NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

Walden University NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool-Step-By-Step Guide

This guide will demonstrate how to complete the Walden University NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.

How to Research and Prepare for NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

Whether one passes or fails an academic assignment such as the Walden University NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.

After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.

How to Write the Introduction for NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

The introduction for the Walden University NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.

How to Write the Body for NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

After the introduction, move into the main part of the NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.

Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.

How to Write the Conclusion for NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.

How to Format the References List for NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.

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Sample Answer for NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

Implemented in an organization. It determines the manner in which people make decisions that contribute to organizational success. Organizational culture should be facilitative in nature. Further, it should allow the use of new approaches to implementing organizational strategies. The phenomenon should also be flexible to ensure that new interventions are used to enhance the realization of the set organizational goals. Besides, the employees should take responsibility of the decisions they make in undertaking their assigned tasks. They should also have the freedom to try innovative ways in which the goals of their organization can be achieved. Therefore, this essay examines the readiness of my organization to embrace the proposed change. It also refines the developed PICOT statement and summarizes research articles relevant to it.

Nursing is a calling. This has always been my believe. For you to be a nurse and care for someone in their lowest point of their lives means you have been called to be the peace of the patient. It takes compassion, determination, perseverance, and the spirit of endurance to nurse someone. Looking at the story of Moses, he was called by God to lead the people of Israel when they were enslaved in Egypt. This role didn’t come easy as he was to face Pharoah to advocate for the release of the Israelites. As nurses we have the responsibility to advocate for the good of our patients in our care. We speak to the physicians and other healthcare professionals who are on the care team of the patients. If we as nurses are prompt and persistent to ensure the patient gets good care, there is a positive outcome in the health of the patients. There are times we will be faced with difficult situations in our nursing profession, but it does not mean we must give up. these experiences shape us for greater task ahead. In the case where other care team members are making our work difficult and failing to listen to us, we have the option of reporting to the higher authority in our field to ensure patient safety. When Moses met a resistance from Pharoah, he did not give up but rather went back to speak with God for guidance.

Analysis of Readiness Assessment

Organizational culture and readiness assessment for this project was done using a tool developed by Cameron and Quinn (2011). According to the tool, assessment of organizational culture and readiness is done with a consideration of six main dimensions of organizational culture. The dimensions include dominant characteristics, organizational leadership, and management of the employees, organizational glue, strategic emphases, and criteria of success. Each of these dimensions has four questions that are scored based on the prevalent conditions. For instance, an alternative is scored 55 if it has very similar characteristics with the organization, 20 if somewhat similar, five if similar, and zero if dissimilar. An average is then computed to determine the organizational readiness and culture. The analysis tool by Cameron and Quinn (2011) was selected because of its focus on multiple aspects of organizational culture and readiness. It also allows for the determination of the improvement initiatives that can be adopted to enhance organizational readiness for change.

The outcomes of the readiness and culture assessment revealed that my organization is ready to embrace the proposed change. The organization has an overall score of 90% in its readiness and cultural assessment. The organization had the highest scores in areas that included criteria for success, strategic emphases, management of employees, and organizational characteristics. There were moderate scores in dominant characteristics in the organization. The organization scored poorly in organizational glue. It had a number of strengths that demonstrated its readiness to embrace change. They included people sharing information freely, being ready to take risks, leadership exemplifying excellence in facilitating development, and utilization of teamwork to get organizational tasks done. A few potential barriers to change were identified. They included the lack of formal rules related to implementing change, resource inadequacy to create new changes, and lack of efficient processes that improve resource use. However, these obstacles will be addressed by ensuring that the proposed intervention addresses the critical needs of the organization, optimizing opportunities brought by the intervention, and aligning the intervention with the expectations of the organizational stakeholders.

Conclusion

In sum, organizational readiness assessment should be undertaken prior to implementing evidence-based interventions in the clinical settings. The assessment provides insights into the organizational strengths as well as areas of weaknesses that will enhance the implementation process. It also guides in the adoption of measures that will manage anticipated forces that hinder the implementation process. Therefore, the right tool should be selected to obtain most accurate information on the readiness of an organization to embrace evidence-based practice.

Assignment 1: Organizational Culture Assessment Tool

Your company is ready to launch a quality improvement initiative, but it is clear that not everyone is on board with the concept.

