Healthcare Performance and Organisational Culture
People from different cultural backgrounds prefer adhering to their own religious beliefs which could restrict treatment options leading to the detriment of health especially if it involves the health of a disabled child. This comprehensive but concise work highlights the problems faced in managing the care of disabled children from different cultural backgrounds. It examines the problems inherent in the medical social and educational management of children with developmental disability in populations whose value systems differ from other cultures. In particular it considers how care may be varied according to cultural background without compromising its quality. The book is of immense value for all healthcare and social care professionals policy makers and shapers patient organisations and those with an interest in medical ethics.
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Tools for measuring organisational cultures
Culture and performance
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adhocracy Argote artefacts attitudes behaviour beliefs and values Brown CABG Cameron and Freeman clan clinical governance Coercive persuasion competing values framework Cooke and Rousseau corporate culture countercultures culture and performance culture assessment tools culture types define dominant effectiveness emphasises employees espoused values examined focus function Gerowitz Gouldner Harrison healthcare organisations hierarchical hospitals Ideographic important individuals influence informal institution instrument Kotter and Heskett leaders leadership link between culture link between organisational Litwinenko meaning measured metaphor NHS culture Nomothetic non-healthcare norms nursing occupational groups organisation theory organisation's culture organisational change organisational culture change organizations orientation outcomes participants patients patterns perceptions perspective practices question rational response risk-adjusted rites role satisfaction Schein score Selznick Shortell Smircich social staff strategic structure style subcultures survey symbolic theory tion tional culture unit University of York values and assumptions variable Zimmerman