Organisational culture: the hidden operand in clinical laboratories

2019 ◽  
Vol 32 (1) ◽  
pp. 273-280
Author(s):  
Wee Leong Chang ◽  
Jill Meyer ◽  
Fabrice Merien
Keyword(s):  
Clinical Laboratory ◽  
Transformational Change ◽  
Organisational Culture ◽  
Cultural Transformation ◽  
Competing Values Framework ◽  
Competing Values ◽  
Total Quality ◽  
Content Type ◽  
Cultural Aspects ◽  
Clinical Laboratories

Purpose The purpose of this paper is to present organisational cultural determinants that can influence total quality management (TQM) in clinical laboratories. Design/methodology/approach This is a viewpoint paper using evidence provided by a literature research about cultural patterns using Competing Values Framework to explain the relationship between organisational culture and TQM. Findings Cultural aspects likely to enhance creativity and innovation are considered as incentives in promoting cultural transformation. TQM in the average modern clinical laboratory requires a long overdue transformational change in values, culture and attitude. Social implications Valuing people, making up an organisation, is expected to enhance TQM. Originality/value This paper provokes a shift in thinking among traditional clinical laboratory managers and results in a win-win for both staff and total quality outcomes.

An organisational culture and trustworthiness multidimensional model to engender employee creativity

2018 ◽  
Vol 33 (4) ◽  
pp. 179-202 ◽  
Author(s):  
Samuel Ogbeibu ◽  
Abdelhak Senadjki ◽  
Tan Luen Peng
Keyword(s):  
Positive Impact ◽  
Organisational Culture ◽  
Competing Values Framework ◽  
Integrative Model ◽  
Competing Values ◽  
Multidimensional Model ◽  
Employee Creativity ◽  
Content Type ◽  
Culture Dimensions ◽  
Negative Impacts

PurposeThe purpose of this paper is to elicit a conceptual understanding of the moderating effect of trustworthiness on the relationship between organisational culture and employee creativity.Design/methodology/approachThis study is theoretical in nature and draws conceptual insights from an integration of theoretical and conceptual underpinnings: the competing values framework, trustworthiness from the integrative model of organisational trust and the componential theory of individual creativity.FindingsTrustworthiness plays a major role in influencing the degree at which managers engender employee creativity. This study postulates that clan and adhocracy organisational culture dimensions have a positive impact on employee creativity, while market and hierarchy organisational culture dimensions have negative impacts on employee creativity. Employee creativity would be engendered if organisational cultures are tailored towards improving the ability of employees. Engendering of employee creativity is contingent on an acceptable degree of benevolence and integrity expressed between managers and their respective employees.Originality/valueBy integrating several methodological underpinnings to produce a multidimensional model for engendering employee creativity, from the lens of a supportive organisational culture, this study offers novel insights for both managerial practice and actions.

scholarly journals Corporate real estate strategies and organizational culture

2018 ◽  
Vol 20 (3) ◽  
pp. 154-176 ◽  
Author(s):  
Ilir Nase ◽  
Monique Arkesteijn
Keyword(s):  
Organizational Culture ◽  
Real Estate ◽  
Principal Component ◽  
Competing Values Framework ◽  
Average Score ◽  
Competing Values ◽  
Content Type ◽  
Strategic Fit ◽  
Corporate Real Estate ◽  
Market Cultures

