Analysis of the organizational culture at a hospital in Benin

Abstract

Objective: To describe the organizational culture (OC) and its strength in a Hospital in Benin. Methods: This is a descriptive cross-sectional study which involved 121 participants (care providers, support and executive staff) of the Lokossa regional hospital in March 2015. Data on dimensions of OC were collected using a questionnaire developed from the Cameron and Quinn's tools (2006). Results: The mean age of participants was 41 ± 8.3 years and working experience was less or equal to five years in 52.07%. The determined OC was clan-like, hierarchical and results-oriented. This type of OC resulted mainly from cohesion factors, strategic accents, criteria of success, and organizational leadership used by the executive staff. A proportion of 62% (or 75/121) participants had positive perceptions of this OC. However, participants wished more hierarchical and results-oriented OC. Conclusions: The study revealed a mixed OC, positively perceived by workers. This reflects their integration within the organization, adherence to the projects and values of the organization and their involvement in work, allowing a constructive work design. Strengthening the hierarchical orientation and result-based option of the OC may improve the performance of the hospital.

The Effect of Heads’ Leadership and Nurses’ Job Motivation on Nursing Performance in the Hospital Inpatient Room

“…Moreover, it also could increase staff involvement in their work. Strong hierarchical orientation and results-based options from organizational culture as good leadership outputs can improve hospital performance (Sopoh et al, 2018).…”

Explaining Variations in Long-term Care Use and Expenditures Under the Public Long-term Care Insurance Systems: A Case Study Comparison of Korea and Japan

“…8 In low-and middle-income country (LMIC) settings, a growing body of research on organizational culture has focused on the association between hospital safety culture and patient outcomes. [12][13][14][15][16] Further, a systematic review of qualitative and ethnographic studies of public health systems in LMICs demonstrated the important role of organizational culture in the success of LMIC health sector reforms, positing that health sector redesign 17 is insufficient to achieve global health targets, and that intangible aspects of inner settings (ie, organizational culture) drive the functions, operations, and relationships within each health systems. 17 Despite this growing body of evidence supporting the role of organizational culture in efforts to strengthen health systems in LMIC settings, policy-makers and researchers lack tools to meaningfully measure organizational culture.…”