How To Build Corporate Culture
at
Raffles Medical Group Singapore
Pradnya Paramita drg. MARS
Senior Manager Corporate Service
DEFINITION
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The moral, social, and behavioral norms of an
organization based on the beliefs, attitudes, and
priorities of its members.
Corporate culture is not the list of values or
mission statement that has been defined by the
Board of Directors, printed on the front page of the
annual report and filed in some obscure corporate
archive.
Basically, organizational culture is the personality
of the organization
(Lineberry & Carleton)
ISSUE
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The way work is organised and experienced
How authority exercised and distributed
How people are and feel rewarded, organised and
controlled
The values and work orientation of staff
The degree of formalisation, standardisation and
control through systems there is/should be
ISSUE
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the value placed on planning, analysis, logic, fairness
etc
how much initiative, risk-taking, scope for individuality
and expression is given
rules and expectations about such things as informality
in interpersonal relations, dress, personal eccentricity
etc
differential status
emphasiss given to rules, procedures, specifications of
performance and results, team or individual working
Hierarchy of Corporate Culture
Pembaharuan
Service
Birokrasi
Berpolitik
Semerawut
Kaku
Predator
Menghukum
Berganti-ganti
Fokus Jangka
Pendek
Word.com
Arthur Anderson
HMO’S
Microsoft today
Tertutup
Penolakan
Tidak mentanggapi
atas perubahan
pasar
•Perusahaan Besi
Baja
•KMart
Berpencar
Tidak fokus
Tidak ada misi
Media Industri
advertising
Software company
Culture of Shame
Menghukum
Berganti-ganti
Fokus Jangka
Pendek
•Consultant
•Lawfirm
•University
Berprosedur
Kaku
Aturan Hidup
Otoriter
•Kebutuhan
Kecocokan
•Pemerintahan
•Bank
•Asuransi
Fokus pada
Pelanggan
Qualitas
Tanggap terhadap
perubahan
Walm
art
Perhotelan
Supermarket
Rumah Sakit
Inovatif
Egalitaria
Konsensus
Kwalitas
Pencipta
Perubahan
Fokus jangka
panjang
Promosi
berdasarkan ide
•Microsoft
•Medco
Culture of Change
(High Performance Culture)
Types of Culture


Academy Culture
Employees are highly skilled and tend to stay in the
organization, while working their way up the ranks.
The organization provides a stable environment in
which employees can development and exercise their
skills. Examples are universities, hospitals, large
corporations, etc.
Baseball Team Culture
Employees are "free agents" who have highly prized
skills. They are in high demand and can rather easily
get jobs elsewhere. This type of culture exists in fastpaced, high-risk organizations, such as investment
banking, advertising, etc.
Types of Culture


Club Culture
The most important requirement for employees in this
culture is to fit into the group. Usually employees start
at the bottom and stay with the organization. The
organization promotes from within and highly values
seniority. Examples are the military, some law firms,
etc.
Fortress Culture
Employees don't know if they'll be laid off or not. These
organizations often undergo massive reorganization.
There are many opportunities for those with timely,
specialized skills. Examples are savings and loans,
large car companies, etc.
Business Culture
Demonstrated Behavior … toward
•
Customer
•
Competitors
•
Colleague and fellow employee
•
Bosses
•
Company
•
Community
CHARACTER
& ATTITUDE
ATRIBUTE
Appearance
visible
invisible
VALUE SYSTEM
Corporate Values
Invidual Values
What we beliefs …
What we value …
What’s important …
Mental contract within ourselves
Raffles Branding
What’s in the name?
Prestige, Quality & Heritage
The Raffles Service Experience
•The Raffles Motto,Mission, Vision & Core Values
•Integrated Care
•Raffles Hospitel
•Price Positioning
•The Extra Mile in Customer Service
RAFFLES
Prestige, Quality & Heritage
RafflesLaSalleInstitute
Singapore
Sir Thomas Stamford Raffles
Founder of Singapore in 1819
A 380-bed private tertiary
hospital
… Raffles Institution
Motto
To Our Patients Our Best
Pelayanan Terbaik bagi Pasien Kami
Mission
Our mission is to enhance health and well being
by providing the best total healthcare.
Vision
Our vision is to be the leading lifetime partner for
all your health needs
CORE VALUE

Compassion
We put you and your well being at the center of all that we do treating all with
respect.

Commitment
We will uphold your trust by maintaining the highest professional integrity and
standards.

Excellence
We will continually seek advancement and Innovation to achieve better
healthcare.

Team Based Care
We dedicate and combine our skills, knowledge and experience for your
benefit.

