DIAGNOSIS OF ORGANIZATIONAL CULTURE IN THE MANAGEMENT SYSTEM OF THE HEALTHCARE INSTITUTION

Abstract

The article is a theoretical analysis of the problem of organizational culture (hereinafter OC), the issues of determining and measuring of OK, which cause the greatest controversy among experts. After analyzing a number of specific definitions of organizational culture, the authors conclude that the content of those characteristics that are most common in the definitions of OC, formulated by foreign and domestic experts. A working definition of OC has been offered on the views of R. Kilman, E. Shane, K. Cameron, R. Quinn. The structure, components, functions, mechanisms of OC formation, external and internal factors influencing it has been revealed. The article presents the results of the diagnosis of organizational culture in the management system of the healthcare institution (Municipal Non-profit Enterprise of Mykolaiv City Council “City Hospital №4”). It is noted that the OC is an important mechanism for ensuring the quality of medical care, patient satisfaction, staff, prevention of complex conflicts. In the process of diagnosis, the structural elements of the OK of the medical institution of Municipal Non-profit Enterprise of Mykolaiv City Council “City Hospital №4” were revealed: dominant collective values, culture of working conditions, means of labor and labor process, interpersonal relations, management and the worker. A survey of medical staff and nurses was conducted, as a result, the types of existing and promising culture were identified, and certain problems in the management of the OC were outlined. In order to increase the efficiency of the staff of the medical institution of Municipal Non-profit Enterprise of Mykolaiv City Council “City Hospital №4”, the formation of an appropriate motivational environment is necessary to combine with the characteristics of cultures of three types (clan, adhocratic and bureaucratic). A set of tools for the formation of a culture of new quality (promising) is proposed. This complex includes: development and implementation of a code of ethics; continuous staff training; implementation of changes at all levels and their control; selection of staff who fully share the values of the new OC; training of new employees in the values and norms of behavior of the new OC; demonstration by the management of new norms of behavior and declaration of the values of the new OC; creation of appropriate procedures and formation of traditions within the organization.