Using the Competing Value Framework Model for Developing an Organizational Culture Profile in Governmental Hospitals
American Journal of Nursing Science
Volume 5, Issue 6, December 2016, Pages: 288-294
Received: Dec. 19, 2016; Accepted: Dec. 27, 2016; Published: Jan. 18, 2017
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Sabah Mahmoud Mahran, Nursing Administration Department, Faculty of Nursing, Port Said University, Port Said City, Egypt
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An organizational culture has been studied over the decades to be understandable. This research aimed to find out the most dominant culture profile for each hospital by using the competing value framework (CVF). Quantitative descriptive and analytical design were applied to find out the organizational culture profile. Two hospitals were selected to represent the governmental hospitals in Port-Said city. Total studied sample 250 participants. A convenience sample was implemented. Generally, the highest mean score of an agreement was (M =3.3, at SD=0,74) reported for the Hierarchy organizational culture followed by Clan culture at (M= 3.29 SD=.75). While the lowest mean score for agreement was (M= 3.2, SD= 0. 70) (M= 3.2, SD= 0.72) for the Adhocracy and Market organizational culture. The findings of this study indicated that the organizational culture type and culture profile for each hospital. This study recommended that the managers have to permits of an expressing the ideas of empowering and encouraging the care providers to participate in decision-making and problem-solving process and conduct training workshop to learn and improve the organizational culture in a manner that will increase the chances of financial and operational success.
Organizational Culture, Culture Profile, Competing Value Framework (CVF)
To cite this article
Sabah Mahmoud Mahran, Using the Competing Value Framework Model for Developing an Organizational Culture Profile in Governmental Hospitals, American Journal of Nursing Science. Vol. 5, No. 6, 2016, pp. 288-294. doi: 10.11648/j.ajns.20160506.18
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