Organizational culture


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Organizational culture

  1. 1. organizational culture
  2. 2. SOUTHWESTERN UNIVERSITY Graduate School MASTERS OF ARTS IN NURSING Major in Nursing Services Administration 504 Requirements Nursing Organization Development Prepared by: Julleon E. Anasarias R.N Melissa Tan Kit R.N Nicole Tan Kit R.N Aiza Pearl Rubin R.N Instructor: Rhea Faye D. Felicilda, RN, MAN Professor, MAN Program
  3. 3. An interview from a NURSE MANAGEMENT LEADER (Chief Nurse) in a PRIVATE HOSPITAL
  4. 4. What is the culture of the organization
  5. 5. <ul><li>The organizational culture that we have are in accordance to the: </li></ul><ul><li>Values </li></ul><ul><li>Psychology </li></ul><ul><li>Attitudes </li></ul><ul><li>Beliefs </li></ul><ul><li>Symbols, language , assumptions , behaviors </li></ul><ul><li>experiences that we have built within the workplace. </li></ul>
  6. 6. WE viewed this as the shared norms and values of individuals including the staff nurses, the administrative officers of the hospital and nursing leaders that are involved within the workplace.
  7. 7. <ul><li>Through this set of  mutual understandings , organizational culture controls the way individuals interact with each other within the organization as well as with patients, members of the health team including other members existing outside the boundaries of the organization. </li></ul>
  8. 8. <ul><li>The culture of our organization serve as an effective tool to determine the quality and quantity of the nursing services rendered, including the staff and client level of satisfaction </li></ul>
  10. 10. <ul><li>Our role as the nurse management leaders includes: </li></ul><ul><ul><li>SHAPING , INFLUENCING and DIRECTING the way tasks are done. </li></ul></ul><ul><ul><li>SERVICES are rendered </li></ul></ul>
  12. 12. <ul><li>w e </li></ul><ul><li>Share the same goals and motivators towards patient expected outcome. </li></ul><ul><li>Support and Care each other </li></ul><ul><li>Believe towards the same goals in the workplace. </li></ul>
  13. 13. <ul><li>How are they </li></ul><ul><li>created, communicated, and sustained? </li></ul>
  14. 15. <ul><li>Through Stated and unstated values. </li></ul><ul><li>Overt and implicit expectations for member behavior. </li></ul><ul><li>Shop talk— typical language used in and about the group . </li></ul><ul><li>Climate — the feelings evoked by the way members interact with each other, withoutsiders, and with their environment, including the physical space they occupy </li></ul>
  15. 16. How are the nurse leaders involved in organizational development?
  16. 17. <ul><li>The nurse leaders was able to involved themselves by participating with different programs that will enhance the: </li></ul><ul><ul><li>Knowledge, Skills and Attitude of the staff nurses that will create change in the workplace. </li></ul></ul>
  17. 18. <ul><li>Values are significantly important for effective leaders including: </li></ul><ul><ul><li>excellent communication skills that includes both verbal and non verbal, </li></ul></ul><ul><ul><li>Persuasiveness </li></ul></ul><ul><ul><li>strong listening skills. </li></ul></ul>
  18. 19. <ul><ul><li>As the leader, the situation doesn’t change you as a person unless the situation we all know help us to become better individuals. </li></ul></ul>
  19. 20. <ul><ul><li>Effective leadership </li></ul></ul><ul><ul><li>certainly having no </li></ul></ul><ul><ul><li>MAGIC FORMULA </li></ul></ul><ul><ul><li>Effective leaders have vision, to guide the leader in making day to day decision. </li></ul></ul><ul><ul><li>By doing this, the leader can create change towards staff behavior hoping to get good expected outcome. </li></ul></ul>
  20. 21. Who are the active change agents in the organization?
  21. 22. <ul><li>The active change agents are the </li></ul><ul><li>Middle Managers </li></ul><ul><li>(Head Nurses, Nursing supervisors) </li></ul><ul><li>By creating a change from a 360 degree angle from a previous situation can create positive impact to the organization. </li></ul>
  22. 23. <ul><li>It is highly significant for the change agents to produce greater Effort, Effectiveness and Efficiency in the workplace. </li></ul><ul><li>The active change agents are considered those </li></ul><ul><li>individuals that impacted with the change that taking place in the work setting. </li></ul><ul><li>The positives and negatives must be identified </li></ul><ul><li>regarding why a change is to be made as well as the </li></ul><ul><li>strengths and goals of the key players. </li></ul>
  23. 24. <ul><li>All members of the organization are considered as </li></ul><ul><li>“ TEAM PLAYERS” </li></ul><ul><li>in which creative ideas are encouraged and adopted towards achieving the GOAL </li></ul>
  24. 25. Steps by the nurse management leaders to achieve the Goals of the Organization
  25. 26. <ul><li>The first step in achieving this goal requires nursing leaders to acknowledge that: </li></ul><ul><li>organizational culture is the heart and soul of an organization- explains how people relate to one another in a work environment. </li></ul>
  26. 27. nursing leaders should take on the responsibility of : culture gatekeeper This requires nursing leaders to be accessible and visible to their staff. In addition to visibility, an effective culture gatekeeper exemplifies the vision and values of the organization since they are role models for the other members. In health care organizations, this suggests that nursing leaders embrace a humanistic philosophy of caring that permeates to health care providers and ultimately manifests in both patient services and employee relationships
  27. 28. Last, but maybe most importantly, a constructive organizational culture is not a one-person show dictated by leadership.
  28. 29. <ul><li>Strategies Promoting Organizational Cultural Development </li></ul>
  29. 30. W ays………. <ul><li>Providing strategic planning by promoting employees involvement </li></ul><ul><li>Identifying conflict situations as an opportunity for creative change. </li></ul><ul><li>Developing interpersonal relationship among staff nurses and nurse managers. </li></ul><ul><li>Encourage job enrichment activities </li></ul>
  30. 31. How do the employees react to changes within the organization?
  31. 32. <ul><li>Create and maintain a thriving environment in the midst of institutional change… </li></ul>
  32. 33. <ul><li>The employees react to changes by : </li></ul><ul><ul><li>positive attitude and flexibility facing the changes in the workplace </li></ul></ul><ul><ul><li>believing in oneself (self confidence) </li></ul></ul><ul><ul><li>through the support and encouragement from the management by setting goals </li></ul></ul><ul><ul><li>commitment in the service to others in all walks of life </li></ul></ul>
  33. 34. What recent organizational development activities have occurred? 
  34. 35. <ul><li>Staff development such as undergoing </li></ul><ul><li>Advance Cardiac Life Support </li></ul><ul><li>Training </li></ul><ul><li>Basic Life Support Trainings </li></ul><ul><li>Intravenous Therapy </li></ul><ul><li>Ongoing researches </li></ul>
  35. 36. How can performance of the organization be improved?
  36. 37. <ul><li>Developing a open culture organization </li></ul><ul><li>Encourage the staff nurses, physicians, and allied health provider participation </li></ul><ul><li>Evaluate communication methods which is timely and accurately. </li></ul>
  37. 38. Conclusion <ul><li>Nurses tend to develop their cultural values resulting from training, socialization, feministic values, and a calling to their profession. </li></ul><ul><li>For a health care organization to implement a constructive culture, leadership must recognize the pivotal role of nurses, who represent the focal point between quality patient service and organizational process improvements </li></ul>
  38. 39. <ul><li>Once health care organizations understand and facilitate this process, nurses will feel empowered and seize the opportunity to transform the organization's resources into value and quality for all stakeholders </li></ul>
  39. 40. THANK YOU