Discuss Four Types of Organizational Culture

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Please respond to ONE of the following prompts: What type of organizational culture is most likely to
facilitate innovative and successful curriculum change? What interpersonal
dynamics positively influence the curriculum development/change process? If
relevant, describe any professional experience you have had involving
curriculum change.

A set of beliefs, culture and behaviors demonstrated by a group of individuals working toward a common purpose is referred to as organizational culture (Thomas, 2018). This can refer to healthcare personnel who are seeking to deliver the highest quality treatment for patients based on evidence-based practice and promoting positive, innovative changes that help improve workplace ethics and clinical abilities. Nurses, as well as opinion leaders in healthcare, academia, and government, agree that nurses are not seen as key decision-makers or income generators. This notion makes it difficult for nurses to advance to positions of leadership and influence health policy and reform. The first line of defense is to become aware of and understand this barrier. On this issue, nursing needs to educate, foster discourse, and address problems. The fact that nurses aren’t considered as income creators originates partly from the techniques used in acute care. Because there is no billing provision for nursing services, they are grouped together as one huge cost category. The emphasis is on cost rather than productivity. Changes will necessitate policy changes. Furthermore, the healthcare industry must pay more attention to nursing indicators, outcomes, and the impact of nursing on overall healthcare expenses

Is it important that faculty be aware of the “hidden
curriculum” in their program curricula? If so, how can faculty most effectively
identify and influence the “hidden curriculum” in their program?

According to the job site Indeed, corporate culture is:

The set of behavioral and procedural norms observed within a company. This includes policies, procedures, ethics, values, employee behaviors and attitudes, goals, and code of conduct. It also makes up the ‘personality’ of a company, defining the work environment (professional, casual, fast-paced, etc).

So, is company culture important? Absolutely! Firstly, a study by Forbes reveals that 92% of executives believe improving their firm’s corporate culture will improve the value of the company. Secondly, more than 50% say corporate culture influences productivity, creativity, profitability, firm value, and growth rates. Despite this, just 15% believe their firm’s corporate culture is where it needs to be.

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Of course, culture is important to employees as well. For example, Indeed also reports that 46% of job seekers don’t apply to certain jobs because they didn’t feel they would be a good “culture fit.”

Four Types of Organizational Culture
There are four types of organizational culture that business leaders should familiarize themselves with which we’ll dive into now.

Clan Culture
Clan culture primarily exists in more traditional organizations versus digital ones. Because these companies are often family-owned, there is often a focus on nurturing employees through interpersonal connections or mentoring programs. Of course, this is all done to create the feeling of a true extended family.

Hierarchical Culture
Hierarchical cultures also exist in traditional organizations. The businesses have a lot of structure with power and decision-making at the top. As a result, only the C-suite is in charge of making decisions. Consequently, other employees can feel undervalued and powerless. So, while this type of organizational culture is often very efficient, it’s not ideal for fostering creativity or innovation.

Market Culture
Market culture is designed for digitally-savvy businesses that want to scale. So, this culture is very results-oriented, valuing internal competition and rewarding winners. Therefore, this is a culture where all employees are expected to be on their “A-game.” Those that consistently succeed experience significant financial rewards or promotion opportunities.

Adhocracy Culture
Associated with digital companies and encouraging risk-taking, an adhocracy focused on innovation. In this less structured culture, all employees are encouraged to participate regardless of their position because you never know where the next big idea will come from!

7 Characteristics of Organizational Culture
The Barrett Model of culture consists of seven characteristics. Created by Richard Barrett, who drew inspiration from Abraham Maslow’s Hierarchy of Needs, the model looks at the seven areas that make up human motivations.

1. Viability
Viability is all about financial stability, meaning that companies need to be financially stable in order to:

Survive
Compete
Grow their client base
Pay their bills and employees
2. Relationships
Most companies want their employees to get along. As a result, they support open communication, employee and customer satisfaction, and friendship among team members. Of course, some companies get it wrong, which we’ll cover later.

3. Performance
This level focuses on achievement. For example, pride in performance and quality of products or services. At this level, companies want to make their mark and employees want to be a part of it.

4. Evolution
Today, technology is constantly evolving. As a result, the way people do things now could change by tomorrow. At this level, companies are continuously adapting, learning, and training employees.

5. Alignment
This characteristic takes building harmonious relationships to the next level. Above all, this characteristic focuses on building an internal community that’s passionate about what they do and open with one another.

6. Collaboration
Once a company discovers its true sense of purpose, it can strike up strategic alliances. To form these partnerships, most organizations need to have “skin in the game.” For example, when Starbucks opened up kiosks inside Barnes & Noble, both chains benefited. On the other hand, they may work together for a larger cause, such as Subaru and the ASPCA, which have raised millions to help animals.