PurposeThe purpose of this paper is to investigate how strategic corporate real estate (CRE) management varies across different types of organizational culture. Additionally, the authors examine how a set of well-established strategies is categorized by CRE executives and investigate whether there have been any changes in priorities of managers’ rating in importance of these strategies compared to a post-GFC study. Design/methodology/approachA wide-scale survey of CRE managers was undertaken in summer 2016. Two key components of the survey are namely importance scoring of CRE strategies after the framework of Gibler and Lindholm (2012) and organizational culture assessment based on the competing values framework of Cameron and Quinn (2006). Analysis of CRE strategy importance is undertaken based on the average score comparison per each cultural family, and additional features are reported based on the industry sector, firm size and CRE department size. Principal component analysis is used to provide statistical evidence on the grouping of CRE strategies by practitioners. FindingsEmpirical evidence points toward a clear division on the organizational culture dimension that differentiates effectiveness criteria of flexibility and discretion from stability and control. More specifically, clan and adhocracy cultural types prioritize employee-centric CRE strategies, whereas hierarchy and market cultures consider “Reducing real estate cost” as their single most influential strategy. Research limitations/implicationsThe competing values framework has been adapted from the original ipsative scoring process to reflect the fact that only one respondent per firm assesses their organization’s culture. Practical implicationsThe findings of this study are useful to CRE managers striving for maximum strategic fit within their firms as they unveil clear patterns of CRE strategy prioritization among different organizational culture types. Originality/valueTo the authors’ best knowledge, this is the first study that analyzes the inter-relationships among CRE strategies and organizational culture variations. Additionally, the paper provides a categorization of CRE strategies through statistical methods that follow a clear pattern based on the scope of each strategy.

The Clinical Laboratory and the Commitment to Quality

2020 ◽  
pp. 204-239
Author(s):  
Marilena Stamouli ◽  
Antonia Mourtzikou
Keyword(s):  
Clinical Laboratory ◽  
Medical Laboratory ◽  
Main Role ◽  
Total Quality ◽  
Clinical Laboratories ◽  
Preventive Actions ◽  
Harmonization Process ◽  
Six Sigma Methodology ◽  
Total Testing Process ◽  
Definition Of

The main role that clinical laboratories play in the detection, diagnosis, and treatment of diseases is clearly evident. Clinical laboratories need to sustain a commitment to quality and demonstrate a certifiable level of compliance. Many strategies are used to reduce laboratory errors, including internal QC procedures, external quality assessment programs, implementation of QIs and six-sigma methodology. All strategies should be consistent with the requirements of the international standard for medical laboratory accreditation and suitable for promoting corrective/preventive actions. They must promote total quality and patient safety and be consistent with the definition of a laboratory error. Harmonization process is in progress; however, further efforts must be made. Total quality management must be evaluated periodically. For a patient-centered approach, there is the need to assure that each and every step of the total testing process is correctly performed, that weaknesses are recognized, and that corrective and preventive actions are designed and implemented.

scholarly journals The future trip: a story of transformational change

2019 ◽  
Vol 32 (7) ◽  
pp. 669-686 ◽  
Author(s):  
Eva Norrman Brandt ◽  
Ann-Christine Andersson ◽  
Sofia Kjellstrom
Keyword(s):  
Organizational Design ◽  
Transformational Change ◽  
External Pressure ◽  
Cultural Transformation ◽  
Structured Interviews ◽  
Content Type ◽  
Organizational Competencies ◽  
Change Leaders ◽  
Systemic Understanding ◽  
Key Events

Purpose The study of successful transformational change processes in organizations has been limited. The purpose of this paper is to understand a change process and the type of change that occurred in a pharmaceutical company in Sweden 2005–2014. Design/methodology/approach An interactive research design was used, and semi-structured interviews were conducted with 19 individuals, asking about their views on the change journey. Meetings and dialogue with leaders from the organization also took place. Observations from feedback meetings with leaders were included in the analysis. The results were analysed using a time-ordered display identifying key events, interpreted by a theoretical lens determining the type of change over a period of 10 years. Findings This was a transformational change caused by external pressure, supported by visionary and transparent leadership, collaborative methods aiming at broad involvement and systemic understanding. The results indicated a 40 per cent increase in productivity and altered organizational design and culture. Sense-making activities, persistent adoption of quality improvement tools, dispersed power and sequential change activities underpinned the success. Practical implications The results provide insight into the processes of transformational change. Change leaders were provided with knowledge, inspiration and insight when facing transformations. Social implications Increased prevalence of transformational change calls for new organizational competencies and altered roles for leaders and employees. There is a need for new ways of developing competence and new recruitment policies for leaders. Originality/value This case presents unique empirical evidence of a successful cultural transformation led by a leader using post-conventional principles.

scholarly journals Strategic Orientation and Organisational Culture in Polish Public Organisations: Insights from the Miles and Snow Typology

