Organizational Culture of Polish Public Hospitals, [in:] Journal of Intercultural Management, Tom 3, wydanie 1/2011, Ł. Sułkowski, (red.), ISSN 2080-0150, ss. 161-174, Wydawnictwo Społeczna Akademia Nauk, Łódź 2011 (original) (raw)
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Journal of Health Policy, Insurance and Management, Numer VIII (1)/2011, ISSN 2082-5986, ss. 139-144, Wydawnictwo Krajowy Instytut Ubezpieczeń, Uniwersytet Medyczny w Łodzi, Warszawa, 2011
This article sets out to analyze the issue of defining the concept of organizational culture and focuses on models and typologies used in reference materials. Moreover, based on a pilot quality study, it discusses the distinct characteristics of the organizational structure of Polish hospitals.
Review of Research on Organizational Culture in Health Care System
Pielegniarstwo XXI wieku / Nursing in the 21st Century, 2018
Introduction. Organizational culture is an ambiguous concept, it reflects norms and values considered important in a given society. It is subject to the influence of internal and external factors, as well as its technical and organizational solutions. It is considered a significant factor in the organization’s success and sets the direction of most of its members’ activities. Aim. The aim of the work was to present a review of research on organizational culture in the health care system based on the literature. Methods. The article is in the form of an unsystematic review. The medical databases PubMed, Scopus, Web of Science and Google Scholar have been reviewed (from January 1963 to January 2017). Results. The concept of organizational culture in the management literature for the first time was defined in the 1950s. The subject of research on organizational culture in the health care system and subsystem of nursing was mainly dealt with in North America and Western Europe. In Polan...
Organizational Culture and Change: The case of a Greek Public Hospital
For a healthcare organization to be able to cope successfully with future culture changes, it is important to define the existing culture and also the way its members would like it to be evolved in the future. A cross-sectional study was implemented in The General Public Hospital and Primary Health Care Centers in Preveza district, Greece. The collection of data was done using the Cameron and Quinn Organizational Culture Assessment Instrument (OCAI). Two hundred completed questionnaires were returned out of the 240 that were given (response rate 83.2%). According to the participants' answers, considering the present as well as the preferred organizational culture, the greatest score gathered the Culture of Hierarchy. The age of the participants showed statistically important impact on the desirable Hierarchy Culture (p-=0.013) and the preferred Adhocracy Culture (p= 0.041). The university graduates presented a higher score in the present Adhocracy Culture (p=0.008) and the postgraduates (p=0.015) preferred more Market Culture. The measurement of the organizational culture of public hospitals is an important administrative tool, that strengthens the ability of an organization to predict and successfully respond to future environmental changes mainly of the external environment is of crucial importance.
Assessment of Organizational Culture at Two Governmental Hospitals in Jeddah City
Organizational culture is considered as characteristic, internal variable, and unique feature of every organization. A manger needs to understand the organizational culture to initiate and manage organizational change. Aim: to assess the organizational culture of governmental hospital in Jeddah. Methodology: Non-probability quota sampling was used to select the employee from two governmental hospitals including different professions. The data collection tool was used is the Organizational Culture Assessment Instrument (OCAI) that based on Competing Value Framework (CVF) as a data collection tool (Cameron and Quinn, 2011). Result: Hierarchal culture (Mean =3.314± 0.741) is the dominant type of Organizational Culture in the governmental hospital in Jeddah city over the other culture types was Hierarchy culture, followed by Clan culture (Mean=3.296 ± 0.757), and the Adhocracy culture (Mean=3.241 ± 0.707) was with equal result to the Market culture (Mean=3.245± 0 .729). Conclusion: governmental hospital in Jeddah city is Hierarchy culture that concern on internal maintenance and strives for stability and control through clear task setting and enforcement of strict rules. Recommendation: more studies needs about the Organizational culture and the associated dimensions in correlation to other factors that affecting any healthcare organization. The governmental organizations needs to keep up with changes that are directed toward a competitive market culture in line with transformation program 2020 of the Kingdome and Vision 2030.
