Organizational Culture In Order Research Articles

Exploration of Hospital Management and Organization Strategies: A Literature Review of Health Services

Background - Healthcare management strategy and organization encompasses the principles and practices used to operate healthcare facilities efficiently and effectively. It involves the planning, implementation, and coordination of various activities to ensure the delivery of high-quality patient care while optimising resource utilisation. The literature review in healthcare provides valuable insights into various aspects of hospital management strategy and organization. Objective - This article aims to find out the importance of management and organizational strategies in service businesses (hospitals) and related factors, so as to create improved human resource performance related to achieving effective and efficient organizational goals to face business competition and can be an organizational strategy in creating job satisfaction, can perform well and can create a competitive advantage for organizations in health services. Research Methode - The method used is the identification of previous articles with a total of 29 articles in the time span of 2000-2023. Search data for literature review was conducted in international journals to support the theory and take the topic of Management and Organizational articles, found 234,347 articles, scope Innovation, 2000-2023, Business, management and accounting, article, organization and management, English found 1,239 articles, Qualitative - 363 articles, Strategic - 134 articles, Performance - 95 articles, Effectiveness - 52 articles, Leadership, Health - 35 articles. Furthermore, articles that do not fit the topic will be ignored. Researchers only use data bases from Scopus and Web of Science because researchers only look for quality articles and the results are more accurate and very credible sources, because the results can be used as references and policies. Results - The importance of the role of management and organization in hospitals and can have a major impact on healthcare organizations. As explained in previous research that Management has a big role to improve hospital performance in an organization. The importance of management and organizational performance as they relate to each other. Human resources (HR) provide special attention in personal development and impact on performance in creating a health service. Conclusion - Management and organization are important in the hospital business because human resources are the driving force of the service business. Good management and organization can create professional and talented human resources results that can improve performance and will have an impact on organizational goals, and services to patients can run well which has an impact on the main objectives of the hospital. Management can be seen from several things including training and development, management practices, organizational climate, and other things that have a relationship in creating effective and efficient management so as to provide optimal results for the organization. Managerial Implications - The healthcare management needs to pay more attention to the evaluation of healthcare operational activities and feedback provided by patient families, the hospital management needs to increase the frequency of its discussions with employees to maintain excellent service quality for patient families, and the hospital management leaders need to set an example and encourage their employees to maintain a good organizational culture in order to maintain their service image.

Organisational Commitment as a Mediator on the Correlation between the Leadership Attributes, Organisational Culture and Organisational Effectiveneness in Niger State Primary Schools

Studies reveal that, leadership and organizational culture have an indirect relationship with organizational effectiveness. However, when some variables mediate the relationship, it expresses an insignificant and negative relationship. Mediation effects of organisational commitment on the relationship between leadership attribute, organisational culture, and organisational effectiveness was determined using partial correlation in this study. The survey was carried out in Niger state primary schools, and the respondents were teachers. The study has 1,572 participants and 340 make up the sample size. The findings revealed that, with the mediation of organizational commitment; Organizational effectiveness, organisational culture, and leadership attributes all had a strong and positive relationship (r =.987, p =.01) and (r =.813, p =.01), respectively. As a result of these findings, it was recommended that headmasters be encouraged to become acquainted with those leadership attributes and understand their schools’ organizational culture in order to encourage teachers to be committed to the task at hand. This could have a positive impact on organizational effectiveness. These leadership attributes can be acquired through a variety of learning programs, such as mentoring, educational leadership certification, and many others.

Corporate Sustainability Practices in Indian Automobile Industry: Enhancing Government Initiatives, Economic Improvements, and Environmental Practices

Even though automobile manufacturers are striving to address sustainability issues by introducing corporate sustainability practices, there is limited studies related to this issue. This study aims to identify valid and accurate CSP, analyze causal interrelationships between aspects under uncertainty, and propose the criteria for practical implementations. This study proposed six aspects and seventy-three criteria. By employing a Fuzzy decision-making trial and evaluation laboratory (DEMATEL), our result confirms 39 criteria out of 79 original criteria. The most important aspects were organizational structure, societal features, technological utilization, actions taken by the government, and innovative ideas. The most significant criteria are assurances of security and auditing, sponsorship of sporting or recreational projects and gifts, support for arts and culture, awards related to social sustainability, internal control mechanisms, environmental management systems, and product environmental impacts. This research contributes to the existing corpus of knowledge by identifying the fundamental CSP characteristics required to facilitate the achievement of sustainable organizational goals, and then identifying the causal interrelationship between those characteristics. In addition, this study offers suggestions for policy makers to focus on governmental initiatives business social consciousness, technological innovation, and sustainable organizational culture in order to enhance CSP.

