Competing Values Framework: A useful tool to define the predominant culture in a maternity setting in Australia

Adams, Catherine; Dawson, Angela; Foureur, Maralyn

doi:10.1016/j.wombi.2016.09.005

Cited by 16 publications

(11 citation statements)

References 35 publications

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“…For instance, the biennial New South Wales (NSW) Your Say survey measures staff experiences across all health services (see https://www.health.nsw.gov.au/workforce/yoursay/Pages/default.aspx ), but the questions do not relate specifically to midwifery and the survey reports combine midwives' and nurses' responses. One recent study used a different organisational culture tool, the Competing Values Framework, to assess a maternity service's readiness to change 15 . However, this instrument aimed to categorise the culture profile of an organisation into one of four types and did not contain midwifery-specific items.…”

Section: Introductionmentioning

confidence: 99%

Midwifery workplace culture in Australia: A national survey of midwives

Catling

Rossiter

2020

Women and Birth

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Problem: The midwifery workforce in Australia is impacted by shortages and attrition. Workplace culture affects midwives' intentions to stay in the profession and their capacity to provide womancentred care for mothers and infants.Background: Staff attrition in maternity services often relates to midwives' workplace experiences and negative perceptions of organisational culture. Broad-based data are essential to fully understand midwifery workplace culture.Aim: This study aimed to examine Australian midwives' perceptions of workplace culture, using a specifically developed instrument. Methods:A national online survey of Australian midwives, within a wider project on maternity workplace culture. Quantitative data were analysed descriptively. Qualitative data were analysed using content analysis.Findings: Overall, 322 eligible midwives rated workplace culture and 150 provided further qualitative responses. Themes included 'the ability to be a midwife', 'support at work' and 'bullying'. Less than a third of midwives thought their workplace had a positive culture. Many respondents felt disengaged and unsupported by managers and described an inability to use all their midwifery knowledge in medically-dominated environments. Many attributed poor workplace culture to limited resources, poor communication, time pressure and a lack of leadership in their workplaces. Inadequate staffing levels and poor management left many midwives feeling disempowered and despondent about their workplace. Others, however, described highly positive workplace cultures and inspiring role models. Conclusion:The survey captured a snapshot of Australian midwifery workplace culture. Findings on leadership, workloads, management support and other aspects of workplace culture can inform future workforce planning and policies. A larger study of the midwifery workplace culture is needed.

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Section: Introductionmentioning

confidence: 99%

Midwifery workplace culture in Australia: A national survey of midwives

Catling

Rossiter

2020

Women and Birth

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“…While CVF has historically been used as a decoding tool for profiling purposes in various business functional contexts (Adams et al, 2016; Tong & Arvey, 2015), it has not been used as an evaluative instrument for grading students’ communication performances. In this research study, the objective was to appropriate CVF pedagogically both as an evaluative and decoding tool.…”

Section: An Empirical Case: Cvf As Decoding Tool In the Teaching Of Bmentioning

confidence: 99%

Competing Values Framework as Decoding Tool: Signature Pedagogy in Teaching Business Communication

Kan

Ismail

2021

Business and Professional Communication Quarterly

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This article explicates the operationalization of a theoretically robust framework in the teaching of business communication at an institute of higher learning. This article reimagines the design of a business communication course that focuses on the coalescence of both decoding and encoding processes of messages as a unified pedagogical approach in teaching business communication. This approach is in contrast with more conventional approaches in designing communication courses, which tend to prioritize one process over the other. Participants in the study acknowledged the instrumentality in the course design in promoting communicative values with real-world impact.

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“…Values are expectations for desirable outcomes and ways to achieve certain outcomes. Organisational culture has identified organisational leaders ' shared experiences to influence their behaviour [19]. The physical characteristics of cultural values such as open communication, collaboration, innovation, and justice are reflected [16].…”

Section: A Organisational Culturementioning

confidence: 99%

“…Therefore, culture could be a powerful resource with a common purpose of identification and versatile guidelines. Its effect on members was so strong that members ' behaviour, emotions, beliefs and attitudes could be identified by analysing their measurements, and their probable reaction to desired changes was investigated, predicted and guided [19]. In addition, organisational culture is considered to be one of the unique features that differentiate effective organisations from others [17].…”

Section: A Organisational Culturementioning

confidence: 99%

The Culture-Succession Model: The Factors Affecting Implementation of Succession Planning In Malaysian Public Universities

2019

IJEAT

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This study aims at exploring the relationship between organizational cultures and succession planning. Succession planning in rapidly changing environment is a significant factor that affects long-term success of the higher education institutions. Previous studies were interested in determining factors that support the implementation of succession planning. Currently, emphasis is more on the role of organizational culture as a factor that can improve succession planning or impede it. However, in Malaysian context, empirical work is limited in relation to these variables. This is quantitative study, the survey questionnaire was used to collect data from academics of Malaysia's public universities. Competing Values Framework (CVF) were used to assess organizational culture; for succession planning items are taken from previous literature. The researchers utilized PLS-SEM after data collection to investigate the role of organizational culture in succession planning implementation. The study finding showed that culture can encourage or be a barrier to succession planning, depends on the values promoted by culture. Particularly, if the institution has a history of clan or hierarchy, the chances of implementation of succession planning tend to be higher. Moreover, when a topdown approach is used in organizations with dominant hierarchy culture and succession planning has a strategic role and formal responsibilities are defined in Clan cultures, succession planning can be enhanced.

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Competing Values Framework: A useful tool to define the predominant culture in a maternity setting in Australia

Cited by 16 publications

References 35 publications

Midwifery workplace culture in Australia: A national survey of midwives

Midwifery workplace culture in Australia: A national survey of midwives

Competing Values Framework as Decoding Tool: Signature Pedagogy in Teaching Business Communication

The Culture-Succession Model: The Factors Affecting Implementation of Succession Planning In Malaysian Public Universities

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