Management ◽  
2016 ◽  
Vol 20 (1) ◽  
pp. 126-141 ◽  
Author(s):  
Martyna Wronka-Pośpiech ◽  
Aldona Frączkiewicz-Wronka
Keyword(s):  
Social Services ◽  
Empirical Studies ◽  
Organisational Culture ◽  
Competing Values Framework ◽  
Competing Values ◽  
For Profit ◽  
Open Ground ◽  
Public Organisations ◽  
Miles And Snow ◽  
Generic Strategies

Summary Polish public organisations are often perceived as having strong bureaucratic orientation, avoiding both change and risk. However, in the last decade a distinct change in the management model of public organisations can be noticed. Public sector becomes an open ground for mergers and partnerships, entrepreneurial leadership, diversified services and commercialization (Golensky and DeRuiter 1999; Zimmerman and Dart, 1998; Pollitt and Bouckaert, 2004; Walker, 2013]. Public organisations embrace these strategies from the for-profit sector in order to manage change and to be effective. Most importantly, public organisations are adopting these frameworks in order to survive the changing operating environment, including changes in the level of government funding. Our paper draws on the Miles and Snow (1978) typology of generic strategies - prospectors, defenders, analysers, and reactors - to identify different organisational strategies within public organisations providing social services in Poland. In order to assess organisational culture we used the most widespread and used in many empirical studies Cameron and Quinn’s model (2003), the Competing Values Framework (CVF), from which four cultures - adhocracy, clan, market and hierarchy - emerge. The choice of these two providers of social services was dictated by our conviction, that these organisations are critical both for the national economy and for mitigating, counteracting and preventing social exclusion.

Organisational cultures and the evoked effects of leader ability on employee creativity

2020 ◽  
Vol 35 (3/4) ◽  
pp. 153-173
Author(s):  
Samuel Ogbeibu ◽  
Abdelhak Senadjki ◽  
James Gaskin
Keyword(s):  
Design Methodology ◽  
Manufacturing Industry ◽  
Target Population ◽  
Competing Values Framework ◽  
Competing Values ◽  
Employee Creativity ◽  
Negative Effects ◽  
Content Type ◽  
Positive Effects ◽  
Organisational Cultures

PurposeThis study seeks to investigate how leader ability and diverse organisational cultures (OC) act to influence employee creativity in manufacturing organisations. By leveraging the multifaceted nature of the competing values framework (CVF), this study examines the growing deterioration of employee creativity through the lens of four OC quadrants within the Nigerian manufacturing industry and further investigates how distinct OCs and leader ability can aid to bolster employee creativity. The CVF is a model used to assess organisational cultures, irrespective of their industry, for the overarching purpose of improving organisational performance.Design/methodology/approachThe target population consists of employees of research and development (R&D) and information technology (IT) in the headquarters of 21 manufacturing organisations. Our useable sample consisted of 439 responses from the Nigerian manufacturing industry.FindingsResults indicated that leader ability and adhocracy OC have positive effects on employee creativity. Market and clan OC have negative effects on employee creativity. Likewise, leader ability dampens the effects of adhocracy OC on employee creativity and reinforces the market OC effect on employee creativity.Originality/valueThis study provides novel insights that challenges several controversial and contemporary postulations of extant research which theorise the OC–employee creativity relationships. By leveraging the construct of leader ability, unique contributions are also made to provoke congruence.

Testing the readiness of an organisational culture profile to a TQM implementation

2019 ◽  
Vol 31 (3) ◽  
pp. 400-416 ◽  
Author(s):  
Tibor Tenji ◽  
Andrea Foley
Keyword(s):  
Theoretical Model ◽  
Quality Management ◽  
Subject Area ◽  
Organisational Culture ◽  
Sample Population ◽  
Total Quality ◽  
Content Type ◽  
Relative Contribution ◽  
Partial View ◽  
Practical Implications

