Cultures for Performance in Health Care

Cultures for Performance in Health Care

Cultures for Performance in Health Care

Cultures for Performance in Health Care

Synopsis

middot; What is organizational culture? middot; Do organizational cultures influence the performance of health care organizations? middot; Are organizational cultures capable of being managed to beneficial effect?Recent legislation in the United Kingdom has led to significant reforms within the health care system. Clinical quality, safety and performance have been the focus for improvement alongside systematic changes involving decision-making power being devolved to patients and frontline staff. However, as this book shows, improvements in performance are intrinsically linked to cultural changes within health care settings. Using theories from a wide range of disciplines including economics, management and organization studies, policy studies and the health sciences, this book sets out definitions of cultures and performance, in particular the specific characteristics that help or hinder performance. Case studies of high and low performing hospital trusts and primary care trusts are used to explore the links between culture and performance. These studies provide examples of strategies to create beneficial, high-performance cultures that may be used by other managers. Moreover, implications for future policies and research are outlined. Cultures for Performance in Health Careis essential reading for those with an interest in health care management and health policy including students, researchers, policy makers and health care professionals.

Excerpt

The 800 pound gorilla that impairs performance and stifles
change is culture

(Pascale et al. 1997)

Every organization is the product of the way its members think
and interact. Change the way people think and interact, and you
can change the world

(Senge 1985)

Cultural transformation is at the heart of the uk government's reforms of the nhs. Culture is the informal psychological and social aspects of an organization that influence how people think, what they see as important and how they behave and interact at work. This book provides empirical evidence of the influence of organizational culture on the performance of health care organizations.

Mannion, Davies and Marshall conclude that culture matters. Conceptualizing people's day-to-day experiences of work in terms of organizational culture and asking them about 'the way things are done' within their workplace resonates well with nhs staff. Staff are fascinated about their organizations' dominant culture and subcultures, and are keen to explore their unique roles and responsibilities in maintaining or changing those cultures. This book provides an excellent vehicle to maintain and reinforce this naturally occurring momentum of staff engagement.

Through using a rigorous research methodology, the authors present strong evidence of a link between various highly desirable nhs outcomes and running nhs organizations in certain ways. For instance, nhs organizations that promote and value innovation, staff development and empowerment are likely to be three . . .

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