Public organizations must continually prove they are worthy of social trust. Housing associations, educational and healthcare institutions, charitable organizations and other (semi-) public institutions must meet increasing social expectations of a broad group of stakeholders. The success of organizations is increasingly dependent in how they embed their social objectives and core values in their culture. A culture is valuable not only in a well-articulated mission, but also in the behaviour of managers and employees.
In practice, there is often a gap between desired and actual culture. Supervisors have a responsibility and role to close this gap. They are capable management in this area a mirror to their distance from the daily routine.
PwC interviewed 36 members of supervisory boards across the full width of the public sector for their views on culture and behaviour, their experiences in practice and the dilemmas they encounter.
The publication is a separate card which includes the ten key questions that supervisors can draw on culture and behaviour. On the other side of the card ten indicators for culture and behaviour.