Understanding organizational culture: the key to successful middle manager strategic involvement in health care delivery?

Abstract

It was demonstrated that strong organizational culture predicted strategic involvement, and supported the importance of middle managers remaining strategically involved in the development of new organizational strategic initiatives. Findings have implications for strategic management in health service organizations.

How commitment and involvement influence the development of strategic consensus in health care organizations: the multidisciplinary approach

“…As other authors have pointed out that employees bring a set of expectations to their role, and how they perceive these expectations to have been met or exceeded will determine their commitment level to the organization (Putti et al. 1990, Morrison and Robinson 1997, Chang 1999, Carney 2004b, 2006a), these findings that respondents were positive in their attitude to the organization, are important for organizational human resources management. It is recognized that professional commitment and organizational commitment may often be at variance particularly amongst professional clinicians where commitment to the profession and commitment to the organization may conflict (Scoble 1991, Corser 1998).…”

“…Corser (1998) links this commitment to employees’ having a high level of involvement in work‐based activities that results in a sense of support and acknowledgement by top managers of their efforts on behalf of the organization (Ogilvie 1986). Willingness and goodwill result from employees perceiving that support for their ideas and well‐being exists in the organization (Carney 2002, 2004b, 2005a, 2006a, 2006b). This form of support produces a reciprocal sense of obligation to support the organizational goals and united vision for the organizations’ future direction and purpose and as a result leads to organizational commitment (Eisenberger et al.…”

The impact of gender perceptions and professional values on women’s careers in nursing

“…The demand for flexibility for the organisation has been counter-productive and denied the profession access to a wider range of able practitioners; flexibility for the employee is the key to developing skills in the long-term and preventing the loss of skills. Carney (2006) believes that professional attitudes to flexible working have been more influenced by traditional roles and conservative values, than the rational development of nursing. Full-time working is regarded as essential and that part-time working in nursing is considered undesirable.…”

Why Do Nurse Managers Stay? Building a Model of Engagement

“…1,2 Linkage demands that a persuasive model of nurse engagement must also harvest data regarding each nurse manager's descriptions about the ''ethos'' of his or her organizationVthe prevalent tone or spirit of the culture and its habitual patterns of commitment. However, the perception of a strong organizational climate and the presence of structural empowerment are also considered to be important predictors of a nurse manager's job satisfaction and strategic involvement.…”