1.0 Overview of the organisation

District health boards (DHBs) are New Zealand based healthcare organisations set up under the New Zealand Public Health and Disability Act 2000 (Ministry of Health, 2016a). The organisation is committed to provide the best possible health and disability services to the people within a specified geographical area. The organisation has started its operation since 1st January 2001, after the above act has been passed by the New Zealand government (Ministry of Health, 2016a). Based on the recent record, 20 DHBs have been operated in New Zealand (Ministry of Health, 2016a). The performance of each of the DHBs has been monitored by 11 members. DHB boards formulate the entire strategic direction for the organisation and help it to achieve the goals. DHBs obtain public funding from the Ministry of Health on behalf of the Crown. The funding is allocated according to the total population, age, socio-economic condition and diverse ethnicity (Ministry of Health, 2016a). Some of the most effective DHBs of New Zealand are Auckland DHB, Bay of Plenty, MidCentral, Waikato etc.


Part 1: 2.0 Strategic alignment of the organisation

2.1 Mission

The mission of DHB is to manage the health and wellbeing of the local community (Waikto District Health Board, 2015). In addition, the organisation is also committed to offer excellent care of the people through smarter and innovative services.

2.2 Vision

The vision of DHB is to improve the health of the concerned people with the excellent care (Waikto District Health Board, 2015).
From the vision and mission statement of the organisation, it can be inferred that DHB is devoted to support the people of the allocated geographical area in staying fit and healthy. Moreover, the organisation has also committed to treat the sick people promptly and effectively with care.

Figure 1: Performance story of the DHB
(Source: Waikto District Health Board, 2014)

2.3 Philosophy

In order to achieve the goals, the organisation has focused on continuous improvement (Waikto District Health Board, 2015). In addition, DHB has been promoting the integration of health services (both the primary and secondary services). In order to meet with the local, regional and national needs of the people, the DHBs are committed to deliver the healthcare services in most effective and efficient ways. DHBs are also operating in such a manner that can help the disable persons of the community to participate in the social activities independently. Moreover, DHBs are focused on reducing in disparities in the healthcare services (Waikto District Health Board, 2015).

2.4 Values

The five core values of DHB are mentioned as under:

  • To offer and earn respect from the local community.
  • To listen to the problem of the public and talk with them.
  • Fair treatment to all the concerned people.
  • To maximise good for the people.
  • To become stronger in terms of team work and accountability.

From the philosophy and values of DHBs, it can be stated that the organisation operate under the sense of a social responsibility. Most significantly, it can be inferred that DHBs work to promote the participation of the local community and ensure improvement of its healthcare services. In addition, the DHBs are also focused on maintaining the ethical and quality standards expected from a public care organisations.

3.0 Cultural alignment of the organisation

In order to discuss about the organisational cultural alignment, the health ministry of New Zealand has mentioned about the four types of culture such as power culture, role culture, achievement culture and support culture (Waikto District Health Board, 2015). These four type cultures have been discussed in the context of DHB.

3.1 Power Culture

In DHB, power has not been held by a few individuals. As mentioned by Martins & Terblanche (2009), one of the most significant characteristics of the power culture is that it has few rules and regulations. The management of DHB has also encouraged the employees on innovative and creative thinking. The management of this organisation is more focused on the achievement of the employees rather than the process of achieving the goal. In addition, in this organisation, decisions are not being made quickly. In this context, Davies, Nutley & Mannion (2009) argued that due to the quick decision making in power culture, the long-term benefits of the company can be affected. All the decisions made in this organisation are based on the long-term benefits of its stakeholders. The DHBs are provided a set of objectives by the Ministry of health (Waikto District Health Board, 2015). However, the DHBs have the autonomous power to achieve the objectives.

3.2 Role culture

The organisational culture of DHB does not have much of the similarities with the role culture. In this regards, Sinclair (2008) cited that in role culture, the scope of innovation is very less. However, in DHB, the employees are aware about their roles and responsibilities. However, the hierarchical organisational structure has been followed in the DHBs. Each of the member are the healthcare organisation are allocated to a specific job on the basis of their capability.

3.3 Achievement culture


According to Scott, et al. (2008), the organisations that believe reinforcement for accomplishment of the jobs, follow achievement culture. In most of the cases, it has been found that in achievement based organisations, the employees produce high performance. In DHB, employees jointly work with their supervisors to set their goals. In addition, the employees prefer to achieve more challenging goals based on their experience and success. Moreover, the employees of DHBs are also committed to track their own performance on a regular basis for continuous improvement (Waikto District Health Board, 2015).

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