نوع مقاله: مقاله پژوهشی

نویسندگان

1 دانشجوی دکترا مدیریت خدمات بهداشتی و درمانی، کمیته تحقیقات دانشجویی، دانشکده مدیریت و اطلاع رسانی پزشکی، دانشگاه علوم پزشکی شیراز، شیراز، ایران

2 دانشیار، مرکز تحقیقات مدیریت سلامت و منابع انسانی، دانشکده مدیریت و اطلاع رسانی پزشکی، دانشگاه علوم پزشکی شیراز، شیراز، ایران

3 دانشجوی دکترای تخصصی سیاست گذاری سلامت، گروه مدیریت، دانشکده مدیریت و اطلاع رسانی پزشکی، دانشگاه علوم پزشکی ایران، تهران، ایران

4 دانشجوی کارشناسی مدیریت خدمات بهداشتی و درمانی، دانشکده مدیریت و اطلاع رسانی پزشکی، دانشگاه علوم پزشکی شیراز، شیراز، ایران

چکیده

مقدمه:  ساختار سازمان جهت پیاده‌سازی و اجرای استراتژی سازمان شکل می‌گیرد و برای بقای سازمان توجه به رابطه این دو ضروری است. این پژوهش با هدف تعیین ارتباط بین ساختار با استراتژی سازمانی در بیمارستان‌های آموزشی درمانی دانشگاه علوم پزشکی شیراز انجام گرفت.مواد و روش: این مطالعه مقطعی به صورت توصیفی- تحلیلی در ده بیمارستان آموزشی درمانی دانشگاه علوم پزشکی شیراز انجام در سال 1395 شد. جامعه آماری شامل مدیران داخلی، اداری، مالی و حسابداری، و مدیران پرستاری بود که تعداد 40 نفر (4 نفر از هر بیمارستان) به صورت سرشماری انتخاب و در مطالعه شرکت کردند. جهت گرداوری داده‌ها از پرسشنامه‌های استاندارد، ساختار سازمانی رابینز و استراتژی اسنو-مایلز استفاده شد. داده ها با استفاده از آماره های توصیفی و آزمون همبستگی اسپیرمن تحلیل شد.یافته‌ها: از بین ابعاد ساختار سازمانی، هر سه مولفه رسمیت(25/3 ± 40/23)، پیچیدگی (15/3 ± 82/20)و تمرکز(26/5 ± 32/30) در بیمارستان‌های موردمطالعه در سطح بالایی قرار گرفتند. استراتژی غالب در بیمارستان‌ها از نوع تحلیلی بود. بین استراتژی غالب و ابعاد رسمیت(03/0p=) و پیچیدگی(02/0P=) رابطه معناداری وجود داشت. ضریب همبستگی بین استراتژی سازمانی و ساختار سازمانی 194/0 بود که رابطه آنها معنادار نبود (23/0P=).بحث و نتیجه‌گیری: بین استراتژی سازمانی و ساختار سازمانی رابطه معنادار آماری مشاهده نشد. با توجه به نتایج، اگر بیمارستان‌های مورد مطالعه از استراتژی تحلیلی پیروی کنند باید از میزان پیچیدگی و تمرکز خود کاسته و کنترل شدید بر فعالیت های جاری و کنترل محدود بر فعالیت های جدید داشت باشند.

کلیدواژه‌ها

عنوان مقاله [English]

The Relationship between Organizational Structure and Organizational Strategy: Case Study of Shiraz University of Medical Sciences

نویسندگان [English]

  • Alireza Yusefi 1
  • Zahra Kavosi 2
  • Mohammad Keshvari 3
  • Mohammad Mehrabi 4

1 PhD. Candidate of Health Services Management, Student Research Committee, School of Management and Medical Informatics, Shiraz University of Medical Sciences, Shiraz, Iran

2 Associate Professor of Health Services Management, Health Human Resources Research Center, School of Management and Medical Informatics, Shiraz University of Medical Sciences, Shiraz, Iran

3 PhD Candidate of Health Policy, Department of Management, School of Management and Medical Information, Iran University of Medical Sciences, Tehran, Iran

4 BA. Health Services Management, School of Health Management & Information Sciences. Shiraz University of Medical Sciences, Shiraz, Iran

چکیده [English]

Background: The structure of an organization is designed to implement and to enforce the organization's strategy; hence, paying specific attention to the relationship of these two is essential for an organization’s survival. Therefore, this paper aimed at studying the relationship between the organizational structure and organizational strategy in the teaching hospitals of Shiraz University of Medical Sciences in 2016.
Methods: This cross-sectional descriptive study was conducted in 10 teaching hospitals in Shiraz University of Medical Sciences. The statistical population consisted of internal, administrative, financial, accounting and nursing managers among them 40 individuals (4 from each hospital) were selected by census to participate in this study. The data-collection instruments were a 22-item Robins' organizational structure questionnaire and Miles and Snow strategic framework to measure organizational strategy. The data were analyzed using SPSS software and the statistical test employed was Pierson Correlation. The level of significance was determined at 0.05.
Results:  Among all the dimensions of organizational structure, all three dimensions including ‘formalization’ (23.40±3.25), ‘complexity’ (20.82±3.15) and ‘centralization’ (30.32±5.26) on hospitals studied were at a high level. Furthermore, the dominant strategy for all hospitals was analytic. The results also showed a significant relationship between the dominant strategy and dimensions of ‘formalization’ (P= 0.03) and ‘complexity’ (P= 0.026). Furthermore, with the P-value of 0.23, the result indicated that there was no statistically significant relationship between organizational strategy and organizational structure in hospitals.
Conclusion: There was no significant relationship between organizational strategy and organizational structure. According to this result, if hospitals tend to follow analytical strategies, they should reduce their ‘complexity’ and ‘centralization’, and there should be strict control over their current activities and limited control over new ones.

کلیدواژه‌ها [English]

  • Organizational Structure
  • Organizational Strategy
  • hospital

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