Using the Competing Value Framework Model for Developing an Organizational Culture Profile in Governmental Hospitals

Sabah Mahmoud Mahran

doi:10.11648/j.ajns.20160506.18

Abstract

An organizational culture has been studied over the decades to be understandable. This research aimed to find out the most dominant culture profile for each hospital by using the competing value framework (CVF). Quantitative descriptive and analytical design were applied to find out the organizational culture profile. Two hospitals were selected to represent the governmental hospitals in Port-Said city. Total studied sample 250 participants. A convenience sample was implemented. Generally, the highest mean score of an agreement was (M =3.3, at SD=0,74) reported for the Hierarchy organizational culture followed by Clan culture at (M= 3.29 SD=.75). While the lowest mean score for agreement was (M= 3.2, SD= 0. 70) (M= 3.2, SD= 0.72) for the Adhocracy and Market organizational culture. The findings of this study indicated that the organizational culture type and culture profile for each hospital. This study recommended that the managers have to permits of an expressing the ideas of empowering and encouraging the care providers to participate in decision-making and problem-solving process and conduct training workshop to learn and improve the organizational culture in a manner that will increase the chances of financial and operational success.

Highlights

An organizational culture is considered as characteristic, internal variable, and unique feature of every organization
Regarding organizational culture types, the care providers were ranked of culture type as the highest mean of an agreement was for Hierarchy organizational culture followed by Clan culture and as well as the lowest mean agreement was for the Adhocracy and Market organizational cultures
Based on the findings of this study, It concluded that the overall culture profile in both hospitals was Hierarchy organizational culture followed by Clan

Summary

Introduction

An organizational culture is considered as characteristic, internal variable, and unique feature of every organization. In the Middle East, a study was done in Saudi Arabia, it was aimed to examine the impact of an organizational culture on an employee performance. This research was studied by Awadh,& Saad (2013) mentioned that some of the dimensions of an organizational culture created a significant influence on the organizational performances as power distance, individualism, uncertainty avoidance and masculinity. The organizational culture has helped in measuring the limitations to overcome the measurement of the performance. There is a negative correlation occurred between the culture and the performance of an employee. An organizational culture in the health care has a significant role in creating quality healthcare and provide safety for the patients. King & Byers (2007) noted that safety and quality of patient care are influenced by the outcomes of research and evidence-based A safety culture is similar to the organizational culture in the medical field, which refers to the safety of clients. King & Byers (2007) noted that safety and quality of patient care are influenced by the outcomes of research and evidence-based

Objectives

Methods

Results

Discussion

Conclusion