NURS 8302 Organizational Culture Assessment Tool

Sample Answer for NURS 8302 Organizational Culture Assessment Tool Included After Question

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-20293632Links to an external site.). All papers submitted must use this formatting.

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.

A Sample Answer For the Assignment: NURS 8302 Organizational Culture Assessment Tool

Title: NURS 8302 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.

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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).

NURS 8302 Organizational Culture Assessment Tool
NURS 8302 Organizational Culture Assessment Tool

 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 health16(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. BMJ365. https://doi.org/10.1136/bmj.l1773

Mannion, R., & Davies, H. (2018). Understanding organizational culture for healthcare quality improvement. Bmj363. https://doi.org/10.1136/bmj.k4907

A Sample Answer 2 For the Assignment: NURS 8302 Organizational Culture Assessment Tool

Title: NURS 8302 Organizational Culture Assessment Tool  

All patients deserve quality health services at all times. Accordingly, healthcare organizations must guarantee excellence in service delivery and continuously commit to addressing patient needs competently and satisfactorily. Achieving this essential objective requires healthcare organizations to adopt practices that improve the quality of care as situations oblige. As a result, they must have cultures ready for change. Quality improvement should be among the guiding principles and core values of care delivery. An organizational culture assessment illustrates the organization’s position in readiness for quality improvement. This paper explains the organization’s culture and ability to support quality improvement to improve patient care.

The State of Cultural/ Readiness for Quality Improvement

In health practice, quality improvement initiatives cannot succeed without a flexible and supportive culture. Mannion and Davies (2018) described a culture ready for quality improvement as a practice environment characterized by a healthy relationship between people and systems. Coordination and teamwork are critical besides resources availability, commitment to change, and promoting creativity. Bernardes et al. (2020) further mentioned that organizations ready for quality improvement have a culture that naturally emphasizes continuous quality improvement to promote a healthy workplace, patient satisfaction, and organizational growth. The desire for positive change is the foundation for quality improvement.

A close assessment of the organization’s approach to everyday work, relationships, and values illustrate readiness for quality improvement. The organizational culture assessment tool (Appendix 1) evaluates the organization in several areas, and the scaled scores depict an organization that supports individual growth, collaboration, and shared decision-making. Based on the scores, the culture is largely a clan culture, primarily characterized by participation, shared values, cohesion and high morale (Mesfin et al., 2020). The staff enjoys autonomy and comfort, and territories that hamper staff-management cohesion are removed. Overall, such a culture supports change since the primary goal is to improve processes to achieve better outcomes.

Quality Improvement Culture

The culture present is ideal for quality improvement. As exhibited in the assessment tool (Appendix 1), three key metrics indicate a culture where quality improvement initiatives get the necessary support. For instance, the healthcare staff pushes past the “we have always done it that way” objection. This point implies that the staff is not rigid to stick to the status quo, which is among the causes of resistance to change in healthcare organizations (Johnson & Davey, 2019). The healthcare staff is also encouraged to exercise creativity. A culture that supports creativity is highly flexible in accepting new ideas to improve care quality. Collaboration and communication are critical elements in quality improvement initiatives too. Quality improvement initiatives are implemented quickly and more conveniently in healthcare settings that collaborate and communicate openly.

Supportive Leadership Strategies

Leadership plays a critical role in supporting quality improvement and other practices that enhance their overall performance. A dominant leadership strategy in the organization is collaborative leadership, characterized by healthcare teams working together in planning, implementing roles, and evaluating outcomes (Folkman et al., 2019). As a part of the organization’s dominant practices, the organization’s members clearly understand what drives the organization’s success and collaborate to optimize the organization’s performance. Eliminating territories and welcoming comments from the entire staff makes employees feel valued, increasing their commitment to achieving the set goals.

Other leadership strategies effective in improving quality, positive patient experiences, and healthcare quality include shared decision-making, delegation where necessary, and sharing work based on the principle that getting it done the best should be the priority. Besides promoting teamwork, these strategies guarantee excellence and progressive improvement as situations oblige. Importantly, encouraging creativity also makes the staff engage in research and other practices that make them more informed and innovative to provide satisfactory and quality care.

In conclusion, quality improvement initiatives require a culture ready for positive change. The management should support creativity, and the staff should collaborate to identify areas of inefficiency and improve them accordingly. An organizational culture assessment reveals the organization’s readiness in terms of adopting new practices. The assessment tool (Appendix 1) indicates a culture ideal for quality improvement in the organization. Collaboration, creativity, communication, and continuous improvement are highly emphasized and are pivotal in quality improvement.

References

Bernardes, A., Gabriel, C. S., Cummings, G. G., Zanetti, A. C. B., Leoneti, A. B., Caldana, G., & Maziero, V. G. (2020). Organizational culture, authentic leadership and quality improvement in Canadian healthcare facilities. Revista Brasileira de Enfermagem73. https://doi.org/10.1590/0034-7167-2019-0732

Folkman, A. K., Tveit, B., & Sverdrup, S. (2019). Leadership in interprofessional collaboration in health care. Journal of Multidisciplinary Healthcare12, 97–107. https://doi.org/10.2147/JMDH.S189199

Johnson, J. A., & Davey, K. S. (2019). Essentials of managing public health organizations. Jones & Bartlett Learning.

Mannion, R., & Davies, H. (2018). Understanding organisational culture for healthcare quality improvement. BMJ363. https://doi.org/10.1136/bmj.k4907

Mesfin, D., Woldie, M., Adamu, A., & Bekele, F. (2020). Perceived organizational culture and its relationship with job satisfaction in primary hospitals of Jimma zone and Jimma town administration, correlational study. BMC Health Services Research20, 1-9. https://doi.org/10.1186/s12913-020-05319-x