Organisational Behaviour And Structure In Government Organisation: An Ethnography Study

Abstract

This study examines the organizational culture and dynamics within the Transport Authority of the Government of Delhi, in the context of India's digital transformation. Despite the government's push towards a digital India, government organizations continue to face challenges in adapting to online operations. Through empirical research, this study investigates the challenges encountered by employees and the general public in transitioning to online services, as well as the impact of digital initiatives on organizational processes and stakeholder interactions. Utilizing Schein's levels of culture model, the study explores artifacts, espoused values, and underlying assumptions within the organization to understand the cultural nuances shaping employee behaviors and interactions. Semi-structured interviews and non-participatory observations were conducted with employees to gather qualitative data on organizational culture and relationships with stakeholders. The findings reveal a complex organizational landscape characterized by cooperative staff dynamics, formal hierarchy structures, and challenges stemming from digital illiteracy and aggressive public behavior. Despite efforts towards digitalization, issues such as online registration difficulties and cyber cafes exploiting the public persist, highlighting the need for more comprehensive approaches to digital transformation. The study proposes strategies such as hybrid online-offline modes, staff recruitment, and dedicated service counters to address identified challenges and enhance service delivery. These insights contribute to the broader understanding of digital transformation in government organizations and underscore the importance of considering organizational culture in the implementation of digital initiatives.