NRS-451 Organizational Culture and Values

What is Organizational Culture?

“Organizational culture is a common business term, yet it lacks a conventional definition. Nonetheless, it can be described as a set of beliefs, values, and behaviors that shape an organization’s internal and external image.”


The preceding definition is Inspired by the primary elements of organizational culture including:




vEffective Communication

vGood Leadership

In the post-anesthesia care unit (PACU), the five components of the nursing process are utilized (Dean, 2018). An example of this would be a patient who presents to the PACU after a shoulder arthroscopy. An initial assessment of the patient shows the patient to be moaning, wincing, as well as tachycardia and hypertensive; this is the first step in the nursing process. The second step would be to provide a diagnosis. What is the problem? The patient reports pain (as 8 on a scale of 0-10) as a result of surgery as seen by increased heart rate and blood pressure as well as pain score. The third step is planning/outcomes, what can the nurse implement as far as interventions and possible pharmacologic strategies to alleviate the patient’s pain and what could the outcomes of said implementations b

NRS 451 Organizational Culture and Values

NRS 451 Organizational Culture and Values

e? The fourth step is implementation. The nurse carries out the intervention that was previously evaluated, in this case the nurse decides to dim the lights, quiet the room, and provide the patient with pain medication per orders given by provider. The last step is evaluation. Did the intervention work? Is the patient’s pain alleviated? This step often requires another assessment to determine the effectiveness of the intervention. The Standards of Practice set forth by the BON guides this nurse process in that the nurse is able to evaluate the problem, consider options for implementing interventions then evaluating the outcomes, all based on the appropriate standards of care put in place.

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

The Purpose of an Organization’s Mission, Vision, and Values

“In essence, clear mission, vision, and values define the long-term path of an organization. As far as organizational culture is concerned, these concepts are crucial in the development of a strong culture (Manojlovic & Ketefian, 2016).”



vThis is a statement of an organization’s overarching aspirations of the future it desires.


vThis is a statement of an organization’s defined course of action with respect to the attainment of its vision.


Also known as code of ethics, this statement defines an organization’s beliefs

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).”

The Significance of Mission, Vision, and Values on Nurse Engagement and Patient Outcomes

“So far, it is established that vision, mission, and values are elements of strategic direction at the organizational level. Each of them has distinct impacts on engagement among nurses and the clinical outcomes of their practice.”


Nurse Engagement

qVision – A clear vision is essential in building long-term relationships between organizations and nurses. Practitioners utilize this element to determine whether the organization has their interest at heart. Leaders are urged to pursue visions that promote growth among the nurses.

qMission – Similarly, a strong mission compels nurses to maintain loyalty to an organization for long-term benefit. This element is useful in boosting a nurse’s commitment to an organization’s course.

qValues – As highlighted earlier, values determine the behavioral expectations of an organization. An organization that promotes autonomy and openness through values such as integrity and collaborative decision-making are highly likely to foster engagement among nurses as they feel appreciated.

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.

Patient Outcomes

qVision – A clear vision is essential in fostering the design and implementation of sustainable solutions to healthcare problems. When reflecting on this matter, it is important to consider common systemic challenges such as heart failure and obesity (Manojlovic & Ketefian, 2016). A strong organizational vision allows a brand to pursue practices that focus on sustainable solutions.

qMission –, A strong, clear mission compels an organization to focus on realizing forecasted outcomes on all metrics including finances, readmission rates, mortality rates, and other determinants of high-quality outcomes.

qValues – Values are usually attributed to patient satisfaction.


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

Organizational Conflict in Professional Practice

“It is almost impossible to discuss organizational culture without capturing the issue of conflict. Such is often the case as diversity triggers differences that can escalate if mismanaged.”


Factors that Cause Conflict in the Workplace

vLack of commitment at work

vDiverging opinions on matters

vLack of cooperation

vLack of motivation

vCultural differences

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.

Organizational Conflict in Professional Practice (Cont’d

Since conflict is a common occurrence in professional practice, organizations are urged to find proactive solutions (Manojlovic & Ketefian, 2016).”


How Organizational Values and Cultures Influence How Conflict is Addressed

vA pro-diversity organizational culture helps resolve conflict through tolerance

vA collaborative culture facilitates open communication in case of conflict.

vAccountability in the workplace prevents conflict by ensuring that each member is fulfilling his/her duty without compromise.