What could be the source of this possible resistance? What effect does organizational culture have on the ability to participate in quality improvement initiatives?

Organizational culture refers to the shared way of thinking or feeling in a given organization. This culture encourages adaptability and/or improvement. For example, if an organization’s culture welcomes change and encourages all voices to be heard, a quality improvement initiative is more likely to be accepted and supported. However, implementing a quality improvement initiative may be met with hesitation and skepticism if an organizational culture penalizes admitting mistakes and only leadership voices are respected.

In this Assignment, you will consider the impact of cultural and organizational readiness on the implementation of quality improvement initiatives. You will consider the leadership strategies needed to support these measures and complete an Organizational Culture Assessment Tool.

To Prepare:

Review the Learning Resources regarding the implementation of quality improvement initiatives.
Consider what stakeholders must be present to implement these initiatives, and reflect on the leadership strategies needed for success in promoting quality improvement initiatives in healthcare organizations and nursing practice.
Select a healthcare organization or nursing practice (with which you are familiar) to complete the Organizational Culture Assessment Tool.

The Assignment: (2–3 pages)

Complete the Organizational Culture Assessment Tool for the healthcare organization or nursing practice you selected. Then, address the following:

What is the state of cultural/organizational readiness for quality improvement?
Is the organizational culture present for quality improvement?
What leadership strategies are present in the organization to support quality improvement, positive patient experiences, and healthcare quality?

Reminder: The College of Nursing requires that all papers submitted include a title page, introduction, summary, and references. The Sample Paper provided at the Walden Writing Center provides an example of those required elements (available at https://academicguides.waldenu.edu/writingcenter/templates/general#s-lg-box-20293632). All papers submitted must use this formatting.

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Post a brief explanation of the QI initiative you selected, and why. Be specific. Explain how adverse events are handled in your healthcare organization or nursing practice, including an explanation of how this may impact both public and internal perspectives on healthcare quality. Then, briefly describe the error rate from the article you selected, and explain how this may relate to your healthcare organization or nursing practice. Be specific and provide examples.

Sample Answer 2 for NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

The QI Initiative that I will embark on is to find out if the Patient-Centered Medical Home (PCMH) is functioning the way it is intended to provide comprehensive care, patient centered care, coordinated care, and access to care. the Agency for Healthcare Research and Quality (AHRQ) defines a PCMH as a model for delivering primary health care using assessments of the five pillars mentioned above (AHRQ, 2013). Each pillar has a set of guidelines and standards for care delivery with The National Committee for Quality Assurance (NCQA) review the standards for recognition for outstanding care at a PCMH. The Joint Commission also review the standards for accreditation by looking at the crosswalk of their standards compared to the NCQAs standards.

This organization is a smaller clinic compared to the larger Medical Centers in the Military. It has its challenges based on the needs of the military and the mission of the Soldiers working in the clinic. This initiative will be to ensure the PCMH is meeting the standards of care and that staff understands what “right” looks like. The goal is to establish a survey about staff satisfaction and get a clear understanding what needs to be changed or maintained in preparation for the three-year NCQA Certification and TJC Accreditation. After the gathering the information from the survey, I will delve into the findings and establish the needs of the PCMH in meeting its mission. I will provide training or assist in the education and training of the staff. I will develop a brochure or booklet for the patients and staff to understand the Ins and Outs of the PCMH. In addition to using the standards for project management that was discussed in prior discussion post.

The PCMH providers have empanelment of Active-Duty Soldiers, their families, and retired service members. Age range varies from newborns to geriatrics. The article that I read discussed a case of a71 year old geriatric patient who was given thiothixene (Navane), an antipsychotic, instead (Norvasc), for her hypertension. This was given over a period of three months. The patient developed personality changes, tremors, ambulatory dysfunction, and psychological changes (Da Silva & Krishnamurthy, 2016). This medication error occurred because the outpatient pharmacy dispensed Narvane instead of Norvasc. Fortunately for the patient after they found and corrected the medication error she was back to her normal self.

According To the article, “The alarming reality of medication error: a patient case and review of Pennsylvania and National data,” Adverse drug events (ADEs) account for more than 3.5 million physician office visits and 1 million emergency department visits each year. ADE errors impact more than 7 million patients and cost almost $21 billion annually across all care settings (Da Silva & Krishnamurthy, 2016).

