Custom «Foundations of an Organization and Organizational Assessment» Essay Paper
In the world where competition becomes fiercer and more companies enter the market to struggle for a stronger business position, missions, visions, and values shape the basis for creating and implementing successful growth strategies. Nursing organizations are no exception to this rule, since their core missions, visions, and values define the extent to which they are capable of adapting to environmental changes (Collins & Porras, 1996). At the same time, many organizations take their missions and visions for granted and fail to use their potential to facilitate continuous growth and quality improvements. This is exactly what is happening in our organization. According to Bellot (2011), the current understanding of missions, organizational environments, and culture is limited to traditional corporations. However, healthcare organizations cannot be effective and efficient, unless they adjust their organizational orientation to meet the demands of human services. In our organization, the mission and vision do not meet the criteria of the human services organization. Moreover, they serve as important elements of the company's public image but do not serve as relevant drivers of decision making. Apparently, without implementing organizations' mission statements, healthcare executives can never lead their organizations towards the desired strategic outcomes (Nelson & Gardent, 2011). Nevertheless, it is not uncommon for healthcare organizations to treat their mission and vision as merely the two static components of their strategic model.
Another problem with the current organization is that its managers rarely use or, in most cases, totally refuse from using the vision and mission of the organization as guidance in making decisions. Moreover, at times, the decision making patterns displayed by leaders contradict the reason and thoroughness of the organization's vision and mission. This is what Marquis and Huston (2009) call "intuitive decision making" (p. 8). Many leaders treat intuition as a crucial organizational skill. "Great leaders actively call on their intuition to enhance decision making, whereas less effective leaders tend to rely too heavily on traditional approaches" (Marquis & Hurst, 2009, p. 8). However, when intuition is the only resource used by leaders to make organizational decisions, it may not lead to the desired results. Particularly in healthcare settings, a thorough analysis of available evidence and alternatives is needed to translate decisions into a strong patient care and safety advantage.
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In such a case, differences between organizational culture and climate should be noted. Both are considered as the two natural forces exerting considerable influence on organizations (Kennedy Group, n.d.). However, while organizational culture comprises such elements as values, beliefs, norms, and traditions, organizational climate is usually based on organizational structure, communication quality, accountability and forces of compliance, etc. (Kennedy Group, n.d.). Culture and climate are similar in the sense that they both grow from vision, which is expected to attract and help retain customers and patients. Simultaneously, it is by changing the organizational climate that leaders can cause positive influences on the culture within the organization (Kennedy Group, n.d.). However, because the actions and decisions of the organization's leaders are not always congruent with its vision, it is difficult to imagine how vision and mission can serve the needs of the organization and its stakeholders. For instance, while the vision of the organization includes an ethical component, its leaders and nurses often lack the moral courage needed to act in congruence with these ethical requirements (LaSala & Bjarnason, 2010). These ethical dilemmas emerge mostly in nurses' interactions with patients and the lack of leaders' attention to privacy and patient autonomy.
Still, examining these matters is significant to my role as a nurse leader. Nursing and nursing leadership incorporate a number of elements, one of them being the obligation to take the most appropriate action for the purpose of health promotion and the provision of safe care (LaSala & Bjarnason, 2010). These elements can become possible and realistic only when nurse leaders are aware of the complexity inherent in their organizations and the most reliable ways to make such organizations workable.
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