This study approaches the study of organisational communication in the Australian public sector by focussing on the gendered nature of the organisation, and presenting results from the grass roots or 'native' level (Gregory, 1983). The theoretical framework of this study draws on a diverse range of philosophical viewpoints, ranging from organisational communication and culture approaches, sociological perspectives, public sector research, and uniquely Australian conceptualisations of gender within the public sphere. This study introduces a new way of conceiving feminist bureaucrats (femocrats), in terms of their relationships with 'natives' within public sector organisations. Difficulties in identifying a distinctly Australian organisational communication arena result from both the paucity of organisational communication, grass roots, and public sector research, and because of the problematic task of assimilating 'bits' of divergent theories, with often incompatible views to inform one comprehensive theoretical framework. The results of focus group and individual interviews suggest that a 'managerial' culture exists both within and externally to public sector organisations. This managerialism originates from within patriarchal and masculine organisational structures, and from a shift of workplace practices where a public service model has been replaced by a more private sector, bottom line, results orientation. While the 'natives' in this study are not representative of all public sector employees, their discourse provides a glimpse into the concerns of grass roots members of organisations, a view that is significant in its absence from organisational communication research, particularly in the Australian context.