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March-April 2019 - Volume 64 - Issue 2

  • Eric Ford, PhD, MPH
  • 1096-9012
  • 1944-7396
  • 6 issues per year
  • 1.102

From the March/April Issue...

As a healthcare management professor, I spend a great deal of time teaching students about the importance of organizational culture. There are many quips and clichés, and even some profound thoughts, about culture in the management world: “We can change culture if we change behavior,” for example, or “Culture eats strategy for breakfast” (often attributed to Peter Drucker, a titan of management thought). “Culture is the software of the mind” is another phrase that gives me pause for thought. The ability to manage in multicultural organizations and communities is one of the biggest challenges healthcare leaders face.

In his interview for this issue of the Journal of Healthcare Management, Michael O. Ugwueke, DHA, FACHE, talks about the many cultures he encounters as president and CEO of Methodist Le Bonheur Healthcare. Dr. Ugwueke shares his professional journey from Nigeria to the United States and imparts some interesting thoughts on delivering care to people living in social and economic stress.

The theme of cultures under stress continues in the Diversity and Inclusion column by Lynette Bonar, RN, FACHE, the CEO of Tuba City Regional Health Care Corporation in northeastern Arizona. She takes up the topic of forced cultural assimilation of the Navajo and other Native American peoples and the impact it has on those populations’ health and well-being. She describes some hard realities but demonstrates that organizations with strong cultural sensitivity can deliver appropriate care that will change the health outcomes of their communities. In particular, cultural competence can be translated into improved health literacy through better communication.

Continue reading this Issue's Editorial here...

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