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Nursing Management and Administration: Organizational Effectiveness And Organizational Climate/Culture, Planning Equipment's & Supplies for nursing care unit and Hospital

The document presents a nursing management presentation focused on organizational effectiveness and climate within nursing care units and hospitals, highlighting the significance of efficiency, employee engagement, and organizational culture. It discusses methods for improving organizational effectiveness, approaches to organizational climate, and the planning and management of equipment and supplies. Key factors influencing effectiveness include employee characteristics, leadership styles, and communication, emphasizing the need for a positive work environment and careful equipment management to ensure high-quality patient care.

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NURSING MANAGEMENT PRESENTATION ON “Organizational effectiveness And organizational climate/culture, Planning equipment's & supplies For nursing care unit and hospital” Presented By: Ms. Renu Prakash MN(F), 2019-2021 RAKCON
1. ORGANIZATIONALEFFECTIVENESS Introduction • Effectiveness- “doing the right things” • Efficiency-resource usage with low or no wastage • “Organizational effectiveness” is the center of excellence of organizations. • It is the degree to which the organization realizes its goals • Organizational effectiveness is a significant indicator of its survival to show the direction, position, and future of the organization
Concept of Organizational Effectiveness • Organizational effectiveness is concerning with achieving its goal within the available resources and means. • Organizational effectiveness represents a desirable attribute in an organization considering internal and external factors. • In successfulorganizations,high efficiencyand high effectiveness. • Poor management, due to both inefficiency and ineffectiveness. • Organizationscan be effective or ineffective in a number of different ways 1. Productivity 6. Efficiency 2. employee absenteeism 7. Turnover 3. goal consensus 8. Conflict 4. participation in decision making 9. Stability 5. communications.
Definitions of organizational effectiveness • According to Silver and Sherman, organizational effectiveness is the extent of growth and profit by utilizing defined and finite resources without disturbing its internal resources. • Oguntimehin (2001) referred to the organizational effectiveness as the ability of the organization to produce the desired results. It is the process of meeting organizational objectives and expectations of society
Characteristics of Organizational Effectiveness Clearly defined vision and goals short-term, intermediate, and long-term objectives Multidimensional cost-effectiveness and quality services Clients' satisfaction and quality services Effective team work It is a tool Concerns all the systems Individual achievement Recognition and Celebration
Approaches to Organizational Effectiveness Goal approach Functional approach System- resource approach
Factors Affecting Organizational Effectiveness 1. Managerial characteristics • Formalization • Standards • Autonomy • Communication • Leadership style • Human resource management • Rewardsand recognition • Promotion policies • Effective interaction • Managing conflicts and disputes 2. Organizational characteristics • Structural design • Output variables • Size • Organizational climate 3. Environmental characteristics • Internal • Complexity • Public opinion 4. Employee characteristics • Individual goals • Competence • Satisfaction and motivation • Attitudes • Group norms& values • Perceptions • Commitment
Methods of Improving Organizational Effectiveness Effectiveness-oriented policies,procedure, and structure Clarity about the organizationalgoal Promoting responsibilityand accountability Specializationand proper work division Focus on organizational strategies Engage the workforce
Methods of Improving Organizational Effectiveness cont….. Training and development strategies Improved leadership practices Use of motivational strategies Create a positive work culture Use of technology Systematic performance evaluation
Models of determining organizational effectiveness A. Competing Values Model • 1. Human Relations Model -internal Focus and flexible structure • 2. Open SystemsModel - Combination of external focus and flexible structure • 3. Internal Process Model • 4. Rational Goal Model B. The Contradictions Model of Organizational Effectiveness • In any complex organizationthere may be parts of the organization that function well and suggesteffectiveness while other aspects of that same organizationperform poorly.So, it is very difficult to characterize a whole organizationas totally effectiveor ineffective C. SevenModels Concept J. Barton Cunningham, concluded that seven major ways of evaluating organizational effectiveness existed: • 1. Rational Goal Model • 2. The SystemsResource Model • 3. Bargaining Model • 4. The Managerial Process Model • 5. The Organizational DevelopmentModel • 6. The Structural Functional Approach • 7. Functional Approach
Models of determining organizational effectiveness cont…… D. Strategic Constituencies Model • effectiveness of the organization is the ability to satisfy multiple strategic constituencies (stakeholders) both within and outside the organization E. The Fault-driven Model • an organization seeking legitimacy survives by acting in a manner seen by other organizations as legitimate F. High Performing SystemModel • organization as a high performing systemcompares itself to other similar organizations
Employee Engagement and Organizational Effectiveness: The Role of Organizational Citizenship Behaviour ABSTRACT • This paper intends to explore employee engagement and OCB literatures to investigate the interrelationships between employee engagement, OCB, and organizational effectiveness.A retrospective analysis is carried out of existing theoretical and empirical research studies to support the associative interrelationship between employee engagement, OCB, and organizational effectiveness. • Findings indicate that employee engagement has potential to drive OCB. Engaged employees also have the greatestpotential to augment organizational effectiveness through their higher levels of OCB. • Furthermore, this study mainly focuses on employees as engaged in their work roles, since these employees are highly capable of stimulating positive workplace behaviours and organizational performance. The study contributes to employee engagement and organizational effectivenessliteratures by adding the notion of employee engagement as a significant antecedent of organizational effectiveness through OCB.