Diversity, Equity, and Inclusion Professional Development Events in Academic Libraries Have Minimal Impact on Knowledge, Behavior, and Organizational Change Without Meaningful Design and Participant Intentionality

A Review of:Dali, K., Bell, N., & Valdes, Z. (2021). Learning and change through diversity, equity, and inclusion professional development: Academic librarians’ perspectives. Journal of Academic Librarianship, 47(6), 102448. https://doi.org/10.1016/j.acalib.2021.102448 Objective – To explore experiences of library diversity, equity, and inclusion (DEI) professional development events (PDEs) and to examine the long-term impacts on knowledge and personal practices of librarians and organizational change Design – Exploratory, qualitative survey, hermeneutic phenomenology, retrospective reflection on a critical incident Setting – Academic libraries across the United States and Canada Subjects – 141 survey responses from academic librarians in public and private institutions who attended a DEI PDEs Methods – The authors distributed a survey in late 2020 to librarians in public and private academic institutions across the US and Canada. Participants were asked to reflect retrospectively on memorable and impactful DEI PDEs they attended in the last five years and to focus on events at least a year before the survey was conducted. Participants were also asked to describe if the PDE changed their own learning and practice, as well as their organization’s policies and practices. The authors used hermeneutic phenomenology as a framework for their research and data analysis, which they describe as an approach to phenomenology that emphasizes the range and diversity of experiences. The survey questions were designed to illicit retrospective reflection and critical incident technique in order to capture the most impactful and memorable experiences with PDEs from respondents. Survey responses were coded, categorized, interpreted, and then mapped to the Transtheoretical Model (TTM) of change, a principle that breaks the phases of change into six processes: precontemplation, contemplation, preparation, action, maintenance, and termination. Additionally, the authors also ensured they represented diverse backgrounds as a method for addressing and reducing bias. Main Results – The authors uncovered a trove of varied experiences and perspectives related to personal as well as organizational knowledge and change. However, they identified five broader categories of learning from the study data: cognitive learning, behavioral learning and change, personal learning and change, social learning and change, and emotional learning and change. The majority of study participants (n=91) chose to attend DEI PDEs rather than being required by their organizations to attend. Many came into the PDE with goals to attain new knowledge (n=39) and to change their behavior (n=30). Similarly, respondents noted that the PDE impacted them most by giving them new awareness around DEI topics and systemic inequities (n=51) and inspired behavioral changes and a commitment to taking action (n=28). PDEs also impacted some participants’ self-awareness around their own biases and privileges (n=22). However, responses included skepticism around the impact of PDEs on any real and meaningful change, particularly related to organizational culture and action. Respondents emphasized concern about performative allyship and underscored the challenges and barriers to making DEI a meaningful component of many institutional practices and policies. While respondents noted increased awareness around systemic inequities, these responses stood in stark contrast to several comments expressing frustration at the lack of meaningful organizational change and demoralization felt at the fruitlessness of DEI PDEs. The authors’ initial data analysis revealed that PDEs most impacted cognitive awareness and behavioral action. However, when they mapped the data to the TTM, results emphasized the impact of PDEs on behavioral learning and action. Conclusion – Academic librarians who participate in DEI-related PDEs experience a wide array of emotional responses to the training and leave with a broad range of cognitive, behavioral, and affective impacts. While data suggests that these PDEs increased awareness and knowledge and behavioral action the most, there is little that suggests that meaningful organizational change follows afterwards. Another challenge is the gap between having awareness of DEI topics and taking steps toward meaningful self-improvement. The authors note that it takes time for knowledge to translate into action and highlight the importance of post-PDE check ins by PDE facilitators and library administration. Academic librarians should approach DEI PDEs with intentionality by challenging themselves to set goals and use their new DEI knowledge to create actionable change both personally and organizationally. On the other hand, creators of DEI PDEs should take time to understand the participants and organizational culture in order to design trainings intentionally, using the TTM as a guide to identify how the PDE maps to the stages of change leading to meaningful action and follow up. Without intentionality, follow up, and goal setting, DEI-related PDEs may be ineffective, performative, and demoralizing.

