Development of management structures for future nursing services in the Republic of Kazakhstan requires change of organizational culture
Tiittanen, Hannele; Heikkilä, Johanna; Baigozhina, Zaure (2021)
Blackwell Scientific
2021
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe2022020417787
https://urn.fi/URN:NBN:fi-fe2022020417787
Tiivistelmä
Aim: This study's aim was to describe the development of new management structures for nursing services in pilot public healthcare organizations in the Republic of Kazakhstan by focusing on cultural change from the former Soviet system to the modern nursing management system.
Background: Because organizational culture plays an essential role in developing nursing management processes, the challenge in Kazakhstan is to change the deep-rooted Soviet administration practices, such as top-down management and the absence of a career structure in nursing, to meet the new public management system's requirements.
Method: Participatory method was used to generate organizational culture change in 31 pilot organizations.
Results: The organizational structures were reorganized with new nursing positions. Changes concerning nurses' job descriptions and educational requirements were introduced to the legislation. Workforce planning and work division between the healthcare professionals were suggested, allowing new operational functions for nurses. The implemented changes facilitate the culture change in the healthcare and nursing service system.
Conclusion: The shift of healthcare organizations towards a modern nursing management system has started in Kazakhstan.
Implications for Nursing Management: Good understanding and competence of cultural issues related to the change processes are critical in countries that are undergoing fundamental reforms in their healthcare systems.
Background: Because organizational culture plays an essential role in developing nursing management processes, the challenge in Kazakhstan is to change the deep-rooted Soviet administration practices, such as top-down management and the absence of a career structure in nursing, to meet the new public management system's requirements.
Method: Participatory method was used to generate organizational culture change in 31 pilot organizations.
Results: The organizational structures were reorganized with new nursing positions. Changes concerning nurses' job descriptions and educational requirements were introduced to the legislation. Workforce planning and work division between the healthcare professionals were suggested, allowing new operational functions for nurses. The implemented changes facilitate the culture change in the healthcare and nursing service system.
Conclusion: The shift of healthcare organizations towards a modern nursing management system has started in Kazakhstan.
Implications for Nursing Management: Good understanding and competence of cultural issues related to the change processes are critical in countries that are undergoing fundamental reforms in their healthcare systems.