I intend to compare my organization using Goffee and Jones, and Schein’s theories. I will include an assessment of how I would characterize the culture. I will explain my culture using what I learned from each theory.
Goffee and Jones describe culture as having sociability and solidarity. My culture is largely Solid, goals and achievements are encouraged and expected. They exist to enhance the customer experience. The organization regularly identifies outcomes or goals to achieve. The goals and outcomes are largely related to regulatory bodies such as The Joint Commission’s National Patient Safety Goals. There is an ego, dark side, as described by Goffee and Jones, in the corporate ...view middle of the document...
Conversations are focused on the customer. Staff meetings have purpose and maintain rigid time limits with a focused agenda. Socializing and gossip exists, but is limited until after serious conversations are completed.
Goffee and Jones idea of time leans toward the culture of mercenary. Long hours exist, most staff work twelve hour days and rarely does anyone leave early. It may take co-workers time to form relationships due to irregularity schedules. For example, night shift and day shift employees tend to socialize outside of work with similarly scheduled employees. Management discourages “idle chat” in favor of professionalism.
In Goffee and Jones’ explanation of identity, my culture is communal. The values and mission are identified throughout the environment. Logos, the University of Pennsylvania shield, and “We are Medicine” are identified throughout the environment. Recognition from outside agencies are located where staff and visitors can identify the environment as a place to receive top care.
Schien discusses occupations having culture. Nurses learn culture in their training from instructors who taught students the culture they learned. Nurses, as an occupation and a macro culture, have learned the same ways of caring for patients. Nurses possess knowledge to enter any health care environment and provide basic care. Culture in hospitals effect performance. For example, if a unit works to reduce a type of infection, the unit is recognized, with other units expecting to follow the lead.
I agree with Schein's description of hospital culture from the article. He explains nurses, doctors, and administrators argue rather than collaborate. Therefore, changes may not occur until an irreversible event occurs. Only then is change required. I described above there is communication of ideas, but information may not be received as intended.
Schein has identified communication, norms, and traditions or expectations as being organizationally different. Someone new coming into the hospital as an employee would be expected to learn the culture in place. Visitors and customers may need an explanation as to different care or procedure areas. They may need to know what areas to avoid for their safety and the safety of others. Information is explained with signs rather than explanation from someone knowledgable of the culture.
Schein would see the artifacts of my culture as different occupations wearing different uniforms. In an effort to help visitors and customers to identify the different uniforms signage is placed in high traffic areas. They are trying to find their way to whoever they are visiting or the area they are trying to reach for their own treatment.
Schein would describe the slogan, “Your life is worth Penn Medicine,” as the culture’s formal philosophy. This statement is used in marketing materials to entice people who would otherwise attend a community hospital to come to a Penn Medicine facility. In addition...