Cultures for performance in health care:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Maidenhead [u.a.]
Open Univ. Press
2005
|
| Series: | State of health series
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis Inhaltsverzeichnis |
| Physical Description: | XXI, 292 S. graph. Darst. |
| ISBN: | 0335215548 033521553X |
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Record in the Search Index
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| adam_text | CONTENTS
List of figures, tables and boxes ix
Series editor s introduction xi
About the authors xiii
Foreword by A idan Halligan and Jay Bevington xv
Foreword by Nigel Edwards xix
Acknowledgements xxii
Introduction: policy background and overview 1
1 Making sense of organizational culture in health care 8
(with Tim Scott)
2 Does organizational culture influence health care
performance? A review of existing evidence 43
(with Tim Scott)
3 Culture and performance in acute hospital trusts:
integration and synthesis of case study evidence 67
4 Culture and performance in English acute hospital
trusts: condensed case study narratives 89
(with Alison Powell)
5 Findings from a quantitative analysis of all English NHS
acute trusts 159
(with Rowena Jacobs)
viii Cultures for performance in health care
6 Findings from the primary care case studies 179
(with Liz Nelson)
7 Summary, conclusions and implications for policy and
research 197
Appendix 1 Research design and methods of data gathering
and analysis 225
Appendix 2 Quantitative models and data definitions 235
References 271
Index 283
LIST OF FIGURES, TABLES
AND BOXES
Figure 5.1 Frequency distribution of culture type by
trusts, unweighted (n= 187) 170
Table 1.1 Efficient economic governance frameworks
and antecedent conditions 14
Table 1.2 Conceptions of organizational culture 17
Table 1.3 Comparing culture as an attribute and
culture as a metaphor 20
Table 1.4 Transactional and transformational management 38
Table 1.5 Characteristics of the old and new moral
fabric for clinicians (context for culture) 41
Table 2.1 Studies relating organizational culture and
performance 47
Table 3.1 Background characteristics of the six hospital
trusts 68
Table 3.2 Key points of divergence in the cultures of
apparently high and apparently low
performing hospital trusts 73
Table 5.1 Contingent performance: hypothesized
relationships 165
Table 5.2 Average culture scores for individuals across
four culture types (n=899) 166
Table 5.3 Average internal and mechanistic scores for
individuals (n=899) 166
Table 5.4 Distribution of culture type by job title (n=899) 167
Table 5.5 Cultural focus and orientation by job title
(n=899) 167
Table 5.6 Average culture scores for trusts across four
culture types, unweighted (n=187) 168
Table 5.7 Average culture scores for trusts across four
culture types, weighted (n=l 87) 168
x Cultures for performance in health care
Table 5.8 Average internal and mechanistic scores for
trusts, unweighted (n=l 87) 169
Table 5.9 Trust characteristics associated with clan
cultures (negative relationships) and rational
cultures (positive relationships) 173
Table 6.1 Characteristics of directive and facilitative
managers 194
Table 7.1 Leadership and management in NHS trusts 215
Table 7.2 Strategic performance management issues in
the NHS 216
Table A. 1 Characteristics of PCT sample 232
Table A.2 PCT interview sample 233
Box 1.1 Institutions and economic theory 10
Box 1.2 Different types of internal institutions 11
Box 1.3 Post modern perspectives on organizational
culture 21
Box 1.4 Key features of an organization with a good
safety culture 25
Box 1.5 Key features of a learning organization 27
Box 1.6 Cultural values underpinning learning
organizations 28
Box 1.7 Commonality and difference in organizational
cultures 30
Box 1.8 Classification of subcultures 31
Box 1.9 Managerial and medical cultures: points of
divergence 32
Box 1.10 The meeting of cultures: achieving a cultural fit 33
Box 1.11 Changing cultural visions in the NHS 39
Box 3.1 Case study synopsis of Trust A 74
Box 3.2 Case study synopsis of Trust E 76
Box 5.1 Competing values model of culture types for
organizations 162
Box 5.2 Characteristics of culture types in the
competing values framework 163
Box 6.1 PCO performance indicators for 2001/2002 181
Box 6.2 Managers perceptions of the current cultural
characteristics of general practice 18 5
Box 6.3 Main constraints to cultural change (modified
from Grol 1997) 195
Box 7.1 Benefits and drawbacks of checking,
monitoring and measurement 219
Box 7.2 Benefits and drawbacks of trusting 220
|
| adam_txt |
CONTENTS
List of figures, tables and boxes ix
Series editor's introduction xi
About the authors xiii
Foreword by A idan Halligan and Jay Bevington xv
Foreword by Nigel Edwards xix
Acknowledgements xxii
Introduction: policy background and overview 1
1 Making sense of organizational culture in health care 8
(with Tim Scott)
2 Does organizational culture influence health care
performance? A review of existing evidence 43
(with Tim Scott)
3 Culture and performance in acute hospital trusts:
integration and synthesis of case study evidence 67
4 Culture and performance in English acute hospital
trusts: condensed case study narratives 89
(with Alison Powell)
5 Findings from a quantitative analysis of all English NHS
acute trusts 159
(with Rowena Jacobs)
viii Cultures for performance in health care
6 Findings from the primary care case studies 179
(with Liz Nelson)
7 Summary, conclusions and implications for policy and
research 197
Appendix 1 Research design and methods of data gathering
and analysis 225