Topic 1 DQ 1

Oct 3-5, 2022

What would spirituality be according to your own worldview? How do you believe that your conception of spirituality would influence the way in which you care for patients?

According to Hart (1994, p. 23), spirituality is the way a person lives out their beliefs in daily life and the way they “respond to the end conditions of individual existence” (Bożek, Nowak, , & Blukacz, 2020).A sense of peace and well-being are generated by spirituality, which is defined by faith, a search for life’s meaning and purpose and a feeling of belonging with one another. Through spiritual connection life satisfaction may increase or make it easier to accommodate illness or disability. Although, the idea of spirituality encompasses a huge range of personal experiences and convictions. Every individual has a unique perspective on spirituality. We may develop more comprehensive and compassionate healthcare systems by addressing the spiritual needs of our patients.

Nurses are being required more and more to recognize and respond to spiritual issues because of the emphasis on holistic care and meeting the requirements of each individual patient. Physical healing, pain relief, and personal development might result from attending to the patient’s spiritual needs. The nurse must attend to the patient’s emotional as well as physical demands in order to meet their total needs.The way in which we provide patient care would be influenced by our personal understanding of spirituality. For example, my spiritual beliefs consist of treating everyone with respect, compassion, care and equality regardless of their health status, race, spiritual view, gender, etc. I can take that into consideration into my practice by providing culturally competent, holistic care so I can better understand what I can do to assist the patient’s physical, spiritual, and mental wellbeing. Further, hospitals are held liable by The Joint Commission (TJC) for upholding patient rights, which includes making accommodations for cultural, religious, and spiritual values. The bodies, minds, and spirits of patients must all be taken into consideration by healthcare practitioners and systems (Swihart, Yarrarapu, & Martin, 2021).

Bożek, A., Nowak, P. F., & Blukacz, M. (2020). The Relationship Between Spirituality, Health-Related Behavior, and Psychological Well-Being. Frontiers in Psychology, 11. https://doi.org/10.3389/fpsyg.2020.01997

Swihart, D.L., Yarrarapu ,S.N.S & Martin R.L. (2021). Cultural Religious Competence In Clinical Practice. StatPearls Publishing https://www.ncbi.nlm.nih.gov/books/NBK493216/

Organizational culture is a system of shared values and beliefs that contributes to behavior norms and determines an organizational way of life. Organizational culture is evaluated based on core values, shared assumptions, and common approaches to work (Nguyen Van et al., 2018). This paper seeks to analyze the culture and level of readiness of the organization for which my EBP project is proposed.

Organizational Culture and Degree to Which Culture Supports Change

The project on incorporating peer support in trauma-informed care will be implemented in my current healthcare organization. Our organization has an Adhocracy culture, which is defined by the flexibility and external focus aspects. Our culture is rooted in energy and creativity and involves innovation as a way of organizational functioning (Nguyen Van et al., 2018). Besides, the employees are encouraged to take risks, and our leaders are perceived as innovators. The work environment is agile and transformative, which has made the Adhocracy culture thrive (Nguyen Van et al., 2018). In addition, we emphasize specialization and rapid change within the organization, and thus change will be highly appreciated. Due to the innovative spirit in the organization, the employees are continuously engaging in activities that will promote positive change in the organization to achieve our goals and vision.

Organizational Readiness Tool and Readiness Assessment

The cultural assessment questionnaire developed by the World of Work Project (2019) will be used to conduct an organizational culture and readiness assessment. The tool is useful for organizations or teams that are going through change. The cultural assessment questionnaire evaluates several dimensions of organizational culture, including the decision-making process, treatment of employees, teamwork, tradition, and change implementation (World of Work Project, 2019). The organization scored high in teamwork, objectives-driven employees, change, a strong emphasis on employees, consensus decisions, team communication, and cooperation. However, low scores were noted in decentralization, focusing on customer service, building long-term customer relationships, and attention to detail.

The culture assessment results reveal that our organization’s culture will support and sustain an evidence-based practice change. As a result, incorporating peer support in TIC will be readily accepted and implemented in the department and staff that provide TIC services. Strengths that will facilitate change implementation of the peer support intervention include: employees are driven by targets and objectives, encouraging and rewarding teamwork, leaders encourage change and innovation, consensus decision, frequent and transparent team communication, and coordination and cooperation in the delivery of patient care.

Weaknesses and potential barriers exist and might hinder change implementation. Weaknesses include a lack of a decentralized decision-making system and a lack of attention to detail with staff employing the 80/20 rule. Barriers include shortage of qualified peer support workers, self-care needs of peer workers, and lack of finances to pay for service and wages of peer support workers. The change proposal will be readily implemented since stakeholders’ support change in the organization. Besides, the timing of the proposal is appropriate since the organization has many clients on TIC.

