TY - JOUR
T1 - Organizational culture in a terminally ill hospital
AU - Coustasse, Alberto
AU - Mains, Douglas A.
AU - Lykens, Kristine
AU - Lurie, Sue G.
AU - Trevino, Fernando
N1 - Funding Information:
The study had the support of the CEO to implement Route 99 and he contributed with ideas, financial support to the planning, implementation of the retreat of January 2003, and the Kick Off event in February. He attended both events and was active in the one-day retreat. However this strategic planning model was never officially presented to the members of the Board as such, and was only presented to them as Route 99 by the Senior Vice President of Patient Services, along with another initiative for nursing recruitment.
Copyright:
Copyright 2012 Elsevier B.V., All rights reserved.
PY - 2008/2/7
Y1 - 2008/2/7
N2 - This study analyzed an organizational culture in a community hospital in Texas to measure organizational culture change and its impact on Patient Satisfaction (PS). The study employed primary and secondary data, combining quantitative and qualitative methods for a case study. Participant observation was used and archival data were collected to provide a better understanding of the organizational culture and the context in which change was taking place. This study also applied a Shared Vision of the organization as the central process in bringing forth the knowledge shared by members of the community hospital who were both subjects and research participants. The results from the study suggest an increase in PS due to the shared vision of one subculture within the hospital. There were powerful subcultures in this organization based on occupation and specialization, and their interests and functional orientations were not conducive to a systems approach. Hospital management was conducted in silos and there was lack of feedback between organizational levels of the hospital, especially in financial management, with organizational dysfunctionality in reacting and adapting to the health care market.
AB - This study analyzed an organizational culture in a community hospital in Texas to measure organizational culture change and its impact on Patient Satisfaction (PS). The study employed primary and secondary data, combining quantitative and qualitative methods for a case study. Participant observation was used and archival data were collected to provide a better understanding of the organizational culture and the context in which change was taking place. This study also applied a Shared Vision of the organization as the central process in bringing forth the knowledge shared by members of the community hospital who were both subjects and research participants. The results from the study suggest an increase in PS due to the shared vision of one subculture within the hospital. There were powerful subcultures in this organization based on occupation and specialization, and their interests and functional orientations were not conducive to a systems approach. Hospital management was conducted in silos and there was lack of feedback between organizational levels of the hospital, especially in financial management, with organizational dysfunctionality in reacting and adapting to the health care market.
KW - Changes
KW - Hospital
KW - Organization culture
KW - Patient satisfaction
KW - Qualitative research
UR - http://www.scopus.com/inward/record.url?scp=43549089018&partnerID=8YFLogxK
U2 - 10.1300/J375v18n01_04
DO - 10.1300/J375v18n01_04
M3 - Article
C2 - 18453135
AN - SCOPUS:43549089018
SN - 1539-0942
VL - 18
SP - 39
EP - 60
JO - Journal of Hospital Marketing and Public Relations
JF - Journal of Hospital Marketing and Public Relations
IS - 1
ER -