Organizational Values and Cultures are supposed to serve as the blueprints for conflict resolution. For instance, an organization that values accountability is less likely to record conflicts arising from the lack of commitment. It appears fair to claim that a team member cannot fail to deliver on his end if the company policy calls for huge financial penalties which will reflect on his/her pay-slip or employment contract. On the other hand, a collaborative organizational culture helps resolve conflict in a proactive manner. Gordon (2017) affirms the preceding sentiment by claiming that people are more likely to cooperate in activities if they are part of the decision-making process. Lastly, while cultural diversity creates room for conflict, it can also serve as a long-term solution to the same. As controversial as this statement sounds, it is inspired by the fact that people in diverse cultures develop tolerance with time. This implies that they are no longer affected by common cultural differences that often cause conflict.

Strategies for Resolving Conflict through Inter-professional Collaboration

Short-Term (Direct) Response to Conflict


¨Embrace conflict

¨Foster open communication.

¨Utilize mediators

Once conflict has emerged in the workplace setting, there is no escaping it. Here, leaders and practitioners are urged to embrace it as a common occurrence in any environment that involves interpersonal interactions. Embracing conflict is a direct response which challenges stakeholders (including the conflicting parties) to seek solutions rather than letting the issue escalate beyond their control. After embracing this phenomenon, organizational leaders ought to facilitate open communication. At this point, it is important to give every party sufficient opportunity to voice their grievances in a nonjudgmental atmosphere. Such an approach allows the causal factor to be unearthed, while boosting the employees’ confidence in their leadership. In some instances, the conflict resolution process does not work as anticipated. The use of professional mediators is recommended when the conflicting parties are not willing resolve their differences without professional intervention.


Long-Term (Indirect) Response to Conflict

¨Promote cultural diversity

¨Design and implement codes of conduct.

¨Incorporate team members in decision-making processes.

Conflict resolution is a challenging process. For this reason, leaders are urged to deal with the issue proactively. Proactivity in this regard calls for the establishment of an organizational structure that avoids conflict. First and foremost, people from diverse cultures should be included in the organization. As stated earlier, this move is essential in building tolerance within a workforce (Manojlovic & Ketefian, 2016). Once this is attained, each member of a distinct culture should be included in all decision-making processes (Gordon, 2017). This strategy ensures that no one in the team feels aggrieved for not being involved in important organizational decision and process. Among the processes that should be designed in unity include the formation of Codes of Conduct. Since people tend to adhere to rules when involved in their formation, this option appears wise. Not to mention the fact that clearly stipulated codes of conduct reduce both the occurrence of and time spent on conflict resolution.

The Impacts of Organizational Needs and Healthcare Culture Influence Organizational Outcomes

Organizational needs and healthcare culture are crucial determinants of organizational outcomes; hence, they are highly likely to define the outcomes of care at brand and/or community levels (Gordon, 2017).”


Impacts on Organizational Outcomes

vResources determine whether an organization should brace up for positive or negative patient outcomes.

vLeadership affects long-time organizational growth

The primary goal of any organization, particularly in healthcare is to deliver positive outcomes in terms of health and finance. Organizational needs such as leadership and resources are instrumental in promoting performance: emphasis on treatment outcomes and long-term brand growth (Warrick, 2017).

The Impacts of Organizational Needs and Healthcare Culture Influence Community Health Outcomes

Impacts on Community Outcomes

¨Organizational culture determines the standards of practice on a community level.

¨Sufficient organizational resources result in community population health improvement.

Florence Nightingale’s impact on the nursing discipline decades after she introduced her principles of practice is a clear demonstration of the impact organizational cultures have on the community level (Manojlovic & Ketefian, 2016). Therefore, the culture within an organization is bound to improve communal practice, if it sets commendable standards. On the other hand, sufficient organizational resources often improve community health. This argument is based on the fact that resources reflect the impact of an organization on a population.


¨Gordon, G. (2017). Guiding Organizational Culture. In Leadership through Trust (pp. 53-62). Palgrave Macmillan, Cham.

¨Manojlovich, M., & Ketefian, S. (2016). The effects of organizational culture on nursing professionalism: Implications for health resource planning. Canadian Journal of Nursing Research Archive, 33(4).

¨Warrick, D. D. (2017). What leaders need to know about organizational culture. Business Horizons, 60(3), 395-404.

