NRS 451V Week 4 Organizational Values Presentation

NRS 451V Week 4 Organizational Values Presentation

NRS 451V Week 4 Organizational Values Presentation Recent

Organizational culture is a widely-discussed topic that lacks a conclusive definition. This factor is largely attributable to the broad scope of culture as a concept. However, researchers have discovered some common themes in most if not all descriptions of this concept. They have noticed that an organization’s culture incorporates its purpose, ownership, the sense of community, good leadership, and effective communication. When placed into perspective, these elements are considered vital at the organizational level since they reflect the true nature of culture as a concept. Below are random definitions of organizational culture sourced from a random sample from the Harvard Business Review network. Note how they connect to the one highlighted in this slide:

• “Organizational culture defines a jointly shared description of an organization from within.” — Bruce Perron
• “Culture is how organizations ‘do things’.” — Robbie Katanga
• “Organizational culture is the sum of values and rituals which serve as ‘glue’ to integrate the members of the organization.” — Richard Perrin
• “Organizational culture is civilization in the workplace.” — Alan Adler
• “Culture is the organization’s immune system.” — Michael Watkins
• “An organization [is] a living culture… that can adapt to the reality as fast as possible.” — Abdi Osman Jama

Source (Watkins, 2013)

Vision, mission and values are crucial dynamics that help define an organization’s direction. Academicians seem to agree on the notion that an organization’s culture ought to be aligned with these factors to ensure that each member is working towards a common goal. This sentiment is true, especially in the healthcare industry, where practice is largely determined by organizational goals and societal expectations. The fact that these elements offer strategic direction for an organization affirms the need for a clear purpose. Inasmuch as purpose is often interchanged with vision, it responds to “Why do this as an organization?” rather than “Where do we intend to go as an organization? (vision).”

Generally, healthcare is a collaborative practice. It is through the integration of all aspects of care that a system manages to attain success. Such a bold declaration is affirmed by Manojlovic & Ketefian (2016) when they highlight the historic development of nursing from the voluntary era to the present ‘service-based’ era. This transition demonstrates why nurses ought to be engaged at all costs. Vision, Mission, and value statements are the most appropriate ways of ensuring that such a progressive goal is attained. The inclusion of nurses in an organizations long- and short-term plans allows them to develop a sense of belonging, which in turn translates to positive interactions with practitioners and patients alike.

As far as the first point is concerned, public lectures conducted by practitioners appear illustrious. Inasmuch as such solutions seek to resolve long-term solutions to some scenarios, they cannot be implemented without being explicitly included among an organization’s vision. Also noteworthy is the fact that the involvement of nurses is necessary for such projects to be executed effectively. Since values normally revolve around behavioral tendencies of the organization (emphasis on employee performance), it appears wise to argue that they determine the type of outcomes one ought to expect from organizational processes. For instance, a hospital that values integrity is less likely to record cases of fraud or patient mismanagement.

Conflict is a common challenge in the organizational setting. Such is often the case as practitioners come from diverse cultural backgrounds to pursue a common vision. This cultural integration process tends to be problematic at some point. Lack of commitment is one of the common factors that cause misunderstandings in the workplace. When a member or members of a team fail to deliver results as expected, they increase the burden on the rest of the team. Lack of cooperation and motivation are closely related to this factor in the sense that they all arise from an employee(s) incompetence. Such a scenarios are highly likely to cause conflict since some members feel manipulated. Cultural diversity is also among the common causes of conflict. People from different cultures place distinct meanings on certain matters. For instance, the United States’ ‘OK’ gesture is an insult in some Asian countries. Failure to understand the distinct culture is bound to trigger misunderstandings, and conflict at large. The same case applies to decision-making processes. People with differing opinions can engage in conflict if the matter is handled inappropriately. Warrick (2017) reminds us that conflict is an inseperable aspect of organizational life, particularly in the modern world. So, organizations should seek effective ways of resolving the issue proactively.

Prepare a 10-minute presentation (10-15 slides, not including title or reference slide) on organizational culture and values.

Describe how alignment between the values of an organization and the values of the nurse impact nurse engagement and patient outcomes.

Discuss how an individual can use effective communication techniques to overcome workplace challenges, encourage collaboration across groups, and promote effective problem solving.

Identify a specific instance from your own professional experience in which ……… Describe the impact this had on nurse engagement and patient outcomes.

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