Home / Current Issue / Paper 1704744
Challenges of the COVID-19 Pandemic and Its Relationship to the Hospital Organizational Culture
Subject area: Biological & Medical Sciences · Area of research: Healthcare Services
Abstract
The COVID-19 pandemic has drastically and quickly changed the business culture. Long-held ideas about the nature of labor have been called into question by the global lockdown and bans.Equal importance is given to cultural concepts in quality improvement initiatives. The challenge includes cultural reorientation, which might range from fundamental healthcare audits to business process re-engineering "collaboratives" for persistent improvement. As they adjust to functioning during a pandemic and get ready for recovery, organizational leaders must decide which culture changes they want to maintain and which they must prevent. This analysis does not have a prejudicial purpose. It is possible to maintain these behavioral changes over time by recognizing the advantages of the sudden cultural change and taking joy in them. The purpose of the study was to look into the difficulties caused by the COVID-19 epidemic and how they relate to hospital organizational culture. A descriptive-correlation research design was used for this investigation.The implied requirement is that the study design be quantitative. It aimed to accurately summarize observations of a phenomenon. The Eastern Pangasinan region's private or publicly funded hospitals were chosen at random from among those serving the medical community for the research. Through this study, it was shown how the dynamics of the respondents' hospitals' organizational cultures and the challenges brought on by the COVID-19 epidemic are related. The significance level is less than 0.05, and as a result, the researchers accepted the alternative hypothesis (Ha) and rejected the null hypothesis (Ho), indicating that there is a significant connection between the difficulties brought on by the covid-19 pandemic and the dynamics of the respondents' hospitals' organizational cultures.
Keywords
Cultural reorientation, Equal Importance, Healthcare, Organizational Leaders
References
[1] Albolino, S., Dagliana, G., Tanzini, M., Toccafondi, G., Beleffi, E., Ranzani, F., & Flore, E. (2020). Human factors and ergonomics at time of crises: the Italian experience coping with COVID-19. International Journal for Quality in Health Care, 33(1). https://
[2] Alonazi, W. B. (2017). Exploring shared risks through public-private partnerships in public health programs: a mixed method. BMC Public Health, 17(1). https:// 017-4489-z
[3] Baskin, R., & Bartlett, R. (2021). Healthcare worker resilience during the COVID‐19 pandemic: An integrative review. Journal of Nursing Management, 29(8), 2329–2342. https://
[4] Calciolari, S., Prenestini, A., & Lega, F. (2017). An organizational culture for all seasons? How cultural type dominance and strength influence different performance goals. Public Management Review, 20(9), 1400 –1422. https://
[5] Curry, L. A., Brault, M. A., Linnander, E., McNatt, Z., Brewster, A. L., Cherlin, E., Flieger, S. P., Ting, H. H., & Bradley, E. H. (2017). Influencing organisational culture to improve hospital performance in care of patients with acute myocardial infarction: a mixed-methods intervention study. BMJ Quality & Safety, 27(3), 207–217. https:// 006989
[6] da Silva, R.G.L., Chammas, R. & Novaes, H.M.D. Rethinking approaches of science, technology, and innovation in healthcare during the COVID-19 pandemic: the challenge of translating knowledge infrastructures to public needs. Health Res Policy Sys 19, 104 (2021). https://
[7] Giordano, F., Cipolla, A., & Ungar, M. (2021). Building resilience for healthcare professionals working in an Italian red zone during the COVID‐19 outbreak: A pilot study. Stress and Health, 38(2), 234 –248. https://
[8] Hofstede, G. (1998). Attitudes, Values and Organizational Culture: Disentangling the Concepts. Organization Studies, 19(3), 477–493. https://
[9] Khaksar, S. M. S., Chu, M., Rozario, S. D., & Slade, B. (2020). Knowledge-based dynamic capabilities and knowledge worker productivity in professional service firms The moderating role of organisational culture. Knowledge Management Research & Practice, 21(2), 241– 258. https://
[10] Kumra, T., Hsu, Y. J., Cheng, T. L., Marsteller, J. A., McGuire, M., & Cooper, L. A. (2018). The association between organizational cultural competence and teamwork climate in a network of primary care practices. Health Care Management Review, 45(2), 106 –116. https://
[11] Leo, C. G., Sabina, S., Tumolo, M. R., Bodini, A., Ponzini, G., Sabato, E., & Mincarone, P. (2021). Burnout Among Healthcare Workers in the COVID 19 Era: A Review of the Existing Literature. Frontiers in Public Health, 9. https://
[12] Li, K., Liu, X., Mai, F., & Zhang, T. (2021). The Role of Corporate Culture in Bad Times: Evidence from the COVID-19 Pandemic. Journal of Financial and Quantitative Analysis, 56(7), 2545–2583. https://
[13] Peirce, J. W. (2000). The Paradox of Physicians and Administrators in Health Care Organizations. Health Care Management Review, 25(1), 7 –28. https:// 00002
[14] Ratnapalan, S., & Uleryk, E. (2014). Organizational Learning in Health Care Organizations. Systems, 2(1), 24–33. https://
[15] Wang, X., Yang, B., & McLean, G. N. (2007). Influence of demographic factors and ownership type upon organizational learning culture in Chinese enterprises. International Journal of Training and Development, 11(3), 154–165. https:// 2419.2007.00278.x
[16] Van Huy, N., Thu, N.T.H., Anh, N.L.T. et al. The validation of organisational culture assessment instrument in healthcare setting: results from a cross-sectional study in Vietnam. BMC Public Health 20, 316 (2020). https://
How to cite this paper
@article{1704744,
author = {Leann Honeylet P. Aquino, Alyssa Ashley R. Diego, Ed.D},
title = {Challenges of the COVID-19 Pandemic and Its Relationship to the Hospital Organizational Culture},
journal = {Iconic Research And Engineering Journals},
year = {2023},
volume = {6},
number = {12},
pages = {954-966},
issn = {2456-8880},
url = {https://www.irejournals.com/formatedpaper/17047441.pdf},
abstract = {The COVID-19 pandemic has drastically and quickly changed the business culture. Long-held ideas about the nature of labor have been called into question by the global lockdown and bans.Equal importance is given to cultural concepts in quality improvement initiatives. The challenge includes cultural reorientation, which might range from fundamental healthcare audits to business process re-engineering "collaboratives" for persistent improvement. As they adjust to functioning during a pandemic and get ready for recovery, organizational leaders must decide which culture changes they want to maintain and which they must prevent. This analysis does not have a prejudicial purpose. It is possible to maintain these behavioral changes over time by recognizing the advantages of the sudden cultural change and taking joy in them. The purpose of the study was to look into the difficulties caused by the COVID-19 epidemic and how they relate to hospital organizational culture. A descriptive-correlation research design was used for this investigation.The implied requirement is that the study design be quantitative. It aimed to accurately summarize observations of a phenomenon. The Eastern Pangasinan region's private or publicly funded hospitals were chosen at random from among those serving the medical community for the research. Through this study, it was shown how the dynamics of the respondents' hospitals' organizational cultures and the challenges brought on by the COVID-19 epidemic are related. The significance level is less than 0.05, and as a result, the researchers accepted the alternative hypothesis (Ha) and rejected the null hypothesis (Ho), indicating that there is a significant connection between the difficulties brought on by the covid-19 pandemic and the dynamics of the respondents' hospitals' organizational cultures.},
keywords = {Cultural reorientation, Equal Importance, Healthcare, Organizational Leaders},
month = {June},
}