|Title:||Introducing culture change in an organisation : a case study of a public hospital|
|Subject:||Hospitals -- Administration -- Case studies|
Organizational change -- Case studies
Hong Kong Polytechnic -- Dissertations
|Department:||Department of Management|
|Pages:||ix, 98 leaves ; 30 cm|
|Abstract:||The transfer of management for all the public hospitals to the Hospital Authority has brought Hong Kong into a new era of hospital services to be characterized by "Quality Health Care, Quality Hospital Services". The Hospital Authority's aims is to work towards a hospital system which will not only be effective and efficient, but will also demonstrate a genuinely caring attitude to the patients. This goal can only be achieved through the adoption of a shared vision and the exercise of concerted efforts for organisation development by all hospital staff towards moving to a patient-centred and action-oriented culture in the hospitals. It has been identified that the traditional approach to hospital management which is characterized by a huge bureaucracy has been the cultural ground for many problems leading to inefficiency in service provision as reflected in poor co-ordination and low staff morale. Being selected as one of the pilot hospitals for implementing the new management initiatives of the Hospital Authority, the Queen Mary Hospital has been planning its directions to implement an organisation-wide change programme to move the hospital to the new cultural directions. This study has been undertaken to look into the implementation and management of organisational/cultural change in the Queen Mary Hospital from the perspectives of the planned change efforts of organisation development (OD). Relevant theories, concepts, and approaches will be examined with a view to developing a framework on change implementation and management for use by the hospital in its management reform. It is considered that the adoption of a participative management culture is the way forward if improvement is to be made to the interdependent and multidisciplinary nature of hospital services. Emphasis is placed on organisational processes, development of interdependent work teams, and on collaboration and participation as the methods for changing the prevailing organisational climate/culture for closing the perceived culture-gaps existing in the hospital. The focus of the study will be placed on the three major aspects of organisational functions viz. leadership, motivation, and communication that interact to shape the culture of an organisation which are considered as important by the hospital management. Cultural change is a long process. Continual improvements will rely on the use of data feedback, action research, and attempts at the change as an on-going process for the internalization of a new philosophy and culture within the hospital. The importance of bringing about organisational/cultural change in the Queen Mary Hospital has been recognised by the hospital management. It is hoped that this study, which suggests options to aid in the implementation of cultural change can provide insights into the management of the organisation-wide change efforts for the hospital.|
|Rights:||All rights reserved|
Files in This Item:
|b11524972.pdf||For All Users (off-campus access for PolyU Staff & Students only)||3.92 MB||Adobe PDF||View/Open|
As a bona fide Library user, I declare that:
- I will abide by the rules and legal ordinances governing copyright regarding the use of the Database.
- I will use the Database for the purpose of my research or private study only and not for circulation or further reproduction or any other purpose.
- I agree to indemnify and hold the University harmless from and against any loss, damage, cost, liability or expenses arising from copyright infringement or unauthorized usage.
By downloading any item(s) listed above, you acknowledge that you have read and understood the copyright undertaking as stated above, and agree to be bound by all of its terms.
Please use this identifier to cite or link to this item: