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How the culture of an organization can impact the effectiveness of the organization
The effects of organizational culture
How the culture of an organization can impact the effectiveness of the organization
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everyone before she begins any work in her office. She utilizes her break times to socialize with the employees she supervisors. This allows them to discuss any issues that might need to be address, in a non- confrontational way. Finally, before leaving for the day and especially before the weekend she once again does a walk-thru of the department. She does this last check to ensure everyone is working and that no new urgent problems have occurred. She quickly assesses that everyone is on track with the plan of care for day, and all supplies, staff and information needed. She reviews that everything needed is available for on coming shifts and throughout the weekend.
A3. Effects of Current Leadership
Leadership and organizational culture have direct influence on an organizations performance, thus effecting the quality, cost and effectiveness of the organizations strategic plans and missions. Organizational culture (OC) can be the established set of patterns, believes or “norms” that exist with an organization. An organization’s cultural environment can either increase or reduce employee stress. This stress can then in turn take a dramatic toll on individuals creating additional employee stressors. Obviously eliminating stress is simply impossible, but the best managers are
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The mission of Salinas Valley Memorial Healthcare is to provide quality healthcare to its patients and to improve the health and well-being of their community. Leadership promotes this mission with a vision that the organization will be a center of excellence where an inspired team delivers compassionate and culturally sensitive care, outstanding quality, and an exceptional patient experience (Salinas Valley Memorial Heathcare Systems, 2016). The organizations culture is greatly reflected by the vision, beliefs and objectives of this leadership. This is seen organization wide as well as within the NICU department being
In this case, the reader learns that liquidity is a better than average. The ratio and cash on hand have been better than 2013 from the past years. Moreover, it shows that the hospital has a higher ability to meet its cash obligation because it has more security compared to other hospitals. Funding allows hospitals to control funds and limit investments. Not-for-profit organizations help provide more services and margin of safety. Therefore, creditors look for a margin of safety so that the community that financed a small portion of total financing can be returned to the owners by leveraging. Capitalization ratio measures the funds that were borrowed and the assets that have been used. The coverage ratio measures the number that time they fixed financial charges. The time's interest earned ratio shows the ability of the hospital to meet
Membership Services (MSD) at Kaiser Permanente used to be a modest department of sixty staff. However, over the past few years the department has doubled in size, creating minor departmental reorganization. In addition the increase of departmental staffing, several challenges became apparent. The changes included primary job function, as well as the introduction of new network system software which slowed down the processes of other departments. These departments included Claims (who pay the bills for service providers outside of the Kaiser Permanente network), and Patient Business Services (who send invoices to members for services received within Kaiser Permanente). Due to the unforeseen challenges created by the system upgrade, it was decided that MSD would process the calls for both of the affected departments. Unfortunately, this created a catastrophic event of MSD receiving numerous phone calls from upset members—who had received bills a year after the service had been provided. The average Monday call volume had risen from 1,800 to 2,600 calls per day. The average handling time for each phone call had risen as well—from an acceptable standard of 5.6 minutes to an unfavorable 7.2 minutes. The department continued to be kept inundated with these types of calls for the two years that these changes have been effect.
meet the challenge of preparing future nurses who will have the knowledge, skills and attitudes (KSAs) necessary to continuously improve the quality and safety of the healthcare systems within which they work” (QSEN, 2017). The six QSEN competencies include patient- centered care, teamwork and collaboration, evidence- based practice, quality improvement, safety, and informatics. Two QSEN competencies that relate to MAS are safety, and teamwork and collaboration. The nurse needs to have the knowledge, skills, and attitudes regarding MAS to ensure the newborn’s safety. In order to keep the newborn safe, the nurse must have critical thinking skills to be able to recognize and communicate pertinent information, such as new
Summit Oaks Hospital is a privately owned, for-profit hospital located in the affluent community of Summit, New Jersey. It is a 38-bed facility and is not associated with any other healthcare provider. Summit Oaks provides psychiatric as well as chemical dependency inpatient as well as outpatient treatment for both children and adults (Summit Oaks Hospital, 2016). Summit Oaks does not provide any other healthcare services; therefore, any patient requiring medical treatment secondary to psychiatric or chemical dependency issues is transferred to another hospital for treatment. Founded in 1902 the hospital has provided treatment to individuals in the entertainment industry as well as local citizen.
Your most beloved baby brother becomes ill. What at first seems like a normal childhood sickness does not go away or get better after a few days. After visiting doctor after doctor and numerous specialists, none of whom can give you a diagnosis or guidance on how to help him, you feel hopeless. You watch helplessly while your brother continues to get sicker and sicker. You begin to fear for his life. What would you do? Whom would you turn to? For many, the answer is St. Jude Children’s Hospital. St. Jude Children’s Hospital is a non-profit ‘pediatric treatment and research facility... [that] completely changed how the world treats children with cancer and other catastrophic diseases” (About St. Jude). St. Jude Children’s Hospital offers vital hope to many children who were considered lost causes. Summer Wilson is one such example. Summer was a five-week old preemie infant with a very rare cancer. Summer’s doctors did not have any answers for her condition. Summer’s mother Deanna Wilson remembers, “The best case scenario that we were given was to take [Summer] home and love her… she’s not going to make it” (Stump). This was the cataclysmic and devastating consensus of the local doctors. Miraculously, Summer did make it; St. Jude’s Children Research Hospital saved her. Summer is now seventeen years old and thriving, because St Jude’s saved her when others could not. St. Jude Children’s Hospital touches many lives, not just of the children it treats, but also the families who love these children, and the communities these families come from. St Jude Children’s Hospital is an amazing story of love, inspiration, and leadership. Today, I will examine five key pillars of leadership as they specifically relate to this orga...
...en who are there each week are incredibly inspirational, and they never seem to be discouraged, even though some of the patients have been there for five to six weeks in a row. I look forward to seeing their smiling faces each time I visit, yet I cannot help but hope they will not be there but will be at home the next time I visit. The children and youth I have met at Children’s Hospital have become dear friends, and they have taught me that leadership involves making the most of the talents we each have been given, and seeking excellece, not perfection.
Organizational cultural is the system of shared beliefs and values that develops within an organization and guides the behavior of its members, while organizational structure is an expression of social and economic principles of hierarchy and specialization (Kinicki, 2015). Both the culture and the structure of an organization are important things for management to understand in order to successfully set and achieve an organization’s goals. Companies who excel in highly competitive fields can attribute their successful economic performance to a cohesive corporate culture that increases competiveness and profitability. This culture is best utilized in an organization that has the necessary structure to allow its employees to coordinate their
Within an organization, the set of beliefs and values of the employees that differentiate their organization from others is their organizational culture (Dhingra & Punia, 2016). The success of the organization is built on the strength of its culture (Dhingra & Punia, 2016). Varying cultures from one organization to another regard employee treatment, risk-taking, teamwork, conflict, and rewards differently (Kinicki & Williams, 2012). From views on flexibility, stability, control, discretion, external and internal focus, and integration and differentiation, organizations are divided into four different categories (Kinicki & Williams, 2012). Comprising the competing values framework categories are the clan culture, adhocracy culture, market culture, and the hierarchy culture (Kinicki & Williams, 2012). Four functions of the organizational culture are (1) establishing the organizational identity; (2) resembles the collective commitment of the employees; (3) promotes the social-system stability; and, (4) aids employees in making sense of their surroundings in the organization (Kinicki & Williams, 2012).
The purpose of this paper is to examine the Heritage Valley Medical Center case study. The paper will start off with a brief background of Heritage Valley, along with a summary of the major problems and issues faced there. Next, the author will explain the role that was chosen while addressing the challenges of Heritage Valley and their reasoning in doing so. The author will then identify the strengths and weaknesses of Heritage Valley and offer to select the best alternative and recommended solutions, which will be followed by a brief description of the evaluation plan that could be used to measure the effectiveness of the recommended solution.
