Culture Change and its Impact on Employee Performance the Health Care Sector - Report Example

Name: Course: Institution: Date: Culture Change and Its Impact on Employee Performance the Health Care Sector Introduction The realization of an effective performance among employees in an organization requires the management to consider numerous aspects that are related to the improvement of organisational culture. This is based on the understanding that the process of envisioning any development within an organization often requires a consideration on culture change (Alvesson 34). Recommendations of culture change in a health care organization draw upon the belief that there exists a relationship between organizational culture and the performance of employees (Smith, 10). The main objective of this paper is to engage in critical analysis of how culture change in a heath care organization affects employee performance. Organizational culture and employee performance Organizational culture defines the approach that employees give to every aspect that defines operations within the organization, these ranges from the mission and vision statements of the organization, the management structure and the communication structure among other aspects of organizational culture (Smith, 56). Proper internalization of these aspects in a health care organization will determine the efficiency and effectiveness of the employees in terms of the execution of their responsibilities (Smith, 60). Health care cultures that lay emphasis on values such as group affiliation, teamwork, effective interpersonal communication and service delivery have been linked to greater implementation of continuous quality improvement practices. Patients in such health care systems are able to attain better services considering that the employees understand their job description and their role in boosting the reputation of the organization while conducting their duties (Alvesson 38). Organizational cultures that lay emphasis on too much bureaucracy, the implementation of formal structures and a plethora of regulations in healthcare practice develops relationships that may negatively affect any quality improvement initiatives (Alvesson 34). This is because the existence of restrictions in the execution of employee roles and responsibilities may limit the staff in terms of their ability to explore and develop creative initiatives towards the improvement of health care services. Such organizations requires some form of culture change in their systems to revolutionize and restructures the approach that such heath care organizations give to the provision of health care services. In addition, this is only possible in situations where the management in the health care organization recognize the practical strategies that are open for the organization to implement culture change. Culture change in such a system may require an overhaul on the existing organizational culture or it may focus on specific areas depending on the desires of the organization (Scott et al 43). The management of culture change and its impact of health care organizations The management in complex organizations such as those of health care have the responsibility of determining the type of culture change that is necessary to ensure an improvement of the organization in terms of service delivery. This is based on the understanding that culture change can be in the form of first order or second order change in an organization setting (Alvesson 60). The decision to implement first order change in health care will requires an organization to consider some improvements in the prevailing organizational culture. This is a technique through which health care organizations maintain a competitive advantage through their desire to pursue a policy of culture continuity. This approach to cultural change capitalizes on a slight improvement to the traditions and practices that have served the organization overtime. In addition, through this approach, it is possible for an organization to ensure quantitative reproduction characterized by repetition (Scott et al 44). Second order approach to change is considered as a qualitative approach to organizational growth. This can be likened to situations where health care organizations consider the introduction of something different especially in situations where an existing culture begins to stagnate and it is necessary for the organization to consider the implementation of a complete overhaul (Scott et al 23). In health care organizations, second order change is often considered in situations where response to the deficiency that faces the prevailing organizational culture is necessary. Such a deficiency is inclusive of that which cannot be addressed effectively by some amendments in culture but through a fundamental change in organizational culture (Mannion & Goddard 38). Health care organizations often require this form of change especially in situations where there is need for an improvement of service delivery in terms of the efficiency and effectiveness of employees. In addition, fundamental change may be required in situations where there is need for the organization to redirect its focus in terms of its areas of specialization such as the provision of theatre services (Alvesson 66). Effective implementation of culture change in the health care system is only effective when there is an understanding on the nature of culture that is to be changed. This form of understanding is only possible in situations where a complete culture audit has been undertaken to determine whether the prevailing culture order can be sustained or whether there is need for