Analysis of the organizational culture at a hospital in Benin

Ghislain Emmanuel Sopoh, Michael Florian Kouckodila Nzingoula, Charles Jerome Sossa, Yolaine Hessou Ahahanzo-Glele, Edgard-Marius Dona Ouendo, Laurent Tinoaga Ouedraogo, Michel Makoutode


Objective: To describe the organizational culture (OC) and its strength in a Hospital in Benin.
Methods: This is a descriptive cross-sectional study which involved 121 participants (care providers, support and executive staff) of the Lokossa regional hospital in March 2015. Data on dimensions of OC were collected using a questionnaire developed from the Cameron and Quinn’s tools (2006).
Results: The mean age of participants was 41 ± 8.3 years and working experience was less or equal to five years in 52.07%. The determined OC was clan-like, hierarchical and results-oriented. This type of OC resulted mainly from cohesion factors, strategic accents, criteria of success, and organizational leadership used by the executive staff. A proportion of 62% (or 75/121) participants had positive perceptions of this OC. However, participants wished more hierarchical and results-oriented OC.
Conclusions: The study revealed a mixed OC, positively perceived by workers. This reflects their integration within the organization, adherence to the projects and values of the organization and their involvement in work, allowing a constructive work design. Strengthening the hierarchical orientation and result-based option of the OC may improve the performance of the hospital.

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Journal of Hospital Administration

ISSN 1927-6990(Print)   ISSN 1927-7008(Online)

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