Cdc Organizational Culture

The CDC is a bureaucratic organization with stations all throughout the world. With the slogan “CDC 24/7: Saving Lives. Protecting People,” their global mission is to “protect and improve health globally through science, policy, partnership and evidence-based public health action” (De Cock, 2012). The Centers for Disease Control (CDC) is one of the major operating components of the US Government’s Department of Health and Human Services. Their office in

Thailand allows the agency to be more responsive and effective when dealing with public health concerns. In addition, the office in Thailand also provides intra-agency support and resource sharing for cross-cutting issues and specific health threats. The CDC has used its scientific

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CDC being a global organization with its roots in the United States has many things to consider in order to efficiently carry out its mission. It was found through an extensive analysis of the organization, that the Bangkok branch has issues related to its organizational culture. When examining the CDC’s issues in organizational culture, the structure of the organization was also taken into consideration. Two articles analyzing organizational culture were also examined and summarized. Both articles discussed effective leadership when dealing with issues of cultural differences. Empowerment across low and high power-distance societies were also examined in the second article. Hofstede’s five value dimensions of the United States and Thailand, the four types of competing values, the CDC’s artifacts, values and underlying assumptions, chain of command and language barriers were all considered during the organizations analysis (De

But the authors argue that the other types of empowerment, psychological and leadership empowerment, can work in high power-distance cultures. This has not been recognized by previous research. They argue that leadership empowerment is compatible with the cultural values of high power distance societies. So in the

MNGT 5590 Proposal Jessica Miller & Michael Kogan

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end the effect of cultural power distance values on empowerment is dependent on the type of empowerment. The authors conclude that empowerment is a good strategy for organizations in both high and low power-distance societies (Fock, Hui, Au & Bond, 2013).

One of the biggest issues that the CDC faces is conflicting values. The CDC arguably has two dominant cultures, adhocracy and hierarchy. The bureaucratic structure of the CDC (a government organization) forces the core value of the CDC to fall under hierarchy, however the mission value states that the CDC values scientific research and exploration which describes an adhocracy (De Cock, 2012). Communicating the importance of hierarchical values to the