Matrikulasi S2 IKM 2014 - Organizational Culture in Public Health

7/25/2019 Matrikulasi S2 IKM 2014 - Organizational Culture in Public Health

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OrganisationalCulturein

PublicHealth


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What is Public Health?

Public health refers to all organized measures (whether

public or private) to prevent disease, promote health,

and prolong life among the population as a whole.

Public health is concerned with the total system and not

only the eradication of a particular disease.

Public health professionals monitor and diagnose the

health concerns of entire communities and promote

healthy practices and behaviours to ensure thatpopulations stay healthy.

(WHO, 2014)


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What is Public Health?

Public health refers to all organized measures(whether public or private)to prevent disease, promotehealth, and prolong life among the population as a whole.

Public health is concerned with the total systemand not only the eradication of a particular disease.

Public health professionalsmonitor and diagnose thehealth concerns of entire communities andpromote

healthy practices and behaviours to ensure thatpopulations stay healthy.

(WHO, 2014)


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10 Essential Services ofPublic Health


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Cabang Ilmu Kesmas

IlmuKesm

as

AKK

PKIP

Bios &Kpdd

GiziMasy

K3

Kesling

Epid


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Cabang Ilmu Kesmas

IlmuKesm

as

AKK

PKIP

Bios &Kpdd

GiziMasy

K3

Kesling

Epid

!g & Mgt

!g & Mgt

!g & Mgt

!g & Mgt

!g & Mgt

!g & Mgt

!g & Mgt


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Cabang Ilmu Kesmas

IlmuKesm

as

AKK

PKIP

Bios &Kpdd

GiziMasy

K3

Kesling

Epid

!g & Mgt

!g & Mgt

!g & Mgt

!g & Mgt

!g & Mgt

!g & Mgt

!g & Mgt


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Culture

Behavior


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The Culture Iceberg: 90% hidden

Values, beliefs,

norms, customs,nonverbal behavior,

etc.

Level of

conscious

aareness

!bservable s"mbols,ceremonies, slogans,

stories, dress,

#h"sical settings,

decoration, etc.

Shorter,easier to

change

Long term,

difficult to

change


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$ocietal Culture

Who we are, customs

!rganiational Culture

The way we do things here

Team &ormsWhats (un)acceptable;

This is what we do

Individual 'ersonalit"Values, belies,

temperament, habits;

Who ! am

Levels of Change


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Organizational Behavior: Chapter 19 12

Study Question 1: What is

organizational culture?Organizational culture.

The system of shared actions, values, and

eliefs that develops !ithin an organization

and guides the ehavior of its memers.

Called corporate culture in the usiness

setting."o t!o organizational cultures are identical.


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Can we shape Organisational

culture?

(cor#orate culture is describable,

measurable if necessar" and, ithin limits,alterable.) 'eters and *aterman +9-/


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Organizational Behavior: Chapter 19 1#

Study Question 2: How do you

understand an organizational culture?

Characteristics of strong corporatecultures.

$ !idely shared real understanding of !hatthe firm stands for, often emodied in slogans.

$ concern for individuals over rules, policies,procedures, and adherence to %o duties.

$ recognition of heroes !hose actionsillustrate the companys shared philosophy andconcerns.


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Organizational Behavior: Chapter 19 1&



Characteristics of strong corporate cultures'cont.(.

$ elief in ritual and ceremony as important tomemers and to uilding a common identity.

$ !ell)understood sense of the informal rulesand e*pectations so that employees and

managers +no! !hat is e*pected of them. $ elief that !hat employees and managers dois important and that it is essential to shareinformation and ideas.


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Characteristics of strong corporate cultures'cont.(.

$ elief in ritual and ceremony as important tomemers and to uilding a common identity.

$ !ell)understood sense of the informal rulesand e*pectations so that employees and

managers +no! !hat is e*pected of them. $ elief that !hat employees and managers dois important and that it is essential to shareinformation and ideas.


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Organizational Behavior: Chapter 19 1-

Study Question 3: How can the

organizational culture be managed?trategies for managing corporate culture.

/anagers help modify oservale culture,

shared values, and common assumptions

directly.

0se of organizational development techniues

to modify specific elements of the culture.


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organizational culture be managed?3hy a !ell)developed management

philosophy is important.

4stalishes generally understood oundarieson all memers of the firm.

