Health Care Management
Student’s name
Institutional Affiliation

Abstract
This article explores the health care management in organizations. The objective of the study was to assess the culture of the health care organization and how it influences organizational behavior, as well as productivity. The study also seeks to identify the comparisons of one organizations culture to the culture of the other. This paper will also examine the easiness to change an unhealthy or unproductive organization to a healthy one with time.

Health Care Management
Culture of a Health Care Organization
Culture is ‘how and why you do things the way you do'. It is comprised of the strategies within a health care organization. It is made up of unwritten rules governing behavior in the organization. These rules are the norms, values, believes and assumptions that lead to excellence in duties performed within the organization. In a health care organization, different units have different cultures leading to their set goals.
Climate of a Health Care Organization
Organizational climate refers the employees' perception of the organizational culture and is easily measured through patient turn over and employee outcomes. Members' perceptions of organizational features involve; decision-making, leadership, and norms about work. Culture and climate are linked to behavior, attitudes, and motivations among clinicians. These orientations and behaviors can affect the quality of processes and outcomes. Recent studies show that employees in climates and cultures that have supportive and empowering leadership and organizational arrangements experience less stress and have more job satisfaction. This in turn reflects in the reduction of absenteeism and increased commitment. A more satisfied clinician would tend to contribute to patient satisfaction and assist in the implementation of steps towards health care quality.
Evidence of organizational culture
Organizational culture is evident in evidence-based practices such as teamwork, patient involvement, openness/ transparency and accountability that results to organizations performance. A culture that fosters safety and quality puts in place;
Services that meet the needs of patients
Ongoing evaluation and improvement of performance
Available resources
Comparison of health care organizations' culture
The culture within a single organization is not necessarily uniform. Within a hospital, for instance, each unit can have a different culture (e.g., Palliative care vs. planners vs. physical therapists). Each ward or patient care unit can has a dissimilar culture
Different organizations too, may not have the same culture since culture is made up of unwritten rules. Divergence in culture frequently results in communication difficulties among disciplines and organizations. These differences also may benefit the work of the organization since each discipline has different set goals.
Flexibility of an Organization to Change
Patients, sponsors, partners, families among others have different needs within the organization, and this would mean the creation of different ideas and inconsistencies in the healthcare environment. These variables conflict especially where each variable has a role in the organization. These misunderstanding can be resolved by addressing the issues in frequent progress meetings. Health care institutions should remember the key reason of their existence is to take care of patients and keep them safe and healthy as possible.
Conclusion
Culture in a health care organization is important in realizing results. There is a need to promote a positive organizational climate by ensuring assessment of culture within the organization. This assessment will in turn ease the change to productive organization culture.

References
Kelloway E. K., Mullen J., Francis L. (2006). Divergent effects of transformational and passive leadership on employee safety. Journal of Occupational Health Psychology, 11 (1), 76–86.
Kazandjian V. A., Wicker K. G., Matthes N., Ogunbo S. (2008). Safety is part of quality: A proposal for a continuum in performance measurement. Journal of Evaluation in Clinical Practice, 14 (2), 354–359
Stock G. N., McFadden K. L., Gowen C. R III. (2010). Organizational culture, knowledge management and patient safety in U.S. hospitals. Quality Management Journal, 17 (2), 7–26.