change strategies to be deployed (Scott et al 54). Effective diagnosis is possible when all the stakeholders that operate under the prevailing organizational culture are included in the diagnosis. During this process the stakeholders will be expected to show their appreciation to the cultures and possible areas of improvement in relation to the objectives of the organization, through such diagnosis, the management has the ability to determine the level by which employees and other stakeholders understand the mandate and the practices of the organization (Mannion & Goddard 33). The process of diagnosis must also be conducted while considering the subcultures that characterize complex health care organizations such as hospitals. These include the enhancing cultures, orthogonal cultures and counter cultures. The position of these subcultures in relation to the dominant culture often determines the direction of culture change within the health care system (Martin 89). The process of demining the approach to culture change must also consider other aspects within the organization must also consider the external and the internal environment. This helps the management of healthcare systems to assess the possibility of an alignment between an aspect of culture and the external environment. The consideration of the environment in the development of organizational culture is directed towards the minimization of the possibility of obsolescence (Mannion & Goddard 40). Overcoming resistance to organizational change in the health care sector The health care sector is one that is often characterized by numerous bureaucracies in terms of the procedure of accessing services, recruitment and selection process, and the management and communication structures among other factors. This means that any desire to introduce change in the system may be met with some form of rebellion from parties intending to maintain the status quo (Marris 29). One of the main sources of organizational inertia and resistance to culture change in health care systems is lack of ownership. This is based on the realization that any form of change to the prevailing organizational cultural practices brings with it some form of loss. The reactions that the nurses, doctors and the management of heath care organizations can be negative and in some situations unpredictable (Marris 44). It is notable that even a small group of dissatisfied employees can cause some form of distraction hence affecting the ability of the organization to deliver services to the customers. This means that it is important for agents of organizational change to ensure that all employees and other stakeholders understand and embrace the change to minimize the possibility of failure (Harris & Ogbonna 35). Organizational change is an aspect of organizational culture that is relatively complex in implementation. This is because such a change is founded on a wide range of media, which is inclusive of practices and working procedures (Davis et al 112). An overhaul to the existing organization culture will necessitate some change in physical spaces, documentation, reward system and professional demarcations. This means that it would be unrealistic for the management and the change agents to expect an effective and simultaneous implementation of the changes. the Australian government ten year program of reform to the health care system is a tactical acknowledgement that cultural transformation cannot be implemented overnight on health care organizations that operate on already established values and practices (Davis et al 116).. External influence has been considered as one of the factors that that affect the process of implement cultural change in health care organizations. This is based on the understanding that any attempt to change the culture of an organization may also lead to the need to target external bodies that are related to the health care system. In Australia, one of the major impediments to implementation of organizational culture is profession-based attitudes and beliefs (Brown 32). Conclusion There is an increase in the level of awareness on the need to manage organizational culture as an effective way of improving the provision of services in health care. The introduction of changes in organizational cultures has become part of health system reform. This is based on the understanding that through such changes it will be easier for health care organizations to establish effective systems that can instil new values, working relationships and belief systems. Works cited Alvesson, M. Understanding Organizational Culture. London: Sage, 2010 Brown, A. Organizational Culture. Melbourne University: Melbourne, 2009 Davis, H., Nutely, S., Mannion, R. Organizational Culture and Health Care Quality. “Qual Health Care” 2000; 9: 111-119 Harris, L. C & Ogbonna, E. The Unintended Consequences of Culture Interventions: A Study of Unexpected Outcomes. Br J Manag. 2002, 13: 31- 49 Mannion, R & Goddard, M. Performance Measurement and Improvement in Health Care. “Appl Heath Econ Health Pol” 2012, 1: 13-23 Marris, P. Loss and Change. University of New York: New York. 2011 Martin J. Organizational Culture Mapping the Terrain. London: Sage, 2011 Scott, T., Mannion, R & Marshall, M. The Quantitative Assessment of Organizational Culture. “Health Serv Res” 2003 Scott, T., Mannion, R & Marshall, M. Organizational Culture and Health Care Performance: A Review of the Theory, Instruments and Evidence, Report to the Departments of Health. University of York: Center for Health Economics, 2011 Smith, P. Measuring Up: Improving Health System Performance in OECD Countries: Paris, 2010 Read More