Organizational culture encompasses the values, assumptions and conducts that lead to better social and psychological environment. The culture relates to the mission, vision, and vision in the manner in which it anticipates future prospects, capabilities, philosophical ideas, and standards. These aspects are outwardly expressed in the organization’s self-image, internal operations, and future development prospects. However, the organizational culture differs from its climate because the former depicts how employees make decisions, develop new ideas, and how information flow occurs. Conversely, the climate involves how the entire organization experiences its culture.
Notably, the organizational culture and climate manifest themselves in the healthcare setting in relation to how the organizational professionals work together with a common objective. The existing task interdependence leads to shared understandings of the common perceptions, practices, and procedures outlined in the organizational policies (Van der Zwet, 2018). This implies that the relationship between culture and climate have direct impacts on employees’ morale, overall performance, and job satisfaction for the achievement of long-term objectives and goals (Bitsani, 2013). Therefore, both culture and climate have direct impacts on health outcomes and hospital performance, especially the patient quality of care indicators. For example, Mayo Clinic’s mission involves the provision of topnotch care to all clients and this relates its culture to value-based care towards realizing miraculous outcomes. Consequently, the organization meets patients’ needs, which is part of its values that make customers a priority.
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Planning involves making prior decisions prior to delivering services and how to accomplish tasks within the context of healthcare organizations. Usually, planning involves choices to limit possible risks and uncertainties; hence, it relates to Mayo’s mission and value, which emphasize on providing the best care for health and wellbeing of their clients. Therefore, as part of planning, the organization prepares how healthcare reports are timely given out and received due to proper coordination of medications, medical procedures, and treatments (Marquis & Huston, 2009). This is part of the organization’s vision, which aims at providing an unparalleled experience for the customers. Finally, planning involves balancing costs and quality. This is a precursor to organizational success because its climate and culture require affordability, productivity, quality, and safety in the environment.
References
Bitsani, E. (2013). Theoretical approaches to the organizational culture and the organizational climate: Exploratory research examples and best policies in health care services. Journal of Human Resource Management . Vol. 1, No. 4, pp. 48-58. Retrieved February 23, 2019, from http://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20130104.11.pdf
Marquis, B. L., & Huston, C. J. (2009). Leadership roles and management functions in nursing . Philadelphia: Wolters Kluwer. Aptara Inc. Retrieved, February 23, 2019, from https://books.google.co.ke/books?hl=en&lr=&id=38mzZLwcOe0C&oi=fnd&pg=PA1&dq=Leadership+Roles+and+Management+Functions+in+Nursing:+Theory+and+Application.&ots=aKIE_HcMQY&sig=_Dg9OLPpH3yRuQhVlzWyaCnSBUg&redir_esc=y#v=onepage&q&f=false
Van der Zwet, R. (2018). Implementing evidence-based practice in social work: A shared responsibility. Ipskamp Drukkers BV, Enschede. Retrieved, February 23, 2019, from https://www.movisie.nl/sites/movisie.nl/files/2018-11/Implementing-evidence-based-practice-in-social-work.pdf
