Organizational Culture in a Healthcare Facility


The topic that I selected for the research is organizational culture. The development of an organization is based on the credibility of its brand name. The entire process of selling is determined by the popularity and loyalty that a brand name has achieved (Alvesson, 2013). In perspective, the organization of a healthcare facility is a key factor that influences how it operates to deliver quality to its esteemed patients within the community. In this regard, an organization must establish a procedural system and retain a culture of these systems through its practitioners. Organizational culture occupies a fundamental place in the assurance of continued behaviors and credibility of a subject organization. It is one aspect that may ensure that the organization is running in the long term. In this regard, I found it important to evaluate this section that determines how well healthcare facilities can operate since their initiation.


Ideally, organizational culture includes the behavior of people and the perspective in which it is perceived by others. It is a basic determinant of how an organization will operate in the future. A strong foundation of the organization may encourage a strategic culture that would live long after the initial practitioners have left (O’farrell & Nordstrom, 2013). Furthermore, customer loyalty is determined by how people trust and accept the behaviors that identify the healthcare organization. The culture incorporates such attributes as beliefs, values, norm assumption, habits, and principles of all members operating within the organization. It is the factor determining how people within the organization are related or connected to each other. For instance, it determines how a doctor would interact with a patient inclusive of the respect and satisfaction delivered. Furthermore, relations between the people working to deliver services within such an organization are noted through the culture. In most cases, the deviation from the culture makes an individual an odd operator since he or she is not in line with other practitioners (Zeng & Luo, 2013). The change of top leadership determining the organizational culture may face resistance if it does not align with it.

Essentially, organizations hold very distinct cultures and subcultures depending on how the processes are established. Some nursing and healthcare organizations may have several similar or conflicting cultures to reach their target mission and vision. These cultures may be determined by the aim of managing, especially when delivered through creating a sustainable culture. For instance, there are cultures associated with bullying, tribe, fear, personality, nationality, and change among others (Xenikou & Furnham, 2013). This identification of the culture must be properly planned and determined before starting the organization. When an organization needs to change the organizational culture, it must replace all practitioners since their majority ensures that the culture is retained at all levels. In this manner, a person is usually affected by the actions of the majority of practitioners. It makes the practitioners retain identifiable behaviors that sell the credibility of an organization’s reliability.


Each organization has the norms of operating that establish loyalty and trust among the target customers. This aspect is not only prudent within the working processes of practitioners, but also the productive tool and profit-making strategy for such an organization (Zeng & Luo, 2013). The research of organizational culture can facilitate an evaluation of the best process for an organization to undertake. The research has the capability to boost the current systems of administration through applying the most fitting culture for hospitals, especially for their sensitivity when upholding life over money and ensuring that profit is made.

The research can incorporate interviews and questionnaires to retrieve the information from the people within the organization. If possible, it may be important to participate in the processes or assess the operations physically in several organizations in order to learn about their cultures. This study may be important to identify all the subject cultures that are not revealed in the questionnaires. The credibility of each process propagating the culture may be compared to organizations in order to select the most suitable strategy. This research can incorporate as many as 20 healthcare organizations in order to reduce the errors associated with sample size. Thorough research should collect information from all practitioner available and patients within the organization. It should seek information from the perspective of people staying close to these organizations in order to record any complaints and comments. The study of the community around such facilities can relay an image of the culture as learned by people near it.


The research is estimated to take about three months in order to cover most organization within an area spread widely. Two companies may be studied through participating as employees. However, all the 20 organizations will have interviews and questionnaires to retrieve the data.


Organizational culture is a basic factor that should be considered before establishing a healthcare facility. It has to be developed in a systematic way where each aspect is connected to the mission of the organization. A culture that has been evaluated and reared properly allows the achievement of the future target since behaviors are leading to the target. In this respect, the success of an organization is conjoined to the organizational behavior as established initially or modified gradually as the business grows. This topic is, therefore, a pertinent area for the research study since it has promising outcomes that are crucial to the future of organizations.


Alvesson, M. (2013). Understanding organizational culture (2nd ed.). Los Angeles: SAGE.

O’farrell, C., & Nordstrom, C. (2013). Workplace Bullying: Examining Self-Monitoring and Organizational Culture. Journal of Psychological Issues in Organizational Culture, 12(2), 6-17.

Xenikou, A., & Furnham, A. (2013). Group dynamics and organizational culture: Effective work groups and organizations. Basingstoke: Palgrave Macmillan.

Zeng, K., & Luo, X. (2013). Impact of ownership type and firm size on organizational culture and on the organizational culture-effectiveness linkage. Journal of Business Economics and Management, 23(13), 596-611.

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