Organizational Culture: Not-For-Profit Healthcare Full Service Medical Center

Leadership in a healthcare setting requires a great breath of knowledge specific to healthcare and but it also requires soft skills that can be translated to many other professional endeavors. This essay will examine the leadership style of a specific healthcare professional, the strategies and skills that she uses to motivate their staff members and the results or impacts of the application of the skills and knowledge of leadership. The interview of this leader allowed an insight into the inner workings of both the leader herself, but also into the challenges that her organization faces. A more thorough understanding of organizational leadership and culture in particular could benefit this leader and provide this leader with additional

The challenge is to focus the KSAs of organizational leaders and to empower the total organization to reach its strategic vision while competing successfully in an industry that constantly changes. Consistency of management and leadership at all levels of a health organization are paramount in this model due to the increasingly dynamic nature of the healthcare environment and global market. Like PAARP, DCL is used as a sequential system to lead and manage, whereas the reframing model is more episode specific. The DCL Model is intended to fit within the situational and transformational leadership paradigm with an emphasis on organizational culture development. Leaders shape culture through attention, reaction to crisis, role-modeling, allocation of resources, and selection and dismissal criteria (Ledlow & Stephens, 2017). Leadership in this model is recognized at the personal level, the team level and the organizational level. Both descriptive (model constructs) and high level prescriptive (process constructs) of leadership and management of resources are

Various internal and external factors influence quality management and outcomes in hospital organizations. One internal factor that affects quality management and outcomes is leadership within the organization. Leadership is important to have successful quality management outcomes because if the leadership does not support it, no change within the organization will be successful. “This commitment must be shared by the board of trustees and all senior clinical and administrative managers and understood that it is a long-term process” (Chassen and Leob, 2011). Leadership is one of the most influential internal parts of the quality management program. Leadership can either help the organization succeed with their support or help the organization fail if they do not support and follow

With the current healthcare reform, all organizations around the globe are aiming to redesign their operations. Healthcare systems, that use the omnibus leadership model, need to function in an environment in which the needs of society will have a positive reaction. Nevertheless, the dynamic culture leadership model argues that healthcare organizations need to always work in ways that they can definitely give services that the society can use (Kennedy et al., 2011).

Excellent, high quality patient care is much more than a saying used in many healthcare organizations. Translating these words into actions by every employee can be a daunting task. A culture of excellence must be initiated, and instilled into the core of a healthcare organization. Mission statements, visions, short term goals, and long term goals are useful objectives that facilitate a culture of excellence. As healthcare continues to evolve and increase in complexity each day, continuous reflection regarding organizational outcomes and patient outcomes should be performed.

Encompassing every department within the hospital is vital to establishing the culture. Leaders need to portray the “just” culture they are trying to instill by their actions, words, and behavior (Emory University, Nell Hodgson Woodruff School of Nursing, 2013). Leading by example management creates a mold to change the culture to one that focuses on providing a safe healthcare environment (Marquis & Huston, 2015). The change to the culture is dependent on the actions and examples set by the leaders and the treatment of employees. Without leaders setting the framework to guide the organization, a “just” culture is unattainable. Leaders are crucial to establishing the pathway of a “just” culture.

The intent of a leader is to implement change, instill inspiration, orchestrate collaboration, and empower their followers to go beyond their limitations. Nurses are leaders who strive to improve the overall quality of patient care by leading those around them to participate in the vision of the corporation. He or she must be fully aware of the organization’s philosophy, clearly state its expectations, and possess the ability to develop well-versed and quality leaders (Tinkham, 2013). Every health care organization possesses a vision, a mission statement, and core values that every member functioning under that union must adhere to. Goals, achievements, and adjustments are essential to ensuring that the vision of the organization is being met and evaluated for positive outcomes. However, getting workers to believe and abide by the vision of the facility calls for effective and stimulating leaders. According to Schwartz, Spencer, Wilson, and Woods (2011), “Success in the workplace often is contingent on a leader’s ability to effect positive change and inspire others to higher levels of achievement” (p. 737).

The adaptability of healthcare industries in an evolving world of change requires dynamics to identifying weakness and distinction. Often times, these organizational modifications mirror changes in the society. They are inspired by collective experiences, perceptions, norms, values, economics and political forces at a given particular period (Thomas, 2014). The purpose of this paper is to explore the organizational structure and leadership style of Greater Baltimore Medical Center (GBMC), identify its culture, mission, values and goals. The complex adaptive system, level of greatness and readiness for change will also be addressed.

1. Analyze the leadership styles(s) of a senior executive (CEO, CFO, COO, Director, ect.) in your current or previous organization who made a positive or negative impact on you.

Corporate culture is an intricate component of an organizations identity. Fortune 500 corporations have used corporate culture as a trademark. Best Buy, a leading electronics corporation, leverages its brand by promoting the “Geek Squad.” Walmart Corporation requires all associates to dress in dark blue shirts and beige slacks. This document will discuss cultural assessment tools used in assessing organizational culture and gaps within formal groups, leadership styles and techniques that influence social culture and diversity within formal workgroups, description of social culture that influence productivity within diverse workgroups and social culture and diversity of formal group members and the influence on organizational culture. The document will conclude with a summary of this discussion.

Organizational culture in a HCO is predetermined by state and government laws, executed by company rules and influenced by social norms to provide and manage patient care and safety. The organizational culture of our group project was predetermined by the instructions given to us by our professor, executed by our team and guided by the social norms such as internet etiquette as per UCF guidelines. In this document we will discuss how we worked as a team and how we assigned individual roles for completing this

Health leaders can use different strategies to create a culture for change in the health organization. A health transformation leader would have to be able to create trust, admiration, loyalty, and respect from their followers through the leader’s actions, behaviors exhibited and persona exemplified. Once a culture of change is learned and the pattern is exhibited it is shared by the members about what is right and what is good. Health leaders should be able to develop a predetermined organizational culture

As the healthcare industry continues to evolve, it requires people who attain great leadership qualities. The success of an organization depends on employees that can inspire people around them to achieve greatness and deliver quality care to the patients. Being in the healthcare industry, we have seen many changes recently. Therefore, by having a person with leadership qualities to guide others through these changes, while maintaining an organization that can deliver quality care is indispensable.

The culture of an organization, especially one such as a hospital that involves a lot of different people and their values can greatly increase or decrease the chance of the success of an organization. The hospital doctors, nurses, and other health care workers greatly influence the care of the patient either positively or negatively. Policies and procedures govern the internal making of the regulatory aspects of the patient care. Following policies is a must, and usually leads to the safety of the patient (Jasper, Kangasniemi, Turunen, & Vaismoradi, 2013). The culture of the nursing staff in particular can help influence the retention of nurses, and

Memorial Hospital Case Study uses a series of communication between different level and functional hospital employees to paint a picture of how this hospital operates. This paper will analyze and summarize key characteristics underlining the organization structure, management style and leadership, identify major challenges and recommend workable solutions.