Keywords
Social organization
Public hospitals
Hospital administration
Abstract
Introduction: This article addresses organizational culture in two public hospitals with distinct management models. Obective: aiming to comprehend the resultant culture in each entity and to assist managers and healthcare professionals identify strengths and weaknesses, improving care results. Method: Comparative cross-sectional study conducted between public hospitals, one under direct management (DM) and the other managed by a Social Organization (SO) in the Central-West region of Brazil, using non-probabilistic sampling. The Brazilian Organizational Culture Assessment Instrument (IBACO) was applied to analyze organizational values and practices, with responses collected from 363 participants between 2019 and 2020.The cross-sectional study was carried out in two public hospitals, one administered by a social organization (SO), the other directly by the public sector (PS). The data was collected between 2019 and 2021 and 363 workers from the institutions responded to the Brazilian Instrument for Assessment of Organizational Culture. Results: Both the SO management model and the PS model highlighted cooperation in the workplace as the most prominent cultural value (3.3 and 2.6 points, respectively). Subsequently, rigidity in the hierarchical power structure was observed (2.8 and 2.6, respectively). Regarding observable behaviors, the practice of external integration (3.5 and 2.7, respectively) was most noticed. Therefore, cooperative professionalism emerges as a shared value in both organizational contexts. However, there are nuances in the practices and values identified, delineating disparities. Conclusion: In the hospital managed by SO, the adoption of external integration practices is mediated by the presence of a more rigid hierarchical structure. At the PS hospital, the emphasis on external integration is based on client centricity, revealing a propensity for greater organizational adaptability.