Award Date

5-2004

Degree Type

Capstone

Degree Name

Master of Public Administration (MPA)

Department

Public Administration

Number of Pages

51

Abstract

The initial focus of this study is to identify the dominant culture of Nevada hospitals and to determine whether hospital organizations in Nevada share similar corporate values and beliefs. If differences exist, what are the distinctions in those organizations that make them different? The competing values framework was used to diagnose four corporate culture types of each hospital. The clan culture possesses high affiliation and concern with teamwork and participation. The developmental culture is based on risk taking, innovation, and change. The hierarchical culture reflects values and norms associated with bureaucracy. The rational culture emphasizes efficiency and achievement (Quinn & Spreitzer as cited by Baker et. al., 2003).

Data was collected through the use of a cross-sectional mail survey to all hospitals in Nevada. The sample included 44 acute care, psychiatric, rehabilitation, and specialty hospital CEOs in the state of Nevada. Sixteen individual responses were returned, which represents 36.4% of the study population (n = 44).

The dominant corporate culture of Nevada hospitals was the clan culture (75%). Further analysis of the data was made using Chi-Square test to determine if the independent variables of ownership, geographical location and leadership determined the dominant corporate culture. Findings suggested that none of the independent variables yielded a significant value to support this premise. Pearson correlations were also conducted on this data to determine if any correlations exist with the clan dominant corporate culture. No significant values was reported, however, other variables were explored to help describe the homogeneity of Nevada hospitals.

Disciplines

Anthropology | Medicine and Health Sciences | Public Affairs, Public Policy and Public Administration | Work, Economy and Organizations

Language

English