2. ORGANIZATIONALCULTURE • System of meaning shared by the organization’s members • Basically, organizationalculture is the personality of the organization • Particular culture of an organization • Culture’s Overall Function: Culture is the social glue • Serves as an effective tool • The organizational culture includes: ✓Values ✓Psychology ✓Attitudes ✓Beliefs ✓Symbols, language, assumptions, behaviours ✓experiences that we have built within the workplace
Types of Cultures Clan Culture • This culture is rooted in collaboration. Members share commonalitiesand see themselves are part of one big family who are active and involved.Leadership takes the form of mentorship,and the organization isbound by commitments and traditions. Adhocracy Culture • This culture is based on energy and creativity. Employees are encouragedto take risks, and leadersare seen as innovatorsor entrepreneurs. The organization isheld together by experimentation, with an emphasis on individualingenuity and freedom. The core values are based on change and agility. Market Culture • This culture is built upon the dynamicsof competitionand achievingconcrete results. The focus is goal-oriented,with leaderswho are tough and demanding.The organization isunited by a common goal to succeed and beat all rivals. The main value drivers are market share and profitability. Hierarchy Culture • This culture is founded on structure and control. The work environmentis formal, with strict institutional procedures in place for guidance. Leadership is based on organized coordinationand monitoring, with a culture emphasizing efficiency and predictability.The values include consistency and uniformity.
Role of the nurse management leaders in the organizational culture: Shaping, influencing and directing the way tasks are done and rendering services. requires nursing leaders to acknowledgethat: organizational culture is theheart and soul of an organization- explains how people relate to one another in a work environment. How nursing organizational culture developed and maintained How are cultures created, communicated, and sustained?
3. ORGANIZATIONAL CLIMATE • climate effectiveness& work climate • Meaning: perception, feeling, and attitudes of employees towards its elements and works environment. • A set of attributes such as loyalty, auto trust, cohesiveness, support, recognition, innovation and fairness • Definition:Likert (1967) described OC as a psychological, multidimensional, and complex phenomenon that affects the organizational performance regarding values, performance, turnover, absenteeism, and observe and tenure of employees
Importance of Sound Organizational Climate To achieveorganizationalgoals and objectives To improvethe work performance To utilize the maximum potential of the employees To bring out work efficiencyby improvingjob satisfaction To reduce absenteeism,stress, negligenceerrors, and accidents
Approaches to Organizational Climate 1. The structural approach 2. The perceptual approach 3. The interactive approach 4. Cultural approach
Impact of Organizational Climate Organizational variables can operate as constraint systems in both a positive and negative sense by providing knowledge of what kinds of behaviour are rewarded, punished or ignored. Organizational variables may affect behaviour through evaluation of the self and others, and such evaluation will in turn, influence behaviour. Organizational factors work as stimuli, they influence an individual’s arousal level, which is a motivational variable directing behaviour. Organizational variables influence behaviour in that they influence the individual to form a perception of the organization. The perception then influences behaviour.
Good or Bad Organizational Climate • If the OC is pleasant, • In a bad OC,
Characteristics of Organizational Climate 1. General perception 2. Abstract and intangible concept 3. Unique and distinct identity 4. Enduring quality 5. Multidimensional concept
Organizational Culture versus Organizational Climate Both are Interchangeable terms Both are related concepts and originated as a part of the organization But both are differ in its origin, nature and characteristics • organization culture is a hidden component of organization and influences the attitudes and human behavior • organizational climate is more expressive, observable, and socially constructed dimension
Factors Affecting Organizational Climate 1. Organization orientation 2. Organizational values and norms 3. Organizational control system 4. Autonomy 5. Communication 6. Risk and risk taking 7. Management support 8. Leadership style
Factors Affecting Organizational Climate cont... 9. Employee- employer relationship 10. Concern for the employees 11. Reward and punishment 12. Trust on management 13. Scope for development 14. Work environment 15. Transformation practices
Types of OrganizationalClimate • 1. Organizational climate • 2. Group climate • 3. Psychological climate 1. According to level • 1. People-oriented OC • 2. Rule-oriented OC • 3. Innovation-oriented OC • 4. Goal-oriented OC 2. According to orientation
Need for Measuring Organizational Climate To find out the degree and level of OC To find out the various factors affecting OC To analyse positive and negative factors contributing to OC To plan out the strategies to improve OC To reorganize practices for the development of the organization To enhance employees' commitment, satisfaction, & motivation To create a high performing OC.
Methods of Measuring Organizational Climate Observation perceptual Field studies Experimental studies
Dimensions of Organizational Climate Likert • Leadership, • Motivation, • Communication, • Decisions, • Goals, and • Control Litwin and Stringer •Conformity, •Responsibility, •Standards, •Rewards, •Organizationalclarity, •Warmth and Support, •Leadership •Under the motivational framework •Achievement •Control •Extension •Dependency •Affiliation •personal relationships Pareek • Orientation • Interpersonal Relationships • Supervision • Problems • Management of Mistakes • Conflict Management • Communication • Decision-Making • Trust • Management of Rewards • Risk Taking • Innovation and Change Kutenk •Communication •Participation •Performance Monitoring •Welfare •Supervisory Support •Formalization •Autonomy •Quality •Effort •Pressure •Vision •Efficiency •Tradition •Innovation •Flexibility •Skill Development •Risk •Interdepartmental Relations •OutwardFocus •Reviewing Objectives
Means/Techniques of Developinga Sound OrganizationalClimate Organizationpurpose • Define mission, goals, strategies • employees' participation Organizationalvalues • it is essential to reorganize policies, procedures, and rules regarding value structure and must implement flexible. Concern for the people • The organization must provide physical facilities and have policies concerning their welfare, safety, and development Activecommunications system • Two-way communications is vital to maintain a healthy relationship. • It encourages their level of confidence and teaches positive feelings.
