Publication:
Making Culture Change Happen

dc.contributor.author Russell Mannion
dc.date.accessioned 2024-01-22T02:27:40Z
dc.date.available 2024-01-22T02:27:40Z
dc.date.issued 2022
dc.description Publisher: Cambridge University Press ; License: CC BY-NC-ND ; Source: https://doi.org/10.1017/9781009236935 ; pages
dc.description.abstract Healthcare policy frequently invokes notions of cultural change as a means of achieving improvement and good-quality care. This Element unpacks what is meant by organisational culture and explores the evidence for linking culture to healthcare quality and performance. It considers the origins of interest in managing culture within healthcare, conceptual frameworks for understanding culture change, and approaches and tools for measuring the impact of culture on quality and performance. It considers potential facilitators of successful culture change and looks forward towards an emerging research agenda. As the evidence base to support culture change is rather thin, a more realistic assessment of the task of cultural transformation in healthcare is warranted. Simplistic attempts to manage or engineer culture change from above are unlikely to bear fruit; rather, efforts should be sensitive to the complexity and highly stratified nature of culture in an organisation as vast and diffuse as the NHS.
dc.identifier.isbn 9781009236935
dc.identifier.uri http://repository.vlu.edu.vn:443/handle/123456789/12315
dc.language.iso en_US
dc.subject culture change
dc.subject organisational culture
dc.subject organisational leadership
dc.subject management
dc.subject healthcare improvement
dc.title Making Culture Change Happen
dc.type Resource Types::text::book
dspace.entity.type Publication
oairecerif.author.affiliation #PLACEHOLDER_PARENT_METADATA_VALUE#
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