دانلود رایگان مقاله انگلیسی اثر تغییر سازمانی و محدودیت مالی در فرهنگ سازمانی - NCBI 2017

Abstract

Background: Strategies to implement evidence-based practice have highlighted the bidirectional relationship of organisational change on organisational culture. The present study examined changes in perceptions of organisational culture in two community mental health services implementing cognitive therapies into routine psychosis care over 3 years. During the time of the study there were a number of shared planned and unplanned changes that the mental health services had to accommodate. One service, Metro South, had the additional challenge of embarking on a major organisational restructure. Methods: A survey of organisational culture was administered to clinical staff of each service at yearly intervals over the 3 years. Results: At baseline assessment there was no significant difference between the two services in organisational culture. At the midpoint assessment, which was conducted at the time the Metro South restructure was operationalized, there were less positive ratings of organisational culture recorded in Metro South compared to the other service. Organisational culture returned to near-baseline levels at endpoint assessment. Conclusions: These findings are consistent with the literature that organisational culture is relatively robust and resilient. It is also consistent with the literature that, at any one time, a service or organisation may have a finite capacity to absorb change. Consequently this limitation needs to be taken into account in the timing and planning of major service reform where possible. The results also extend the literature, insofar as external factors with a high impact on the operation of an organisation may impact upon organisational culture albeit temporarily.

Recommendation for future research and conclusions

Future research should consider alternative research designs, such as repeated measures, to establish causal links and trends over time. Where data collection is compromised by a participant researcher in a position of power within an organisation, consideration needs to be given to having an objective research team not working within the service being studied.

Surveying a larger population such as all state based mental health services and providing incentive for completed and returned forms would have increased the samples size and return rates enabling more confident predictions about the organisational culture of the health services surveyed.

Overall, our findings suggest that staff perceptions of organisational culture are relatively elastic and organisational culture is able to absorb some change. Any major service reform can and should be well planned as external forces, such as fiscal restraint impinging on the system can be unpredictable and influence successful implementation of change.