Means of Developing a Sound Organizational Climate cont... Problem-solving and conflict management • It works most constructively for both organizations as well as the employees Flexibility in risk-taking • flexibility and Opportunity for employees to favour risk-taking by exchanging knowledge and ideas Participation • is a handy tool to develop a healthy OC and job satisfaction Cooperation • atmosphere of collaboration opens access among group members and individual creative motivation to exchange knowledge with group members resulting in more productivity
Means of Developing a Sound Organizational Climate cont... Balancing work and life • Flexible working hours, leaves, and other benefits for the employees to balance their personal life and work. • It will improve the satisfaction level. Recognitionand career development plans • organizationmust give recognition to employees for their excellent performance and plan for a career ladder Performance evaluation • organizationmust evaluate employees through self- evaluation and evaluation from immediate supervisors Motivational and value-related strategies • Provide free communication • Use consensus agreement and compromise approach • Encourage competence and creative ideas • Encourageemotional expressive and task- oriented environment • Involve emotionally • Accept responsibilities • Encourageand motivate to work
RESEARCH ARTICLES Organizational Climate and Health Care Outcomes LiteratureReview in Joint Commissionjournalon qualityandpatient safety / Joint Commission Resources Abstract • Relationships between organizational climate-which reflects the employees' perception of the organizational culture and is easily measured through employee questionnaires-and patient and employee outcomes were examined in a literature review. • A systematicsearch was conducted, with the review limited to primary research published between January 1995 and June 2007. • There was some evidence that aspects of organizational climate were associatedwith patient outcomes, but the results were inconsistent. • The evidence that organizational climate influences nurse outcomes is more robust than is the evidence that it influences patient outcomes. The findings underscore the importance of promoting a positive organizational climate
4. “Planning equipments and supplies for nursing care unit and hospital” 1. Equipmentsandsupplies aresomeofthecriticalpartsof overallmaterialmanagement 2. Well-maintainedequipment will givenursesgreaterconfidencein thereliability ofitsperformance andcontributetoa highstandardof client care. 3. Equipment managementis anessentialissueforsafetyandcost inmodernhospitaloperations "equipments” means all items necessary for the functioning of all services of the hospital • . “Supplies” are those items that are used up or consumed; Supplies are also called as "consumable"
Types of Equipment A: Categorization I • Medical equipment • Capital equipment and accessories • Catering items • Electrical/mechanical, civil material for maintenance work • Housekeeping • Laundry equipments • Office equipment • Printing and stationary B. Categorization II • Diagnostic equipment • Treatment equipment • Life support • Medical monitors • Medical lab equipment • Medical devices, such as apparatus, appliances, and other articles including software • Surgical instruments • Fundamental clinical specialists • Sterilization related equipments C. According to WHO
Aspects of Medical and Nursing Equipment Management Planning (decision to acquire) Procurement Incoming Inspection Inventory and Documentation Commissioning and acceptance Monitoring of use and performance Maintenance Decommissioning
Planning of equipment and supplies Goals of Planning • To plan and budget for equipment and supplies per directives/policies • To develop planning tools • To estimaterealistic equipment- related allocation • To prepare long-term plans and budget • To review annual plans and budget • To monitor progress to improve planning and budgeting. Objectives of Equipment planning • To get the current equipment situation • To develop a plan for equipment • To calculate expenditure required • To extend the short-term and long-term plans • To make the budget calculation • To devise methods to review progress and for monitoring.
Equipment Planning Process • Have policies for purchasing and donations/disposable/condemnati on of equipment and supplies • Get the model equipment list containing standardized/minimum equipment and supplies required for the facility,e.g., for 50-bedded hospital • Use a bottom-up approach; involve all concerned at a suitable decentralized level for need assessment,bulk bye equipment, and supplies. Steps in Planning ProcessPrerequisite
Steps in Planning Process 1. Need identification and setting goals 2. Gather current stock and supply data 3. Estimate the quantity and cost of equipment 4. Estimate expenditure of equipment-related consumable items 5. Determine realistic usage rate and requirements for all equipment-related consumable items
Planning Tools Reference materials •. Manufacturers and their representatives • Bulk suppliers • Other organizations • . Ministry of health • Internationally on payment or on subscription • more sources from suppliers • CD-ROM, video, DVD • Internet websites Vision • used as a planning tool • can direct plannersto determine the type of equipment that is required based on the kind of services providedby a particular health facility Model list of equipment • standardized list of equipments • prepared by professional bodies, accreditation bodies, government, and the WHO • WHO has recommended the "Essential Health Care Technology Package" for determining the equipment list Purchasing and donation policies • Need • Appropriate ness • Affordable and cost- effective • Quality and safety • Disposable or reusable • Material • Usability and maintenance • Source Replacement & disposable policies • There should be criteria for replacement & condemnation • There should be guidelines per National Waste Managemen t Guidelines and should be a part of the planning process. Generic equipment specification and technical data • providea base for planning equipment and supplies • purchase planninglist must-have item details and order information
Working of Departments related to Equipment and Supply • The hospital has separate store and purchase sections which is directly supervised by the store officer and purchase officer respectively Purchase and Store Department • Each hospital has separate department/workshop for maintaining and repairing equipment which is supervised by a biomedical engineer. • The sister in-charge of the unit is responsible for the getting the equipments repaired and also for maintenance. Equipment Maintenance and Repair Department
Process of Stock Verification and Condemnation of Equipments, Articles 1. Annual Physical Stock Verification 2. Condemnation of Equipments, Articles 3. Nurses Activities in Equipment and Supply Management Procurement Receiving and Inspection Storing Issuing, Distribution and Maintaining Inventory Maintenance of the Associated Paperwork and Records Repairing and Disposal