Reading about this type of event can impact public and internal perspectives on healthcare quality as it relates to Adverse Drug Events. It can cast doubt about the prescriptions a provider may write for his/her older patients. They may not get the prescription filled, or perhaps get it filled, but not take the medication. According to the National Action Plan for Adverse Drug Event Prevention, the elderly is two to three times more likely to have an ADE compared to others. They make up about 35% of inpatient stay, and have the highest percentage of ADE at 53% (Health.Gov, 2021). This is very alarming and need to be addressed across all healthcare quality.

The PCMH has a metric that tracks all ADE that have occurred from medication administration in the clinic, medication pick up at the outpatient pharmacy, and any incidents that may involve prescribed medication that was obtained from an outside pharmacy. This provides transparency for the organization, the patients and their family. For any adverse events, be it medication, or anything else, risk management have a meeting with the leadership team, so that they are aware. Based on the area where the event occurred, the staff are required to do an After-Action Review (AAR) and go over what occurred, how it occurred, and how to prevent it from occurring again. This is done for all errors, to include near misses. Although it is not formal, it is treated as a very serious matter, and all staff have to report to the discussion.

References:

Agency for Healthcare Quality. (2013). Creating Quality Improvement Teams and QI Plans. Agency for Healthcare Research and Quality, Rockville, MD. Retrieved from: https://www.ahrq.gov/ncepcr/tools/pf-handbook/mod14.html

Da Silva, B. A., & Krishnamurthy, M. (2016). The alarming reality of medication error: a patient case and review of Pennsylvania and National data. Journal of community hospital internal medicine perspectives, 6(4), 31758. https://doi.org/10.3402/jchimp.v6.31758

Health.Gov. (2021). Healthcare Quality. National Action Plan for ADE Prevention. Retrieved from: https://health.gov/our-work/national-health-initiatives/health-care-quality/adverse-drug- events/national-ade-action-plan

By Day 7

Submit your completed Organizational Culture Assessment Tool and the responses to the prompts for this Assignment by Day 7 of Week 6.

NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

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NURS 8302 Week 6 Assignment 1 Organizational Culture Assessment Tool
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Sample Answer 3 for NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

Quality improvement is critical for a healthcare organization’s efforts to offer safe and better patient care services. Therefore, a quality improvement initiative has to be formulated and implemented. However, the success of such an implementation effort heavily depends on the organizational culture (Mannion & Davies, 2018). The implication is that there is a need to assess the organization’s culture to evaluate the readiness for quality improvement initiative implementation. The purpose of this week’s assignment is to complete the organizational culture assessment tool for a healthcare organization and explore the state of the organizational readiness for quality improvement. In addition, the write-up will explore the leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality.

The State of the Organizational Readiness for Quality Improvement

As earlier highlighted, the success of implementing a quality improvement initiative heavily hinges on an organization’s culture, which affects its readiness for a quality improvement initiative implementation (Fulop & Ramsay, 2019). As such, an organizational culture assessment tool (Appendix 1) was completed by responding to sixteen questions reflecting on various aspects of the organization’s readiness for quality improvement. In general, the organization looks ready for quality improvement; this is indicated in the answers to some prompts in the assessment tools. For instance, a strongly agree response was given for the prompt, “If a process, procedure, approach is not working, we can correct it with ease.” The response indicates that the organization is always ready to change a process or a procedure in a case where it is not working. This is where the quality improvement initiative comes in, where the organization will readily accept the proposed quality improvement initiative to improve the organization.

The organizational culture is also present for quality improvement. Quality improvement initiatives require the involvement of every staff. The organization’s assessment revealed that the organization uses tools and platforms internally to help collaborate and communicate more effectively. This is an indication that the culture is present for quality improvement. Collaboration and communication between various staff members will be key for successfully implementing the quality improvement initiative (Busse et al., 2019). Therefore, the organizational culture is likely to support the prosed quality improvement initiative fully.

Leadership Strategies Present in the Organization

The organization’s assessment also revealed various leadership strategies present in the organization that can support quality improvement, positive patient experience, and healthcare quality. One of such strategies is effective communication. The leadership has established well-defined communication channels and kept the channels open. The implication is that every staff and patient can communicate to the right person what bothers them so that action can be taken as appropriate. Such effective communication will foster quality improvement and positive patient experiences (Asif et al., 2019).

