Assignment 07: Culture in Healthcare Business

Chapter16.pptx

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Strategic Analysis for Healthcare

Chapter 16

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Organizational Culture Analysis

Organizational culture can be defined as the system of shared values, meanings, and beliefs held by organizational members that determines, to a large degree, how the members act toward one another (Robbins and Coulter 2009).

It is often referred to as “how we do things around here.”

A strong, positive culture can improve organizational performance, whereas a weak or negative culture can detract from organizational performance.

To say that values are shared implies that they are passed between existing employees and are passed on to new employees.

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Organizational Culture Analysis

Dimensions of Organizational Culture

(Robbins and Coulter 2009)

Attention to detail—the degree to which employees are expected to show precision, analysis, and attention to detail

Outcome orientation—the extent to which managers focus on results and outcomes regardless of how they are achieved

People orientation—the degree to which management takes into account the effects of its decisions on the people in the organization

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Organizational Culture Analysis

Dimensions of Organizational Culture (continued)

Team orientation—the extent to which work is organized around teams rather than individuals

Aggressiveness—the degree to which employees are aggressive and competitive rather than cooperative

Stability—the extent to which organizational decisions and actions emphasize maintaining the status quo

Innovation and risk taking—the degree to which employees are encouraged to be innovative and take risks

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Organizational Culture Analysis

Consider how Starbucks brings a new barista into the company.

After selecting a person who “fits” the Starbucks culture, the new employee is put through weeks of training followed by on-the-job training and mentorship.

The key to this onboarding process is the transmission of culture, or “how we do things around here.”

The Starbucks values, motives, and meanings are indoctrinated so that a barista is a barista whether you go to a Starbucks in Gary, Indiana, or in New York City.

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Organizational Culture Analysis

A report by the Lewin Group (2002) identified seven performance areas that practitioners can use to assess an organization’s level of cultural competence:

Organizational values—the perspective, attitudes, and commitment concerning the worth and importance of cultural competence

Governance—the use of goal setting, policy making, and other methods of oversight to help ensure culturally competent care

Planning and monitoring/evaluation—the mechanisms, processes, and systems in place to assess cultural competence and to guide cultural competence planning

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Organizational Culture Analysis

Communication—the exchange of information between the organization and the population, and between members of the staff, in ways that promote cultural competence

Staff development—the efforts to ensure that staff and other service providers have the attitudes, knowledge, and skills necessary for culturally competent care

Organizational infrastructure—the organizational resources needed to deliver or facilitate the delivery of culturally competent services

Services/interventions—the extent to which the organization delivers services in a culturally competent manner

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Organizational Culture Analysis

The difficulty is putting your finger on the pulse of culture.

If you are inside the organization, you will have a strong opportunity to identify the cultural aspects.

If you are on the outside, you will need to “read the tea leaves” by analyzing what is said in annual reports, by Wall Street analysts, in articles written about the organization, and in interviews with its employees.

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Exercise

Break into groups and describe the culture of the organization you are studying.

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