Ensure proper utilization of the supplies and equipment by the staff She applies the principles of material management while managing the supplies and equipment She must maintain an adequate supply of material at hand at all times Keep all articles and equipment readyfor use and readily available Keep the items and supplies under lock and key Regularly check and maintain inventory up to date Educate the staff to use the material properlyand replace it in the same places after use Role of head nurse in management of Supplies and Equipment
ROLE OF NURSE MANAGERS IN MAINTAINING EQUIPMENT AND SUPPLY Input Process Output Feedback
Role of Nurse manager in Material Management Take an active part in estimating demand for equipment and supplies as per hospital policy Developwardpolicy and communicate higher authority about the gap in demand and supply Conduct meetings and prepare guidelines for handing and taking over Ensure adequate supply maintain a current inventoryof equipmentand supplies in functional order Condemn non-functional and outdated articles Have inventory control and maintain a buffer stock Keepenough stockfor evening and nights. Communicate all staff about "out of stock" material Send requisition monthly, weekly,as per policy Maintain proper records and reports of supplies and materials
RESEARCH ARTICLE Review Article Insights into Equipment Planning of a 250-Bed Hospital Project ABSTRACT Too often, a hospital neglects to plan on the purchase of medical equipment. The purchasing process is done on an ad-hoc basis, at the last minute, not based on what the hospital’s real needs, and is approved based on who shouts the loudest or is the most influential in the hospital. In this hour, aim is “What should be done to buy the most suitable equipment, for the lowest price, for the right reasons at the right time. • This article deals with the best practices in equipment planning. A 250-bed hospital with all basic specialties would require 45 crores for equipment alone. There is need for planning so that new technology can be introduced, co-ordinate purchase, and it helps making process transparent, accountable objectives and it will actually save money too. The key mantra to beat the above practices is to create a sense of anticipation while training a hospital manager and ensuring adequate safeguards measures prior to the procurement. Efficient Manager needs to play a balancing role between the limited resourcesof an organization, temerity of the specialist to procure equipment and ground realities of its uses.
SUMMARY / Take away messages • Organizationalclimate (OC) refers to the perception, Feeling, and attitudes of employees towards its elements and works environment. • It is an input of various approaches such as structural, perceptual, interactive, and cultural approaches. • As compared to organization culture, OC is a broad concept and socially constructed. • Both internal and external environmental factors and practices affect the OC. • Organizationalclimate exists at the individual, group, and organizational level. It is either rule-oriented or people and innovation-oriented.
SUMMARY / Take away messages cont.... • Organizational effectiveness is concerning with achieving its goals within the available resources and means. It is the process of meeting organizational objectives and expectations of society. • It has various approaches, such as goals, functional, and system- resource approaches. • Managerial, organizational, environmental, and employees related factors affect the performance of an organization. • Various methods at a different level can use OE to improve organizational performance.
SUMMARY / Take away messages cont.... • Equipment and supplies are one of the essential parts of overall material management. • Four activities, i.e., planning and budgeting, procurement and commissioning, daily operations and safety, maintenance and decommission equipment under the equipment management cycle. • Planning equipment and supplies are essential to maintain quality health services. • There are many equipment planning tools used in planning equipment and supplies. • Five significant steps of planning equipment are to estimate equipment requirements, need identification, and setting a goal, gathering current stock data, determine stockvalue, assess the expenditure of material-related consumable items, calculating usage rate, and requirement of consumable items. • Condemnation is an act of judging material including equipment and linen, are unfit/unsafe for use, non-functional, scrapped, and surplus, need to dispose of, and technically obsolete. • Each hospital formulates its condemnation committee and has a set condemnation procedure.
BIBLIOGRAPHY • Principles and Practice of Nursing Management and Administration for BSc and MSc nursing; Joginder wati; 2nd edition (2020), Jaypee brothers’ medical publisher, Page no- 184-191 & 480-483 • Nursing administration; BT Basavanthappa; 2nd edition (2009), Jaypee brothers’ medical publishers(P) ltd, Page no- 410 • https://www.tandfonline.com/doi/abs/10.1111/j.1533-8525.1972.tb02100.x • https://scholar.google.co.in/scholar?q=Employee+Engagement+and+Organizational+Effe ctiveness:+The+Role+of+Organizational+Citizenship+Behavior&hl=en&as_sdt=0&as_vis= 1&oi=scholart • https://scholar.google.co.in/scholar?q=The+Study+of+Organizational+Effectiveness*&hl= en&as_sdt=0&as_vis=1&oi=scholart • https://link.springer.com/chapter/10.1007%2F978-3-319-16098-6_8 • https://pubmed.ncbi.nlm.nih.gov/18173165/ • https://www.ijhsr.org/IJHSR_Vol.4_Issue.10_Oct2014/44.pdf
Nursing Management and Administration: Organizational Effectiveness And Organizational Climate/Culture, Planning Equipment's & Supplies for nursing care unit and Hospital
Nursing Management and Administration: Organizational Effectiveness And Organizational Climate/Culture, Planning Equipment's & Supplies for nursing care unit and Hospital
Nursing Management and Administration: Organizational Effectiveness And Organizational Climate/Culture, Planning Equipment's & Supplies for nursing care unit and Hospital
Nursing Management and Administration: Organizational Effectiveness And Organizational Climate/Culture, Planning Equipment's & Supplies for nursing care unit and Hospital
Nursing Management and Administration: Organizational Effectiveness And Organizational Climate/Culture, Planning Equipment's & Supplies for nursing care unit and Hospital
Nursing Management and Administration: Organizational Effectiveness And Organizational Climate/Culture, Planning Equipment's & Supplies for nursing care unit and Hospital
Nursing Management and Administration: Organizational Effectiveness And Organizational Climate/Culture, Planning Equipment's & Supplies for nursing care unit and Hospital

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Nursing Management and Administration: Organizational Effectiveness And Organizational Climate/Culture, Planning Equipment's & Supplies for nursing care unit and Hospital

  • 1.