Another strategy present in the organization’s leadership is the willingness to delegate duty. Duty delegation and responsibility assignment make the staff feel valued and part of the organization. This ensures that the implementation of the quality improvement initiative will be successful since everyone will be involved. The organization leadership also fully supports various organizational administrators in proposals to improve patient care services. Such support will be key in improving patient satisfaction and healthcare quality (Asif et al., 2019). When various administrators receive the full support of the top leadership, they will accomplish the patient service quality improvement initiatives improving the patient experience and healthcare quality in the process.

Conclusion

The implementation of a quality improvement initiative substantially depends on the organizational culture. Therefore, it is imperative to embark on the organizational culture assessment to ascertain the organization’s readiness for the quality improvement initiative implementation. This write-up has presented an assessment of organizational culture and a discussion of the readiness to implement the quality improvement initiative.

References

Asif, M., Jameel, A., Sahito, N., Hwang, J., Hussain, A., & Manzoor, F. (2019). Can leadership enhance patient satisfaction? Assessing the role of administrative and medical quality. International journal of environmental research and public health, 16(17), 3212. https://dx.doi.org/10.3390%2Fijerph16173212

Busse, R., Klazinga, N., Panteli, D., Quentin, W., & World Health Organization. (2019). Improving healthcare quality in Europe: characteristics, effectiveness, and implementation of different strategies. World Health Organization. Regional Office for Europe.

Fulop, N. J., & Ramsay, A. I. (2019). How organizations contribute to improving the quality of healthcare. BMJ, 365. https://doi.org/10.1136/bmj.l1773

Mannion, R., & Davies, H. (2018). Understanding organizational culture for healthcare quality improvement. Bmj, 363. https://doi.org/10.1136/bmj.k4907

Sample Answer 4 for NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

One of the major focuses of healthcare organizations is to offer safe, efficient, and acceptable patient care services. As such, organizations should always be in pursuit of quality improvement projects geared toward improving patient care services and solving identified problems in the care environment. However, the success of such quality improvement initiatives hinges on the organizational culture in place (Coles et al.,2020). Therefore, the onus lies with the quality improvement project or change implementers to assess the organization’s culture and evaluate if it is ready for the implementation of the proposed quality improvement initiatives (Yoder-Wise & Sportsman, 2022). Therefore, the purpose of this assignment is to explore the organization’s culture and determine its readiness for the implementation of the proposed quality improvement initiative. As such, various aspects will be discussed, including the state of the organizational readiness for quality improvement, whether the organizational culture is for quality improvement, and the leadership strategies present in the organization to support quality improvement experiences and health quality.

The State of Cultural/Organizational Readiness for Quality Improvement

As discussed earlier, organizational culture and readiness can hugely affect the implementation process of quality improvement initiatives. Therefore, it is important to assess the state of the organizational readiness for quality improvement (Fulop & Ramsay, 2019). In an effort to accomplish this, an organizational culture assessment tool with a total of sixteen questions was completed, as shown in the appendix. These questions are designed in such a way that they help probe various aspects of the organization in terms of its readiness for quality improvement implementation. From the responses given, it is evident that the organization is ready for the implementation of the quality improvement initiatives. Such an observation was supported by a response of strongly agreeing to correct a process, approach, or procedure in case they are not working. Such a response showed that the organization and its leaders are ready to undertake a change process to help correct a procedure or a process that is not working. The response is encouraging and relevant as it shows that the organization is ready to welcome the proposed quality improvement as it can help improve the management of sepsis.

The Organizational Culture For Quality Improvement

The success of a quality improvement project also requires that the staff be supportive of the initiative. Therefore, it is also important to explore the staff’s attitude, behavior, and knowledge alongside that of the organization’s leaders in relation to quality improvement implementation (Crawford et al.,2023). The organizational assessment tool revealed that the existing culture supports quality improvement. The organization uses various strategies, such as open and effective communication, which are both known to be quality improvement implementation enablers. Besides, the collaborative environment revealed among the staff members can be important in supporting the quality improvement initiative. Again, such aspects point further to the organization’s readiness to accept and support the proposed quality improvement to help improve patient outcomes and the organization’s reputation.

