What impact does organizational culture have on organizational structure in health care?
WEEK 4 1ST DQ
As a health care manager in any organization, organizational culture and organizational structure are intermingled. Understanding the relationship will help you navigate the workplace.
Discuss the following with the class:
- What impact does organizational culture have on organizational structure in health care? Provide an example.
- Describe an ideal organizational culture for a health care organization.
Response Requirements
- By Thursday, respond to the prompt above in a minimum of 175 words.
- By Monday, post a total of 3 substantive responses over 2 separate days for full participation. This includes your initial post and 2 replies to classmates or your faculty member.
SAMPLE ANSWER
Organizational culture refers to the values, beliefs, attitudes, and behaviors shared by members of an organization, which shape the way they interact with one another and with external stakeholders. The organizational structure, on the other hand, refers to the formal arrangements of roles, responsibilities, and relationships within an organization, which determine how tasks are coordinated, decisions are made, and information is communicated. Organizational culture and structure are closely related and have a significant impact on each other in health care organizations.
For instance, a hierarchical organizational structure is often associated with a culture of authority and control, where power and decision-making are concentrated at the top of the hierarchy, and there is little room for employee autonomy or innovation. Such a structure and culture can be a barrier to effective communication, collaboration, and patient-centered care, as frontline staff may feel disempowered and disconnected from the organization’s goals and values (Hampton & Richardson, 2016).
In contrast, a flat organizational structure is often associated with a culture of empowerment and shared decision-making, where employees are encouraged to participate in problem-solving and innovation, and communication flows more freely across different levels and departments. Such a structure and culture can promote agility, flexibility, and innovation, which are essential for adapting to changes in the health care environment and meeting the evolving needs of patients (Morrison & Jones, 2016).
An ideal organizational culture for a health care organization would be one that promotes patient-centered care, continuous improvement, and employee engagement. This culture would be characterized by strong values of compassion, respect, integrity, and accountability, which are shared by all members of the organization, regardless of their role or level. This culture would also encourage innovation, creativity, and learning, and provide opportunities for employees to participate in decision-making, professional development, and quality improvement initiatives (Baker et al., 2016).
In summary, organizational culture and structure are interdependent and can shape each other in health care organizations. A culture of empowerment, collaboration, and innovation can support a flat organizational structure, which promotes agility, flexibility, and patient-centered care. An ideal organizational culture for a health care organization would be one that emphasizes patient-centeredness, continuous improvement, and employee engagement, and aligns with the organization’s goals and values.
References:
Baker, G. R., Denis, J. L., Pomey, M. P., MacIntosh-Murray, A., & Greenhalgh, L. (2016). The contribution of organizational culture to quality and safety in health care. In Quality and safety in health care (pp. 35-47). CRC Press.
Hampton, D. C., & Richardson, B. (2016). The relationship between organizational culture and performance in acute hospitals. Social Science & Medicine, 148, 79-86.
Morrison, E. W., & Jones, L. (2016). A dual threshold model of organizational creativity. Academy of Management Review, 41(2), 109-129.
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