2. Organizational Climate
It is the worker’s opinion of the conditions of the
worksite that have a direct bearing on how well they do
their jobs today.
Organizational Climate is a relatively enduring quality
of the internal environment of an organization that
a- is experienced by its members
b- influences their behavior
c- can be described in terms of the values of a
particular set of characteristics of the
organization
3. ELEMENTS OF CLIMATE
1. Quality of Leadership
2. Amount of Trust
3. Communication, upward and downward
4. Feeling of useful work
5. Responsibility
6. Fair rewards
7. Reasonable job pressure
8. Opportunity
9. Reasonable controls, structure, and
bureaucracy
10. Employee involvement, participation.
6. Organizational Culture
It is the behavior of humans within an
organization and the meaning that people attach to
those behaviors. Culture includes the organization's
vision values, norms, systems, symbols, language,
assumptions, beliefs, and habits. It is also the pattern
of such collective behaviors and assumptions that
are taught to new organizational members as a way
of perceiving, and even thinking and feeling.
Organizational culture affects the way people and
groups interact with each other, with clients, and with
stakeholders.
7. Culture’s Overall Function
•Culture is the social glue
that helps hold an
organization together by
providing appropriate
standards for what
employees should say or do.
8.
9. Characteristics of Organizational Culture
•Innovation and risk-taking
The degree to which employees are
encouraged to be innovative and take risks.
•Attention to detail
The degree to which employees are expected to
exhibit precision, analysis, and attention to
detail.
•Outcome orientation
The degree to which management focuses on
results or outcomes rather than on technique
and process.
10. •People orientation
The degree to which management decisions take into
consideration the effect of outcomes on people within
the organization.
•Team orientation
The degree to which work activities are organized
around teams rather than individuals.
•Aggressiveness
The degree to which people are aggressive and
competitive rather than easygoing.
•Stability
The degree to which organizational activities
emphasize maintaining the status quo in contrast to
growth.
11.
12. CULTURE’S FUNCTION
•Social glue that helps hold an organization together
-Provides appropriate standards for what
employees should say or do
•Boundary-defining
•Conveys a sense of identity for organization
members
•Facilitates commitment to something larger than
one’s individual self-interest
•Enhances social system stability
•Serves as a “sense-making” and control mechanism
-Guides and shapes the attitudes and behaviour
of employees
13. Benefits of Strong Corporate Cultures
Strong
Organizational
Culture
Social
Control
Social
Glue
Improves
Sense-Making
14. Point-CounterPoint
• Why Culture Doesn’t Change
Culture develops over
many years, and
becomes part of how the
organization thinks and
feels
Selection and promotion
policies guarantee
survival of culture
Top management
chooses managers likely
to maintain culture
• When Culture Can
Change
There is a dramatic
crisis
There is a turnover
in leadership
The organization is
young and small
There is a weak
culture
15. DIFFERENCES BETWEEN ORG. CULTURE &
ORG. CLIMATE
•Culture refers to ideologies, values and norms as
reflected in stories and symbols. We would look
for clues to the culture, for example, in accounts
of the organizations founding.
•Climate, on the other hand, refers to the
psychological environment as reflected in
attitudes and perceptions.
17. Organizational structure
Purpose:
Organizational structure provides guidance to
all employees by laying out the official
reporting relationships that govern the
workflow of the company. A formal outline of a
company's structure makes it easier to add
new positions in the company, as well,
providing a flexible and ready means for
growth.
18. Significance:
Without a formal organizational structure,
employees may find it difficult to know who
they officially report to in different situations,
and it may become unclear exactly who has
the final responsibility for what.
Organizational structure improves
operational efficiency by providing clarity to
employees at all levels of a company.
19. Hospital Organizational Chart
Hospital Director
Chief Nurse Assist. Chief Nurse
Unit Supervisors
Head Nurses
Attendants Nurses
Housekeeping
21. Magnet Hospital
It is called “Magnet” because of the ability to attract
and retain professional nurses.
A hospital where nursing delivers excellent patient
outcomes, where nurses have a high level of job
satisfaction, and where there is a low staff nurses
turnover rate and appropriate grievance resolution.