Leadership Strategies Present In the Organization to Support Quality Improvement Experiences and Healthcare Quality

At the center of any organization’s failure or success is the existing type of leadership. Previous research has shown that certain types of leadership styles and strategies have more potential to push organizations to success than others (Robbins& Davidhizar, 2020). Therefore, the organization assessment completed also revealed that the organization has various strategies that can support quality improvement and healthcare quality. One of the strategies identified is role or duty assignment and delegation. This is a strategy that the leaders use to ensure that every staff member is involved in the organization’s activities; as such, they feel part of the organization and valued as staff members. Therefore, it will be easier to implement the quality improvement initiative as the staff will be ready to support it without resistance.

The other strategy used in the organization is effective and open communication. There are well-established communication channels that are always open and also support two-way communication. As such, the members of staff and leaders are able to get information and communication in time and act on the same (Jankelová & Joniaková, 2021). Open and effective communication will be key to supporting the quality improvement initiative and ensuring success in its implementation. The leaders also use a strategy of empowering and supporting staff members, especially those with proposals for improving the quality of patient care as well as safety. Therefore, these leadership strategies will also play a significant role in supporting the proposed quality improvement to ensure that its implementation is a success.

Conclusion

This write-up has explored the organization’s culture and readiness to support the proposed quality improvement. As such, an organizational culture assessment tool was used where a total of sixteen questions were addressed to assess various aspects of the organization. The assessment revealed that the organization is generally ready for the quality improvement project. In addition, the organization’s leadership strategies that are currently being used support the implementation of quality improvement projects. It was revealed that some of the strategies used include open and effective communication and offering support to the staff.

References

Coles, E., Anderson, J., Maxwell, M., Harris, F. M., Gray, N. M., Milner, G., & MacGillivray, S. (2020). The influence of contextual factors on healthcare quality improvement initiatives: a realist review. Systematic Reviews, 9, 1-22. Doi: 10.1186/s13643-020-01344-3

Crawford, C. L., Rondinelli, J., Zuniga, S., Valdez, R. M., Tze‐Polo, L., & Titler, M. G. (2023). Barriers and facilitators influencing EBP readiness: Building organizational and nurse capacity. Worldviews on Evidence‐Based Nursing, 20(1), 27–36. https://doi.org/10.1111/wvn.12618

Fulop, N. J., & Ramsay, A. I. (2019). How organizations contribute to improving the quality of healthcare. BMJ, 365. https://doi.org/10.1136/bmj.l1773

Jankelová, N., & Joniaková, Z. (2021). Communication skills and transformational leadership style of first-line nurse managers in relation to job satisfaction of nurses and moderators of this relationship. In Healthcare (Vol. 9, No. 3, p. 346). MDPI. https://doi.org/10.3390/healthcare9030346

Robbins, B., & Davidhizar, R. (2020). Transformational leadership in health care today. The Health Care Manager, 39(3), 117-121. Doi: 10.1097/HCM.0000000000000296

Yoder-Wise, P. S., & Sportsman, S. (2022). Leading and Managing in Nursing E-Book. Elsevier Health Sciences.