5rovides a consistent !ay for approaching

ne! and novel situations. 6elps hold individuals together y sho!ing

them a +no!n path to success.


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organizational culture be managed? trategies for uilding, reinforcing, and changing

organizational culture.

7irectly modifying the visile aspects of culture. Changing the lessons to e dra!n from common

stories.

etting the tone for a culture and for cultural change.

8ostering a culture that addresses uestions of e*ternal

adaptation and internal integration.


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organizational culture be managed? /ista+es that managers can ma+e in uilding,

reinforcing, and changing culture.

Trying to change peoples alues !rom the top

down:

3hile +eeping the !ays in !hich the organization

operates the same.

3ithout recognizing the importance of individuals. "ttempting to reitalize an organization by

dictating ma#or changes and ignoring shared

alues$


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$urve"12ata 3eedbac4

Identif" area of concern 5 associated

beliefs 5 behaviors

Involve s"stem in surve" selection or

construction

6ather data

7nal"e data to contrast #ractice and beliefs

'resent to !2 grou#

8se eflective Learning odel to

identif" discre#ancies

e;#lore inter#retations consider interventions

Im#lement 5 evaluate


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2enison !rganiational Culture $urve"

7ssessment ofdimensions #rovides

feedbac4 on strengths,

ea4nesses, and

im#lications for change


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3orce


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Team discussion

. 2escribe the artifacts of a or4

culture ith hich "ou are ver"

familiar

. *hat are the underl"ing values and

culture that these artifacts re#resent?

@. *hat are the strengths and ea4nesses of this culture?

A. Is there a ga# beteen here the organiation is and here it

ould li4e to be?

. If "ou ere to attem#t culture change, ho ould "ou go

about it?


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&o the hard stuff=

+culture

change/ euires a (damn good reason>)

to change

6a# anal"sis is an im#ortant +if

not essential/ motivator

Culture almost always ins over

strateg"

emove barriers, dont #ush the

river

There are usuall" (revengeeffects) +une;#ected

conseuences/

It ta4es time +A


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The folloing slides are

onl" e;am#les of various

a##roaches to describingculture


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7##roaches to 8nderstanding

!rganiational Culture

2eal 5 Eenned"s Cor#orate Culture Eilmann $a;ton Culture 6a# $urve" 2enison !rganiation Culture $urve"

$onnenfeld 5 'ei#erls 3our Cultures eimann 5 *einers $hared Values odel $cheins Fualitative 7ssessment Gofstedes dimensions of Culture


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Marc Bard

Management guru

Literature review

fndingOrganisationalculture is a major

actor which aectsthe speed andrequency oinnovation


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Leaders have a disproportionately large

eect on the cultures o organisations

and

systems. By their behaviours leaderscreate

the conditions that either hinder or aidinnovation.

(Maher, Plsek, Price, Mugglestone 2010)


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Senior leaders often have anemotional investment in thestatus quo without even realising

itGa!y Ha"el


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#he leade!ship i"pe!ati$e

% In a study unde!taen by the 'H( Institute t)o thi!ds o* sta+ !espondents stated thatthey )e!e not ade,uately suppo!ted by senio! leade!s to unde!tae inno$ation andi"p!o$e"ent acti$ities- )))-institute-nhs-u.inno$ation

% /esponses *!o" sta+ unde!taing the 01ultu!e *o! Inno$ation2 su!$ey in o!ganisationssuggest that senio! leade!s do not "ae it clea! that inno$ati$e ne) thining is

!e,ui!ed to "eet so"e o!ganisational goals and do not openly suppo!t inno$ation-

!"ndervaluing and under investing in the

human side o innovation is a common mista#e$

Moss Kante! 4%%56
http://www.institute.nhs.uk/innovationhttp://www.institute.nhs.uk/innovation


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!Strategies and "rocessesalone are not su#cient todrive the degree of changewe are

seeking$$$$organi%ationshould focus on tackling the

&ehaviours and cultures in

7eade!s need to c!eate the conditions)ithin )hich inno$ation can 8ou!ish-


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9i"ensions o* inno$ation

cultu!e


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1onclussion

!ganizational 1ultu!e is:

Identity (t!ategy

Policy

Acti$ity P!oducti$ity

Matrikulasi S2 IKM 2014 - Organizational Culture in Public Health

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