Kauno Medicinos Universiteto Klinikų organizacijos subkulturų tyrimas ir ju lyginamoji analizė

Scientists of various countries, recent years and Lithuanian scientists are constantly interested in investigations of organization culture, seeking for ways to improve organization performance, personnel motivation and success in meeting organizational goals. Organization culture can be analyzed as a whole. However, taking into consideration that organization consists of multiple subdivisions, their individualities should be evaluated. It is important to investigate subcultures this way measuring contribution of each subdivision to whole picture of organization culture, detect similarities and differences, advantages and disadvantages. Aim of the study – examine subcultures of Hospital of Kaunas University of Medicine (HKUM), carry comparative analysis and detect similarities and differences. Methods. Two subdivisions of HKUM were chosen for research: Neuroreabilitation and Neurology. Both are different when comparing by establishment period, variety of personnel professions, principals of work structure and others. Study is based on three internal analysis levels from methodology of P. Jucevicien , A. Poškien , L. Kudirkait and N. Damanskas (2000): visible culture, shared values and common agreements. These levels are basis for instrumentation of the study and it‘s methods: analysis of documents, observation, questionnaire, interview. Results. The analysis revealed that managers spend little attention to elements of visible culture that stimulate identification of personnel with organization and subdivision. Same was detected when analyzing questionnaire data. It is evident that many employees identify themselves with profession - not with organization or subdivision. One of reasons is that it is minority that feels able to self-express themselves. Majority of employees in both subdivisions stated that mostly it is background that influences salaries and only minority, especially in Neuroreabilitation subdivision, stated that it is quality of their work. It is evident that for employees of both subdivisions most important organizational value is professionalism. There were also differences between subdivisions. Employees of Neuroreabilitation subdivision better know the establishment and evolution of their subdivision, also organizational goals. Team work is well spread. Employees of Neurology subdivision stated having traditional feasts, they spend vacant hours together. In addition, many employees feel encouragement from their managers to propose new ideas, express their opinion freely. Conclusions. It can be stated that important factors within organization culture are professionalism, background and qualifications. There should be more attention paid to motivation for quality of service. There is a tendency in weak self-expression that leads employees to be loosely tied to the organization. That is why majority of employees within both subdivisions identify themselves with profession - what leads to rather passive activities within subdivision or organization.