Developing the Organizational Culture in a Healthcare Setting Essay

Prepare a 10-15 slide PowerPoint presentation, with speaker notes, that examines the significance of an organization’s culture and values. For the presentation of your PowerPoint, use Loom to create a voice-over or a video. Refer to the Topic Materials for additional guidance on recording your presentation with Loom. Include an additional slide for the Loom link at the beginning, and an additional slide for References at the end.Developing the Organizational Culture in a Healthcare Setting Essay

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Outline the purpose of an organization’s mission, vision, and values.
Explain why an organization’s mission, vision, and values are significant to nurse engagement and patient outcomes.
Explain what factors lead to conflict in a professional practice. Describe how organizational values and culture can influence the way conflict is addressed.
Discuss effective strategies for resolving workplace conflict and encouraging interprofessional collaboration.
Discuss how organizational needs and the culture of health care influence organizational outcomes. Describe how these relate to health promotion and disease prevention from a community health perspective.
While APA style format is not required for the body of this assignment, solid academic writing is expected, and in-text citations and references should be presented using APA documentation guidelines, which can be found in the APA Style Guide, located in the Student Success Center.

Here is some information that can be used to support the paper:

Read “The Organization’s Safety Culture, Its Indicators and Its Measurement Capabilities,” by Halaj, Kutaj, and Boros, from CBU International Conference Proceedings (2018).Developing the Organizational Culture in a Healthcare Setting Essay

URL:

https://search-proquest-com.lopes.idm.oclc.org/docview/2155893073?accountid=7374

Read “Developing the Organizational Culture in a Healthcare Setting,” by Nightingale, from Nursing Standard (2018).

URL:

https://search-proquest-com.lopes.idm.oclc.org/docview/1992715222?accountid=7374

If you can find any other articles that can support answering the questions above, please add.

There needs to be at least 3 articles.

Continuous quality improvement is engrained in the culture of all successful healthcare organizations. As future healthcare administrators, it is imperative that we create an atmosphere that ensures quality is delivered to the patient though the care provided under an organization management. While there are many measures that help define quality in healthcare organization, ongoing consistency, reliability, and most importantly accountability are characteristics of an administration that has created a culture of excellence for their patience and staff alike (Joshi, Ransom, Nash, & Ransom, 2014).Developing the Organizational Culture in a Healthcare Setting Essay
Researcher has discovered healthcare managers have a direct influence on several important cultural determinants that are critical…show more content…
A dashboard is a real time interface system that reports on the processes and performance of the individual healthcare system (Joshi, Ransom, Nash, & Ransom, 2014). There are many different types of dashboards and can be specific for each department such as a clinical dashboard for the nursing unit, a hospital dashboard for admissions, and even a patient dashboard for lab turnaround time, just to name a few. The dashboard is built for different departments, working together to achieve the hospitals most important goals, quality. Recently, the use of dashboards has become very popular in the healthcare setting. According to research, dashboards are transforming the way we manage health care (Aydin, 2010). In such a fast paced environment, the need for quick and easy to read information regarding metrics is imperative. The ability to have this information at your fingertips allows managers to make decisions based on continuous information and compare it with that of a national
All health care organizations are responsible for providing the best care possible to its patients. While accidents happen, there is evidence that indicated many adverse events are preventable. The use of safety practices such as crew resource management, computerized physician order entry, and bar coding, are a few strategies that could avoid safety and medical errors (Mitchell, 2008). All health care managers should take action to avoid common, yet dangerous patient safety issues such as, healthcare associated infections and hygiene issues.Developing the Organizational Culture in a Healthcare Setting Essay

Organisational culture refers to ‘the shared beliefs and values guiding the thinking and behavioural styles of members’ (Cooke and Rousseau, 1988, in Bratton 2010: 334), indicating that employees who accept the common values of an organisation and put great effort on commitments are likely to build up a strong culture to an organisation. Edgar Schein (2004) proposed three levels of organisational culture. As employees go through changes, they gain experiences from the past, adapt to a new environment and develop ability to solve problem. The first level is artefacts, which include all visible characteristics of an organisation, for instance, the architectures/furniture in the office, uniforms of employees and language. These are the observable elements of an organisational culture and might influence the way and attitude of how the employees work. The second level is espoused values in which the influence patterns of observable behaviour at work can be recognised. Each member will impose dominant values and rules of conduct about the culture and these affect employees’ certainty to work under a particular area.

