Framing and organizational hybridity: a case study at a federal university hospital
Name: JOÃO VITOR RAMIRO AVELAR
Publication date: 02/09/2016
Advisor:
Name |
Role |
|---|---|
| ALEXANDRE REIS ROSA | Advisor * |
Examining board:
| Name |
Role |
|---|---|
| ALEXANDRE REIS ROSA | Advisor * |
| CÉSAR AUGUSTO TURETA DE MORAIS | Internal Examiner * |
Summary: The hybrid character of teaching hospitals of Brazilian federal universities is configured from its genesis: the side of public health care, promotion of education and research takes place. Contemporary demands of these organizations require appropriate measures to the complexity of the various academic and administrative activities. The National Programme for Restructuring of Federal University Hospitals (REHUF), established in 2010, provides for actions to ensure the physical and technological recovery and the reorganization of the human resources framework of university hospitals, with the creation, as part of a set of measures of the Brazilian Hospital Services (EBSERH). Since 2013, the Federal University of Espírito Santo (UFES) became a signatory to the Ebserh, which takes full responsibility for the coordination and implementation of activities of the University Hospital Cassiano Antonio Moraes (HUCAM), causing the appearance of an atypical scene in the history of hospital. The qualitative study of such institutional reform, under the theory of frames, objective research influences the organizational culture of HUCAM from the hybridization process involving UFES and EBSERH. The only case study provides a comprehensive approach to this process. The collection of data through semi-structured individual interviews, strengthens the purpose of researching the topic in depth. By analyzing the ongoing hybridization process HUCAM, it proves that different frames underlying the organizational mix have influenced the course of their management. Resistances occur in relations between the old servers and the current structure. The deficit communicational aspect, according to respondents, also interferes with the current situation of HUCAM. This framework results in difficulty for managers. the cool-labor differences are imposed as a major obstacle towards a cultural integration and is recognized until that happens, the current situation will continually demand conciliatory skills of leaders and managers. Finally, it is expected that the findings can contribute to a better understanding of how conflicts of interest that arise in the management of work in the current organizational context of university hospitals develop.