Exploring Relationship of Job Satisfaction, Organizatonal Culture, and Employee Performance in Small Medium Enterprise

Purpose: The objective of this study was to re-examined the relationship of job satisfaction, organizational culture and employee performance. Theoretical framework: There were several studies that examine the relationship between organizational culture, job satisfaction, and employee performance. The employee performance is a consequence of organizational culture and employee job satisfaction. The relationship between the three variables is not surprising, especially the relationship between the two types of performance measures, in-role performance (IRP) and extra-role performance (ERP). Design/methodology/approach: This study aims to re-examine the relationship and influence job satisfaction (JS), organizational culture (OC), in-role performance (IRP), and extra-role performance (ERP) using 376 employees who work in several micro, small and medium scale manufacturing companies in Yogyakarta, Indonesia. The factor analysis was used to test the validity, and Cronbach’ Alpha for reliability of the instrument. The structural equation modeling was used to test the relationship model. Findings: The results of this study revealed that JS is a variable that is not related to the other three variables and does not influence either IRP or ERP. This study found that JS is related to and influenced by the organizational culture (OC) adopted. This study strengthened the findings of previous studies that OC is one of the important factors to improve employee performance. Research, Practical & Social implications: Small Medium Enterprises must strengthen organizational culture in order to increase job satisfaction and employee performance, both IRP and ERP. The use of longitudinal data needs to be used to test the mediation of the model. Other raters also need to be used to assess employee performance and eliminate common method variances. Originality/value: Job satisfaction is not always an independent variable as in many studies but can be a consequence of individual internal and external factors.

Ethical leadership and green innovation: the mediating role of green organizational culture

Green innovation is critical for SMEs, which account for a significant part of employment and total value in many countries. The role of the leader in SMEs is one of the most discussed issues in the field of management and innovation. In this study, the role of ethical leadership and green organizational culture on green innovation was investigated in the context of Turkey with a cross-sectional research study covering 464 SMEs and using structural equation modelling. According to the findings, it was seen that ethical leadership has an important potential in terms of developing a green organizational culture in SMEs. In addition, it has been determined that green organizational culture has a mediating role between ethical leadership and green product and process innovations. As a result, suggestions are given to researchers and managers in the context of leadership and organizational culture in order to create green innovation and a sustainable work environment.

BUDAYA ORGANISASI TERHADAP MOTIVASI KERJA KARYAWAN PT X

Effective human resource management is a key focus for many organizations looking to gain a competitive edge. Previous studies have shown that employee performance has an impact on organizational culture, compensation, and employee motivation. This study aims to explore the influence of organizational culture on employee motivation. This is a quantitative study. The research questionnaire uses a Likert scale checklist. The population of this study is all employees of PT X, totaling 450 people. The results of the study show that organizational culture has a positive and significant effect on employee motivation. The implications of this study are that companies need to pay attention to their organizational culture in order to improve employee motivation.

Leadership Effectiveness in Chinese Universities: The Significance of Organizational Culture

In the modern world, or the era of globalization, a successful manager must be sensitive enough to arrange any strategic opportunities, be the architect of the organization, and motivate staff members toward this new change by applying and practicing not only intelligence quotient but also emotional and spiritual quotients. Managers with good personal traits could be defined as leaders or managers who are aware of social responsibility and emphasize it in their processing activities. Even though the leaders having the capabilities, it would not be effective if it’s not associated with organizational culture. There are a number of reasons why the idea of organizational culture has gained popularity and momentum in the recent years. This study's goal is to investigate the high relation between organizational culture (Clan Cultures, Adhocracy Cultures, Hierarchical Cultures, and Market Cultures) and leadership effectiveness among leaders in higher education institutions in China. For a better understanding of the study, which strives to explain the concept of leadership and its behavior in order to achieve effectiveness in the education industry, the following objectives are outlined. Clearly, the researcher intends to comprehend the notion of organizational culture in order to contribute to the growth of knowledge using Process Leadership Theory and the integrative conceptual framework for this study. This study's discussion indirectly will be able to improves the leadership capabilities and effectiveness of Chinese managers at HEIs. The authorities of the education system and administration will benefit from this study by getting a knowledge of the leadership competency of each university's administrators and being able to incorporate this data into training and competency modules.