Rubric Detail

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Content

Name: NURS_8302_Week6_Assignment1_Rubric

	Excellent	Good	Fair	Poor
Complete the Organizational Culture Assessment Tool for the healthcare organization or nursing practice selected.	Points Range: 9 (9%) – 10 (10%) A fully completed Organizational Culture Assessment Tool for the healthcare organization or nursing practice selected is submitted.	Points Range: 8 (8%) – 8 (8%) A mostly completed Organizational Culture Assessment Tool for the healthcare organization or nursing practice selected is submitted.	Points Range: 7 (7%) – 7 (7%) An inaccurate or incomplete Organizational Culture Assessment Tool for the healthcare organization or nursing practice selected is submitted.	Points Range: 0 (0%) – 6 (6%) An inaccurate and incomplete Organizational Culture Assessment Tool for the healthcare organization or nursing practice selected is submitted, or it is missing.
Assess the state of cultural/organizational readiness for quality improvement.	Points Range: 23 (23%) – 25 (25%) The response accurately and clearly explains in detail an assessment of the state of cultural/organizational readiness for quality improvement.	Points Range: 20 (20%) – 22 (22%) The response accurately explains and assesses the state of cultural/organizational readiness for quality improvement.	Points Range: 18 (18%) – 19 (19%) The response inaccurately or vaguely explains and assesses the state of cultural/organizational readiness for quality improvement.	Points Range: 0 (0%) – 17 (17%) The response inaccurately and vaguely explains and assesses the state of cultural/organizational readiness for quality improvement, or it is missing.
Assess whether organizational culture is present for quality improvement.	Points Range: 23 (23%) – 25 (25%) The response accurately and clearly explains in detail an assessment of whether organizational culture is present for quality improvement.	Points Range: 20 (20%) – 22 (22%) The response accurately explains an assessment of whether organizational culture is present for quality improvement.	Points Range: 18 (18%) – 19 (19%) The response inaccurately or vaguely explains an assessment of whether organizational culture is present for quality improvement.	Points Range: 0 (0%) – 17 (17%) The response inaccurately and vaguely explains an assessment of whether organizational culture is present for quality improvement, or it is missing.
Identify and assess leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality.	Points Range: 23 (23%) – 25 (25%) The response comprehensively assesses and fully identifies leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality.	Points Range: 20 (20%) – 22 (22%) The response identifies and assesses leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality.	Points Range: 18 (18%) – 19 (19%) The response inaccurately or vaguely identifies, and may assess, the leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality.	Points Range: 0 (0%) – 17 (17%) The response inaccurately and vaguely identifies the leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality, or it is missing.
Written Expression and Formatting – Paragraph Development and Organization: Paragraphs make clear points that support well-developed ideas, flow logically, and demonstrate continuity of ideas. Sentences are carefully focused—neither long and rambling nor short and lacking substance. A clear and comprehensive purpose statement and introduction is provided which delineates all required criteria.	Points Range: 5 (5%) – 5 (5%) Paragraphs and sentences follow writing standards for flow, continuity, and clarity. A clear and comprehensive purpose statement, introduction, and conclusion is provided which delineates all required criteria.	Points Range: 4 (4%) – 4 (4%) Paragraphs and sentences follow writing standards for flow, continuity, and clarity 80% of the time. Purpose, introduction, and conclusion of the assignment is stated, yet is brief and not descriptive.	Points Range: 3.5 (3.5%) – 3.5 (3.5%) Paragraphs and sentences follow writing standards for flow, continuity, and clarity 60%–79% of the time. Purpose, introduction, and conclusion of the assignment is vague or off topic.	Points Range: 0 (0%) – 3 (3%) Paragraphs and sentences follow writing standards for flow, continuity, and clarity < 60% of the time. No purpose statement, introduction, or conclusion was provided.
Written Expression and Formatting – English writing standards: Correct grammar, mechanics, and proper punctuation	Points Range: 5 (5%) – 5 (5%) Uses correct grammar, spelling, and punctuation with no errors.	Points Range: 4 (4%) – 4 (4%) Contains a few (1 or 2) grammar, spelling, and punctuation errors.	Points Range: 3.5 (3.5%) – 3.5 (3.5%) Contains several (3 or 4) grammar, spelling, and punctuation errors.	Points Range: 0 (0%) – 3 (3%) Contains many (≥ 5) grammar, spelling, and punctuation errors that interfere with the reader’s understanding.
Written Expression and Formatting – The paper follows correct APA format for title page, headings, font, spacing, margins, indentations, page numbers, parenthetical/in-text citations, and reference list.	Points Range: 5 (5%) – 5 (5%) Uses correct APA format with no errors.	Points Range: 4 (4%) – 4 (4%) Contains a few (1 or 2) APA format errors.	Points Range: 3.5 (3.5%) – 3.5 (3.5%) Contains several (3 or 4) APA format errors.	Points Range: 0 (0%) – 3 (3%) Contains many (≥ 5) APA format errors.
Total Points: 100

Excellent

Good

Fair

Poor

Complete the Organizational Culture Assessment Tool for the healthcare organization or nursing practice selected.

Points Range: 9 (9%) – 10 (10%)

A fully completed Organizational Culture Assessment Tool for the healthcare organization or nursing practice selected is submitted.

Points Range: 8 (8%) – 8 (8%)

A mostly completed Organizational Culture Assessment Tool for the healthcare organization or nursing practice selected is submitted.

Points Range: 7 (7%) – 7 (7%)

An inaccurate or incomplete Organizational Culture Assessment Tool for the healthcare organization or nursing practice selected is submitted.

Points Range: 0 (0%) – 6 (6%)

An inaccurate and incomplete Organizational Culture Assessment Tool for the healthcare organization or nursing practice selected is submitted, or it is missing.

