Cechy kultury organizacyjnej na różnych poziomach dojrzałości procesowej wybranych urzędów miast

Implementing the concepts used in business entities to public organizations has been gaining in popularity for some time now. One such concept is process management. Process-based solutions, known from business organizations, in the management of public organizations require identifying the internal and external capabilities for their implementation. These depend on a number of factors, such as the organizational structure, employee motivations and attitudes, finances, service delivery processes, IT solutions, and the impact of external factors, such as legal conditions. One of the critical areas for implementing process management in public organizations is an organizational culture that can either support or boycott these solutions. Organizational culture is closely linked to the performance of the tasks of every organization, including public administration, and is therefore considered to be a factor which enables organizations to fulfill their goals more efficiently and effectively. The purpose of the research included in the article is to identify the impact of organizational culture on the level of process management implementation in public organizations on the example of City Offices. Research shows that to the group of most important cultural characteristics for process management one can include: honesty, respect for the customer, high personal culture, ethics of conduct and respect for the environment. In the City Offices examined, cultural values and attitudes of the least importance to the purposes of the office include the area of interpersonal relations and the entrepreneurial approach.