Organizational Culture And Organizational Climate

The authors purpose is to make the reader understand organizational climate defined as the policies, practices, and procedures that are rewarded, supported, and expected in an organization regarding a specific organizational domain, such as safety, innovation, customer service, and ethics such as climate for service, climate for safety and ethical climate. The climate for service can be evaluated by employees and customers on the level of customer service. Generally, when it is a strong climate the results will be the same. The climate of safety refers to employee perceptions of an organization's policies, practices, and procedures regarding safety that are rewarded, supported, and expected from employees. The ethical climate can be thought of as shared perceptions among group members regarding what constitutes ethically correct behavior and how ethical issues should be handled within an organization. The assessment of the organizational climate may reveal that the strategic direction of the organizational interest may not be perceived in organizational practices, policies and procedures and the organization may need to redesign to better align with their interest.

To understand the organizational culture of a company, one needs to start by looking at the history. Lakeshore Learning Materials was born from a divorced mother of three named Ethelyn Kaplan, who took a dream and a chance by moving her family to California in 1954 to open a toy store. When she started noticing that teachers were interested in her material, Ethelyn realized that she needed to expand her business into educational materials. 60 years later, Lakeshore Learning Materials has grown into a company with over 2000 employees, 60 retail stores throughout the United States and growing. Lakeshore Learning Materials is currently headed by Ethelyn’s grandsons, Bo and Josh Kaplan. Under the supervision of Bo and Josh, Lakeshore continues to be a leader in the Educational Materials, yet still able to keep the family culture that their grandmother started. Highest quality customer service and hard work are the core values that shape Lakeshore’s Organizational Strategy. These high expectations aren’t hard for employees at Lakeshore because the company is so loved by everyone that works there, that they give nothing less than the best.

The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,

The similarities between organizational culture and organizational climate within the Army are convergent since it is a virtue-based institution

The formal reporting lines refers to the communication between directors, managers, and those employees under them in the organizational structure while the informal reporting line refers to the communication that occurs between health care professionals in the course of the decision-making process, i.e. nurse to physician discussing a patient. Informal communication also can be peer to peer regarding conflict, policy, or safety issues. If a decision is made between the peers, the formal reporting line can be entered in with the peers taking the information up the chain to the managers and directors. Often informal reporting becomes formal reporting. In my organization our formal reporting line starts with the unit charge nurse, proceeding to the team coordinator, the director

Organizational culture at our place of employment can promote improved patient outcomes. How we feel about ourselves, our personal investment and our relationship to our work environment are additional factors that contribute to patient satisfaction and our sense of professionalism and accomplishment (Manojlovich & Ketefian, 2002). We will look at the role of our organizational structure and its impact and contribution to the issues involving Nurse A.

Rizescu, M. (2011). Orgainzational Culture Influences on the Organization's Functionality. Revista Academie ForTelor Terestre. 1( 61): 75-82.

Most of the physical resources of the world have been discovered and nearly all are fully acquired and applied for specific purposes. However, as technology and globalization have transformed the business world, future business successes depend upon innovation and creativity, such as the newest app (e.g. Facebook, Twitter, Instagram, etc.) for growth and continued development. The businesses that understand how to best encourage innovation and creativity with their organizational climate and culture are best prepared to succeed. These types of businesses can have the nurturing environments that stimulate innovation and creativity for continued growth.

Organizational culture influences many aspects of work life. Workplace cultures that are grounded in strong and formally articulated values and modes of behavior define an organization. Well-communicated values influence employee behavior and drive how employees relate with all stakeholders within the organization—from co-workers, management and members of the board to clients, shareholders and the community at large. When organizations seek to change their culture, HR—as change agent and educator of the change process—plays a significant role in this endeavor. In addition, HR's role is both up front and in the background, by leading, supporting, coaching, encouraging, measuring and evaluating the change during the process and over time.

Organizations as culture are able to create a vision for leaders to use in order to guide organizational objectives. It can also provide a perspective so followers can measure their leader’s performance in achieving the vision. Organizational culture can determine the way employees interact at the workplace and helps guide and give them a sense of direction at the workplace. Through observing Foundation, the following provide examples to demonstrate how Foundation is operating within the culture metaphor:

The organizational culture of an organization serves as a foundation that should guide the practice and attitude of all healthcare professionals and staff. King & Demarie (2015) describes organizational culture as the basis that determines right and wrong. A hospital organization’s mission, vision, and goals are derived from the culture established within the organization. Organizational decisions are highly influenced by the organizational culture within an environment. Growth, advancements, and acquirements must be aligned with an organization’s culture to facilitate success. Healthcare organizations must ensure that all staff are aware of the efforts they must portray in order to properly exhibit the culture to all individuals seeking healthcare services.

Organizational structure can be defined as the establishment of authority and responsibilities between different positions in the company. It can be either horizontal or vertical. Organization structure also facilitates transparency in the organization (Luthans, 1998). My organization is Saint Joseph’s Hospital, which is a leading magnet facility here in Atlanta Georgia. Saint Joseph 's was the first hospital in the Southeast to perform open heart surgery, the first to develop a cardiac cath lab and the first to perform balloon angioplasty. The hospital was also the first to open a pace maker clinic and the first in Georgia to implant an artificial heart. Saint Joseph 's is also regarded as one of Georgia 's early pioneers in vascular

The organization that I work for has many locations but I will concentrate on my work site. The organizational focuses on the well being of the residents and families. For this paper, I decided to focus more on the organizational culture. I will look into how the administrations of this organization are directly responsible for building and sustaining the culture within an organization.

Implementing rules and sticking to them is a large process in merging two companies. This becomes such a large process because both of the companies have different cultures that need to be addressed. In the most ideal situation, the manager would overview the two cultures and establish what is to be kept, in doing so the new culture and rules will be set forth and the employees will be required to follow them. This will not be easy for those who have adapted to rules and do not want to change their ways. Sometimes feelings may be hurt, and employees may resign due to the new rules implemented. In order to keep the peace, one must explain that things will be changing, and they hope that those employed will embrace the change and work together with management to make the transition as easy as possible. Some employees may not see this fit, and will resign or complain with the new rules. The rules are in place for all of the employees, despite their age. Therefore, management needs to be strict on how they implement the rules. The consequences need to be told up front, and if someone if breaking the rules they

Scores on this dimension indicate the feeling of being rewarded for a job well done. This is a measure of the emphasis placed on reward versus criticism. High-recognition climates are characterised by an appropriate balance of reward and criticism. Lower scores on recognition mean that good work is inconsistently rewarded. Scores on this dimension reflect the feeling of trust and mutual support that prevail in the organisation. Support is high when employees feel they are part of a well-functioning team and they sense they can get help when they need it. It is low when employees feel isolated and alone. Scores on