Showing 8 results for Organizational Culture
Sh Hosseini, Mh Yarmohamadian, S Ajami,
Volume 8, Issue 2 (6-2009)
Abstract
Background: of this study try to determine the Relationship between organizational culture & organizational Maturity of staffs in Isfahan Medical University Hospitals (IMUHs ).
Material and Methods: Three questioners (organizational culture , organizational Maturity) was used for accomplishment of this descriptive & Corelational research.The reliability of These questioners was assest with the cronbach alpha coefficient .this questioners were distribute between 360 employees of IMUHs .Data was analysed by SPSS software.
Results: Funding showed that the organizational culture scores of 5 hospitals were average & 6 hospitals were lower than average . The level of organizational Maturity was average .
Conclusion: There was a significant relationship between organizational culture & organizational Maturity .Hospital Manager should change their organizational culture in order to increases the level of organizational Maturity .
M Nekuee Moghaddam, F Behzadi , H Keshavarz,
Volume 11, Issue 1 (3-2012)
Abstract
Background: One of the main goals in each organization is to achieve success. The only way to achieve this goal is resort a kind of systematic, native and functional views. Remarkable successes in the recent decades by organizations with the minimum facilities and failure of the organizations by
the best material capabilities is on the other hand, demonstrates the significant role in non-material and spiritual factors in reach to success. The organizational culture is considered as an effective factor in organizational performance. The present study has been done to find relationships between
these two categories organizational culture and organizational success in the public hospitals of the Kerman cities (Kerman, Sirjan, Rafsanjan).
Materials and Methods: This was a descriptive analytical cross-sectional study during the last six months in 2009.The sample size composed the public hospitals in three selected cities of the Kerman province. To define organizational culture, Richard Deft Model was used, and also to identify the
organizational success orator elements were used. Simple random sampling used to choose samples and the Cochrane Formula used to define sample size. The gathered data were analyzed by descriptive (frequencies tables and diagrams) and analytical (correlation tests: Pearson, Spearman, XSquare,
t-tests, ANOVA test) statistics methods through SPSS software.
Results: The results showed that among all kinds of existed organizational culture, bureaucratic culture was the dominant culture with average score 3/162 and the others were: participatory:2/722, flexibility:2/525 and missionary:2/405 respectively. Comparing average score of organizational success
elements showed that flexibility element with average score 2/96 was the most important element and the others were: cohesiveness: 2/885, speed:2/88 and innovation:2/725 respectively. The dominant organizational culture of subordinate hospitals in the Ministry of Health and Medical Education are
bureaucratic culture. The dominant culture in subordinate hospitals of the Social Security Organization is a participatory culture. Also the average number of organization success in subordinate hospitals of the Social Security Organization is significantly greater than the average number of organization
success in subordinate hospitals of the Ministry of Health and Medical Education. In relationship between the organizational culture and organization success, the participatory culture only had a positive correlation with organization success and in the other cultures, either an assumption of lack of
relationship confirmed or a negative correlation was concluded.
Conclusion: Hospitals are the main organizations in providing services in the health care system in each country. Implementing participatory culture, increasing hospital flexibility in an accountability to customers and patients needs play basic roles in patient’s satisfaction to achieve the main mission
of the hospital organization that is providing services
Rahmani, Eftekhar, Saeedpour, Sharifi , Hojabri,
Volume 13, Issue 2 (8-2014)
Abstract
Abstract
Background: This study attempts to review dimensions and indicators of organizational culture in Petroleum Industry Health Organizations utilizing Denison navigation framework and provide practical solutions to improve the situation based on strengths and weaknesses identification.
Material and Methods: Thisapplied study was a descriptive - analytical one which performed using field assessment.Population study included all staffs of the organization's headquarters in Petroleum Industry Health Organization using systematic random sampling based on employeeslist and 110 staffs were selectedfinally. SurveyingOrganizational Culture Denison (DOCS, 2007) was used for data collectionin which the overall cultureOrganization and its characteristics and indicators were measured and the results compared with the global average.
Results:The overall score of the corporate culture was in the middle status (2.8) and score of four maincharacters had fluctuation in the range 2.6 to 2.9. Fundamental values (3.1) had the most score and customer orientation (2.2) and development of capabilities (2.4) obtained the least scores in 12th indicators which these two indicators were identified as significant points to improve organizational culture.
Conclusion:The scores revealed considerable distance with average global rates, but the scores are similar to other Iranian studies. The weakness of organizational culture in two indicators including “customer orientation” and “development of capabilities”can affect optimal organization performance through organization's compliance ability with environmental changes
Zahra Vazife, Farshad Tavakoli,
Volume 14, Issue 2 (8-2015)
Abstract
Background: Knowledge management plays an imperative role in the success of organizations. Many factors such as organizational culture affected on knowledge management. Therefore, this study aims at investigating the association between dimensions of organizational culture with knowledge management.
Materials and Methods: A cross-sectional descriptive analytical study was conducted in 2013. Three hundred twenty two employees of three hospitals related to the Zahedan University of Medical Sciences selected through a stratified-randomized sampling. Standard instrument of organizational culture and a self-designed questionnaire of knowledge management were used for data collection. Collected data was analyzed using SPSS version 18 by descriptively and inferential statistics methods.
Results: study results indicated that there was a positive and significant association between organizational culture and knowledge management. Also, results on other objectives pointed out a positive and significant association among dimensions of organizational culture (clan, market, adhocracy) and knowledge management. There was a negative and significant relation between organizational bureaucratic culture and knowledge management.