Health Care Process and Systems Recommended for Improving Quality, Safety, and Cost-Effectiveness

A quality improvement (QI) program would be an effective healthcare process to improve quality, safety, and cost-effectiveness. A QI program entails systematic activities organized and executed by an organization to track, evaluate, and enhance its quality of health care (De La Perrelle et al., 2020). The activities are usually repeated so that the organization continues to strive for higher performance levels to improve the care for its patients. I would recommend a QI program since it helps an organization improve patient health outcomes that entail both process outcomes and health outcomes (De La Perrelle et al., 2020). It also enhances the efficiency of managerial and clinical processes. An organization can minimize waste and costs attributed to system failures and redundancy by improving processes and outcomes related to high-priority health needs.

Strategies to Facilitate Organizational Readiness

Organizational readiness to change is the organizational members’ commitment to change and mutual belief in their collective capability. Strategies that would better facilitate readiness in our organization include consistent leadership messages and actions, teamwork, and active stakeholder involvement. Consistent leadership messages and actions can promote organizational readiness by leaders conveying consistent messages and acting consistently to foster change (Metwally et al., 2019). This can inspire employees to embrace common perceptions of readiness to change and foster cooperation when implementing the project. Fostering teamwork would promote organizational readiness since it encourages employees to collaborate to implement the change and achieve desired goals. Besides, active stakeholder involvement can facilitate organizational readiness since stakeholders determine if a change will be implemented and how the change process will occur (Metwally et al., 2019). Stakeholders in the organization can be encouraged to be active in implementing change to encourage other employees to put more effort, be persistent, and cooperative in the change process.

Stakeholders and Team Members Needed

Stakeholders and team members needed for the TIC project will include the hospital administrator, nurses, physicians, therapists, peer support trainers, and peer support workers. The hospital administrator will be responsible for overseeing the project’s activities and approving resource allocation to the project. Nurses and physicians will be tasked with screening patients for trauma, developing patients’ treatment plans, and referring patients to therapists and peer support workers (Shalaby & Agyapong, 2020). In addition, therapists will be involved in providing psychotherapy to patients affected by trauma. Peer support trainers will provide special training to peer support workers before they are part of the care team (Shalaby & Agyapong, 2020). Lastly, peer support workers will be tasked with implementing peer support interventions to overcome the isolation among patients with trauma experiences.

Information and Communication Technologies Needed

Communication about the project will be facilitated by technologies such as the internet and email. Stakeholders and team members will be sent emails to inform them of the project proposal and its implementation. Peer support trainers will require technologies such as computers and projectors to facilitate training. Besides, the internet, computers, and referral software will be needed to facilitate the referral of patients to therapists and peer support workers.

Conclusion

The organization for the EBP project has an Adhocracy culture with a culture rooted in energy and creativity. The culture highly supports change since the work environment is agile and transformative. A cultural assessment using the World of Work Project tool revealed that the organization would support and sustain the EBP change. It scored high in aspects that promote organizational change such as objectives-driven employees, change, emphasis on employees, consensus decisions, team communication, and cooperation. Strategies that would better facilitate readiness in our organization include consistent leadership messages and actions, teamwork, and active stakeholder involvement.

References

De La Perrelle, L., Radisic, G., Cations, M., Kaambwa, B., Barbery, G., & Laver, K. (2020). Costs and economic evaluations of quality improvement collaboratives in healthcare: a systematic review. BMC health services research, 20(1), 1-10. https://doi.org/10.1186/s12913-020-4981-5

Metwally, D., Ruiz-Palomino, P., Metwally, M., & Gartzia, L. (2019). How ethical leadership shapes employees’ readiness to change: the mediating role of an organizational culture of effectiveness. Frontiers in psychology, 10, 2493. https://doi.org/10.3389/fpsyg.2019.02493

Nguyen Van, H., Nguyen, A. T., Nguyen, T. T., Nguyen, H. T., Bui, H. T., Tran, P. T., & Nguyen, A. L. (2018). Individual and occupational differences in perceived organizational culture of a central hospital in Vietnam. BioMed research international, 2018. https://doi.org/10.1155/2018/3759290

Shalaby, R. A. H., & Agyapong, V. I. (2020). Peer support in mental health: literature review. JMIR Mental Health, 7(6), e15572. https://doi.org/10.2196/15572

World of Work Project. (2019). A Simple Organizational Culture Assessment Questionnaire. The World of Work Project. https://worldofwork.io/2019/07/organizational-culture-assessment-questionnaire/