Magnet status is also said to indicate nursing
involvement in data collection and decision
making in patient care delivery.
22. Characteristics of magnet hospital:
Nursing
1. Flatter organizational structure
2. Higher nurse-to-patient ratios
3. Collaborative relationships with physicians
4. Broad-based participation in decision-making related to
clinical care
5. Limited use of agency personnel
6. Nursing research which enhances clinical practice
7. Flexible patient care delivery systems
8. Higher percentage of B.S.N.-prepared nurses
9. Influential nurse executives
10. Investments in education and expertise of nurses
11. Decreased turnover rates for registered nurses
12. Nurses perceive that they have adequate support services
and registered nurses to provide high-quality care
23. Characteristics of magnet hospital:
Patient Outcomes
1. Shorter patient length of stay
2. Lower utilization of ICU days
3. Lower mortality rates for Medicare patients
4. Increased patient satisfaction
24. Magnet Hospital Benefits
1. Magnet recognizes and supports systems that
achieve high-quality patient outcomes.
2. Magnet establishes a competitive advantage in the
recruitment of all health care staff who enjoys
working in the professional practice environment that
Magnet hospitals offer.
3. Magnet hospitals are recognized for their positive
community interaction and their strong community
presence.
4. Magnet culture reinforces a work environment with
positive, collaborative relationships where the team
works together to accomplish the best outcomes for
the patient.
25. INFLUENCE OF CULTURE IN NURSING PRACTICE
1. Cultural awareness
which begins with an
examination of our personal
value base and beliefs. The
natures of construction of
cultural identity as well as
its influence on people’s
health beliefs and practices
are viewed as necessary
planks of a learning
platform.
26. INFLUENCE OF CULTURE IN NURSING PRACTICE
2. Cultural knowledge can
be gained in a number of
ways. Meaningful contact
with people from different
ethnic groups can enhance
knowledge around their
health beliefs and behaviours
as well as raise
understanding around the
problems they face.
27. INFLUENCE OF CULTURE IN NURSING PRACTICE
3. Cultural sensitivity is
how professionals view
people in their care. Equal
partnerships involve trust,
acceptance and respect
as well as facilitation and
negotiation.
28. INFLUENCE OF CULTURE IN NURSING PRACTICE
4. Cultural competence requires
the synthesis and application of
previously gained awareness,
knowledge and sensitivity. Further
focus is given to practical skills
such as assessment of needs,
clinical diagnosis and other caring
skills. A most important component
of this is the ability to recognize
and challenge racism and other
forms of discrimination and
oppressive practice.
30. Power
Definition:
The ability to do something or act in a
particular way, especially as a faculty or quality. the
capacity or ability to direct or influence the behavior
of others or the course of events.
31. Importance of Power in Nursing Practice
1. Nurses with a powerful practice acknowledge their
unique role in the provision of patient centered and
family centered care.
2. Nurses with a powerful practice commit to continuous
learning through education, skill development, and
evidence-based practice.
3. Nurses with a powerful practice demonstrate
professional comportment and recognize the critical
nature of presence.
4. Nurses with a powerful practice value collaboration
and partner effectively with colleagues in nursing and
other disciplines.
32. Importance of Power in Nursing Practice
5. Nurses with a powerful practice position themselves to
influence decisions and resource allocation.
6. Nurses with a powerful practice strive to develop an
impeccable character; to be inspirational, compassionate,
and to have a credible, sought-after perspective.
7. Nurses with a powerful practice recognize that the role of
the nurse leader is to pave the way for nurses' voices to
be heard and to help novice nurses develop into powerful
professionals.
8. Nurses with a powerful practice evaluate the power of
nursing and the nursing department in organizations they
enter by assessing the organization's mission and values
and its commitment to enhancing the power of diverse
perspectives.
33. Dimensions of Power
1. Physical Power
2. Informational Power
3. Emotional Power
34. Sources of Power
1. Power of Position
2. Power of Charisma
3. Power of Relationships
4. Power of Information
5. Power of Expertise
6. Power of Punishment
7. Power of Reward
