Impact of organizational culture in contemporary context

Introduction 

Scholars are of the view despite the importance of culture in organisation context that little research is available in the health sector even in the UK. Seconds any effort to influence or implement cultural concepts in health sector organisations has not been successful in the UK. Excellence in organisational culture can be beneficial to the company in numerous ways and assist to enhance organisational performance (Heathfield, 2016: CIPD, 2016)

Organisational Culture can be reviewed from three perspective they are: -

Basic Assumptions: These are taken for granted the world-wide views, how one understands and intervenes in the process- this is ontology and epistemology. Example medical research is traditional predicted using rational scientific methods as the foundation for creating and accumulating knowledge (in other words controlled and quantitative rather than qualitative methods) Therefore the results are measurable, transferability of knowledge which is deeply ingrain in medical care.

Values are the fundamental pillars for reaching decisions and distinguishing the right from wrong behavior. In the medical profession these are based on Hippocratic principle of placing importance on the needs of individual patients above economic and corporate objectives. Therefore, clinical freedom is highly value cultural concept.

Artefacts includes physical and behavioral manifestations of culture. This in the medical profession include diverse issues such as dress codes (the white coat and tie of doctors) standard ways of operating services (the physicians bed, the surgeon’s list, juniors working under seniors) and also such issues as methods of performance assessment (reliance on professional self-regulation or confidential peer review etc)

Conclusion

These factors suggest that there is a distinct organisational culture in the health sector and perhaps its universal. However, organisational culture can have company specific behavior that are an integration of the business perspectives, strategy and how things are done in our hospital. This evident from institution to institution for example the Durdan’s hospital is considered a upmarket institution for the rich and therefore high quality and top class service.   This is the value therefore of having an organsiational culture it is a corner stone that will assist not on in high performance but to acquire talent and new employees, branding, and competitiveness.

References

CIPD (2016) International Culture. Frameworks for understanding national culture covering Schein's three levels, Hofstede's four dimensions, and Trompenaars's seven key differences. CIPD. UK July 2016, https://www.cipd.co.uk/knowledge/culture/working-environment/international-culture-factsheet

Davies. H.T.O., Nutley, S.M., and  Mannion, R., (2000)  Organizational culture and quality of health care BMJ Quality & Safety 2000;9:111-119.

Heathfield, S.M., (2017) Culture: Your environment for the people who work. https://www.thebalance.com/culture-your-environment-for-people-at-work-1918809