Exploring Organizational Culture Dynamics in Public Administration: A Case Study of the Greek Ministry of Foreign Affairs

Abstract

This paper conducts a scientific exploration into the organizational culture within public administration, with a specific focus on a case study of the Greek Ministry of Foreign Affairs. In today’s landscape marked by persistent mega-crises, effective public administration entails not only crisis management but also proactive anticipation and planning. Understanding organizational culture is crucial as it shapes responses to changes, trends, and risks within public organizations and among their personnel. Public sector entities operate in a dynamic and complex environment similar to private enterprises, though often characterized by greater bureaucracy and less adaptability due to size and resource constraints. Consequently, organizational culture plays a pivotal role in enabling public sector entities to effectively address multifaceted challenges such as globalization, digitization, and geopolitical tensions. By employing Cameron and Quinn’s Organizational Culture Assessment Instrument (OCAI), this study examines the existing and desired organizational cultures among ministry personnel. The results reveal a prevalent hierarchy culture, while employees express a preference for transitioning towards a clan culture. Furthermore, age and educational background emerge as significant determinants influencing perceptions of future culture, with older employees favoring goal-oriented cultures and those with higher education prioritizing entrepreneurial cultures. These findings are pertinent for policymakers as they provide insights into addressing contemporary challenges including sustainability, globalization, and administrative development. Through this analysis, the paper aims to shed light on how organizational culture influences the ability of public administration to effectively navigate both present and future challenges.