Organizational Culture and Values
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Ashley Jairam
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Organizat ional Cult ure and Values
Ashley Jairam R.N
Grand Canyon Universit y
November 20, 2019
Organizat ional Cult ure
Organizat ional Cult ure: are t he values & beliefs t hat has subsist ed in an est ablishment
for a considerable period of t ime, besides, t he employee beliefs and t he predict ed
value of t heir job t hat will impact t he conduct s and at t it udes of employees (Business
Dict ionary. 2017)
Organizat ional cult ure includes an organizat ion’s expect at ions, experiences,
philosophy, as well as t he values t hat guide member behavior, and is expressed in
member self-image, inner workings, int eract ions wit h t he out side world, and fut ure
expect at ions. Cult ure is based on shared at t it udes, beliefs, cust oms, and writ t en and
unwrit t en rules t hat have been developed over t ime and are considered valid (The
Business Dict ionary).
Cult ure also includes t he organizat ion’s vision, values, norms, syst ems, symbols,
language, assumpt ions, beliefs, and habit s (Needle, 2004)
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Significance of an Organizat ion’s Cult ure
Values
Beliefs
Cust oms
Vision
Conduct s/Behaviors
Cust oms
Communicat ions
Goals
Managers
St affs
Collaborat ion
Direct ors
Mot ivat ion
Work Set t ing
Leadership
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Web Content: https://gothamculture.com/what-is-organ…
Business Dict ionary. (2017). Organizat ional Cult ural. Ret rieved from
ht t p://www.businessdict ionary.com/definit ion/organizat ional-cult ure.ht ml
Ingersoll, G. L., Wit zel, P. A., & Smit h, T. C. (2005). Using organizat ional mission, vision,
and values t o guide professional pract ice model development and measurement of
nurse performance. The Journal of nursing administ rat ion, 35(2), 86.
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Organizat ion Mission St at ement
Communicat es t he organizat ion’s reason for it s exist ence and how it t arget s t o serve
it s primary st akeholders.
What t he organizat ion is expect ed t o do now t o accomplish it s vision
Longer t han vision st at ement s
More specific, more act ionable compared t o vision st at ement (Warrick. 2017)
Communicat es t he organizat ion’s reason for being, and how it aims t o serve it s key
st akeholders. Cust omers, employees, and invest ors are t he st akeholders most oft en
emphasized, but ot her st akeholders like government or communit ies (i.e., in t he form
of social or environment al impact ) can also be discussed. Mission st at ement s are
oft en longer t han vision st at ement s. Somet imes mission st at ement s also include a
summat ion of t he firm’s values. Values are t he beliefs of an individual or group, and in
t his case t he organizat ion, in which t hey are emot ionally invest ed. For example, t he
St arbucks mission st at ement describes six guiding principles t hat , as you can see,
also communicat es t he organizat ion’s values.
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Vision St at ement
Organizat ion’s st at ement of overarching ambit ions of what it seeks t o become and
accomplish
Does not offer precise t arget s
Wide depict ion of t he value an organizat ion offers
Visual pict ure of what t he organizat ion desires t o achieve
Should be well-defined and brief (Warrick. 2017)
In cont rast , a fut ure-orient ed declarat ion of t he organizat ion’s purpose and
aspirat ions. In many ways, you can say t hat t he mission st at ement lays out t he
organizat ion’s “purpose for being,” and t he vision st at ement t hen says, “based on
t hat purpose, t his is what we want t o become.” The st rat egy should flow direct ly
from t he vision, since t he st rat egy is int ended t o achieve t he vision and t hus sat isfy
t he organizat ion’s mission. Typically, vision st at ement s are relat ively brief, as in t he
case of St arbuck’s vision st at ement , which reads: “Est ablish St arbucks as t he premier
purveyor of t he finest coffee in t he world while maint aining our uncompromising
principles as we grow” Ret rieved Oct ober 27, 2008, from
ht t p://www.st arbucks.com/about us. Or ad firm Ogilvy & Mat her, which st at es t heir
vision as “an agency defined
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Value St at ement
Also known as code of et hics
Defines t he beliefs of an organizat ion and t he expect ed behavior of people in an
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organizat ion in relat ion t o each ot her, st akeholders, cust omers, and suppliers
Out lines an organizat ion’s moral direct ion t hat influences decision making and
provides st andards for employees
Gives a st andard for st affs t o evaluat e violat ions (Warrick. 2017)
The value st at ement , also called t he code of et hics, differs from bot h t he vision and
mission st at ement s. The vision and mission st at e where t he organizat ion is going
(vision) and what it will do t o get t here (mission). They direct t he effort s of people in
t he organizat ion t oward common goals. The values st at ement defines what t he
organizat ion believes in and how people in t he organizat ion are expect ed t o behave—
wit h each ot her, wit h cust omers and suppliers, and wit h ot her st akeholders. It
provides a moral direct ion for t he organizat ion t hat guides decision making and
est ablishes a st andard for assessing act ions. It also provides a st andard for
employees t o judge violat ions.
