How To Create the Right Healthcare Culture
£
14.99
‘There are three domains in any single organisation – structure, systems, and culture. The first is always overanalysed, the third – culture – is always ignored’ J.A. MUIR GRAY
Although everyone feels it, the culture of a health service is rarely talked about openly, except on hospital web-sites where the mission of the organisation is trumpeted loudly even though very few of the staff could repeat its core messages. This is, however, changing. As healthcare worldwide reaches crisis point, it is recognised that structural reorganisation will not solve the problems ahead, which are common both to tax- and insurance-based systems, as well as to public and private systems. The culture of an organisation is described by the guru of the subject Edgar Schein
“The culture of a group can now be defined as a pattern of shared basic assumptions that was learned by a group as it solved is problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”
Schein, E.H. (2004) Organizational Culture and Leadership. John Wiley & Sons Inc. (p.17).'
How To Create The Right Healthcare Culture provides practical guidance for clinicians, and those who pay for or manage health services, on how to create the right culture for 21st century healthcare. The following topics are covered: Why is culture important? How many types of culture are there? What is the best way to manage microcultures such as quality, safety, or bullying? How do technology and culture interact? What is the relationship between culture and leadership? How can culture be improved in existing, new, or merged healthcare organisations?
The knowledge and skills studied in this book are essential for leaders and potential leaders of health services, a great many of whom are clinicians.
Although everyone feels it, the culture of a health service is rarely talked about openly, except on hospital web-sites where the mission of the organisation is trumpeted loudly even though very few of the staff could repeat its core messages. This is, however, changing. As healthcare worldwide reaches crisis point, it is recognised that structural reorganisation will not solve the problems ahead, which are common both to tax- and insurance-based systems, as well as to public and private systems. The culture of an organisation is described by the guru of the subject Edgar Schein
“The culture of a group can now be defined as a pattern of shared basic assumptions that was learned by a group as it solved is problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”
Schein, E.H. (2004) Organizational Culture and Leadership. John Wiley & Sons Inc. (p.17).'
How To Create The Right Healthcare Culture provides practical guidance for clinicians, and those who pay for or manage health services, on how to create the right culture for 21st century healthcare. The following topics are covered: Why is culture important? How many types of culture are there? What is the best way to manage microcultures such as quality, safety, or bullying? How do technology and culture interact? What is the relationship between culture and leadership? How can culture be improved in existing, new, or merged healthcare organisations?
The knowledge and skills studied in this book are essential for leaders and potential leaders of health services, a great many of whom are clinicians.
