Organizational culture levels

Monday, 30 June 2014, 3:48 AM

by Gela Mocanu

In my journal entry I would like to reflect about organizational culture levels from healthcare
organization point of view. Defined by Schein (1997)as the deep basic assumption and beliefs
that are shared by organizational members organizational culture can be also defined as
collection of beliefs ..,customs and attitudes that distinguish the people from one society from
another.(Kluckholn,1951 cited by Whitehead and al 2007)
.Being a new employee, I was oriented within 3 months ,as per hospital policy , to understand
how things are done in my new organization, how is the process of patient assessment, care
plans or medication administration within the workplace. It was quite similar with my previous
place of work ,because both institutions were having same international accreditation. However, I
found also many new different patient forms and different nursing notes ,and different way of
dealing with patient documentation.
All are part of the artifact level of the organizational culture, and I can mention more as patients
room layout, staff rest room or staff cafeteria ,administration offices or car parking lot for the staff
members, dress code or telephone etiquette.
The second level for organizational culture ,as per Schein (1997),is represented by espoused
beliefs, that for my organization is represented in mission and vision stated in written in all
departments reception ,in intranet and in leaflets all around the hospital and the clinics.
The third ,and I can say the most important level ,is considered the basic assumption, the most
influential level ,hard to change and not easy visible. For my organization commitment to cure or
to bring the better outcome for the patient life is the main goal ,and the cost of doing so was
never the main issue. The hospital accepted to admit patients even without insurance, to be
stabilized and even to be operated, considering that life threatening disease cannot just be
referred to another facility due to inappropriate insurance policy.
Hi Gela, some interesting insights on local culture in this entry (these might be worth returning to
at a later date). I think you've now settled into a groove with these entries and it will be the end of
module reflective assignment that provides you with your next challenge when it comes to
reflective learning. Without over-egging things I think it would be helpful to reflect on your
apporach at the end of the module and identify one way (a small, incremental step) in which your
could improve your approach and implement this on the next module.
Kind regards

Knowledge ,learning and innovation

Friday, 18 July 2014, 12:52 PM
by Gela Mocanu

During the last two weeks of discussions and readings, I broadened my understanding of the
learning and knowledge processes within organizations as well as the importance of innovation in
the change process.
In relation to my workplace, one of the key points I noted, is the acknowledgment of the life long
learning process as a valuable asset for its success. An example, from the perspective of
broadening my knowledge base, is my involvement in this current study program. This also
extends to my workplace through continuous assessment of skills and on the job trainings. Our
Nursing Education department has a list of competencies which we are required to renew
annually and biannually to ensure we are up to date on our clinical skills and knowledge. These
can be considered as suitable examples of continuous learning and examination in the
knowledge process. I realize that any hospital looking for nurses will value the new skills and
knowledge brought to the organization through the nurses previous experience. The organization
will benefit from this even when the person is no longer working there. The transfer of knowledge
and experience will be done through direct work related contact. Learning by doing will be
completed through trainings and seminars as well as through popular accounts or stories
shared within the work group inside organization.(Clegg et al ,2011).
However, I also understand that knowledge can be considered as a barrier for further learning,
particularly if we assume that we know everything and do not need to add more. I think that in
trying to achieve the PGCertificate in Management, our only goal is not to just increase our salary
or have a better position within our organization but is also an indicator that we can admit our
limitations and are open to broadening our knowledge base.
Regarding change and its relation to continuous innovation, I can reflect on the opening of a new
Mother and Child unit in my organization in response to the movement of competitors who have
innovative processes for delivery admissions and provide top level quality rooms and the latest
technology for both mother and babies. My organization have to change to keep up with the
continuous innovation around them. And in this way they too are also being innovative.
Hi Gela, I thought that this was a nicely written journal entry and in keeping with the style you've
previously developed for this activity. It is reflective in its focus on the workplace and on your own
development. I think your use of workplace examples is particulalry insightful; and also
interesting to read about. Keep this up in future entries.
Kind regards