The impact of organisational culture on the delivery of person-centred care in services providing respite cre and short breaks for people with dementia
- Lookup NU author(s)
- Claire Bamford
- Marie Poole
- Joan Hughes
- Professor John Bond
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| Author(s) | | Kirkley C, Bamford C, Poole M, Arksey H, Hughes J, Bond J |
| Publication type | | Article |
| Journal | | Health and Social Care in the Community |
| Year | | 2011 |
| Volume | | 19 |
| Issue | | 4 |
| Pages | | 498-448 |
| ISSN (print) | | 0966-0410 |
| ISSN (electronic) | | 1365-2524 |
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| Full text for this publication is not currently held within this repository. Alternative links are provided below where available. |
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| Ensuring the development and delivery of person-centred care in services providing respite care and short breaks for people with dementia and their carers has a number of challenges for health and social service providers. This article explores the role of organisational culture in barriers and facilitators to person-centred dementia care. As part of a mixed-methods study of respite care and short breaks for people with dementia and their carers, 49 telephone semi-structured interviews, two focus groups (N = 16) and five face-to-face in-depth interviews involving front-line staff and operational and strategic managers were completed in 2006–2007. 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. Views of person-centred care expressed by participants, although generally positive, highlight a range of understandings about person-centred care. Some organisations describe their service as being person-centred without the necessary cultural shift to make this a reality. 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. Person-centred dementia care is strongly advocated by professional opinion leaders and is prescribed in policy documents. This analysis suggests 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 further to develop a shared culture at all levels of the organisation to ensure person-centred dementia care. |
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| Publisher | | Wiley-Blackwell Publishing Ltd. |
| URL | | http://dx.doi.org/10.1111/j.1365-2524.2011.00998.x |
| DOI | | 10.1111/j.1365-2524.2011.00998.x |
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