Ask a probing question, substantiated with additional background information, evidence, or research.
. Share an insight from having read my colleagues postings, synthesizing the information to provide new perspectives.
.Make a suggestion based on additional evidence drawn from readings or after synthesizing multiple postings.
Discussion – Week 1
February 28, 2017 7:35 PM
Discussion: Organizational Foundations
In my organization, managerial and leadership roles can overlay each other and cause conflict but bot roles are important for the success of the organization. Our vision, values, and practices allow u to provide the most effective healthcare possible.
A great culture starts with a vision or mission statement. These simple turns of phrase guide a company’s values and provide it with purpose. That purpose, in turn, orients every decision employees make (Collins, & Porras, 1996). Our vision is to create an exceptional patient experience and to fully recognize our tremendous potential to positively impact patient experience and outcomes and inspire others to do the same. To make a difference with the smallest acts of kindness and compassion through excellence in nursing practice, leadership, research, education, innovation and caring.
Artifacts are visible, audible, tactile manifestations of underlying cultural assumptions, such as behavior patterns, rituals, physical environment, dress codes, stories, and myths. They are relatively easy to understand. In my organization, we keep track of periods without patient fall incidents. We have colorful charts on the wall that display how many days have passed since an incident occurred. We are rewarded at various milestones (Coleman, 2013; Young, 2000).
An organization’s values are of little importance unless they are enshrined in a company’s practices. If an organization professes, “people are our greatest asset,” it should also be ready to invest in people in visible ways (Coleman, 2013; Young, 2000). Health care organizations must run as efficiently as possible to provide satisfactory service to their communities. Organizations and nursing staff work together to maintain order and productivity. (Glembocki& Dunn, 2010).
Nursing shortages are not a common occurrence in my facility but they do occasionally happen. Our organization prides itself on dedicated care and boasts a 1:5 nurse to patient ratio. A shortage in nursing staff means that there is not sufficient workers to care for and provide health services to patients and the communities involved. When shortages do happen, management is often slow to respond and compensate for the shortage. The nursing staff pulls together to carry the extra patient loads effectively because we understand that readmissions and higher rates of infection and mortality are all related to nursing shortages (Rosseter, 2014).
Culture and climate
Organizational Culture is a system of meaning shared by the organization’s members. Cultural values are collective beliefs, assumptions, and feelings about what things are good, normal, rational, valuable, etc. Culture is the social glue that helps hold an organization together by providing appropriate standards for what employees should say or do. Organizational climate is the shared perceptions and attitudes about the organization (Rosseter, 2014).
Collins, J. C., & Porras, J. I. (1996). Building your company’s vision. Harvard Business Review, 74(5), 65–77.
Coleman, J. (2013). Six Components of a Great Corporate Culture. Harvard Business Review. Retrieved from https://hbr.org/2013/05/six-components-of-culture
Glembocki& Dunn. (2010). Building an Organizational Culture of Caring: Caring Perceptions Enhanced With Education. Journal of Continuing Education in Nursing, 41(12) 565-570. doi: 10.3928/00220124-20100701-05
Rosseter, R. (2014). Nursing Shortage. The American Association of Colleges of Nursing. Retrieved from http://www.aacn.nche.edu/media-relations/fact-sheets/nursing-shortage
Young, D. W. (2000). The Six Levers for Managing Organizational Culture. Business Horizons, 43(5), 19.
Discussion – Week 1
February 28, 2017 3:01 AM
Main Discussion Post
Mission and Values
My organization’s mission is to “provide the highest quality health care and cost effective outcomes by providing specialty inpatient acute care services to those we serve while providing a positive and fulfilling work environment for the staff.” Values state my organization: “Deliver(s) superior quality in all that we do,” “Treat others as we would like to be treated,” “Are results-oriented and achieve our objectives,” “Are team players,” and “Are resourceful in overcoming obstacles.” The organization does not have a vision statement posted on their site.
Data and Actions That Support, or Contradict, the Above Statements
Actions of leaders support the mission statement when it comes to providing care to the patients. The policies put into place result in a great success rate when it comes to a patient’s recovery, especially when it comes to weaning a patient off a ventilator. Meetings are held each week to determine new objectives, collaborate as a team, and ensure all resources needed, are being utilized.
I believe the part in providing a positive a fulfilling work environment for the staff, is contradictory. The average time a nurse works at the organization is evidence that the environment is not positive and fulfilling. Out of around fifty full time nurses employed, one nurse has been with the company for more than five years. Most nurses either go PRN or leave the company, altogether, after two years. I have worked both day and nightshift at this company. The nursing leadership is not approachable. Most of the time their doors are closed. Previously, nursing leadership would make rounds almost every day to find out if the nurses on the floor were in need of anything.
Culture and Climate of the Organization
According to Businessdictionary.com (2013) organizational culture is shown through the ways the organization conducts business, treats employees, customers, community, how information is disbursed, and how a collective objective is achieved by employees. As stated above, my organization excels in customer service and a collective objective by employees. The climate of the organization, however, is what I consider to be laissez-faire. Any time there is a problem, it is dealt with as a group. There is very little personal responsibility in both problems/mistakes, or a job well done. Marquis and Huston (2015) describe the leadership style correlating to the climate of a group, and the ultimate outcome. The climate, including leadership style, is a portion of an organizational culture.
Why Examining These Matters is Significant
It is important to be familiar with what compromises both climate and culture, as a future nurse leader, myself. I can learn from my current organization as I move forward as a nurse leader to create my own culture and climate for those working under me, looking to me for guidance. A key concept I will take from the information of leadership styles, is that it depends on the workforce under me, which style is best to use. What works best in one organization may not work at all, in another.
Businessdictionary.com. (2013). Organizational culture: Definition Retrieved from http://www. Businessdictionary.com/definition/organizational-culture.html
Marquis, B. & Huston, C. (2015). Leadership Roles and Management Functions in Nursing: Theory and Application. (8th ed.) Philadelphia, PA: Lippincott, Williams, and Wilkins.
Select Specialty Hospitals. (2017). About Us: Mission and Values. Retrieved from http://www.selectspecialtyhospitals.com/about/mission-and-values/