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.
| Published in | American Journal of Nursing Science (Volume 5, Issue 6) |
| DOI | 10.11648/j.ajns.20160506.18 |
| Page(s) | 288-294 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2024. Published by Science Publishing Group |
Organizational Culture, Culture Profile, Competing Value Framework (CVF)
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APA Style
Sabah Mahmoud Mahran. (2017). Using the Competing Value Framework Model for Developing an Organizational Culture Profile in Governmental Hospitals. American Journal of Nursing Science, 5(6), 288-294. https://doi.org/10.11648/j.ajns.20160506.18
ACS Style
Sabah Mahmoud Mahran. Using the Competing Value Framework Model for Developing an Organizational Culture Profile in Governmental Hospitals. Am. J. Nurs. Sci. 2017, 5(6), 288-294. doi: 10.11648/j.ajns.20160506.18
AMA Style
Sabah Mahmoud Mahran. Using the Competing Value Framework Model for Developing an Organizational Culture Profile in Governmental Hospitals. Am J Nurs Sci. 2017;5(6):288-294. doi: 10.11648/j.ajns.20160506.18
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Download@article{10.11648/j.ajns.20160506.18,
author = {Sabah Mahmoud Mahran},
title = {Using the Competing Value Framework Model for Developing an Organizational Culture Profile in Governmental Hospitals},
journal = {American Journal of Nursing Science},
volume = {5},
number = {6},
pages = {288-294},
doi = {10.11648/j.ajns.20160506.18},
url = {https://doi.org/10.11648/j.ajns.20160506.18},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajns.20160506.18},
abstract = {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.},
year = {2017}
}
TY - JOUR T1 - Using the Competing Value Framework Model for Developing an Organizational Culture Profile in Governmental Hospitals AU - Sabah Mahmoud Mahran Y1 - 2017/01/18 PY - 2017 N1 - https://doi.org/10.11648/j.ajns.20160506.18 DO - 10.11648/j.ajns.20160506.18 T2 - American Journal of Nursing Science JF - American Journal of Nursing Science JO - American Journal of Nursing Science SP - 288 EP - 294 PB - Science Publishing Group SN - 2328-5753 UR - https://doi.org/10.11648/j.ajns.20160506.18 AB - 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. VL - 5 IS - 6 ER -
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