The literature review will provide a high-level theoretical background to help reaching an understanding of different theories related to the case study and apply these theories on a practical example to be able to analyse the behaviours at the organisation level as well as the personal level and their interaction within the organisational culture. The reason of analysing the behaviour is the agreement with many researchers those referred to organisational and people behaviour as the clearest indication of culture. This was clear to the extent that Hofstede (cited in (Ulijn and Weggeman, 2001: 492)), one of the most known researchers in organisational culture, referred to culture as ‘behaviour of people based upon a mental programming and its relation with language’ To avoid getting into long discussions of different theories of this rich subject, the literature review will be limited to answering few questions those are directly related to the essay subject. 2.1 What is organisational culture? While going through many references to find a definition of organisational culture, I recalled a statement by Stogdill’s conclusion regarding the definition of leadership: ‘There are almost as many definitions of leadership development as there are persons who have attempted to define the concept’ (Yukl, 2013: 2). The same statement would very much apply on the definition of organisational culture. The more sources you consult for definition, the more definitions you will have. Figure 1 hereafter summarizes some of the definitions suggested by different researchers as quoted in ( (Schein, 2010); (Brooks, 2009); (Liker and Hoseus, 2008)). Developing the Organizational Culture in a Healthcare Setting Essay
5 Figure 1: Different definitions of organisational culture One of the shortest and oldest definitions of organisational culture that is still in use by many writers is the definition of Bower (1966) who defined culture as: ‘The way we do things around here’. Being very simple and direct, this definition is probably the most often quoted definition (Price, 2007: 218). Bower’s definition helps in describing culture as a phenomenon but it does not help when it comes to more details analysis in an effort to understand its effect and the factors those affect it, if any. In the 1980’s and 1990’s, the culture became a hot topic of management studies (Morgan, 2006) and many writers started to explore different aspects and levels of cultures in an attempt to find ways of utilising cultures in organisational improvement. In the more recent endeavors to define culture, one can agree with the conclusion of (Alvesson and Sveningsson, 2008: 36) that culture is not a social structure of behaviour, but it is the mental phenomena that initiates and directs behaviours.
6 Many consulted literatures referred to the work of Edgar Schein as a ‘fairly influential’ model that establishes a good ground to understand and analyse organisational culture ( (Alvesson and Sveningsson, 2008); (Brooks, 2009); (Liker and Hoseus, 2008); (Ulijn and Weggeman, 2001)). In his attempt to define culture, (Schein, 2010: 21) suggested that any group of people, or social unit, that has a shared history between its member would develop its own culture. This is a very interesting entrance to the subject, as it will lead to a conclusion of having different cultures interacting and changing each other, reaching to the biggest group of humankind. In this context, Schein defines the culture as: ‘A pattern of shared basic assumptions learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems’ (Schein, 2010: 18). The definition of Schein was considered as an influential definition but it drives to question the way of recognising and studying these basic assumptions. (Schein, 2010) suggested three levels of culture, under which, two can be noticed and analysed, especially the first one that is also visible. The third level of culture, Schein claims, is embedded in the individuals’ beliefs and values and it actually constitutes the ‘ultimate source of values and actions’. Figure 2: Schein’s levels of culture Developing the Organizational Culture in a Healthcare Setting Essay
7 A suggestion of different culture levels emerges by moving from national to organisational scale. This way of looking at cultures can be presented in figure 3 where the cultures share some characteristics and differ in others based on the level of existence, which causes a differentiation in locales, history, people and leaders (Liker and Hoseus, 2008: 18). Most of the researchers noticed that inside any culture, subcultures may exist and can be distinguished from the larger culture. This is true for organisational culture as much as it is true for national culture. ( (Alvesson and Sveningsson, 2008); (Brooks, 2009); (Hofstede, 2001); (Schein, 2010)) Figure 3: Cultures interactions 2.2 How does organisational culture interact? Accepting the assumption that organisational culture consists of subcultures and exist within larger industrial, local, national or universal cultures leads to investigating the kind of interaction that might exist between organisational culture and different factors affecting cultures. Only some of these factors will be reviewed in this section based on their role in understanding the case study.
8 2.2.1 Culture and Innovation and change The reason of having innovation and change under one section is that, each of them is needed for the other to be successful. Change is needed for cultures to become innovative according to (Pedler, Burgoyne and Boydell, 2010) and innovation is the most important way for organisations to change in today’s global business environment as reported by (Barsh, Capozzi and Davidson, 2008). Many researchers, including (Holbeche, 2006) suggested that, having a culture that supports innovation is an essential characteristic of high performance organisations. This suggestion in link with organisational culture, lead to the investigation of how to build an innovative culture. For successful organisations in building innovation and getting rewards out of it, innovation is not a process or something good to have. It represents a core value for the culture to be built on as noted by ( (Peters and Waterman, 1982) cited in (Morgan, 2006)). While (Holbeche, 2006) added the knowledge-sharing and knowledge-creation to innovation under one characteristic of high performance organisations, new studies in the field emphasised on the importance of knowledge-sharing and help-giving within an organisation to encourage invention and innovation. ( (Grant, 2013); (Long et al., 2012)). Figure 4: Innovation and knowledge sharing (Long et al., 2012: 9560) The previous argument shows the importance of understanding how culture influence knowledge sharing and innovation consequently. (De Long and Fahey (2000) cited in (Tong, Wah Tak and Wong, 2013) identified four ways that organizational culture influences knowledge-related behaviours: culture defines assumptions about which knowledge is important; it creates  Developing the Organizational Culture in a Healthcare Setting Essay
9 the organizational context for social interactions; it mediates the relationships among individual, group, and organizational knowledge; and it impacts the adoption and creation of new knowledge. What helps building an innovative culture? (Ulijn and Weggeman, 2001: 489) quoted four things to do and four things to avoid in building innovation culture, from the Vice President of 3M, a company that built its success on innovation by setting a value of ‘never kill a product’. Other researchers listed more than twenty suggestions to make a company more innovative (Pedler, Burgoyne and Boydell, 2010: 31). Some of the key suggestions, those are related to the case study are: – Taking more risks – Support from managers for taking risks – Support from colleagues to try new things – Talking about the job and your practice – Much more experimenting, trying new things out – Being less critical, more appreciative of other people’s efforts – Encourage people to run with their ideas – Combine ideas, build on suggestions – Trying out things that worked in other companies – Sharing the knowledge with workers across the company – Encourage people to move round and change teams – Encourage job shadowing – High diversity of people in the company 2.2.2 Culture and Values A simple definition of values, with relation to the organisational culture, states that value is ‘a broad tendency to prefer certain states of affairs over others’ (Hofstede, 2001: 5). It was argued by (Schein, 2010) that values of the organisation, amongst other factors, are the cause of the seen symbols of culture. However, Schein also refers these values to the imbedded values and beliefs of individuals in the group.

