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The impact of organisational culture on the delivery of person-centred care in services providing respite care and short breaks for people with dementia
Author(s)Catherine Kirkley, Claire Bamford, Marie Poole
Journal titleHealth and Social Care in the Community, vol 19, no 4, July 2011
Pagespp 438-448
Sourcehttp://www.ingentaconnect.com/content/bsc/hscc
KeywordsDementia ; Respite care ; Services ; Person-centred care ; Management [care].
AnnotationThis article explores the impact of organisational culture in the provision of person-centred care in respite care or short break services for people with dementia. 49 telephone semi-structured interviews, two focus groups and five face-to-face interviews involving front-line staff and operational and strategic managers were completed. Qualitative thematic analysis of transcripts identified five themes on aspects of organisational culture that are perceived to influence person-centred care: understandings of person-centred care; attitudes to service development; service priorities; valuing staff; and solution-focused approaches. Some organisations described their service as being person-centred without the necessary cultural shift to make this a reality. The participants highlighted resource constraints and the knowledge, attitudes and personal qualities of staff as a barrier to implementing person-centred care. Leadership style, the way that managers support and value staff and the management of risk were considered important influences. The authors conclude that person-centred dementia care is not strongly embedded in the organisational cultures of all local providers of respite-care and short-break services. Provider organisations should be encouraged to develop a shared culture at all levels of the organisation to ensure person-centred dementia care. (JL).
Accession NumberCPA-111124004 A
ClassmarkEA: KTD: I: PAA: QA

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