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New Study of Healthcare Organizational Culture Reveals Substantial Gaps Between Physician Satisfaction and Organizational Performance Physician Wellness Services and ...
Organizational culture encompasses the shared norms, values, behaviors observed in schools, universities, not-for-profit groups, government agencies, and businesses reflecting their core values and strategic direction.
The World Health Organization, [27] the United States' Agency for Healthcare Research and Quality [28] and United Kingdom's National Health Service [29] [30] recognize the issue of blame culture in healthcare organizations, and recommends to promote a no-blame culture, or just culture, in order to increase patients' safety, which is the ...
Cultural competence is a practice of values and attitudes that aims to optimize the healthcare experience of patients with cross cultural backgrounds. [6] Essential elements that enable organizations to become culturally competent include valuing diversity, having the capacity for cultural self-assessment, being conscious of the dynamics inherent when cultures interact, having ...
Organization development (OD) is the study and implementation of practices, systems, and techniques that affect organizational change. The goal of which is to modify a group's/organization's performance and/or culture. The organizational changes are typically initiated by the group's stakeholders.
Charles Heckscher has developed an ideal type, the post-bureaucratic organization, in which decisions are based on dialogue and consensus rather than authority and command, the organization is a network rather than a hierarchy, open at the boundaries (in direct contrast to culture management); there is an emphasis on meta-decision-making rules ...
Strategic alignment is a process that ensures an organization's structure, use of resources (and culture) support its strategy. "In its simplest form, organizational strategic alignment is lining up a business' strategy with its culture."
Organizational strategy explores the relationship between unit and the environment. It involves action—matching skills and resources with opportunities and threats. According to Michael Porter, a professor from Harvard Business School and leading expert in organizational strategy, the basics of a competitive model have Five Forces: