Organizational culture affects the implementation of change in organizations. Effective implementation of change needs to be done in line with the culture practiced within given healthcare organizations. For change to be received and implemented by teams, it would need to be structured to fall in line with the culture developed in the organization. (Beyer, et al. 2011). Taking on such an approach would help the management to address the cultural barriers that may inhibit the implementation of change. Leading change calls for the leaders to collaborate with teams and explain to the teams the importance of change to their individual life and for the good of the healthcare organization.
Culture has impacts on the way change is perceived. For instance, if an organization practices a culture of openness and collective decision-making; there is a higher chance that people and teams in the firm would come to know about the change likely to come and embrace it. The teams would have a high likelihood of knowing the reasons for the proposed change and its significance. Therefore, the culture of openness and collective decision-making brings positive results on implementation of changes in the organization (Pijnenborg et al., 2013). On the contrary, an organization that has maintained a culture of secrecy and individual decision-making is likely to experience high resistance to change. This resistance would be high because of teams having the fear of the unknown.
Delegate your assignment to our experts and they will do the rest.
Use of technology without the ability to make changes based on the organization’s needs can lead to mistakes being made. This affects the organizational culture specifically for clinicians and leaders who do not have credible data or skills to handle different situations. Notably, clinicians and leaders operating in healthcare organizations, knowledge and skills about the technology being used in the clinical setting is important than any other thing. In the past, a number of cases have been reported where medical errors were committed because of clinicians using technology they were not well skilled to use or they lacked the data that was critical for the safety of the technology (Braithwaite, 2017). For instance, the case/incidence of Southern Baptist Hospital of Florida, Inc. reveals that without proper use of data, medical errors and legal suits may come up. This was the case at the hospital where Susan Meek who was admitted to the radiology unit for uterine artery embolization (UAE) to control and stop the bleeding. The physician ordered the nurses to perform frequent leg examinations for the purposes of mitigating the potential risk of diminished blood flow and associated nerve injury. The patient claimed the examinations were not done leading her to sustain nerve damage resulting into the hospital paying a $1.5 million verdict. In this case, the challenge was the nurses were not trained and equipped well to develop and keep the data on the examinations. Lack of supporting data made the hospital to lack evidence that it performed the examination.
Mediation bar code scanning technology has come. This technology is important if nurses adhere to it for patient safety. The technology is important for it allows nurses to offer care by using data kept in the system. The system involves the use of barcodes for the purposes of preventing human errors in the distribution of prescription medications during care giving. This technology is important for it ensures that the patients receive the correct medications at the correct time. The latter is achieved through electronic validation and documentation of medications. Through the data in the bar code, it becomes easier to compare the medication to be administered to patient with what the patient ordered for (Carney, 2011). In practice, when it comes to the nurse administering the medication, he/she will use a handheld device to scan the barcodes on his identification (patient’s wristband). The bar codes of each patient hold all the vital information on the condition of patient and needed medication.
When it comes to working for healthcare organizations, there is need to live by the organizational mission, vision and values. The otherwise choice would have adverse impacts. It is important to live as per the vision and mission of the organization in order for flow within the given strategic direction. The vision of the organization will offer a clear direction that is aimed at (Marshall, 2005). As a member of an organization, one has the responsibility of promoting the realization of the said vision. Secondly, there is need to live as per the organizations mission on account that through following the mission, there is less risks of working beyond the scope of the mandate of the organization (Butler, et al., 2014). The mission will indicate what needs to be done and each member of the team will get a clear understanding of the things that should be done to realize the vision. Lastly, there is need to live as per the values of an organization. Values are critical in ensuring that ethical violations are not overridden in the workplace.
Strategic planning is a critical component of management in running healthcare organizations. The goals and objectives of strategic planning include the need to set the right priorities, to focus the energy and resources on a project, strengthen existing operations within a project, and create direction among staff to a common goal. It involves the need to create harmony in working towards specific goals among teams, and finally the need to re-direct an organizational policy to match the changing environmental factors. Organizational culture can greatly affect the planning process. First, the culture would affect the speed by which policies are formulated and adopted. Culture will also affect the type of plans that would be embraced by an organization. Lastly, culture will affect the resistance or support that planners would have in creating effective strategic plans (Stone et al., 2007). Developing the right culture is critical if the planning process would be made to be a success. In fact, through having the right culture within an organization, it becomes easier to formulate plans. For instance, leaders operating in organizations withopen andcollective culture in policymaking are likely to experience easy work in the planning process.
References
Butler B, et al. (2014). Culture and health. Lancet, 384 (1), 1607–39.
Beyer F, et al. The effectiveness of strategies to change organizational culture to improve healthcare performance: a systematic review. Implement Sci 2011; 6:1–8.
Braithwaite, J. (2017). Association between organizational and workplace cultures, and patient outcomes: systematic review, BMJ Open, 7(11) 35-127.
Carney, M. (2011). Influence of organizational culture on quality healthcare delivery, Int J Health Care QualAssur. 24 (7), 523-39.
Marshall, M. (2005). Cultures for performance in health care. Buckingham, UK: Open University Press, 2005.
Pijnenborg L, et al. (2013). Organizational culture: an important context for addressing and improving hospital to community patient discharge. Med Care , 51 (1) 90–8.
Stone P et al. (2007). Organizational climate and health care outcomes. JtComm J Qual Patient , 33 (11), 45–56.
