THE CULTURE AND ORGANIZATIONAL PERFORMANCE: THE CASE OF FAMILY HEALTH UNITS IN THE ALGARVE REGION

Vera Basilio (), Susana Soares Pinheiro Vieira Pescada (), Joao Vidal () and Fernando Teixeira ()
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Vera Basilio: University of Algarve, Portugal
Susana Soares Pinheiro Vieira Pescada: Faculty of Economy, Cin Turs - Research Center for Tourism, Sustainability and Well-being, University of Algarve, Portugal
Joao Vidal: University of Algarve, Portugal Cin Turs - Research Center for Tourism, Sustainability and Well-being
Fernando Teixeira: Instituto Politécnico de Beja, Portugal Smart Cities Research Center

Sustainable Regional Development Scientific Journal, 2024, vol. I, issue 1, 68-82

Abstract: Background and Aim: Considering the changes within organizations and their constant needs for internal and external adaptation, the study of organizational culture has been seen as a determining factor for the management of organizational behavior and, at the same time, a foundation in the process of decision-making. This study aimed to analyze and compare the profile of the organizational culture of Family Health Units of two different models of organizational management. Based on the Competing Values Framework Model (CVF), the Organizational Culture Profile of the Family Health Units of models A and B was analyzed, in order to identify the type of organizational culture predominant in the units with different performance indices, analyze the discrepancies between the current and ideal culture and the cultural profiles generated by two professional groups. Methodology: A quantitative, cross-sectional study of the type described was chosen. For this purpose, two data sources were used, the Organizational Culture Assessment Instrument, translated and adapted to the Portuguese language, applied to a total of 99 professionals, doctors and nurses, from various Primary Health Care Units, and the Primary Health Care Identity Card database, where data on performance indices were extracted. Conclusion: Certain cultural characteristics such as: dominant characteristics, organizational leadership, employee management, internal cohesion, organizational principle and success criteria must be readjusted in order to meet the challenges and objectives associated with management models organizational structure and, consequently, promote change and the success of the USF.

JEL-codes: I10 I30 (search for similar items in EconPapers)
Date: 2024
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