The structure of the organization consists of a formal and an informal organization.

1. Designing a corporate culture to achieve a „magnet hospital” position:How to empower people to create a health promoting environment?Centrum für KrankenhausmanagementUniversität Münster, GermanyKerstin Stachel

2. Organization The structure of the organization consists of a formal and an informal organization. formal organization • originates as a result of rational and conscious structuring • is based on entrepreneurial objectives and statutory regulations • is expressed in the organizational structure • is visualized in position descriptions and organizational diagrams 1/8 tasks ratios finances customer process informal organization • originates as a result of unplanned relation-ships between colleagues (communication, power structures, formation of groups) • is based on personal goals and colleagues’ • supports or hinders the formal organization 7/8 attitudes sanctioning structure secret rules of the game ideas behaviour objections mistakes

3. Karasek’s “job strain” model The greatest risk to physical and mental health from stress occurs to workers facing high psychological workload demands or pressures combined with low control or decision latitude in meeting those demands. B Active Learning Motivation to Develop New Behavior Job Demands Low High High Low Strain Active Job Decision latitude (Skill use + Decision authority) High Strain Passive Risk of Psychological Stress an Physical Illness Low A Reference: Schnall PL Landsbergis PA, Baker D. Job Strain and Cardiovascular Disease. Annual Review of Public Health: 15; 381-411, 1994.

4. The Status Quo in German Hospitals The status of employee's illness in german hospitals is higher than in other industries. • The status of employee's illness in hospitals is with 5,8 % significant higher than the average in the service industry (4,9 %) • In average the employees in hospital were ill during 19,2 days per year. (Average in the service industry: 17,7 days) • Main Deseases: psychological stress and muscle or skeleton diseases

5. Magnet-Hospitals In a competitive environment hospitals with a brand equity have the advantage of acting as a magnet. suppliers inimitably irreplaceable unique New business portfolio based on brand image general staff association capital invested MAGNET Brand patients competency claim sponsors Market Power payers presumed medical quality professional staff E07-03-02.ppt

6. Magnet-Hospitals You can see the corporate culture! What do magnet hospitals look like? University Hospital Dresden, Germany (Photo: Stachel/CKM) Kameda Hospital, Japan (Photo: von Eiff/CKM)

7. Social Quality … is a quality dimension which shows the influence of corporate culture on effectivity and efficiency of processes, working together and organizational structure. • Criteria • Dealing with failure, mistakes • Dealing with proposals, initiative • Dealing with different opinions and disagreement • Coping with information • Coping with resources • Meeting culture • Means and function • Quality promoter • Crucial to achieve quality in results, processes and structure

8. Social Quality A comparison between German and foreign hospitals reveals a significant insufficiency in the cooperation, the organization and the leadership of German hospitals.

9. Social Quality A comparison between German and foreign hospitals reveals a significant insufficiency in the cooperation, the organization and the leadership of German hospitals.

10. Designing a corporate culture to achieve a „magnet hospital” position:How to empower people to create a health promoting environment?Centrum für KrankenhausmanagementUniversität Münster, GermanyKerstin Stachel