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Import ance of Mission, Vision & Value St at ement s t o a Nurse
To est ablish a st rong and broad nursing personnel t o enhance t he healt h of all people.
The capacit y t o offer care & honest y t o every person from diverse cult ural
backgrounds.
To offer excellent commit ment .
The capacit y t o become an advocat e for t he pat ient
To improve t he engagement of nurses (Zaccagnini & Pechacek. 2019)
Dempsey, C., & Reilly, B. A. (2016). Nurse Engagement : What are t he Cont ribut ing
Fact ors for
Success?. Online Journal of Issues in Nursing,21(1), C1.
To lead ot hers in achieving exemplary out comes, nurse leaders need t o underst and
t he vit al and int erdependent connect ion bet ween qualit y, safet y, t he pat ient and RN
experience of care, and RN engagement . The t riple aim of improving populat ion healt h,
enhancing pat ient experience, and reducing cost cannot be accomplished wit hout a
robust and engaged workforce t hat finds joy and meaning in it s work. This is especially
t rue for t he nursing workforce. The vit al connect ion of nurse engagement t o t he
experience of care, and ult imat ely t o nurse and pat ient out comes, is clear. Qualit y
improvement effort s t hat equally emphasize init iat ives t o improve pat ient experience
and creat e and sust ain a highly engaged nursing workforce are key t o achieving
desired out comes
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Fact ors t hat Lead t o Conflict in a Professional Pract ice
Differences in values, beliefs and cult ure
Poor communicat ion
Poorly defined roles and expect at ions
Frust rat ion, burnout and st ress
Compet it ion among professionals
Work condit ions and wages (Zaccagnini & Pechacek. 2019 )
Nurses and physicians especially in t he Middle East region cont inue t o be educat ed
wit h misunderst anding of t heir roles. Bot h professions do not cult ivat e t he concept
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of healt h care t eam members among t he graduat es. Physicians always are considered
t he dominat ing profession in t he hospit al set t ing. This misunderst anding of roles
creat es ident it y conflict bet ween nurses and physicians. Physicians are t aught t o be
t he leaders responsible for pat ient s and must handle all sit uat ions. Value based
disagreement s occur bet ween nurses and physicians when one part y at t empt t o
force own set of values on anot her.