The relationship between transformational leadership, perceived organisational effectiveness and organisational culture in a selected multinational corporation in Africa

Orientation: Multinational corporations (MNCs) in Africa are facing leadership, effectiveness and cultural challenges.Research purpose: The purpose was to determine the relationship between transformational leadership, perceived organisational effectiveness and organisational culture from the perspective of a MNC in Africa.Motivation of the study: Transformational leadership, organisational culture and perceived organisational effectiveness have been studied in different contexts, yet it is not clear how these three variables relate to one another in a selected MNC in Africa.Research approach, design and method: A survey was conducted amongst a non-probability sample of 400 employees from a population of 1256 employees. A quantitative research approach was applied and structural equation modelling was used to analyse the data.Main findings: The results indicated that organisational culture did not positively relate to transformational leadership; perceived organisational effectiveness positively related to organisational culture; perceived organisational effectiveness did not positively relate to transformational leadership; and organisational culture mediated perceived organisational effectiveness and transformational leadership.Practical and managerial implications: The research highlighted the important role of organisational culture in transformational leadership and overall perceived organisational effectiveness.Contribution or value add: This study found that the MNC should focus on organisational culture in order to improve transformational leadership and perceived organisational effectiveness. An academic contribution was the dynamic relationship between the three variables.

Strategi Perubahan Budaya Organisasi dalam Meningkatkan Kecerdasan Emosional dan Spiritual Personal

This study aims to determine the strategy of organizational culture change to increase emotional and spiritual intelligence in organizational members. The method used is a qualitative approach with the type of library research (library research). Organizational culture change strategies include; aggressive approach, peaceful approach, corrosive approach and indoctrination approach. Then there are five stages of change, namely; deformative, reconciliative, acculturative, enactive and formative. Furthermore, the dimensions of change include; structural dimension, space and time dimension, change process dimension, contextual dimension and subjective dimension. The parameters are; expressive power, communality power, penetration power, adaptive power and endurance. Organizations that expect their organization's existence to be maintained must of course be friends with change. Organizational culture will certainly have an effect on organizational members, in this case it is hoped that the changes in organizational culture that are carried out can certainly be one of the foundations in increasing emotional and spiritual intelligence for every individual in the organization. The conclusion is that making a change to the organizational culture in order to improve the emotional and spiritual intelligence of members of the organization of course requires various strategies which must be adapted to each situation so that the desired results can be achieved.

MENGUATKAN BUDAYA ORGANISASI BADAN PENGAWAS PEMILIHAN UMUM SEBAGAI KONSOLIDASI INTERNAL UNTUK MENGHADAPI TANTANGAN PEMILU 2024

The Elections Supervisory Agency (Bawaslu) is in charge of overseeing general elections. As an organization, it faces a number of internal and external challenges. The purpose of this article is to describe strategies for strengthening organizational culture in order to internally consolidate in order to face the challenges of the 2024 General Election. Internal consolidation in the form of strengthening organizational culture will go well if internal consolidation in the form of institutional task implementation goes well. This study uses a literature review method. The ndings of this study show that the organizational culture values declared by the Elections Supervisory Agency (Bawaslu) can be seen from its vision of becoming a trusted election supervisory agency. The four values that dene his work culture are solidity, integrity, mentality, and professionalism. Efforts to strengthen the organizational culture within Bawaslu can be carried out through the processes of recruiting new members, education, negotiations, instructions, participation, and expert involvement. Other approaches, such as behavioral, cognitive, humanistic, and psychodynamic approaches, can be used to strengthen organizational culture.

Examining the effects of strategic orientation and motivation on performance and innovation in the production sector of automobile spare parts

PurposeThe aim of this study is to evaluate the relationship between innovative climate, strategic orientation, work motivation, business performance and job performance.Design/methodology/approachWithin the scope of the research, a survey was conducted with 400 engineers working in organizations operating within companies producing spare parts for automobile companies. IBM SPSS 25, IBM SPSS AMOS and LISREL programs were gradually used, and the data obtained were evaluated and analyzed.FindingsThe importance of strategic orientation and work motivation for organizations can be seen in the analysis results in terms of their positive effects.Practical implicationsIn the production sector, where innovation and competition activities take place, not only strategic decisions but also motivation for employees must be realized within the organizational culture in order for the organizations to be successful. Strategic orientation is effective in achieving innovation and creation to the extent that employees are motivated.Originality/valueIn terms of successful performance, it is very important to manage companies with the right strategic understanding and to involve the employees. In order to realize the innovation climate and to be successful in performance criteria, motivation is considered a key factor, in particular for the automobile sector. Automobile companies are now turning to electric vehicle production using new generation technologies. However, they also attach importance to the use of smart technologies in cars. For this reason, the effects of strategic orientation and work motivation on performance and innovation are investigated in companies producing automobile spare parts.

