Organizational culture and introduction of changes in slovenian hospitals
Abstract
In comparison with other work areas, organizational culture in health care has yet recently became dealt with as an important factor of efficiency as the research in the developed countries showed that health reforms aimed only at structural changes do not bring the expected improvement of the quality of work in health organizations when they are not accompanied by elements of changes in the organizational culture. The article shows the results of the research on a sample of 759 employees in nursing care, medical and management structures in 14 Slovenian hospitals. In order to study the organizational culture, the questionnaire after Cameron and Quinn was used. The research reveals that the prevailing organizational culture is hierarchical, followed by market culture, group culture and culture based on adhocracy. The results reveal that organizational culture in Slovenian hospitals is not development oriented which is marked in the first place as control and stability of the processes and low level of team work and innovations. The survey of organizational culture in developed countries shows comparable results in medical staff, i.e. orientation towards control and stability while the staff of nursing care in our research shows less orientation towards flexibility, team work and innovations, in comparison with the nurses working in developed countries. In conclusion, the research revealed that the organizational culture today does not entice processes of change introduction in Slovenian hospitals.Downloads
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