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10 The organisational values may occur in the way the organisation tend to act within its environment as suggested in the ‘competing value framework’ of (Cameron and Quinn, 2011) that will be discussed under the culture interaction with organisation. On a larger scale, cultural values may affect organisational performance positively or negatively based on their consistency with the adopted strategy as suggested by (Yukl, 2013). Many researchers, including (Hofstede, 2001), (Javidan, House and Dorfman, 2004) studied the cultural values and their effect on organisational and people behaviours. Some of these researches will be used in the analysis of the case study. 2.2.3 Culture and People From the definition of culture, one can draw a two-side arrow between people and culture. Culture emerges from people. The beliefs and values of the founders and leaders, the learning experiences of group members and new beliefs, values and assumptions of new members are the sources of culture (Schein, 2010: 219). However, once the culture is established, it is very difficult to change it even if the members of the group changed. In this side, culture is actually affecting people’s way to perceive, think and feel about experiences they face with the organisation (Schein, 2010). While discussing the interaction between organisational culture and people, one must not forget that the organisational leadership is part of the people interacting with culture. Leaders create the culture at the very early stage of the organisation’s life by their beliefs and values. They maintain the culture at the same track by setting the criteria of selecting new leaders and by managing cultural change to survive in changing environment (Schein, 2010: 22). On the other hand, the organisational culture affects the performance of leaders. The researches of (Cameron and Quinn, 2011) confirmed the relationship between leadership competencies and organisational culture in the sense that if the competencies of the leader are congruent with the
11 dominant organisational culture, they will be more successful that other leaders of conflicting competencies.Developing the Organizational Culture in a Healthcare Setting Essay  When people within the organisation are interacting, the political side of management starts to appear. Adopting one strategic direction or discarding another is often considered as a result of power politics between stakeholders (Johnson, Scholes and Whittington , 2008). Responding to changing environment and attempting to change the organisation requires political management, which in turn affects the people’s behaviour, and drive them to be retaining knowledge rather than sharing it (Holbeche, 2006). 2.2.4 Culture and organisation As discussed earlier, organisational culture is the outcome of different factors interacting within the organisation. The effect of different factors during certain stages of the organisational lifecycle will be discussed under the culture change hereafter. In their work to understand cultures, most of the viewed works used some sort of typology to categorise the subject of study. Typologies are important in the sense that they attempt to order a great variety of different phenomena, argues (Schein, 2010: 158), however; Schein notes, there is always a danger that they might limit the attention span and drive to conclusions without enough analysis. This danger noticed by Schein was supported by (Schultz, 2011) who described how two banks, being highly institutionalised organisations, operating in the same institutional environment, acted differently towards the crisis, and reached different results. Although that Schultz used the example to support his argument of the organisational culture role as a filter, yet it can be interpreted that the two institutions developed their own model on how things work as Schein argued which lead to more analysis in one case. In his famous work to analyse cultures across nations, (Hofstede, 2001) used five cultural dimensions to categorise different national cultures.
12 Although that the work of applies to national cultures, but it is very important to understand organisational cultures since they are affected by their macrocultures (Schein, 2010). Other attempts to find out the types of cultures used different factors such as authority and intimacy (Etzioni (1975) cited in (Schein, 2010)), cultural essences in organisations (Harrison (1979) and Handy (1978) cited in (Schein, 2010)), task and team building (Blake and Mouton (1964, 1969, 1989) cited in (Schein, 2010)), and flexibility and focus (Cameron and Quinn, 2011).Developing the Organizational Culture in a Healthcare Setting Essay