    NURSING MANAGEMENT PRESENTATION ON “Organizationaleffectiveness And organizational climate/culture, Planning equipment's & supplies For nursing care unit and hospital” Presented By: Ms. Renu Prakash MN(F), 2019-2021 RAKCON
  • 2.
    1. ORGANIZATIONALEFFECTIVENESS Introduction • Effectiveness-“doing the right things” • Efficiency-resource usage with low or no wastage • “Organizational effectiveness” is the center of excellence of organizations. • It is the degree to which the organization realizes its goals • Organizational effectiveness is a significant indicator of its survival to show the direction, position, and future of the organization
  • 3.
    Concept of OrganizationalEffectiveness • Organizational effectiveness is concerning with achieving its goal within the available resources and means. • Organizational effectiveness represents a desirable attribute in an organization considering internal and external factors. • In successfulorganizations,high efficiencyand high effectiveness. • Poor management, due to both inefficiency and ineffectiveness. • Organizationscan be effective or ineffective in a number of different ways 1. Productivity 6. Efficiency 2. employee absenteeism 7. Turnover 3. goal consensus 8. Conflict 4. participation in decision making 9. Stability 5. communications.
  • 4.
    Definitions of organizationaleffectiveness • According to Silver and Sherman, organizational effectiveness is the extent of growth and profit by utilizing defined and finite resources without disturbing its internal resources. • Oguntimehin (2001) referred to the organizational effectiveness as the ability of the organization to produce the desired results. It is the process of meeting organizational objectives and expectations of society
  • 5.
    Characteristics of OrganizationalEffectiveness Clearly defined vision and goals short-term, intermediate, and long-term objectives Multidimensional cost-effectiveness and quality services Clients' satisfaction and quality services Effective team work It is a tool Concerns all the systems Individual achievement Recognition and Celebration
  • 6.
    Approaches to OrganizationalEffectiveness Goal approach Functional approach System- resource approach
  • 7.
    Factors Affecting OrganizationalEffectiveness 1. Managerial characteristics • Formalization • Standards • Autonomy • Communication • Leadership style • Human resource management • Rewardsand recognition • Promotion policies • Effective interaction • Managing conflicts and disputes 2. Organizational characteristics • Structural design • Output variables • Size • Organizational climate 3. Environmental characteristics • Internal • Complexity • Public opinion 4. Employee characteristics • Individual goals • Competence • Satisfaction and motivation • Attitudes • Group norms& values • Perceptions • Commitment
  • 8.
    Methods of ImprovingOrganizational Effectiveness Effectiveness-oriented policies,procedure, and structure Clarity about the organizationalgoal Promoting responsibilityand accountability Specializationand proper work division Focus on organizational strategies Engage the workforce
  • 9.
    Methods of ImprovingOrganizational Effectiveness cont….. Training and development strategies Improved leadership practices Use of motivational strategies Create a positive work culture Use of technology Systematic performance evaluation
  • 10.
    Models of determiningorganizational effectiveness A. Competing Values Model • 1. Human Relations Model -internal Focus and flexible structure • 2. Open SystemsModel - Combination of external focus and flexible structure • 3. Internal Process Model • 4. Rational Goal Model B. The Contradictions Model of Organizational Effectiveness • In any complex organizationthere may be parts of the organization that function well and suggesteffectiveness while other aspects of that same organizationperform poorly.So, it is very difficult to characterize a whole organizationas totally effectiveor ineffective C. SevenModels Concept J. Barton Cunningham, concluded that seven major ways of evaluating organizational effectiveness existed: • 1. Rational Goal Model • 2. The SystemsResource Model • 3. Bargaining Model • 4. The Managerial Process Model • 5. The Organizational DevelopmentModel • 6. The Structural Functional Approach • 7. Functional Approach
  • 11.
    Models of determiningorganizational effectiveness cont…… D. Strategic Constituencies Model • effectiveness of the organization is the ability to satisfy multiple strategic constituencies (stakeholders) both within and outside the organization E. The Fault-driven Model • an organization seeking legitimacy survives by acting in a manner seen by other organizations as legitimate F. High Performing SystemModel • organization as a high performing systemcompares itself to other similar organizations
  • 12.
    Employee Engagement andOrganizational Effectiveness: The Role of Organizational Citizenship Behaviour ABSTRACT • This paper intends to explore employee engagement and OCB literatures to investigate the interrelationships between employee engagement, OCB, and organizational effectiveness.A retrospective analysis is carried out of existing theoretical and empirical research studies to support the associative interrelationship between employee engagement, OCB, and organizational effectiveness. • Findings indicate that employee engagement has potential to drive OCB. Engaged employees also have the greatestpotential to augment organizational effectiveness through their higher levels of OCB. • Furthermore, this study mainly focuses on employees as engaged in their work roles, since these employees are highly capable of stimulating positive workplace behaviours and organizational performance. The study contributes to employee engagement and organizational effectivenessliteratures by adding the notion of employee engagement as a significant antecedent of organizational effectiveness through OCB.
  • 13.