Organizational culture in nursing teams based on the example of a particular hospital
Progress in Health Sciences, 2018
Introduction: Organizational culture is a social issue reflecting opinions, behavior or attitudes of members of a particular organization. It determines a sense of identity of the people employed and designates durability and functioning of the system approved in a given organization. While acknowledging that organizational culture is a factor distinguishing a particular unit, the main purpose of the study is the diagnosis of the dominant type of organizational culture in a particular residential facility functioning in the West Pomeranian region of Poland. Materials and methods: The study was conducted by the diagnostic survey method and the use of standardized OCAI tool. 122 nurses who were working in the researched facility took part in the study. Results: The results indicate that chosen nursing teams, which were employed within the facility, determine hierarchical type as the dominant one (48% of all interviewed). While at the same time indicating the clan culture as the appropriate as the future one (about 66% of all interviewed). Conclusions: Research data analysis confirms common opinions about Polish healthcare sector. According to it, facility's functioning is based on characteristic features of hierarchical type of culture such as: high level of formality, significant endurance and the need of predictability. At the same time the results point at the changes expected by the representatives of nursing environment described in literature as the clan culture. Nonetheless, in order to make such a huge organizational change efficiently, two factors seem to be indispensable: a sufficient quantity of nursing personnel and a high level managerial skills of the nursing team's management staff. Unfortunately, as for today, reaching the satisfactory level seems impossible in both cases.
Organizational Culture Types and Their Effects on Organizational Performance in Turkish Hospitals
EMAJ: Emerging Markets Journal, 2014
Nowadays a cultural transformation is seen in healthcare industry in Turkey because of important structural changes due to implemented exchange programs and liberalization policies on national basis. In this condition hospitals, as a business, make an effort to gain above average returns while serving the health services. According to the literature, one of the substantial intangible forces that affect performance is organizational culture. Thus, this study aims to identify the dominant organizational culture types of private and public hospitals while make a comparison between their effects on business performance. To examine the research questions a questionnaire survey performed, and data collected from 512 employees of 99 hospitals which are located in large cities of Turkey are analysed by using SPSS 15 program.
Pilot Test of an Organizational Culture Model in a Medical Setting
The Health Care Manager, 2000
The authors conducted a pilot test of the organizational culture model in a health care setting. The study was based on a questionnaire with mixed quantitative and qualitative analysis. Quantitative analysis confinned the expected distribution of responses among the subcultures for all ihree questions, with significant differences in [woof the three. Qualitative analysi.s further strengthened these results. The authors believe the organizational culture model tnay be a useful tool for making subcultural differences explicil, showing opportunities for better information exchange and opening dialogue between groups. These data should be confirmed with larger studie.s using psychometric ally sound outcome instruments.
Influence of organizational culture in the quality management of a teaching hospital
Rev Rene, 2020
Objective: to analyze the influence of symbolic elements of organizational culture in quality management and patient safety. Methods: qualitative research, using the case study strategy. A total of 18 intentionally chosen managers participated. Data collection took place through observation, document analysis and interviews and, subsequently, it was subjected to thematic content analysis. Results: the following symbolic elements were identified: the strength of the university’s culture, the power of the doctor, the power of the teacher, the steadiness and professional autonomy and collegiate decisions. Such elements influence the management of patient quality and safety, as there is low adherence to change proposals. Conclusion: the symbolic elements maintain the traditional work practices, shared by the group, which make it difficult to adhere to the proposals for quality management and patient safety.
Management, 2012
Elements of organizational culture - theoretical and methodological issues The purpose of this article is therefore the analysis of the various elements of organizational culture that are present in different concepts of culture. This is an important problem from the point of view of theory and practice of managing organizations because it is through research and development that culture can be managed, or at least influenced. The article analyzes different elements of organizational culture that can be identified in empirical research. 13 different types of cultural components were identified, ranging from values to organizational subcultures.