¨Watkins, M.D. (May 15, 2013). What is Organizational Culture? And Why should We Care? Harvard Business Review. Retrieved from

Organizational culture and values are critical components that allow nurses to deliver care to patients. Organizational culture is based on values, norms and practices that the management uses to develop mission and vision statements. Nurses thrive in friendly organizational cultures that value diversity and are transformational based on their values, mission, and vision statements (Kang et al., 2020). Through such environments, nurses enhance their patient engagements, develop better and innovative patient care models and this leads to positive patient outcomes (Braithwaite et al., 2018). The purpose of this presentation is to discuss the role of organizational culture and values based on mission and vision and its influence on nurses’ engagement. The presentation also explores the role of organizational culture and values in conflict resolution and management in health care setting.

Organizational culture entails shared beliefs, values, and attitudes. An organizational culture also include the conduct and way of behaving, communication aspects, customs and the vision crafted by those involved. Furthermore, values and culture within an organization denote to a system of sharing assumptions and common approaches to issues as well as how employees behave in their duties (Braithwaite et al., 2018). Values are moral tools and components within the organization that guide overall conduct. Shared values and beliefs have robust influence on employees in the organization.

Organizational culture is important to different stakeholders who include the management and employees. Organizational culture and values encourage collaborations, motivates employees, leads to attainment of goals. Organizational culture and values provide the requisite foundation for ethical conduct and way of doing things for an entity (Runtu et al., 2019). Organizational culture influences the type of nursing and patient care models used by an organization. culture and values also shape the way staff, nurses, and providers develop relationships, communicate and collaborate in the healthcare setting (Manion & Davies, 2018). Organizational culture and values also establish expectations and standards of practice and a commitment by healthcare entities to the communities that they serve.

Organizational mission, vision, and values are critical component of its culture. The mission states the purpose of an organization and essence of its overall existence. The mission is recognized and integrated into practice and operations of the organization as part of their goals and objectives. Vision statement is futuristic and describes the dream of the organization and what it hopes to attain or accomplish in the future. Robust vision statements entail what the organization will attain and contain a clear development path (Dempsey & Assi, 2018). Values in an organization are ethical imperatives and standards of conduct that the stakeholders and the organization promote and follow. Values define the choices that an entity embraces to operate and contain ethical standards that employees should adhere to based on expectations and corporate social responsibility.

Mission statement offers overall purpose of what an organization hopes to attain now or in the current situation. Through the mission statement, a healthcare organization provides services that meet consumer needs and develops innovative interventions in health promotion and disease management. Vision statement ensures that an organization considers futuristic aspects in their industry and develops interventions to attain them (Runtu et al., 2019). For instance, the deployment of technology in healthcare implores organizations to consider innovative approaches in care delivery in the future to meet patient needs. Values allow practitioners to develop and model certain ethical imperatives like honesty and integrity to deliver quality patient care (Manion & Davies, 2018). The overall intent of these components is to develop an organizational culture that aligns with the overall need to deliver quality patient care.

As posited, the essence of mission, vision and values in an organization is to develop an organizational culture that espouses goals and objectives of the entity. Mission, vision, and values statements are essential ton engagement of nurses in different ways. They encourage positive and productive nurse-to-nurse interactions and relationships that are important in health care setting (Nightingale, 2018). They also promote longevity and retention implying that they reduce possible turnover and shortage in the practice setting. Mission and vision as well as values lead to increased commitment by nurses to a facility and to patients. They also allow development and nurturing of positive interactions with patients (Mannion & Davies, 2018). Mission, vision, and values are fundamental components of effective ways of communication and overall conduct among nurses. The implication is that nurses need systems that have positive values, vision and mission to motivate and inspire them to offer quality patient care.

Studies are categorical that positive relationship exists between an effective organizational culture and patient satisfaction based on better interactions with patients and commitment to quality care delivery. Patient satisfaction and outcomes are important measures of clinical outcomes and health care performance. Patients prefer organizations that have ethical practices and are patient-centered (Smits et al., 2018). The mission, vision and values statements encourage effective patient interactions as nurses espouse better values like integrity, honesty, transparency and better communication. An empowering organizational culture based on vision, mission, and values has a positive correlation with customer satisfaction (Braithwaite et al., 2018). The mission, vision, and values help attain improved care through mission-oriented culture that patients seek in healthcare settings.

Conflicts are an inevitable part of Organizational Interactions and working among diverse individuals with different and divergent perceptions of issues.

