Afghanistan’s Organizational Culture for Various Historical Reasons Have not Been Citizen-Centric and Goal-Oriented

Preliminary program of the Organizational Culture Transition was held in the presence of deputy ministers, agencies’ HR directors, civil society representatives, media, and academics. Ahmad Nader Nadery, chairman of the Independent Administrative Reform and Civil Service Commission, opened the session with his speech which was followed by a roundtable discussion on the aspects of organizational culture.

Organizational Culture Transition programs’ purpose is to spread awareness of the role of organizational culture and its relationship with how an office functions, and to cooperate with civil service agencies in order to promote organizational culture.

The Independent Administrative Reform and Civil Service Commission, in order to improve organizational culture at various levels, will work jointly with government agencies to develop practical plans.

Organizational Culture Transition programs can help create a citizen-centric, credible, and accountable public service agency.

Ahmad Nader Nadery, chairman of the IARCSC, in the Organizational Culture Transition program, said that the environment within the Afghan civil service departments has promoted irresponsibility and not citizen-centric behaviors, and has transformed this behavior into a culture.

Mr. Nadery said: “a practice of capture of resources at civil service sector by politicians created an organizational culture that is not citizen-centric and responsible. This is changing now and must be transformed entirely if we are to succeed in the quest for self-reliance.”

Chairman of the IARCSC, emphasized on the need for resolute support for the improvement of the organizational culture outside the government, from civil society, political parties, media, private sector and citizens.

Mr. Nadery also added that reform is not a mere technical process, it requires necessary political will.

According to the chairman of the IARCSC, changing the organizational culture in offices cannot just help improve public services, but it can shape culture and behaviors outside the office too.

Maiwand Rahyab, commissioner of the IARCSC, said the Organizational Culture Transition program for Afghanistan’s civil Service institution is designed to shape the process of a gradual change in organizational culture so that the civil service agencies will transition from a culture of ruling to a culture of delivering services.

In the discussion over various aspects of organizational culture, Nabila Musleh, Deputy Minister of the Ministry of Women’s Affairs, Omar Sharifi, Professor, and Abdullah Ahmadi, member of civil society, spoke about the impact of organizational culture on women’s recruitment in the civil service, other countries’ experience of organizational culture change, organizational culture, its effectiveness and citizens satisfaction with public services in Afghanistan.