Value
We seek always to create and deliver value for you.
ORGANISATION PATH
PERFORMANCE level
World
Class Level
Era FREE MARKET
Era MONOPOLI
Time
 Didirikan 1976
 Singapore
 60 Klinik Dokter Umum
 7 Klinik Gigi
 Raffles Hospital,
A 380-bed Tertiary Hospital
 Hong Kong
 5 Klinik Dokter Umum
(spesialis dan klinik gigi)
 Indonesia Representative Office
 Jakarta
Key Milestones
1976
• Founding of RMG with 2 clinics in Singapore 1980s
• Expansion in commercial, industrial, residential areas in
Singapore
1990
• Exclusive medical providers at Singapore Changi Airport
• Appointed doctors to Singapore Airlines
1993
•
Opening of Raffles SurgiCentre, a free standing ambulatory care centre
1994
•
Launched RafflesCare, an integrated care programme
1996
•
Start of operations in Hong Kong
•
Raffles-Kaiser Permanente Healthcare
1997
•
Expansion of RMG (HK)
•
Public listing on the Stock Exchange of Singapore
Key
Milestones
1998
•Appointed exclusive medical provider at Hong Kong International Airport
1999
•Affiliation with New York’s Memorial Sloan Kettering Cancer Center for oncology care
2000
•Appointed by Singapore Ministry of Home Affairs to provide medical care & manage
medical services
2001
•Opening of Raffles Hospital
•RMG’s 25th Anniversary
2002
•Official Opening of Raffles Hospital by Deputy Prime Minister Mr Lee Hsien Loong
Lokasi Klinik di Singapore
Medical Director
Deputy Medical Director
Medical Affairs
Quality Management
QA
Committee
Medical Audit
• Medisave Audit
• Surgical Audit
• Pharmacy & Therapeutics
• Infection Control
• Blood Transfusion
• Tissue Review
• Operating Theatre
• Mortality & Morbidity
•
O&G
Cluster
•
O&G
Surgical
Cluster
ENT
• Eye
• General Surgery
• Neurosurgery
• Orthopaedics Surgery
• Plastic & Reconstructive
• Surgery
• Spots Medicine
• Urology
•
Medicine
Cluster
•
•
•
•
•
•
•
•
•
•
•
•
Cardiology
Dermatology
Endocrinology
Family Medicine
Geriatic Medicine
Internal Medicine
Neurology
Oncology
Paediatics
Psychiatry
Renal Medicine
Respiratory Medicine
Rheumatology
Ambulatory Medicine
Cluster
•
•
Diagnostic &
Interventional Radiology
Pathology
SYSTEM
INPUT
feedback from society,
professions, laws, stories,
heroes, values on competition
or service, etc.
PROCESS
based on our assumptions,
values and norms, e.g., our
values on money, time,
facilities, space and people
OUTCOME
effects culture:
organizational behaviors,
Technologies, strategies,
image, products, services,
appearance,
Affect Company Culture
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The hours you work per day, per week, including
options such as flextime and telecommuting.
The work environment, including how employees
interact, the degree of competition, and whether it's
a fun or hostile environment - or something in
between.
The dress code, including the accepted styles of
attire and things such as casual days.
The office space you get, including things such as
cubicles, window offices, and rules regarding display
of personal items.
Affect Company Culture
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The training and skills development you
receive, which you need both on the job and
to keep yourself marketable for future jobs
and employers.
Onsite perks, such as break rooms, gyms
and play rooms, daycare facilities, and more.
The amount of time outside the office you're
expected to spend with co-workers.
Interaction with other employees, including
managers and top management.
Annual Management Seminar
RAFFLES SERVICE
CHARTER
Be a Service Champion
 Project a Professional Image
 Put a Smile to your Voice
 Be the Host and Adopt a “How May I
Assist You”
 Exercise Empowerment

RAFFLES SERVICE
CHARTER
Seek Service Opportunities
 Take Personal Ownership
 Charm with Asian Hospitality
 Learn from Feedback
 Make a Positive Lasting Impression

RMG QUALITY STEERING
COMMITTEE
Clinical Quality
Operational Quality
Financial Quality
Assure Best
Outcome
Build Seamless
Service
Create Value
Clinical
Outcome
Service
Standards
Specialist
Clinics
Hospital
Manage
Costs
A&E
GP
Clinics
Clinical
Audit
Clinical
Resource
Utilisation
Delight With
Personalised Care
Employee
Involvement
Training
S
Q
Clinical
Performance
Indicator
Service Quality
Etc
Value
for
Money
Performance
Management
CULTURE AUDIT

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An assessment of the existing culture of an
organization – its strengths and weaknesses
with respect business goals and objectives.
Culture audits measure such attributes as risk
tolerance, degree of hierarchy, reward
structure, collaboration, values, innovation vs.
adaptation. The purpose of such an audit is to
align the three directional paths of an
organization:
CULTURE AUDIT
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Strategic process: are the values of the
organization compatible with its strategic
goals?
Cultural process: do the stated objectives of
the organization line up with the accepted
cultural norms of the population?
Infrastructure: is the CEO/Management a
champion of the key traits and strategic
processes?
Audit Questions:
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How are people compensated
How do leaders arise and emerge
What business practices create value for
the enterprise
What are the tolerances for risk-taking
What constitutes “proof” or “evidence” in
each culture?
SUMMARY
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INTEGRITY & RESPECT
CLIENT INTEREST
VALUE CREATION
INNOVATION & PERFORMANCE
TEAMING
EQUALITY & MERIT
Summary
We are a group of physicians, nurses and
healthcare managers, using our talents and
gifts, training and learning, for the benefit of
all our patients
Summary
• Integrated Healthcare Organisation
• Institutional, Group Practice Model
• Comprehensive, Seamless Care
• Trusted Personal Healthcare Services