Organisa

tional
Culture in
Public He
alth

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 that
populations stay healthy.
(WHO, 2014)

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 that

populations stay healthy.
(WHO, 2014)

10 Essential Services of
Public Health

Cabang Ilmu Kesmas

AKK
Epid

Keslin
g

PKIP

Ilmu
Kesm
as
K3

Gizi
Masy

Bios &
Kpdd

Cabang Ilmu Kesmas

Org & Mgt

AKK
Org & Mgt

Epid

Org & Mgt

Keslin
g

Org & Mgt

Org & Mgt

PKIP

Ilmu
Kesm
as
K3

Gizi
Masy

Bios &
Kpdd

Org & Mgt

Org & Mgt

Cabang Ilmu Kesmas

Org & Mgt

AKK
Org & Mgt

Epid

Org & Mgt

Keslin
g

Org & Mgt

Org & Mgt

PKIP

Ilmu
Kesm
as
K3

Gizi
Masy

Bios &
Kpdd

Org & Mgt

Org & Mgt

Behavior

Culture

The Culture Iceberg: 90% hidden

Observable symbols,
ceremonies, slogans,
stories, dress,
physical settings,
decoration, etc.

Values, beliefs,
norms, customs,
nonverbal behavior,
etc.

Shorter,
easier to
change
Level of
conscious
awareness

Long term,
difficult to
change

Levels of Change
Societal Culture
Who we are, customs
Organizational Culture
The way we do things here
Team Norms
Whats (un)acceptable;
This is what we do
Individual Personality
Values, beliefs,
temperament, habits;
Who I am

Study Question 1: What is

organizational culture?
Organizational culture.
The system of shared actions, values, and

beliefs that develops within an organization

and guides the behavior of its members.
Called corporate culture in the business

setting.
No two organizational cultures are identical.
Organizational Behavior: Chapter 19

12

Can we shape Organisational

culture?
corporate

culture is describable,
measurable if necessary and, within limits,
alterable. Peters and Waterman (1982)

Study Question 2: How do you

understand an organizational culture?
Characteristics of strong corporate

cultures.

A widely shared real understanding of what

the firm stands for, often embodied in slogans.

A concern for individuals over rules, policies,
procedures, and adherence to job duties.
A recognition of heroes whose actions
illustrate the companys shared philosophy and
concerns.
Organizational Behavior: Chapter 19

14

Study Question 2: How do you

understand an organizational culture?
Characteristics of strong corporate cultures

(cont.).

A belief in ritual and ceremony as important to

members and to building a common identity.

A well-understood sense of the informal rules
and expectations so that employees and
managers know what is expected of them.
A belief that what employees and managers do
is important and that it is essential to share
information and ideas.
Organizational Behavior: Chapter 19

15

Study Question 2: How do you

understand an organizational culture?
Characteristics of strong corporate cultures

(cont.).

A belief in ritual and ceremony as important to

members and to building a common identity.

A well-understood sense of the informal rules
and expectations so that employees and
managers know what is expected of them.
A belief that what employees and managers do
is important and that it is essential to share
information and ideas.
Organizational Behavior: Chapter 19

16

Study Question 3: How can the

organizational culture be managed?
Strategies for managing corporate culture.
Managers help modify observable culture,

shared values, and common assumptions

directly.
Use of organizational development techniques

to modify specific elements of the culture.

Organizational Behavior: Chapter 19

17

Study Question 3: How can the

organizational culture be managed?
Why a well-developed management

philosophy is important.
Establishes generally understood boundaries

on all members of the firm.

Provides a consistent way for approaching
new and novel situations.
Helps hold individuals together by showing
them a known path to success.
Organizational Behavior: Chapter 19

18

Study Question 3: How can the

organizational culture be managed?
Strategies for building, reinforcing, and changing

organizational culture.
Directly modifying the visible aspects of culture.
Changing the lessons to be drawn from common

stories.
Setting the tone for a culture and for cultural change.
Fostering a culture that addresses questions of external

adaptation and internal integration.

Organizational Behavior: Chapter 19

19

Study Question 3: How can the

organizational culture be managed?
Mistakes that managers can make in building,

reinforcing, and changing culture.

Trying to change peoples values from the top

down:
While keeping the ways in which the organization

operates the same.

Without recognizing the importance of individuals.
Attempting to revitalize an organization by

dictating major changes and ignoring shared

values.
Organizational Behavior: Chapter 19

20

Survey/Data Feedback

Identify area of concern & associated

beliefs & behaviors

Involve system in survey selection or

construction
Gather data
Analyze data to contrast practice and beliefs
Present to OD group
Use Reflective Learning Model to

identify discrepancies

explore interpretations

consider interventions

Implement & evaluate

Denison Organizational Culture Survey

Assessment of
dimensions provides
feedback on strengths,
weaknesses, and
implications for change

Force-Field Analysis for achieving a culture that

promotes patient/client self-care in a general practice

Dont push
the drivers

reduce
the barriers!

Team discussion
1. Describe the artifacts of a work
culture with which you are very
familiar
2. What are the underlying values and
culture that these artifacts represent?
3. What are the strengths and weaknesses of this culture?
4. Is there a gap between where the organization is and where it
would like to be?
5. If you were to attempt culture change, how would you go
about it?

Now the hard stuff

(culture
change)
Requires a damn good reason!
to change
Gap analysis is an important (if
not essential) motivator
Culture almost always wins over
strategy
Remove barriers, dont push the
river
There are usually revenge
effects (unexpected
consequences)
It takes time (4-7 years)

The following slides are

only examples of various
approaches to describing
culture

Approaches to Understanding
Organizational Culture

Deal & Kennedys Corporate Culture

Kilmann Saxton Culture Gap Survey
Denison Organization Culture Survey
Sonnenfeld & Peiperls Four Cultures
Reimann & Weiners Shared Values Model
Scheins Qualitative Assessment
Hofstedes dimensions of Culture

Literature review
finding
Organisational
culture is a major
factor which affects
the speed and
frequency of
innovation
MarcBard
Managementguru

Leaders have a disproportionately large

effect on the cultures of organisations
and
systems. By their behaviours, leaders
create
the conditions that either hinder or aid
innovation.
(Maher, Plsek, Price, Mugglestone 2010)

Senior leaders often have an

emotional investment in the
status quo without even realising
it
Gary Hamel

The leadership imperative

0 In a study undertaken by the NHS Institute two thirds of staff respondents stated that

they were not adequately supported by senior leaders to undertake innovation and
improvement activities.
www.institute.nhs.uk/innovation

0 Responses from staff undertaking the Culture for Innovation survey in organisations

suggest that senior leaders do not make it clear that innovative new thinking is
required to meet some organisational goals and do not openly support innovation.

Undervaluing

and under investing in the

human side of innovation is a common mistake
(Moss Kanter 2006)

Leaders need to create the conditions

within which innovation can flourish.

Strategies and processes

alone are not sufficient to

drive the degree of change
we are
seeking....organization
should focus on tackling the
behaviours and cultures in

Dimensions of innovation
culture

Conclussion
Organizational Culture is:
Identity
Strategy
Policy
Activity
Productivity