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Impact of organization culture
Organizational culture and its determinants
Organizational culture and its determinants
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Recommended: Impact of organization culture
Edgar H. Schein, Professor Emeritus in the Sloan School of Management at the Massachusetts Institute of Technology has once mentioned, “Organizational culture is a pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”1
Therefore, culture is so important as it shapes the performance of the organization in terms of making the right decisions, guiding employees appropriate behaviours and efficiency of getting work done etc., with respect to its success.
According to the framework of Hofstede’s model of organizational culture, it showed that there is no universal theory or approach to management for organizations, it is instead interacting with the very context in which it situated.2
For this case, in order to make analysis on the effectiveness of Mayo Clinic in transmitting and reinforcing its core value, we will need to apply the cultural components in the model: symbols, heroes and rituals which are subsumed under the term “practices” because they are visible to observers. Since the establishment of the Mayo Clinic, it has emphasized on the terminal value of “The needs of the patient come first”. Until today, all physicians, scientists and other employees of Mayo Clinic continues to attain this outcome by encouraging instrumental values like paying extra attention on teamwork, collegiality, professionalism, mutual respect and a commitment to progress for the organization.
Symbols are the most visible and shallowest perspective among all the layers. Culture is being manife...
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... of benefit is equal to patient have best image plus her parents have not be ostracized for their church plus the clinic have not violate their aims plus the church have no be effect. Also, the number equals to several thousand. The harm is patient’s parent feel unaccepted for their daughter died.
Besides that, if the physician has told the truth and whole story for her parent, the formula of benefit is the physician will feel he has responsibility. The formula of harm is equal to patient have not best image plus her parents have be ostracized for their church plus the clinic have violate their aim.
If the physician have not tell the truth and whole story for her parents, this action will bring the greatest happiness for greatest of people. Therefore, the physician should not tell the truth and whole story for her parents from the perspective of utilitarianism.
Cullen and Klein understand that deception is wrong and disrespectful to the patient but criticize that some cases are more complicated and not so black and white. They argue that physicians should be able to withhold information that can significantly benefit the patient. The key part is that the benefit is greater than what the deception causes.
This decision also has to be evaluated on the basis of internal criteria. For the internal criteria, a person has to look inside oneself to evaluate the decision. Does the person feel satisfied with the decision and promote these values? The doctor’s decision does not give the inner sense of contentment; we experience “hate, discontent…confusion” (Panicola 71). Nobody wants to become a liar, thus it is not consistent with the kind of a person one would want to become.
Providers must act in the best interest of the patient and their basic obligation is to do no harm and work for the public’s wellbeing. A physician shall always keep in mind the obligation of preserving human life. Providers must communicate full, accurate and unbiased information so patients can make informed decisions about their health care. As a result of their recommendations, providers are responsible for generating costs in health care but do not generate the need for those expenses. Every hospital has both an ethical as well as a legal responsibility to provide care, even if the care may be uncompensated.
In “Should Doctors Tell the Truth?” Joseph Collins argues for paternalistic deception, declaring that it is permissible for physicians to deceive their patients when it is in their best interests. Collins considers his argument from a “pragmatic” standpoint, rather than a moral one, and uses his experience with the sick to justify paternalistic deception. Collins argues that in his years of practicing, he has encountered four types of patients who want to know the truth: those that want to know so they know how much time they have left, those who do not want to know and may suffer if told the truth, those who are incapable of hearing the truth, and those who do not have a serious diagnosis (605). Collins follows with the assertion that the more serious the condition is, the less likely the patient is to seek information about their health (606).
Should a doctor tell the truth directly to the patient regardless of the family’s wishes not to do that? Or in contrast, should the doctor simply tell the truth to the patient prior to his or her family? Ruiping Fan and Benfu Li’s journal article primarily focuses on whether or not a physician should tell truth to the patient. From a personal opinion, patients have the right to know their state of health. To be honest with a patient, despite his or her family's wishes, before telling the family ultimately depends on many things, such as the patient's age, medical conditions and circumstances, and religious beliefs.
Should doctors tell the truth to their patients? How much information should the patient know about a certain ill or operation? These controversial questions are asked more frequently in our society. Patients nowadays,. are very sensitive to certain diseases more than before. This paper argues against telling the truth in doctor-patient relationship. Not by defending the idea directly but, by presenting first how truth can be harmful to the patient and by giving Higgs’ objection to it, then by giving my own objection to Higgs’ argument.
The ethical roles of the government as it pertains to the rights of medical practice are a slippery slope. One may argue “How can the government make decisions based solely upon the best interest of itself”. With this being focused mostly in regards to it’s stances on abortion and the rights of doctors to make ethical and moral decisions on whether or not they want to practice abortions in their clinic. While bearing in mind ethical values relating to medical practices, the role of conscience is extremely substantial.
Organizational culture is the system of shared beliefs and values that develops within an organization and guides the behavior of its members, while organizational structure is an expression of social and economic principles of hierarchy and specialization (Kinicki, 2015). Both the culture and the structure of an organization are important things for management to understand in order to successfully set and achieve an organization’s goals. Companies who excel in highly competitive fields can attribute their successful economic performance to a cohesive corporate culture that increases competitiveness and profitability. This culture is best utilized in an organization that has the necessary structure to allow its employees to coordinate their actions to achieve its goals.
In contrast, Joseph Collins takes a different view in his presentation. He chooses a negative answer to the question “Should doctors tell patients the truth”. He thinks that telling the whole truth is often perpetrating a cruelty of which many are incapable (605). He divides patients in
The writer asserts that, although the doctor upholds the dignity of oaths by preventing or terminating any harm towards the patient, equally important is assessing the possible benefits and drawbacks of any treatment. Therefore, it is vital to discuss the principle of beneficence under two subheadings, positive beneficence and the utilitarian principle (Beauchamp, 1989, p.195).
Mayo Clinic is a hospital that is as well-known by many to be a haven of caring and concerned doctors whos’ sole focus is to give their patients the type of care they would want their families to receive if they were patients. According to Colquitt, LePine, and Wesson (Mayo Case Study, 2014), Mayo Clinic has established a customer service, patient first culture that puts the needs of those whom they serve ahead of other focuses, such as profit or patient quotas. This corporate culture has lead the hospital to become one of the most successful and iconic medical centers in the United States. Colquitt, LePine, and Wesson (Mayo Case Study, 2014) propose several very interesting questions at the end of the reading that they ask readers to ponder.
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...
Consequently, it can be assumed that doctors might tend to avoid such a confession in order to maintain their image of being a “good doctor” (J.Shahidi). Not being a good doctor may eventually lead to doctor’s loss of business and as a result physicians may tend to hide the truth even if it opposes patient autonomy
Organizational culture is imperative to the success of the organization. The strength and core values of the organization is supported by the organizational culture. This allows for organization to operate in a specific manner that is specific to that organization and can pave the path for success. Company founders are passionate about their vision and mission and they elude that passion into their employees. When that passion and mission is successfully implied to the employees the company strives in it 's path to success.
Frost, P. J., Moore, L. F., Louis, M. R., Lundberg, C. C. & Martin, J. (1991). Reframing Organizational Culture. Newbury Park, CA: Sage.