Organizational culture and its influence in a behavioral health organization

This study was designed to examine the organizational culture of a 70-bed behavioral health treatment center located in the southwestern United States. The company was on the cusp of a change in leadership. While not originally within the scope of this study, possible outcomes of the present culture were determined.; Both qualitative and quantitative methods were used to include the use of a validated multiple choice instrument administered to a sample of the staff, interviews with selected staff members, observations, and examination of key organizational documents.; The study revealed an organizational culture that was high in Power and Role orientations, with the staff preferring an Achievement and Support orientation. The culture was also fear-based. There was incongruence between the espoused culture and the perceived culture of the company's middle managers and staff members.; Turnover in the organization was high. In the counseling department, the estimated turnover rate in 2002 was 84%. In the nursing department, the estimated turnover rate in 2002 was 56%. The company, while being profitable, had not experienced the growth that neighboring companies in the same or similar business had. Findings suggest that behavioral health care organizations that are managed by a fear-based, Power and Role orientation should be aware of the possible negative effects.