    2. ORGANIZATIONALCULTURE • Systemof meaning shared by the organization’s members • Basically, organizationalculture is the personality of the organization • Particular culture of an organization • Culture’s Overall Function: Culture is the social glue • Serves as an effective tool • The organizational culture includes: ✓Values ✓Psychology ✓Attitudes ✓Beliefs ✓Symbols, language, assumptions, behaviours ✓experiences that we have built within the workplace
  • 14.
    Types of Cultures ClanCulture • This culture is rooted in collaboration. Members share commonalitiesand see themselves are part of one big family who are active and involved.Leadership takes the form of mentorship,and the organization isbound by commitments and traditions. Adhocracy Culture • This culture is based on energy and creativity. Employees are encouragedto take risks, and leadersare seen as innovatorsor entrepreneurs. The organization isheld together by experimentation, with an emphasis on individualingenuity and freedom. The core values are based on change and agility. Market Culture • This culture is built upon the dynamicsof competitionand achievingconcrete results. The focus is goal-oriented,with leaderswho are tough and demanding.The organization isunited by a common goal to succeed and beat all rivals. The main value drivers are market share and profitability. Hierarchy Culture • This culture is founded on structure and control. The work environmentis formal, with strict institutional procedures in place for guidance. Leadership is based on organized coordinationand monitoring, with a culture emphasizing efficiency and predictability.The values include consistency and uniformity.
  • 15.
    Role of thenurse management leaders in the organizational culture: Shaping, influencing and directing the way tasks are done and rendering services. requires nursing leaders to acknowledgethat: organizational culture is theheart and soul of an organization- explains how people relate to one another in a work environment. How nursing organizational culture developed and maintained How are cultures created, communicated, and sustained?
  • 16.
    3. ORGANIZATIONAL CLIMATE •climate effectiveness& work climate • Meaning: perception, feeling, and attitudes of employees towards its elements and works environment. • A set of attributes such as loyalty, auto trust, cohesiveness, support, recognition, innovation and fairness • Definition:Likert (1967) described OC as a psychological, multidimensional, and complex phenomenon that affects the organizational performance regarding values, performance, turnover, absenteeism, and observe and tenure of employees
  • 17.
    Importance of SoundOrganizational Climate To achieveorganizationalgoals and objectives To improvethe work performance To utilize the maximum potential of the employees To bring out work efficiencyby improvingjob satisfaction To reduce absenteeism,stress, negligenceerrors, and accidents
  • 18.
    Approaches to OrganizationalClimate 1. The structural approach 2. The perceptual approach 3. The interactive approach 4. Cultural approach
  • 19.
    Impact of OrganizationalClimate Organizational variables can operate as constraint systems in both a positive and negative sense by providing knowledge of what kinds of behaviour are rewarded, punished or ignored. Organizational variables may affect behaviour through evaluation of the self and others, and such evaluation will in turn, influence behaviour. Organizational factors work as stimuli, they influence an individual’s arousal level, which is a motivational variable directing behaviour. Organizational variables influence behaviour in that they influence the individual to form a perception of the organization. The perception then influences behaviour.
  • 20.
    Good or BadOrganizational Climate • If the OC is pleasant, • In a bad OC,
  • 21.
    Characteristics of OrganizationalClimate 1. General perception 2. Abstract and intangible concept 3. Unique and distinct identity 4. Enduring quality 5. Multidimensional concept
  • 22.
    Organizational Culture versusOrganizational Climate Both are Interchangeable terms Both are related concepts and originated as a part of the organization But both are differ in its origin, nature and characteristics • organization culture is a hidden component of organization and influences the attitudes and human behavior • organizational climate is more expressive, observable, and socially constructed dimension
  • 23.
    Factors Affecting OrganizationalClimate 1. Organization orientation 2. Organizational values and norms 3. Organizational control system 4. Autonomy 5. Communication 6. Risk and risk taking 7. Management support 8. Leadership style
  • 24.
    Factors Affecting OrganizationalClimate cont... 9. Employee- employer relationship 10. Concern for the employees 11. Reward and punishment 12. Trust on management 13. Scope for development 14. Work environment 15. Transformation practices
  • 25.
    Types of OrganizationalClimate •1. Organizational climate • 2. Group climate • 3. Psychological climate 1. According to level • 1. People-oriented OC • 2. Rule-oriented OC • 3. Innovation-oriented OC • 4. Goal-oriented OC 2. According to orientation
  • 26.
    Need for MeasuringOrganizational Climate To find out the degree and level of OC To find out the various factors affecting OC To analyse positive and negative factors contributing to OC To plan out the strategies to improve OC To reorganize practices for the development of the organization To enhance employees' commitment, satisfaction, & motivation To create a high performing OC.
  • 27.
    Methods of MeasuringOrganizational Climate Observation perceptual Field studies Experimental studies
  • 28.
    Dimensions of OrganizationalClimate Likert • Leadership, • Motivation, • Communication, • Decisions, • Goals, and • Control Litwin and Stringer •Conformity, •Responsibility, •Standards, •Rewards, •Organizationalclarity, •Warmth and Support, •Leadership •Under the motivational framework •Achievement •Control •Extension •Dependency •Affiliation •personal relationships Pareek • Orientation • Interpersonal Relationships • Supervision • Problems • Management of Mistakes • Conflict Management • Communication • Decision-Making • Trust • Management of Rewards • Risk Taking • Innovation and Change Kutenk •Communication •Participation •Performance Monitoring •Welfare •Supervisory Support •Formalization •Autonomy •Quality •Effort •Pressure •Vision •Efficiency •Tradition •Innovation •Flexibility •Skill Development •Risk •Interdepartmental Relations •OutwardFocus •Reviewing Objectives
  • 29.
