دانلود رایگان مقاله انگلیسی هماهنگی بین مدیران و مربیان ارزیابی جو و فرهنگ سازمانی - اشپرینگر 2018

Abstract

Organizational culture and climate are important determinants of behavioral health service delivery for youth. The Organizational Social Context measure is a well validated assessment of organizational culture and climate that has been developed and extensively used in public sector behavioral health service settings. The degree of concordance between administrators and clinicians in their reports of organizational culture and climate may have implications for research design, inferences, and organizational intervention. However, the extent to which administrators’ and clinicians’ reports demonstrate concordance is just beginning to garner attention in public behavioral health settings in the United States. We investigated the concordance between 73 administrators (i.e., supervisors, clinical directors, and executive directors) and 247 clinicians in 28 child-serving programs in a public behavioral health system. Findings suggest that administrators, compared to clinicians, reported more positive cultures and climates. Organizational size moderated this relationship such that administrators in small programs (<466 youth clients served annually) provided more congruent reports of culture and climate in contrast to administrators in large programs (≥466 youth clients served annually) who reported more positive cultures and climates than clinicians. We propose a research agenda that examines the efect of concordance between administrators and clinicians on organizational outcomes in public behavioral health service settings.

Discussion

This study examines the concordance between administrators’ and clinicians’ reports on organizational culture and climate in a large public behavioral health system. Findings were consistent with our hypotheses and with previous literature (e.g., Wolf et  al. 2014): administrators had a tendency to rate organizational culture and climate more positively when compared to clinicians. Speciically, administrators reported their organizations to be more proicient, less rigid, and more functional as compared to clinicians, largely corroborating other literature demonstrating the lack of agreement between leader and front-line workers report of various organizational constructs (e.g., Aarons et al. 2015; Carljord et al. 2010; Hansen et al. 2011; Hasson et al. 2012). These indings shed light on the potential lack of concordance of administrator and clinician perceptions of organizational culture and climate which may have important implications for research design, the validity of inferences, and potential organizational interventions.

Findings indicated that administrators and clinicians in smaller programs provide more concordant reports of culture and climate when compared to administrators and clinicians in larger programs. Administrators in large programs rated proiciency more positively, a domain of organizational culture, as compared to clinicians; this phenomenon was not observed in small programs. Because the referent for culture items on the OSC is the shared work environment, the discrepancy between administrators and clinicians in large programs suggests administrators may not be accurate raters of organizational culture as experienced by clinicians. However, because administrators in smaller programs may work alongside clinicians, they may more accurately report the organizational culture as it is experienced by clinicians. By deinition, organizational culture is a socially constructed and shared feature of the work environment; consequently, accuracy in rating culture is in the collective eyes of the beholders.