NR 534 week 5 conti

Healthcare

The Analysis

The paper explores and analyses how the culture and climate of at my workplace, Cleveland Hospital influence the provision of quality care services. The creation of a sustainable healthcare work environment in which workers and patients feel engaged, loyal, and satisfied remain as priorities of any organization. My organization culture makes the broader construct that covers every aspect of employees at work. The climate within the organization involves our shared perceptions among employees on the organization’s procedures, practices, policies, and the nature of the rewarding system. The summary of the assessment findings on my organization’s physical environment, organizational power and structure, social environment, environmental safety, professional and personal support, organizational communication, and organizational taboos form the critical aspects of the paper.

Cleveland Hospital Organizational Culture and Climate Analysis

Summary of Assessment Findings

Physical Environment: How I experience the work environment at any given time, how it feels to work in the organization and to perform in the organization’s culture influences my mood. Within the facility, families visiting their patients have a well-furnished waiting bay with television in which they first rest before being allowed to see their patients. Those with cars can access marked parking lots that are enough. Since the organization is Christian-based, it has a chapel in which patients’ families can gather and pray for their loved ones undergoing medical treatment.

Environmental Safety: As workers, we share values and beliefs that influence our behavior within the organization. It is through these share aspects in which the organization has identified to provide safety measures since the organization believes that healthy workers are essential assets in performance. As a result, environmental safety measures such as safety stickers on elevators, stairwells, passageways, and hallways are maintained. These stickers remind workers and other people that safety at the workplace is critical and that they should observe safety measures.

Social Environment: The organization has maintained its annual event at the end of the year in which all workers and other senior employees converge to celebrate the achievements of that year. These internal social events have helped in strengthening interdepartmental socialization and making the organization one big family. As a result, the shared assumptions, values, and beliefs of the organization get enhanced to propel the achievement of goals and realization of the vision.

Organizational Power Structure: Board of directors manages the facility. The executive management of the organization oversees daily operations. The chief executive officer remains the top boss responsible for all activities that go into a hospital (Ramos, Franco-Crespo, González-Pérez, Guerra, Ramos-Galarza, Pazmiño, & Tejera, 2019). The hospital has departments headed by chief nursing officers, chief medical manager, chief financial officers, and chief information managers. These officers discharge their power in their respective departments but follow the chain of command. The hospital department administrators report to the executive management and they are responsible for operational service (Aarons, Ehrhart, Farahnak, Sklar, & Horowitz, 2017). The direct oversee of patient care is under patient care mangers whereby rehabilitation services’ directors and nurse managers have employees under them who provide hand-on patient care. All these leaders are addressed using their title within the organization. The organization uses the cross as a symbol of healing to enable patients to have hope after visiting the facility.

Professional and Personal Support: The management recognizes the fact that the healthcare setting is currently evolving, thus it provides professional development to all nurses and doctors. This supported supplemental training for nurses and doctors promotes their value and ensures they remain relevant in their career field to offer quality services. The courses that the organization supports nurses and doctors depend on their clinical relevance and applicability.

Organizational Communication: The most preferred way of communication between the employees and management is email. Each employee gets an email in case there is an important communication either from the chief executive officer, departmental leaders, or any other source within the facility. The organization uses its staff lounge to communicate crucial information that concerns all stakeholders of the hospital.

Organizational Taboos: The current taboos in the organizational influence workers interpret the medical field. Male nurses and doctors do not attend to female patients, especially in maternity or delivery unit. Currently, there is no policy concerning such but male doctors have taken the issue as taboo. Other existing taboo within the organization emerges from the religious beliefs of healthcare practitioners and patients. For instance, female Muslims patients discourage male nurses or doctors from touching them.

Mission, Vision, and Goals

The organization's mission, vision, and goals provide a roadmap toward the achievement of healthy, safe, and patient-based care and work setting within the healthcare facility. The culture and climate of the organization reflect these aspects and determines the efforts needed for their achievement. The vision of the facility forms the main hope for the future since it inspires, futuristic thought of the organization. The vision is the provision of unparalleled experience as the most trusted partner for healthcare. On the other hand, the mission statement inspires this hope and leads to health and well-being by offering the best care to all patients. The goals include:

· Utilizing both formal and informal communication skills with patients and families while illustrating respect and integrity

· Utilize clinical data to perform better diagnoses to provide quality work

· Be proficient to obtain clinical data by physical examination, patient interview, and precise interpretation of laboratory data.

Strengths and Opportunities for Improvement

Strengths: My organization has got some capabilities and resources that give it a competitive advantage in the provision of quality care services. The current strengths that the organization can utilize to achieve its goals are extraordinary reputation, functional safety committee, and strong employee relationship. The reputation has made the facility famous as one of the best hospitals that guarantee patient safety as well as giving high-quality care services. Also, strong employee relationships within and outside the facility can help in the implementation of change for boosting the services offered (Marquis, 2015). Good relationships ensure incidences of resistance do not thrive. The third strength is the existence of a safety committee. The hospital can use the committee in identifying and analyzing aspects that contribute to healthy and safe care.

Opportunity: The organization can exploit some of the external aspects such as new technology and growing interests in the healthcare setting to ensure continued improvements toward its efforts in becoming a trusted partner in healthcare. The new technology enables organizations to improve their performance by having computerized healthcare systems. Also, growing interests in healthcare provide an opportunity for the organization to expand its care services by introducing a new treatment to satisfy the needs of a growing population.