High standards of care are expected by patients and families regarding any type of health care. Creating a culture of excellence within an organization is needed to increase patient satisfaction and improve patient outcomes. This paper will examine a hospital that is creating a culture of excellence within the organization to ensure theses outcome. Committees within the organization have been implemented to examine all aspects of the hospital, and its operations to receive input to create change. This corporation is implementing high standards of care and practice that provide a culture of excellence. Reviewing current articles to understand what defines excellence, and the importance it has on an organizations. This paper will also summarize and analyze the interview of a unit manager involved with implementing a culture of excellence. Also this author will discuss nursing theories and standard of practice that lead to the evaluation of this particular topic. This paper will also look at how the author’s journey through the bachelors program has changed her nursing profession, and the opportunities it will open in the future.
Leaders have influence the organizational climate and can change the command culture. However to accomplish that they have to first understand the existing organizational culture within which they are operating. Culture is the behavior characteristic of a particular group. In an organizational setting, leaders have to be mindful of this cultural factors in the context that is sensitive to the different backgrounds of team members to best leverage their talent. There are three levels of culture. First level is the Artifacts. This is the surface level. It includes all phenomena that one sees, hears, and feels when one encounters a new group with unfamiliar culture. Second level is the espoused values. These reflect the original values. Third level is the basic underlying assumptions. These are what were once hypothesis, supported only by a hunch or a value, come gradually to be treated as reality. Climate, in the other hand, is a prevailing trend of public opinion or attitude in a given organization at a given time.
It brought organisational culture to the performance of a company, which has become a critical topic in management department. In addition to organisational culture, organisations need to be aware and prepared for changes in the expanding workforce as business grows. Companies are faced with maximizing benefits as well as profits while minimizing negative factors that come from those changes. There is no one answer to the issue, but some of the guidelines are clear. Awareness of organisational culture, teamwork, individual performance, external environment adaptation, leadership, and measurement of organisational culture are key factors that lead a company to perform better.
Organizational culture is imperative to the success of the organization. The strength and core values of the organization is supported by the organizational culture. This allows for organization to operate in a specific manner that is specific to that organization and can pave the path for success. Company founders are passionate about their vision and mission and they elude that passion into their employees. When that passion and mission is successfully implied to the employees the company strives in it 's path to success.
Organizational culture is the key to organizational excellence and leadership is a function to create and manage culture (Chen 1992). Organizational researchers have become more aware of the importance of understanding and enhancing the cultural life of the institution. "This study is one of a group of companies with high-performance in North America, interest in organizational culture is an important element in organizational success. Tesluk et al (1997). Looking at the" soft "of the organization, the researchers claim that" the organizational culture may be suitable for a means to explore and understanding of life at work, and make them more humane and more pronounced (Tesluk et al, 1997), and the graves (1986) also stressed the importance of corporate culture, and the need for research strategies and methods of investigating the various elements and processes of the organizational culture. He argued the culture that meets the basic needs of belonging and security in an attempt to describe this gathering that culture is "the only thing that distinguishes one company from another gives them coherence and self-confidence and rationalises the lives of those who work for it. Standard that may seem random, is to enhance the life to be different, and safe to be similar, and culture is a concept that provides the means to achieve this compromise (p. 157).
Organizational culture can be defined as a shared set of beliefs and values that an organization develops and is a guide for its members. These beliefs and values include norms, expectations, and behaviors. In an organization it helps staff members become closer and helps them to get the job done more efficiently and their job performance becomes better. Every organization has its own culture making it different from others. Managers are also in the equation when it comes to organizational culture. Managers are responsible for maintaining and establishing a positive culture. They can motivate workers by encouraging them to perform at higher levels, have them to give feedback, and establishing positive authority. On another note, in order for an organization to keep moving forward, an organization must make changes from time to time. Organizational change is moving the organization from one state to another. This helps the organization improve in areas where they are lacking. The areas maybe in marketing, technology, or customer service. Managers must come together to plan and strategize on ways they can improve within the organization in order to stay ahead of the game and improve individual, group, and organizational