Conflicts have a negative connotation but may offer opportunities to improve organizational outcomes and processes. Different factors cause conflicts in organizations. These include ineffective communication, differences in roles responsibilities and goals among diverse stakeholders, differences in values and perceptions as well as resource strain and a demanding workplace environment (Dempsey & Assi, 2018). Further, organizational change may also be a source of conflicts because some employees may not be willing to adjust to the new way of doing things. Conflicts can also arise due to unmet and unrealistic personal and professional expectation as well as internal power structures and need for recognition among employees (Nightingale, 2018). The implication is that through an effective organizational culture based on values, stakeholders can find lasting solutions to the conflicts in these settings.

Organizational culture and values are critical aspects of the interventions that providers and entities in healthcare can use to address conflicts. Values offer direction on expected conduct and ethical approaches to minimize possible conflicts. Ethical standards improve interactions and level of communication in an organization to reduce frictions and miscommunication. Further, values harmonize organizational culture and sets attributes and skills that leaders should possess to handle conflicts better. Culture influences social normative that glues an organization together while shaping the type of leadership that evolves in an organization (Mannion & Davies, 2018). Leadership affects the kind of communication and approaches that an organization can use to address conflicts, especially in nursing and healthcare settings. imperatively, shared leadership based on a robust organizational culture and values is critical in adopting better conflict management approaches (Dempsey & Assi, 2018). Therefore, that have effective values and cultures can solve conflicts better and attain quality outcomes. Values like teamwork, respect, and transparency, integrity and honesty allow organizations to have common approaches to conflicts while transformational, participative and charismatic leadership styles improve the chances of generating solutions to conflicts in organizational settings.

The management of organizational conflicts is essential to improving care delivery, patient satisfaction, and performance of nurses. Leaders and followers should focus on the best approaches from the available ways like accommodation, collaboration, compromising, avoidance and competing. In this case, they can use strategies like accommodation, collaboration and compromising to deescalate such events (Sprajc et al., 2020). Secondly, they need to ensure that the organizational culture and values align with the stakeholders’ expectations, especially among their employees. Organizations and their management can also address conflicts when the values and culture align with their mission, vision, and the goals (Kang et al., 2020). Further, conflict resolution needs leaders to focus on issues and not individuals, have open and effective communication and accepting conflicts as critical to developing new ways of doing things.

Inter-professional Collaboration is vital for effective care delivery and attainment of one common purpose and goal. Inter-professional collaboration entails working together based on a common plan of care to deliver quality patient services (Tang et al., 2018). Strategies like having effective teams and teamwork, developing an organizational culture that supports increased interactions and based on good values lead to inter-professional collaboration (Machen et al., 2019). Inter-professional collaboration happens when leaders offer support based on their leadership styles (Dempsey & Assi, 2018). For instance, honesty, transparency, integrity and trust are critical values that encourage inter-professional collaborations in organizations. Effective assignment of duties and roles’ clarity ensures that providers collaborate to offer quality patient care.

Organization needs in healthcare continue to be dynamic and unpredictable because of increased care demand and use of innovative models like value-based care purchasing. The needs are unlimited yet available resources are limited and this implores nurses to use their mental fortitude to meet the diverse patient needs and attain quality care (Machen et al., 2019). Organizational needs like increased nurses and lowering costs impact outcomes as sufficient resources lead to better results. Better interactions and relationships come based on the organizational culture and values espoused by providers (Kang et al., 2020). Therefore, these values and culture promote better interactions among diverse stakeholders culture is also instrumental in equitable allocation of resources to achieve the expected outcomes

Culture gives direction on conduct and processes within an organization to attain its goals and objectives. Culture also influences the type of interactions that occur among the diverse providers and stakeholders within and outside the organization (Sprajc et al., 2020). For instance, having a positive organizational culture attracts patients and gives them hope of attaining quality outcomes and increased levels of satisfaction. An organizational culture also leads to higher levels of patient safety and reduces occurrence of adverse events like medication errors. It also enhances the development of trustful interactions among different stakeholders (Nightingale, 2018). As organizations with better health care culture attain better outcomes in different areas that include patient outcomes and attainment of respective goals and objectives.

Health promotion requires resources and a supportive organizational culture. Further, health promotion focuses on interventions aimed at reducing the occurrence of diseases and chronic conditions. Organizational culture and values are essential in developing better ways to interact with communities to implement better interventions aimed at care delivery (Dempsey & Assi, 2018). Organizational needs impact health promotion from a community perspective as they reduce available resources and personnel for equitable resource allocation. Organizational culture and values dictate how employees interact with communities to implement evidence-based practice interventions to improve overall care.


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