The effect of organisational culture on organisational performance: the mediating role of intrapreneurship

Abstract The aim of this research is to examine the effect of organisational culture on organisational performance in the context of the hospitality industry in the UK. Organisational culture was studied based on the Denison model. The study was conducted based on a quantitative research method and primary data was collected, with questionnaires, from 440 employees in the hospitality industry. The study reveals that organisational culture significantly affects organisational performance. Moreover, it is found that adaptability and mission are two key elements of organisational culture that significantly affect organisational performance. Furthermore, intrapreneurship fully mediates the relationship between adaptability and organisational performance. In addition, intrapreneurship fully mediates the relationship between mission and organisational performance. Hence, managers working in the hospitality industry are required to give considerable attention to adaptability and mission as two important elements of organisational culture in order to achieve intrapreneurship, and to ultimately improve the performance of an organisation.

Building Supply Chain Resilience and Market Performance through Organizational Culture: An Empirical Study Utilizing the Stimulus-Organism-Response Model

Purpose – Supply chain disruptions have dominated business planning and performance since the beginning of the COVID-19 pandemic and continue to mar organizations through 2022. This research carefully examines the role of organizational culture in developing both supply chain resilience and market performance amid supply chain disruptions.
 Design/Methodology/Approach – An empirical study of over 200 South Korean firms were tested. The model is tested using PLS-SEM; furthermore, mediation effects enrich the quality of the findings. This research is framed utilizing the stimulus-organism-response model; thus, emphasizing the highly dynamic business environment that has ensued.
 Findings – The research confirms that supply chain disruption orientation, a strategic orientation and a proxy for a well-prepared organizational culture, leads to both supply chain resilience and market performance. Results also confirm that resilience reinforces market performance throughout the supply chain. Study contributions suggest that firms should consider themselves as organisms within a highly dynamic environment and develop a highly prepared organizational culture in order to bolster supply chain resilience and market performance.
 Research Implications – Scholars can further employ the stimulus-organism-response model in firm-level research and further study the link between organizational culture and supply chain performance amid COVID-19. Finally, the results of this research provide guidelines for organizations when they decide on operational procedures during the pandemic, as they aim to produce greater returns for their ventures.

Principal Strategies for Developing an Organizational Culture in Education Management

Within the context of a school, organizational culture refers to the values and beliefs that form the basis of the school's identity and define the school's character. Excellent schools appreciate having excellent school leaders on staff. When a good administrator can help a school improve its organizational culture in order to provide a high-quality education to its students, this study makes use of library resources. Scientific books, research papers, scientific essays, theses, dissertations, regulations, yearbooks, and encyclopedias all serve as data sources. The data will be processed in stages, beginning with data reduction (data reduction), followed by data visualization (data visualization), and finally by generating conclusions/verification. The following methods can be used to carry out the principal's plan: (1) Enhancing educational services, beginning with intra- and extracurricular learning activities. (2) Rather of methodically developing actions and policies for monitoring long-term school performance through activities, the principal may adopt a management plan. (3) The principal must pay particular attention to the corporate culture's components

Demystifying performance difference between local and foreign contractors through organisational culture

PurposeThis research aimed to investigate the extent to which organisational culture is practised in local and foreign contractors in grade one and two categories and how it affects their performance.Design/methodology/approachThe approach for this research was positivist in nature adopting a mono-method of data collection through a survey using self-administered questionnaires. A total of 138 questionnaires were distributed among public clients and large-scale contractors registered in the stated grades, and 112 questionnaires were returned for analysis representing an overall response rate of 81% for contractors and clients.FindingsFindings revealed that in organisational culture, significant differences were found for management style and dominant characteristics of the organisation between local and foreign contractors. Differences were not found for leadership styles, measures of success and organisational glue. Results suggest that for local contractors to perform better, significant changes are needed to their management style and dominant characteristics of their organisations.Originality/valueForeign contractors in the Zambian construction industry are reportedly outperforming local contractors making them preferred contractors on larger public projects accounting for 85% of construction projects by value of works. This study presents the differences in organisational culture between foreign and local firms. It further demonstrates that organisational culture plays a key role in determining performance of a contracting firm. The study presents areas that local contractors can improve in organisational culture in order to remain competitive.

