MANAGEMENT

Can Western Management Learn From Managerial Practices Located In the Developing World?

Can Western Management Learn From Managerial Practices Located In The Developing World?

Introduction

To provide a comprehensive answer of the question asked in the study, this study initially will analyze organizational culture in the public system in Argentina, a developing country to assess its management practices. In the course of the investigation of the management practices in Argentina we have approached the State reform process, within this; we have dedicated our efforts to studying organizational culture. So far this issue has been sparingly explored by the academic production. To this end, our main goal has been to develop a diagnosis of the organizational culture at the Central Public Administration (CPA) in Argentina. Anyway, hope that the diagnosis mentioned, far from closing the discussions on this problem into account, raising new questions that may require further research on the subject (David, 2002).

Discussion

Since the crisis of the interventionist state model, which was examined in the 1970, different governments have tried and still trying to organizational changes in the Argentine public sector. 1. Most of them, generally known as state reform processes have been designed from a mechanistic paradigm, which presupposes the immediate bonding of two phenomena that are necessarily interrelated: the successful implementation of these into effective, efficient and aligned with the objectives that governments seek to achieve (Wilson, 2006, 958-64)..

Conversely, we have supported the hypothesis that between policy and its implementation there are a number of phenomena, which we include under the concept of organizational culture that influence the immediate link between the two points raised by the previous paradigm. Therefore, organizational culture is a factor that may enhance or obstruct reform processes of State designed from traditional mechanistic paradigm (loyd , 2004).

For the development of diagnosis, we used quantitative techniques, essentially a self-administered survey of standardized questions, which allowed us to identify a set of indices of organizational culture, such as: work values, the cultural types both preferred and perceived by public employees, and finally the basic underlying assumptions that guide the behavior of those working in these organizations.

We argue that making the diagnosis has a dual purpose. On the one hand, allows the state to develop a description of the prevailing organizational culture in the Central Public Administration, and from this, emphasize its most prominent features. On the other hand, the diagnosis allows us to move forward in corroboration of hypotheses. Among them, we hypothesized main processes of state reform in Argentina has tended to marginalize, if not ignore the role of organizational culture. As a hypothesis derived held that this omission could explain, in part, the limited effectiveness of these processes in public bodies. In this regard, we understand that there is a deep relationship between state reform and organizational culture. This led us to reflect on the process of reform from within the state apparatus itself and ask how this process affected people as permanent employees working there (Mintel, 2009, ...