Nurses as ot her healt h care professionals offer different point of views t o t he healt h
care t eam t o provide qualit y pat ient s' care. These various perspect ives can
somet imes lead t o conflict s bet ween nurses and physicians regarding pat ient s’ care
regimen. Addit ionally, st ressful work environment can be a source for t ension,
miscommunicat ion, and conflict , not only among healt h care professionals but
pat ient s as well. Conflict s in hospit al set t ings can lead t o violence, unless handled
appropriat ely. The consequences of poorly or unmanaged conflict could affect
negat ively t he qualit y of pat ient s’ car
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How Organizat ional Values & Cult ure can Impact how conflict is solved
Can be t o est ablish a professional code of behavior
Can be used t o develop a collaborat ive approach for conflict resolut ion
Can be used t o communicat e visions of an organizat ion t o est ablish a common goal
for all employees
Values are import ant in modelling st aff behavior
Can be used t o Ident ify t he leader of a t eam (Warrick, 2017)
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Effect ive Met hods for Addressing Workplace Conflict
Respect ing t he input s and int erest s of ot hers
Promot e part icipat ion of everybody
Solving an issue at a t ime and avoiding manifold t opics
Comprehending issues and reaching an agreement
Collaborat ion and communicat ion bet ween pat ient s and ot her fellow st aff
Analyze t he out comes (Heat hfield. 2016)
Heat hfield, S. M. (2016). Communicat ion in t he Workplace. Ret rieved from
ht t ps://www.t hebalance.com/communicat ion-in-t he-workplace-1918089
Effect ive communicat ion requires all component s of a communicat ion int erworking
perfect ly for “shared meaning,” my favorit e definit ion of communicat ion. It is of
part icular import ance when quest ions are asked and answered.
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How Organizat ional Requirement s and t he Cult ure of Healt h Care Impact t he
Out comes of an Organizat ion
Healt hcare organizat ions comprise of several subcult ures
Subcult ures may propagat e change or undermine init iat ives t o improve qualit y
Influences prevalent organizat ional cult ure regarding a performance domain, ex:
pat ient safet y
Underst anding cult ural diversit y leads t o proper pat ient out comes (Shanafelt &
Nosewort hy. 2017)
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Organizat ional cult ure represent s t he shared ways of t hinking, feeling, and behaving in
healt hcare organizat ions.
Healt hcare organizat ions are best viewed as comprising mult iple subcult ures, which
may be driving forces for change or may undermine qualit y improvement init iat ives
A growing body of evidence links cult ures and qualit y, but we need a more nuanced
and sophist icat ed underst andings of cult ural dynamics
Alt hough cult ure is oft en ident ified as t he primary culprit in healt hcare scandals, wit h
cult ural reform required t o remedy failings, such simplist ic diagnoses and prescript ions
lack dept h and specificit y
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How t hese relat e t o Healt h Promot ion and Disease Prevent ion from a Communit y
Healt h Perspect ive
Effect s of cult ure on healt h is broad
Percept ion of healt h, disease and mort alit y
Beliefs on disease causes
Met hods of healt h promot ion
How pain and disease are expressed or perceived
Preferred t reat ment plan for a pat ient (Shanafelt & Nosewort hy. 2017 )
One way of t hinking about cult ures is whet her t hey are primarily ‘collect ivist ’ or
‘individualist ’. Knowing t he difference can help healt h professionals wit h diagnosis and
wit h t ailoring a t reat ment plan t hat includes a larger or smaller group. The influence of
cult ure on healt h is vast . It affect s percept ions of healt h, illness and deat h, beliefs
about causes of disease, approaches t o healt h promot ion, how illness and pain are
experienced and expressed, where pat ient s seek help, and t he t ypes of t reat ment
pat ient s prefer.
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References
Business Dict ionary. (2017). Organizat ional Cult ural. Ret rieved from
ht t p://www.businessdict ionary.com/definit ion/organizat ional-cult ure.ht ml
Heat hfield, S. M. (2016). Communicat ion in t he Workplace. Ret rieved from
ht t ps://www.t hebalance.com/communicat ion-in-t he-workplace-1918089
Zaccagnini, M., & Pechacek, J. M. (2019). The doct or of nursing pract ice essent ials: A
new model for advanced pract ice nursing. Jones & Bart let t Publishers.
Shanafelt , T. D., & Nosewort hy, J. H. (2017, January). Execut ive leadership and physician
well-being: nine organizat ional st rat egies t o promot e engagement and reduce
burnout . In Mayo Clinic Proceedings (Vol. 92, No. 1, pp. 129-146). Elsevier.
Warrick, D. D. (2017). What leaders need t o know about organizat ional cult ure.
Business Horizons, 60(3), 395-404.
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