К вопросу о развитии коммуникативных компетенций специалистов сервиса

The transition to a digital economy is an objective reality of our days. The concept of the digital economy is associated with the transformation of the value system (increasing the importance of learning and creative attitude to business) and the change in the human model (from Homo economicus to Homo faber). This predetermines the need to identify the competencies most in demand in the new society, which a person should possess. Researchers indicate different types of competencies, but everyone agrees that a prerequisite for life in a digital society is communicative competence as a person's ability to establish connections with other people and interact with them in the process of transferring intellectual capital. Developed communicative competence is of particular importance for service professionals. The development of communicative competence can be carried out in the process of selfeducation throughout a person's life and in the process of training in vocational education institutions. These areas are closely related to each other, therefore, the work should be carried out in a comprehensive manner – from the promotion of the values of education and the competitiveness of persons with higher professional education to the appropriate funding of educational institutions that are obliged to form communicative competence in graduates, and control of the results obtained. Control of the formation of communicative competence can be carried out through sociological research. The article presents the results of assessing the level of emotional intelligence as one of the components of communicative competence according to the method of N. Hall on the example of students of Bratsk State University of three profiles of training bachelors (humanitarian, technical and "digital" areas). The study showed the need to manage the process of developing students' emotional intelligence in the system of higher professional education. Possible management tools are the active promotion of the value of “lifelong learning” and the impact on the organizational culture in order to inculcate the necessary values in students. The article also contains a model for the development of competencies necessary for the formation of a competitive specialist and the development of the whole society.

Organizational Support to HRM in Times of the COVID-19 Pandemic Crisis

Abstract The paper studies organizational support with respect to Human Resource Management during the COVID-19 pandemic. It examines HRM initiatives regarding changing in jobs, working routine, workplaces, and remote working conditions. The paper analyses how HR managers supported employees during the pandemic and how top-management encouraged employee wellbeing. It also explores whether HRM practice and employee emotions are a strategic focus for companies. Quantitative data for this research was collected with survey from forty-eight organizations located in Georgia. The findings suggest that HRM supported staff with helping them to update their skills for remote working, established flexible working hours, and adopted less strict policies regarding performance management. Additionally, HR managers have been encouraged by the top-management in implementing initiatives concerning employee physical and emotional wellbeing. Furthermore, HRM should be a strategic focus for any organization to lay foundation of employee relationship and organizational culture in order to overcome difficulties and adapt to the changes. The novelty of the research highlights the importance of HRM practice when economies are facing the threat of recession. It contributes to HRM in terms of supporting employees during the pandemic as well as from the top-management perspective to promote HR initiatives, and paves the way for further studies in this field.

Construção do DesHospitaliza - Plano para alta responsável de pacientes idosos com doenças crônicas

Objetivo: identificar as categorias que deverão compor o plano para alta responsável de pacientes idosos com doenças crônicas e que servirá de documento norteador para as unidades hospitalares federais no Rio de Janeiro, visando contribuir para a realização de melhores práticas nos processos de desospitalização e transição do cuidado do hospital para a Atenção Primária à Saúde. Metodologia: estudo descritivo exploratório com abordagem qualitativa, com uso da técnica de grupo focal e Análise Temática de Conteúdo, com auxílio do software IRAMUTEQ. Resultados: a análise dos dados permitiu a identificação das categorias consideradas importantes para compor o plano para alta responsável, a saber: acolhimento e porta de entrada, planejamento para alta responsável, atenção centrada na pessoa e educação em saúde. Considerações: O conteúdo apreendido na pesquisa demonstra a necessidade dos serviços de saúde hospitalares desenvolverem ações, elaborarem protocolos e planos para alta responsável. Percebeu-se que é preciso investir na mudança de cultura institucional para avançar na direção de um cuidado centrado no paciente e pautado na integralidade do cuidado.

U.S. hospital culture profiles for better performance in patient safety, patient satisfaction, Six Sigma, and lean implementation

This study identifies prevalent organizational culture profiles in U.S. hospitals based on the Competing Value Framework and examines the relationship between these cultures and quality-related performance. Cross-sectional survey data from 215 U.S. hospitals were merged with secondary data from the Centers for Medicare and Medicaid Services and the Hospital Compare website. Cluster analysis identified two different culture profiles: Strong Multidimensional Culture (SMC) and Weak Multidimensional Culture (WMC). T-tests were then employed to find significant differences between the groups. The SMC group outperformed the WMC group across a variety of quality-related performance measures, such as patient safety outcomes, patient satisfaction scores, Six Sigma, and Lean implementation. This study contributes to previous literature by being the first to propose an empirical taxonomy of hospital culture, based on the Competing Values Framework. This study also reveals that hospitals should employ a more comprehensive approach to organizational culture in order to enhance overall hospital quality performance, rather than focusing on one dominant culture type.