Appendix 2 Quantitative models and data definitions 235
References 271
Index 283
LIST OF FIGURES, TABLES
AND BOXES
Figure 5.1 Frequency distribution of culture type by
trusts, unweighted (n= 187) 170
Table 1.1 Efficient economic governance frameworks
and antecedent conditions 14
Table 1.2 Conceptions of organizational culture 17
Table 1.3 Comparing 'culture as an attribute' and
'culture as a metaphor' 20
Table 1.4 Transactional and transformational management 38
Table 1.5 Characteristics of the old and new 'moral
fabric' for clinicians (context for culture) 41
Table 2.1 Studies relating organizational culture and
performance 47
Table 3.1 Background characteristics of the six hospital
trusts 68
Table 3.2 Key points of divergence in the cultures of
apparently high and apparently low
performing hospital trusts 73
Table 5.1 Contingent performance: hypothesized
relationships 165
Table 5.2 Average culture scores for individuals across
four culture types (n=899) 166
Table 5.3 Average internal and mechanistic scores for
individuals (n=899) 166
Table 5.4 Distribution of culture type by job title (n=899) 167
Table 5.5 Cultural focus and orientation by job title
(n=899) 167
Table 5.6 Average culture scores for trusts across four
culture types, unweighted (n=187) 168
Table 5.7 Average culture scores for trusts across four
culture types, weighted (n=l 87) 168
x Cultures for performance in health care
Table 5.8 Average internal and mechanistic scores for
trusts, unweighted (n=l 87) 169
Table 5.9 Trust characteristics associated with clan
cultures (negative relationships) and rational
cultures (positive relationships) 173
Table 6.1 Characteristics of directive and facilitative
managers 194
Table 7.1 Leadership and management in NHS trusts 215
Table 7.2 Strategic performance management issues in
the NHS 216
Table A. 1 Characteristics of PCT sample 232
Table A.2 PCT interview sample 233
Box 1.1 Institutions and economic theory 10
Box 1.2 Different types of internal institutions 11
Box 1.3 Post modern perspectives on organizational
culture 21
Box 1.4 Key features of an organization with a 'good'
safety culture 25
Box 1.5 Key features of a learning organization 27
Box 1.6 Cultural values underpinning learning
organizations 28
Box 1.7 Commonality and difference in organizational
cultures 30
Box 1.8 Classification of subcultures 31
Box 1.9 Managerial and medical cultures: points of
divergence 32
Box 1.10 The meeting of cultures: achieving a cultural fit 33
Box 1.11 Changing cultural visions in the NHS 39
Box 3.1 Case study synopsis of Trust A 74
Box 3.2 Case study synopsis of Trust E 76
Box 5.1 Competing values model of culture types for
organizations 162
Box 5.2 Characteristics of culture types in the
competing values framework 163
Box 6.1 PCO performance indicators for 2001/2002 181
Box 6.2 Managers' perceptions of the current cultural
characteristics of general practice 18 5
Box 6.3 Main constraints to cultural change (modified
from Grol 1997) 195
Box 7.1 Benefits and drawbacks of checking,
monitoring and measurement 219
Box 7.2 Benefits and drawbacks of trusting 220 |
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| spelling | Mannion, Russell Verfasser aut Cultures for performance in health care Russell Mannion, Huw T. O. Davies & Martin N. Marshall Maidenhead [u.a.] Open Univ. Press 2005 XXI, 292 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier State of health series Health Services Administration Organizational Culture Quality of Health Care Health Care Reform Organizational Case Studies Gezondheidszorg gtt Organisatiecultuur gtt Gesundheitswesen Health services administration Health services administration Evaluation Corporate culture Organizational behavior Great Britain Großbritannien (DE-588)4006432-3 Bibliografie gnd-content Davies, Huw T. O. 1961- Sonstige (DE-588)129505870 oth Marshall, Martin N. Sonstige oth http://digitool.hbz-nrw.de:1801/webclient/DeliveryManager?pid=1680324&custom_att_2=simple_viewer Cultures for performance in health care Inhaltsverzeichnis HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015658733&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Mannion, Russell Cultures for performance in health care Health Services Administration Organizational Culture Quality of Health Care Health Care Reform Organizational Case Studies Gezondheidszorg gtt Organisatiecultuur gtt Gesundheitswesen Health services administration Health services administration Evaluation Corporate culture Organizational behavior |
| subject_GND | (DE-588)4006432-3 |
| title | Cultures for performance in health care |
| title_auth | Cultures for performance in health care |
| title_exact_search | Cultures for performance in health care |
| title_exact_search_txtP | Cultures for performance in health care |
| title_full | Cultures for performance in health care Russell Mannion, Huw T. O. Davies & Martin N. Marshall |
| title_fullStr | Cultures for performance in health care Russell Mannion, Huw T. O. Davies & Martin N. Marshall |
| title_full_unstemmed | Cultures for performance in health care Russell Mannion, Huw T. O. Davies & Martin N. Marshall |
| title_short | Cultures for performance in health care |
| title_sort | cultures for performance in health care |
| topic | Health Services Administration Organizational Culture Quality of Health Care Health Care Reform Organizational Case Studies Gezondheidszorg gtt Organisatiecultuur gtt Gesundheitswesen Health services administration Health services administration Evaluation Corporate culture Organizational behavior |
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