Assess the state of cultural/organizational readiness for quality improvement.

Points Range: 23 (23%) – 25 (25%)

The response accurately and clearly explains in detail an assessment of the state of cultural/organizational readiness for quality improvement.

Points Range: 20 (20%) – 22 (22%)

The response accurately explains and assesses the state of cultural/organizational readiness for quality improvement.

Points Range: 18 (18%) – 19 (19%)

The response inaccurately or vaguely explains and assesses the state of cultural/organizational readiness for quality improvement.

Points Range: 0 (0%) – 17 (17%)

The response inaccurately and vaguely explains and assesses the state of cultural/organizational readiness for quality improvement, or it is missing.

Assess whether organizational culture is present for quality improvement.

Points Range: 23 (23%) – 25 (25%)

The response accurately and clearly explains in detail an assessment of whether organizational culture is present for quality improvement.

Points Range: 20 (20%) – 22 (22%)

The response accurately explains an assessment of whether organizational culture is present for quality improvement.

Points Range: 18 (18%) – 19 (19%)

The response inaccurately or vaguely explains an assessment of whether organizational culture is present for quality improvement.

Points Range: 0 (0%) – 17 (17%)

The response inaccurately and vaguely explains an assessment of whether organizational culture is present for quality improvement, or it is missing.

Identify and assess leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality.

Points Range: 23 (23%) – 25 (25%)

The response comprehensively assesses and fully identifies leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality.

Points Range: 20 (20%) – 22 (22%)

The response identifies and assesses leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality.

Points Range: 18 (18%) – 19 (19%)

The response inaccurately or vaguely identifies, and may assess, the leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality.

Points Range: 0 (0%) – 17 (17%)

The response inaccurately and vaguely identifies the leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality, or it is missing.

Written Expression and Formatting – Paragraph Development and Organization: Paragraphs make clear points that support well-developed ideas, flow logically, and demonstrate continuity of ideas. Sentences are carefully focused—neither long and rambling nor short and lacking substance. A clear and comprehensive purpose statement and introduction is provided which delineates all required criteria.

Points Range: 5 (5%) – 5 (5%)

Paragraphs and sentences follow writing standards for flow, continuity, and clarity.

A clear and comprehensive purpose statement, introduction, and conclusion is provided which delineates all required criteria.

Points Range: 4 (4%) – 4 (4%)

Paragraphs and sentences follow writing standards for flow, continuity, and clarity 80% of the time. Purpose, introduction, and conclusion of the assignment is stated, yet is brief and not descriptive.

Points Range: 3.5 (3.5%) – 3.5 (3.5%)

Paragraphs and sentences follow writing standards for flow, continuity, and clarity 60%–79% of the time.

Purpose, introduction, and conclusion of the assignment is vague or off topic.

Points Range: 0 (0%) – 3 (3%)

Paragraphs and sentences follow writing standards for flow, continuity, and clarity < 60% of the time.

No purpose statement, introduction, or conclusion was provided.

Written Expression and Formatting – English writing standards: Correct grammar, mechanics, and proper punctuation

Points Range: 5 (5%) – 5 (5%)

Uses correct grammar, spelling, and punctuation with no errors.

Points Range: 4 (4%) – 4 (4%)

Contains a few (1 or 2) grammar, spelling, and punctuation errors.

Points Range: 3.5 (3.5%) – 3.5 (3.5%)

Contains several (3 or 4) grammar, spelling, and punctuation errors.

Points Range: 0 (0%) – 3 (3%)

Contains many (≥ 5) grammar, spelling, and punctuation errors that interfere with the reader’s understanding.

Written Expression and Formatting – The paper follows correct APA format for title page, headings, font, spacing, margins, indentations, page numbers, parenthetical/in-text citations, and reference list.

Points Range: 5 (5%) – 5 (5%)

Uses correct APA format with no errors.

Points Range: 4 (4%) – 4 (4%)

Contains a few (1 or 2) APA format errors.

Points Range: 3.5 (3.5%) – 3.5 (3.5%)

Contains several (3 or 4) APA format errors.

Points Range: 0 (0%) – 3 (3%)

Contains many (≥ 5) APA format errors.

Total Points: 100

Name: NURS_8302_Week6_Assignment1_Rubric