Climate Reflective of Culture

Organizational climate is an integral part of the culture. Climate is about the mindset that facilitates efficient organization structure and alignment (McDonald, Middleton, Bassett, & Harris, 2017). A climate reflects culture through the mindset in which healthcare workers approach to tackle their work reveals the kind of practices and habits that exist. These practices and routines form the organizational culture. Also, emphasis on “victory” over others leads to unpleasant and cold climate, in which employees develop a feeling of being “threatened,” hence the need for protection. Such an atmosphere reflects competition as part of organizational culture.

Healthy, Safe, Person-Centered Care Environment Capacity

Organizational Culture's Capacity to Support

The organization's strong communication and collaboration with other health stakeholders positively impact health practitioners' ability to perform their role in the delivery of compassionate quality care (Marquis, 2015). Regular communication meetings conducted at the healthcare facility staff lounge make workers updated with current trends in healthcare settings since the management utilizes this opportunity to brief the staff on what areas need improvements. Further, the organization has taken physical safety measures for patients and workers. The existence of a safety committee ensures that people comply with health and safety measures such as using the designated facilities such as hallways and passageways. Also, elevators reduce incidences of patients or workers fall within the healthcare facility.

Maintenance of equipment promotes the safety and delivery of patient-centered care. The ability of the organization to maintain equipment reveals a safe environment that reflects a level of compassion and vigilance for the welfare of patients (Trus et al., 2019). Patients' welfare is as critical as another aspect of competent healthcare. Lack of treatment equipment maintenance undermines improvement of facility safety thus learning of causes of error and use of this knowledge in designing safe healthcare systems becomes challenging. The current teamwork and collaboration within the facility have contributed to intensified efforts in understanding and changing the conditions, components, and healthcare systems' processes that relate to the safety of patients.

Institution's Culture to Attract Potential Staff

The current well-build culture of brand identity that is the organization's unique quality care services delivered to patients can attract and make staff want to work for the facility. The brand identity is reflected in the organization's mission of inspiring hope and leading to health and well-being by offering the best healthcare to all patients (Trus et al., 2019). The efforts and hard work of healthcare practitioners towards this mission have resulted in a culture that continues to build facility identity to the world society. Thus, the culture and quality care services as a brand have given the facility a special edge that attracts potential staff from other care organizations.

Nurse Leader's Role in Setting the Organizational Culture and Climate

The role of the nurse leader is to ensure that their actions and that of other nurses are in line with the facility’s mission, vision, and beliefs. So, they assist in linking the crucial words of the healthcare facility mission statement to action words to assist staff model daily goals of the organization (Marquis, 2015). Also, they influence their followers to change organizational culture to make it supportive for the achievement of goals, hence making the working environment healthy.

Implications

Strategies for The Opportunities Improvement

Working on Quality Services: Despite patients playing part in the effectiveness of a healthcare facility, an organization must determine a suitable level of quality for the care services offered. The critical focus is to balance service quality with cost-effective solutions.

Using Technology: Technological equipment play a vital role in healthcare efficiency and effectiveness of the hospital. Computers and information technology, when used in areas such as patients' record-keeping and diagnosis of diseases through healthcare-based software, can bring a change in the entire system.

Alignment of Personal Leadership Profile and Organizational Culture and Climate

When personal leadership attributes are matched with the culture and climate of the organization, there are high chances of bridging the gap between building evidence-based health practices and innovations and scientific discovery (Black, 2018). Good leadership within the organization, which is based on an organization's culture, ensures effective and efficient implementation and delivery of quality care services to those who would most benefit.

Overall, the culture and climate of the healthcare organization are core to the performance of the organization in terms of innovation, quality care services, and management of care systems based on health trends. Aspects such as social environment, environmental safety, physical environment, organizational structure, communication, and professional and personal support environment are vital aspects that define the nature of organizational culture and climate. These aspects establish whether the healthcare facility can offer healthy, safe, and person-centered care and work setting depending on the beliefs and perceptions of healthcare workers on the organization's culture and climate on their performance.

References

Aarons, G. A., Ehrhart, M. G., Farahnak, L. R., Sklar, M., & Horowitz, J. (2017). Discrepancies in leader and follower ratings of transformational leadership: relationship with organizational culture in mental health. Administration and Policy in Mental Health and Mental Health Services Research, 44(4), 480-491.

Black, J., & La Venture, K. (2018). The Human Factor to Profitability: Leveraging People-Centered Cultures as Meaningful Organizations. Public Integrity, 20(5), 444-458.

Marquis, B.L., & Huston, C.J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed). Philadelphia, PA: Lippincott, Williams & Wilkins.

Trus, M., Galdikiene, N., Balciunas, S., Green, P., Helminen, M., & Suominen, T. (2019). Connection between organizational culture and climate and empowerment: The perspective of nurse managers. Nursing & health sciences, 21(1), 54-62.

Ramos, V., Franco-Crespo, A., González-Pérez, L., Guerra, Y., Ramos-Galarza, C., Pazmiño, P., & Tejera, E. (2019). Analysis of organizational power networks through a holistic approach using consensus strategies. Heliyon, 5(2), e01172.