Conclusion: Organizational culture is one of the most important tools of a successful implementation of knowledge management in organizations. Modifications of organizational culture in health care teaching hospitals of Zahedan University of medical sciences should be set towards establishing knowledge management considering organizational tribe culture and organizational adhocracy culture more than other cultures.
Mobin Sokhanvar, Dr Alimohammad Mosadeghrad,
Volume 16, Issue 2 (7-2017)
Abstract
Background: Organizational culture has a crucial role in hospitals’ productivity. The success or failure of strategies and plans in organisational change depend on organizational culture. This study aimed to examine the organizational culture of Tehran hospitals in 2014.
Material and Methods: This descriptive-analytical study was carried out in 18 hospitals (public, private and semi-public hospitals) that were selected out of 114 hospitals of Tehran using quota- randomized sampling method. About 696 employees in diagnostic, curative, administrative and logistic departments participated in the study. Data was collected through a valid and reliable questionnaire and analyzed using SPSS20. Spearman, U Man- Whitney and Kruskal- Wallis statistical tests were applied.
Results: The mean score of organizational culture was 3.62 out of 6 (moderate). There was a significant relationship between organizational culture and the type of hospitals (p=0.002). The mean score of organizational culture was higher in Private and Semi-public ecurity hospitals respectivey. Attention to details and customer orientation dimensions were high in public and semi-public hospitals and private hospitals respectively. The most and the least mean score of organizational culture was related to administrative and support services units.
Conclusion: Organization culture was evaluated in moderate status in hospitals of Tehran city. Thus, it is recommended that hospital managers improve hospitals 'organizational culture specially in creativity, innovation, integration and teamwork dimensions using organizational engineering culture plans.
Ali Ebraze, Fahimeh Rabbanikhah, Amir Kazemi-Bolboloy, Reza Moradi, Amin Aghili,
Volume 18, Issue 1 (5-2019)
Abstract
Background: Organizational culture is one of the important predictor of organizational effectiveness, and a key factor success of the organization as a competitive advantage. Todays, a continuous assessment of organizational culture status is considered essential; therefore, this study aimed to identify and measure organizational culture of the Ministry of Health and Medical Education.
Materials and Methods: This descriptive-analytical study was conducted on the headquarters of the Ministry of Health and Medical Education in 2018. The study population consisted of all employees of the Ministry of Health and Medical Education (N=2200), 327 personals were selected through Cochran formula and stratified sampling method. The data collection instrument was a researcher-made questionnaire whose validity and reliability were confirmed (Cronbach's alpha =86.5%). In order to data analysis SPSS24 using descriptive and inferential statistics tests were utilized.
Results: The mean score of total organizational culture was 3.30 ± 0.70 from 5 which was higher than the theoretical average. Also, there was also a significant difference in partnership dimension in terms of employment type and in participation dimensions, accountability to the upstream institutions as well as total organizational culture score in terms of deputy. There was a direct statistical association between dimensions of organizational culture.
Conclusion: According to study results, strong organizational culture will lead to improved performance in the organization and alignment of individuals and activities. Given the importance of specific role of culture in each organization, plans success and change strategies, human resources managers should take appropriate actions to improve internal and external communication and increase teamwork and accountability.
Niloufar Amiri Ghale Rashidi, Dr Alireza Namazi Shabestari, Alireza Arab Yarmohammadi, Maryam Mazinani, Sepideh Masoud Sinaki,
Volume 18, Issue 3 (10-2019)
Abstract
Background & Aim: The purpose of this study was to investigate the current organizational culture in Tehran University of Medical Sciences, which is to be considered in order to strengthen organizational culture.
Material & Method: The present study is a descriptive cross-sectional study and an applied research-based survey that was conducted in Tehran University of Medical Sciences in 2019. The sample size was calculated and analyzed using Cochran's formula for 306 people. In this study, Denison's Organizational Culture Questionnaire was used to collect data. Data were analyzed using SPSS software, descriptive statistical methods, one-sample mean and Pearson Correlation Tests.
Results: The average of organizational culture in Tehran University of Medical Sciences, in each component, culture of Involvement (2.29), culture of consistency (2.63), culture of adaptability (2.66) and culture of mission (2.58), Which represented a higher-than-average culture in all aspects of Denison's view.
Conclusion: The organization should do some corrective actions with respect to the components of adaptability (subculture of organizational learning) and Involvement (Capability Development), which has earned a lower score.
Amir Fazel, Behnam Karamshahi, Azin Harandi,
Volume 22, Issue 3 (12-2023)
Abstract
Background and Purpose: Today, the use of strategic management accounting techniques within organizations is expanding rapidly. However, the implementation of these techniques and the examination of variables affecting them in hospitals remain largely unexplored. The aim of this research is to investigate the impact of accountants' networking on the use of strategic management accounting techniques, considering the moderating roles of hospital information systems and organizational culture.
Methods: This descriptive-correlational study utilized a 43-question questionnaire, whose validity and reliability were confirmed. The statistical population consisted of all employees and accountants in the finance and accounting departments of hospitals in Kerman, totaling 141 individuals. The census method was used to complete the questionnaire, with 139 questionnaires returned. Structural equation modeling and Smart PLS 3 software were used to test the research model.
Results: Statistical indices confirmed the model's appropriate fit (GOF=0.738). Networking of accountants, hospital information systems, and results-oriented culture positively influence the use of strategic management accounting techniques, whereas innovative culture has no effect. Additionally, hospital information systems and results-oriented culture positively moderate the relationship between accountants' networking and the implementation of strategic management accounting techniques, while innovative culture does not have any moderating effect.
Conclusion: This research contributes to the expansion of strategic management accounting techniques in hospitals and highlights the importance of influencing factors. Hospitals should apply these techniques while giving due consideration to the factors that affect them.