    Means/Techniques of DevelopingaSound OrganizationalClimate Organizationpurpose • Define mission, goals, strategies • employees' participation Organizationalvalues • it is essential to reorganize policies, procedures, and rules regarding value structure and must implement flexible. Concern for the people • The organization must provide physical facilities and have policies concerning their welfare, safety, and development Activecommunications system • Two-way communications is vital to maintain a healthy relationship. • It encourages their level of confidence and teaches positive feelings.
  • 30.
    Means of Developinga Sound Organizational Climate cont... Problem-solving and conflict management • It works most constructively for both organizations as well as the employees Flexibility in risk-taking • flexibility and Opportunity for employees to favour risk-taking by exchanging knowledge and ideas Participation • is a handy tool to develop a healthy OC and job satisfaction Cooperation • atmosphere of collaboration opens access among group members and individual creative motivation to exchange knowledge with group members resulting in more productivity
  • 31.
    Means of Developinga Sound Organizational Climate cont... Balancing work and life • Flexible working hours, leaves, and other benefits for the employees to balance their personal life and work. • It will improve the satisfaction level. Recognitionand career development plans • organizationmust give recognition to employees for their excellent performance and plan for a career ladder Performance evaluation • organizationmust evaluate employees through self- evaluation and evaluation from immediate supervisors Motivational and value-related strategies • Provide free communication • Use consensus agreement and compromise approach • Encourage competence and creative ideas • Encourageemotional expressive and task- oriented environment • Involve emotionally • Accept responsibilities • Encourageand motivate to work
  • 32.
    RESEARCH ARTICLES Organizational Climateand Health Care Outcomes LiteratureReview in Joint Commissionjournalon qualityandpatient safety / Joint Commission Resources Abstract • Relationships between organizational climate-which reflects the employees' perception of the organizational culture and is easily measured through employee questionnaires-and patient and employee outcomes were examined in a literature review. • A systematicsearch was conducted, with the review limited to primary research published between January 1995 and June 2007. • There was some evidence that aspects of organizational climate were associatedwith patient outcomes, but the results were inconsistent. • The evidence that organizational climate influences nurse outcomes is more robust than is the evidence that it influences patient outcomes. The findings underscore the importance of promoting a positive organizational climate
  • 33.
    4. “Planning equipmentsand supplies for nursing care unit and hospital” 1. Equipmentsandsupplies aresomeofthecriticalpartsof overallmaterialmanagement 2. Well-maintainedequipment will givenursesgreaterconfidencein thereliability ofitsperformance andcontributetoa highstandardof client care. 3. Equipment managementis anessentialissueforsafetyandcost inmodernhospitaloperations "equipments” means all items necessary for the functioning of all services of the hospital • . “Supplies” are those items that are used up or consumed; Supplies are also called as "consumable"
  • 34.
    Types of Equipment A:Categorization I • Medical equipment • Capital equipment and accessories • Catering items • Electrical/mechanical, civil material for maintenance work • Housekeeping • Laundry equipments • Office equipment • Printing and stationary B. Categorization II • Diagnostic equipment • Treatment equipment • Life support • Medical monitors • Medical lab equipment • Medical devices, such as apparatus, appliances, and other articles including software • Surgical instruments • Fundamental clinical specialists • Sterilization related equipments C. According to WHO
  • 35.
    Aspects of Medicaland Nursing Equipment Management Planning (decision to acquire) Procurement Incoming Inspection Inventory and Documentation Commissioning and acceptance Monitoring of use and performance Maintenance Decommissioning
  • 36.
    Planning of equipmentand supplies Goals of Planning • To plan and budget for equipment and supplies per directives/policies • To develop planning tools • To estimaterealistic equipment- related allocation • To prepare long-term plans and budget • To review annual plans and budget • To monitor progress to improve planning and budgeting. Objectives of Equipment planning • To get the current equipment situation • To develop a plan for equipment • To calculate expenditure required • To extend the short-term and long-term plans • To make the budget calculation • To devise methods to review progress and for monitoring.
  • 37.
    Equipment Planning Process •Have policies for purchasing and donations/disposable/condemnati on of equipment and supplies • Get the model equipment list containing standardized/minimum equipment and supplies required for the facility,e.g., for 50-bedded hospital • Use a bottom-up approach; involve all concerned at a suitable decentralized level for need assessment,bulk bye equipment, and supplies. Steps in Planning ProcessPrerequisite
  • 38.
    Steps in PlanningProcess 1. Need identification and setting goals 2. Gather current stock and supply data 3. Estimate the quantity and cost of equipment 4. Estimate expenditure of equipment-related consumable items 5. Determine realistic usage rate and requirements for all equipment-related consumable items
  • 39.
    Planning Tools Reference materials •. Manufacturers andtheir representatives • Bulk suppliers • Other organizations • . Ministry of health • Internationally on payment or on subscription • more sources from suppliers • CD-ROM, video, DVD • Internet websites Vision • used as a planning tool • can direct plannersto determine the type of equipment that is required based on the kind of services providedby a particular health facility Model list of equipment • standardized list of equipments • prepared by professional bodies, accreditation bodies, government, and the WHO • WHO has recommended the "Essential Health Care Technology Package" for determining the equipment list Purchasing and donation policies • Need • Appropriate ness • Affordable and cost- effective • Quality and safety • Disposable or reusable • Material • Usability and maintenance • Source Replacement & disposable policies • There should be criteria for replacement & condemnation • There should be guidelines per National Waste Managemen t Guidelines and should be a part of the planning process. Generic equipment specification and technical data • providea base for planning equipment and supplies • purchase planninglist must-have item details and order information
  • 40.