Purpose The purpose of this paper is to apply an existing theoretical model of organisational culture contextualised for total quality management (TQM) as a means of assessing the readiness for implementing TQM in the workplace. The “Amalgamated Model” is a hybrid that encapsulates organisational culture traits and their relative contribution as indictors of effective TQM implementation. Design/methodology/approach A questionnaire that would test the theoretical model was devised and administered to a sample population in a production facility located in Central Europe, Organisation X. Findings A profile of the organisation was derived which revealed the strengths and weaknesses of the organisation in relation to the cultural traits of the theoretical model. Research limitations/implications The research population comprised management/supervisory staff only and thus provides a partial view of Organisation X. Practical implications For practitioners, particularly those who specialise in quality management, the practical implications of this research are twofold: first, it provides insights into aspects of organisational culture and TQM implementation; and second, it demonstrates how a theoretical framework may be applied in the workplace to assess readiness for TQM implementation. Originality/value This research contributes to the subject area body of knowledge by applying a recent theoretical model to assess readiness for implementing TQM.

Managing complexity via the Competing Values Framework

2015 ◽  
Vol 34 (6) ◽  
pp. 653-673 ◽  
Author(s):  
Yew Kwan Tong ◽  
Richard D Arvey
Keyword(s):  
Complexity Theory ◽  
Competing Values Framework ◽  
Competing Values ◽  
Behavioral Repertoire ◽  
Managerial Behavior ◽  
Behavioral Skills ◽  
Content Type ◽  
Behavioral Style ◽  
Managing Complexity ◽  
Practical Implications

Purpose – While advancements in theory have helped illumine the complex workings of today’s organization, little is said on the practical implications for managers in terms of their role and behavioral style. The purpose of this paper is to illustrate how a behavioral diagnostic tool – the Competing Values Framework (CVF; Quinn and Rohrbaugh, 1983) – can be utilized to develop managers in the behavioral skills needed to stay relevant and effective amid new organizational realities. Design/methodology/approach – The conceptual anchor of this paper is in complexity theory. The authors conducted a literature search for articles on complexity theory in selective management journals, and reviewed them to extract key lessons for effective managerial behavior. Findings – Three behaviors found to be central to managing complexity were: enabling, sensemaking, and facilitating shared leadership. It is suggested that the CVF is a useful tool for helping managers develop their behavioral repertoire and hence their skills for enacting these behaviors. Originality/value – The paper synthesizes a guiding frame for developing managers in some of the behavioral skills needed to handle complexity at the workplace. Toward this end, useful tips are offered for putting together a short training workshop where the CVF is rediscovered as a unique developmental tool.

The integrated competing values framework: its spatial configuration

2006 ◽  
Vol 25 (6) ◽  
pp. 505-521 ◽  
Author(s):  
Tricia Vilkinas ◽  
Greg Cartan
Keyword(s):  
Spatial Configuration ◽  
Reflective Learning ◽  
Competing Values Framework ◽  
Competing Values ◽  
Learning Capability ◽  
Content Type ◽  
Managerial Roles ◽  
Four Quadrant ◽  
The Relationship

PurposeThis study seeks to identify the spatial relationships between the managerial roles within the integrated competing values framework (ICVF). The study also aims to identify the central role the integrator performs with its critical observing and reflective learning function.Design/methodology/approachThe current study investigated the spatial configuration of Quinn's original eight operational roles and Vilkinas and Cartan's ninth role to each other. A total of 100 middle managers participated in a 360° feedback program that sought responses from 928 of their “significant others”. Multiple discriminate scaling (MDS) was used to determine the spatial representation of the ICVF.FindingsThe results of the MDS found that the ICVF was a two‐dimensional, four‐quadrant model. However, one of the dimensions from the CVF, stability‐flexibility, was retitled to reflect more truly the roles that anchored this dimension. It was anchored by people‐task focus. The integrator, as predicted, was found to have a pivotal role for managers. In addition, three of the operational roles – producer, director and coordinator – combined to form a consolidated role called the “deliverer”.Research limitations/implicationsThe model needs to be further researched for gender and cultural differences. In addition, the spatial maps of effective and ineffective managers need to be compared.Practical implicationsThe paper assists managers to gain a clearer understanding of managerial roles, their interrelationships to each other and how to apply them more effectively. The paper would also be of value to those charged with the responsibility for the selection and development of managers.Originality/valueThis paper clarifies the relationship between the paradoxical roles in the ICVF. It also further develops our understanding of the role of the integrator with its critical self‐analysis and reflective learning capability and the central role it plays in the development of effective managers.

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