Certain values and priorities help establish and shape an organization's identity. Catholic organizations--through the values by which they operate--can determine whether they function as a centrifugal force that shapes the values of the larger society or whether they are driven by the centripetal force of American values, thus accommodating their actions to succeed in self-serving, narrow ways. Catholic organizations can evaluate their practices against three "environments," each composed of value strata, that characterize workplaces: Subpersonal environment. Workers are alienated; the employee is seldom acknowledged as a person. Stratum one--base values. The operative values focus on mechanical working qualities such as punctuality and productivity, rather than human interaction. Stratum two--civil values. Some interaction takes place, but it is geared only to customer satisfaction. Relational environment. Relationships are important to organizational functioning. Stratum three--corporate values. Workers must have more interpersonal skills but are seen as a means to an end: benefit for the corporation. Stratum four--ethical culture values. The worker is recognized as a person to be respected. Operative values are fair play and improving the human condition. Religious environment. Workers affirm the existence of a Godhead, which creates a "community" workplace. Stratum five--Judeo-Christian values. A commitment to charity and mercy and serving others is evident. Stratum six--Catholic values. Persons are seen as the body of Christ; the organization challenges society's tenets when these ignore the human person.(ABSTRACT TRUNCATED AT 250 WORDS)

Catholicism↗

PubMed1985

Max Weber or Jesus Christ: in whose image?

The bureaucratic model of organization and the model that emerges from the Gospel and Vatican Council II provide a stark contrast for Catholic health care administrators to ponder. As articulated by sociologist Max Weber, a bureaucracy is based on a hierarchical structure with sharply defined and protected levels of authority, centralized decision making, rules that govern personnel behavior, and an impersonalized view of employees that stresses their roles as functionaries. The Christian, Gospel-based model, on the other hand, places a premium on collegiality, shared authority, the mediation of conscience, the common good, and the work of the individual. Even though only a few will shape management policy in a large hospital, policymaking should be viewed as a service, a ministry that entails stewardship. Catholic health care leaders should reflect the spirit of collegiality by bringing various strata of staff together in a dynamic, united effort. Thus the institution's statement of mission will not be an abstract recitation of pieties but a living reality, a philosophy that is "owned" by the workers.

Christianity↗

PubMedDate not supplied

Reflections on prophetic institutions.

Explore the source record for details and available documents.

Catholicism↗

PubMedDate not supplied

In pursuit of commitment. Hiring executives who share the ministry's values.

A major concern for religious-sponsored healthcare facilities is securing top administrative personnel who are both professionally competent and committed to the religious institute's mission. One process to identify such individuals involves defining the organization's priorities; establishing a search committee; assessing value-oriented credentials; and selecting the value-driven executive. Identifying persons who share the organization's values is a two-part process involving the résumé and the formal interview. The Résumé Evaluation Form attempts to identify a candidate's value orientation in three areas: knowledge of, experience with, and implementation of Catholic culture. The Interview Analysis Form explores other areas, such as whether the candidate speaks the organization's "language," the individual's underlying motivation for seeking employment in a Catholic organization, and what issues, projects, or concerns engender passion in the candidate. After the interview, the committee should discuss and interpret the scores and perceptions of each committee member and assign a numerical ranking for each candidate. In addition to the numerical ranking, the committee should assess the candidate's personal characteristics, values, and priorities.

Catholicism↗