    Working of Departmentsrelated to Equipment and Supply • The hospital has separate store and purchase sections which is directly supervised by the store officer and purchase officer respectively Purchase and Store Department • Each hospital has separate department/workshop for maintaining and repairing equipment which is supervised by a biomedical engineer. • The sister in-charge of the unit is responsible for the getting the equipments repaired and also for maintenance. Equipment Maintenance and Repair Department
  • 41.
    Process of StockVerification and Condemnation of Equipments, Articles 1. Annual Physical Stock Verification 2. Condemnation of Equipments, Articles 3. Nurses Activities in Equipment and Supply Management Procurement Receiving and Inspection Storing Issuing, Distribution and Maintaining Inventory Maintenance of the Associated Paperwork and Records Repairing and Disposal
  • 42.
    Ensure proper utilization ofthe supplies and equipment by the staff She applies the principles of material management while managing the supplies and equipment She must maintain an adequate supply of material at hand at all times Keep all articles and equipment readyfor use and readily available Keep the items and supplies under lock and key Regularly check and maintain inventory up to date Educate the staff to use the material properlyand replace it in the same places after use Role of head nurse in management of Supplies and Equipment
  • 43.
    ROLE OF NURSEMANAGERS IN MAINTAINING EQUIPMENT AND SUPPLY Input Process Output Feedback
  • 44.
    Role of Nursemanager in Material Management Take an active part in estimating demand for equipment and supplies as per hospital policy Developwardpolicy and communicate higher authority about the gap in demand and supply Conduct meetings and prepare guidelines for handing and taking over Ensure adequate supply maintain a current inventoryof equipmentand supplies in functional order Condemn non-functional and outdated articles Have inventory control and maintain a buffer stock Keepenough stockfor evening and nights. Communicate all staff about "out of stock" material Send requisition monthly, weekly,as per policy Maintain proper records and reports of supplies and materials
  • 45.
    RESEARCH ARTICLE Review ArticleInsights into Equipment Planning of a 250-Bed Hospital Project ABSTRACT Too often, a hospital neglects to plan on the purchase of medical equipment. The purchasing process is done on an ad-hoc basis, at the last minute, not based on what the hospital’s real needs, and is approved based on who shouts the loudest or is the most influential in the hospital. In this hour, aim is “What should be done to buy the most suitable equipment, for the lowest price, for the right reasons at the right time. • This article deals with the best practices in equipment planning. A 250-bed hospital with all basic specialties would require 45 crores for equipment alone. There is need for planning so that new technology can be introduced, co-ordinate purchase, and it helps making process transparent, accountable objectives and it will actually save money too. The key mantra to beat the above practices is to create a sense of anticipation while training a hospital manager and ensuring adequate safeguards measures prior to the procurement. Efficient Manager needs to play a balancing role between the limited resourcesof an organization, temerity of the specialist to procure equipment and ground realities of its uses.
  • 46.
    SUMMARY / Takeaway messages • Organizationalclimate (OC) refers to the perception, Feeling, and attitudes of employees towards its elements and works environment. • It is an input of various approaches such as structural, perceptual, interactive, and cultural approaches. • As compared to organization culture, OC is a broad concept and socially constructed. • Both internal and external environmental factors and practices affect the OC. • Organizationalclimate exists at the individual, group, and organizational level. It is either rule-oriented or people and innovation-oriented.
  • 47.
    SUMMARY / Takeaway messages cont.... • Organizational effectiveness is concerning with achieving its goals within the available resources and means. It is the process of meeting organizational objectives and expectations of society. • It has various approaches, such as goals, functional, and system- resource approaches. • Managerial, organizational, environmental, and employees related factors affect the performance of an organization. • Various methods at a different level can use OE to improve organizational performance.
  • 48.
    SUMMARY / Takeaway messages cont.... • Equipment and supplies are one of the essential parts of overall material management. • Four activities, i.e., planning and budgeting, procurement and commissioning, daily operations and safety, maintenance and decommission equipment under the equipment management cycle. • Planning equipment and supplies are essential to maintain quality health services. • There are many equipment planning tools used in planning equipment and supplies. • Five significant steps of planning equipment are to estimate equipment requirements, need identification, and setting a goal, gathering current stock data, determine stockvalue, assess the expenditure of material-related consumable items, calculating usage rate, and requirement of consumable items. • Condemnation is an act of judging material including equipment and linen, are unfit/unsafe for use, non-functional, scrapped, and surplus, need to dispose of, and technically obsolete. • Each hospital formulates its condemnation committee and has a set condemnation procedure.
  • 49.
    BIBLIOGRAPHY • Principles andPractice of Nursing Management and Administration for BSc and MSc nursing; Joginder wati; 2nd edition (2020), Jaypee brothers’ medical publisher, Page no- 184-191 & 480-483 • Nursing administration; BT Basavanthappa; 2nd edition (2009), Jaypee brothers’ medical publishers(P) ltd, Page no- 410 • https://www.tandfonline.com/doi/abs/10.1111/j.1533-8525.1972.tb02100.x • https://scholar.google.co.in/scholar?q=Employee+Engagement+and+Organizational+Effe ctiveness:+The+Role+of+Organizational+Citizenship+Behavior&hl=en&as_sdt=0&as_vis= 1&oi=scholart • https://scholar.google.co.in/scholar?q=The+Study+of+Organizational+Effectiveness*&hl= en&as_sdt=0&as_vis=1&oi=scholart • https://link.springer.com/chapter/10.1007%2F978-3-319-16098-6_8 • https://pubmed.ncbi.nlm.nih.gov/18173165/ • https://www.ijhsr.org/IJHSR_Vol.4_Issue.10_Oct2014/44.pdf