Volume 14, Number 3 (12-2016)                   sjsph 2016, 14(3): 1-14 | Back to browse issues page


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Rostamigooran N, Vosoogh-moghaddam A, Salarianzadeh M, Esmailzadeh H, Damari B. Organizational Culture of the Headquarters of the Iranian Ministry of Health and Medical Education . sjsph. 2016; 14 (3) :1-14
URL: http://sjsph.tums.ac.ir/article-1-5405-en.html

1- MD. Assistant Professor, Secretariat for Supreme Council of Health and Food Security, Ministry of Health and Medical Education, Tehran, Iran
2- MD-FFPH. Assistant Professor, Secretariat for Supreme Council of Health and Food Security, Ministry of Health and Medical Education, Tehran, Iran
3- MD. Management Development and Transform Center, Ministry of Health and Medical Education, Tehran, Iran
4- Ph.D. Student, Health Information Management Research Center, Tehran, Iran
5- MD-MFPH. Assistant Professor, Department of Social Determinant of Health, National Institute of Health Research, Tehran University of Medical Sciences, Tehran, Iran , bdamari@gmail.com
Abstract:   (2818 Views)

Background and Aim: Considering the key role of the Ministry of Health and Medical Education (MOHME) in the implementation and follow-up of the health system reform, its organizational culture can play an important role in the success of this transformation. The aim of this study was to determine the dimensions and orientations of the current organizational culture of the MOHME headquarters.

Materials and Methods: This was a cross-sectional descriptive and explorative study. The study population was the central staff of MOHME. Data were collected using a questionnaire and analyzed by SPSS version 11.5. Descriptive statistical methods (mean, standard deviation, coefficient of variation and interval) were used to describe quantitatively the cultural dimensions, followed by a qualitative analysis as well.

Results: Analysis of the data showed the following: 1. Organizational cultural dimensions existing at a high level include self-supervision and identity; 2. Organizational cultural dimensions existing at a moderate level include authority and freedom in operations, clear goals and expectations, communication, coordination and coherence; and 3. Organizational cultural dimensions existing at a low level include innovation, learning, fair reward system, acceptance of change, management support and criticism.

Conclusion:  Considering the key role of the MOHME headquarters staff in designing and implementing health promotion programs, bringing about changes in the organizational culture should be a top priority of the ministerial high authorities.

Type of Study: Research | Subject: Public Health
Received: 2016/12/20 | Accepted: 2016/12/20 | Published: 2016/12/20

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