中的感知和体验。根据Stacey的说法，“任何一组人的文化都是他们通过共同生活和工作而相互分享的一套信仰、习俗、实践和思维方式……”。根据Handy的说法，有四种主要类型的组织文化；权力和权威来自一个处于中心位置的人的权力文化，被称为官僚机构的角色文化，其中个人专家的角色比地位和权力更重要，任务文化是关于正在进行的活动，最后是更关注个人在特定环境中的行为的个人文化。
The challenge of managing cultural change in a public sector organisation will depend on how strong the existing culture is and the weight of the proposed change Hanagan (2008).The difficulty is in bringing about the change. For instance the Further and Higher Education Act which made colleges and higher education in England to become Corporate Bodies Limited by Guarantee indicates that organisational culture can be overtaken by accountability to more prominent stakeholders as the organisation would want to survive Hanagan (2008). The challenge is even more where there is existence of subcultures within the organisation. For decades, Public organisations have been managed by people who have been raised into managerial positions through years of service to the organisation, for instance; football clubs were managed by ex-footballers, and schools were managed by former teachers, local government council by people who were promoted through long years of service Hanagan (2008).
在公共部门组织中管理文化变革的挑战将取决于现有文化的强大程度以及Hanagan提出的变革的重要性。例如，《进一步和高等教育法》将英国的大学和高等教育变为担保有限的法人团体，该法表明，组织文化可以被对更重要的利益相关者的责任所取代，因为该组织想要生存下来。在组织内部存在亚文化的情况下，挑战更大。例如，几十年来，公共组织一直由通过多年服务于该组织而晋升为管理职位的人管理；足球俱乐部由前足球运动员管理，学校由前教师管理，地方政府委员会由长期服务的哈纳甘提拔的人管理。
There are difficulties faced by managers moving from the private sector to the public sector. The manager from the private sector is more focused on profits and accounting to shareholders, decision making is simplified, there is much flexibility and autonomy, there is power and authority attached therefore, the challenge to the private sector manager moving into the public sector will be changing the profit making, quick decision making mindset, there is less power and authority, no flexibility and autonomy Hanagan (2008). These challenges are not without approaches with which the managers could use to minimise them. For instance, the managers could use the recruitment process to recruit people who will fit into the existing culture, by the method of questioning they are made aware of what is important in the organisation, ”the induction process, promotion policy, training and development” Hanagan (2008).
管理人员从私营部门转到公共部门面临困难。来自私营部门的管理者更注重利润和股东的会计，决策简化，有很大的灵活性和自主性，因此有权力和权威，因此，私营部门管理者进入公共部门的挑战将是改变盈利、快速决策的心态，权力和权威减少，没有灵活性和自主性。这些挑战并非没有管理者可以用来将其最小化的方法。例如，管理人员可以使用招聘流程来招聘符合现有文化的人员，通过提问的方式让他们了解组织中的重要内容，“入职流程、晋升政策、培训和发展”。
Following the challenges posed by organisational structure, design and culture, are the challenges which managers face with the move of the UK government in the 1980s to privatise some of the services of the public sector when they realised that the costs of providing services were becoming too much, costs were weighing much on National budgets and the motive to make public sector organisations to work more effectively and efficiently Hanagan (2008). The move gave rise to such contractual arrangements as the Public Private Partnership (PPP) and the London underground contractual arrangeme
