Healthcare Organizational Culture and Values

Mission

  • States the reason the organization exists
  • Static and more elaborate than vision
  • Addresses how it serves the stakeholders
  • Healthcare: patients, employers, and pharmaceutical firms
  • May summarize the organization’s fundamental values

The organization’s mission is usually in opposition to the vision. It explains why the organization exists and how it plans to serve the stakeholders, including the patients, the employers, pharmaceutical firms, and others (Principles of management, 2015). The mission statement says more about the present and the organization’s qualities and values (Principles of management, 2015). It should provide a clear idea about the organization and its purpose.

Vision

  • States the organization’s goals and aspirations
  • Future-oriented and can be concisely formulated
  • What the organization wants to become
  • With mission, basis for the strategy
  • Implies improvement and challenges status quo

The organization’s vision is future-oriented, stating the goals and aspirations. It defines the organization’s future iteration and what issues it wishes to resolve (Principles of management, 2015). Together with the mission, the vision serves as the basis for the strategy, which helps achieve the latter and solidify the former (Principles of management, 2015). The organization’s vision may be innovative, challenging the existing obstacles which prevent progress.

Values

  • Organization’s core beliefs reflected in operation
  • Allow the stakeholders to form opinions
  • Shared by the employees and employers
  • Potentially excludes those who oppose them
  • May reaffirm and facilitate the mission

The organization’s values are its core belief manifesting in the way it operates. They allow various stakeholders to form an opinion on the organization and decide whether they want to cooperate (Principles of management, 2015). Ideally, the values are shared by all members, but those who disagree may feel excluded (Principles of management, 2015). The mission usually implies what is valued by the company, but an additional mention may reaffirm it.

Significance of Vision, Mission, and Values

  • Propose how patients should be treated
  • Potentially facilitate staff cooperation and engagement
  • Form strategies which will improve practice
  • Emphasize error reporting and other procedures
  • Involve stakeholders to ensure quality control

The organization’s aspects reflected in its vision, mission, and values directly impact the staff and patient outcomes. They may propose the general attitude towards patients, facilitate cooperation within the staff, and prioritize such procedures as error reporting to avoid complications. Moreover, the triad allows the organization to form strategies targeting improve clinical practice and makes it possible to further involve stakeholders in quality control and supervision.

Conflict Factors

  • Cultural diversity or disintegrated organizational subcultures
  • Leader’s incompetency in maintaining members’ unity
  • Unequal treatment of various units within
  • Disagreement among members of one unit
  • Poor communication with staff or patients

Any organization is prone to conflicts, especially if it is culturally diverse and has many sub-cultures questioning its values. If the leader cannot maintain unity and address such issues as unequal funding of medical units, their position is threatened, and the conflict thrives (Schein, 2016). Disagreements may exist within a single unit, either due to poor communication with other staff members and patients or other reasons.

Impact of Values and Culture on Conflicts

  • Provide guideline on how to act
  • Importance of confrontational or non-confrontational culture
  • Underline potential mediators and third parties
  • Indicate attitude towards sub-cultures and dissidents
  • Identifies the procedures and respective sanctions

The organization’s value and culture can impact how a conflict is addressed, depending on whether its attitude is confrontational. Some cultures prefer to avoid conflicts, and others have special guidelines and procedures for handling them (Schein, 2016). Those may include potential mediators, namely stakeholders, and sanctions for the parties (Schein, 2016). The relationship between the general culture and various subcultures is also important, as it either helps or hinders the resolution.

Effective Strategies for Resolving Conflicts

  • Integration of new employees through onboarding
  • Transparent funding distribution and reward system
  • Solid organizational control with decentralized decision-making
  • Careful approach to team-forming and placement
  • Allowing sub-cultures to exist, offering innovations

A conflict resolution should address its primary cause, such as unequal funding. In that case, making it more transparent and fair may resolve the issue. Allowing units to participate in decision-making and subcultures to exist may also contribute to forming a non-confrontational environment (Principles of management, 2015). It is vital to ensure the smooth integration of new employees and a careful approach to unit formation or reformation by rotating employees.

Strategies for Collaboration

  • Ensuring every member realizes their contribution
  • Distribute roles to make everyone important
  • Goals impossible to achieve without cooperation
  • Reinforcement for successful or failed collaboration
  • Continuous socialization and unifying after onboarding

If one wishes to make a unit collaborative, it is important to make every member realize their importance through emphasizing their role’s uniqueness. The goals should also imply a cooperative approach to their resolution, and eventually, the members should receive appropriate reinforcement for their efforts (Principles of management, 2015). Collaboration should also be continuously promoted outside of initial onboarding.

Organizational Needs and the Culture of Healthcare

  • Determine the organization’s priorities, namely safety
  • Influence reputation and the outsider’s perception
  • Enable more effective leadership targeting changes
  • Help decide which elements are detrimental
  • No straightforward link, need for evaluation

Organizational outcomes are influenced by its needs and overall healthcare culture through priorities, such as safety and quality. They also affect the organization’s reputation and perception by potential customers (Mannion & Davies, 2018). While they may enable more effective leadership, which will bring the necessary changes and help decide which cultural elements are outdated, there is no straightforward link with the outcomes, so each element requires evaluation.

Relation to Health Promotion and Disease Prevention

  • Promote innovations enabling improved health results
  • Synthesize sub-cultures and extract beneficial ideas
  • Imply collaboration to address global goals
  • Choose which relationship yields better results
  • Safe environment for employees and patients

Organizational needs and the culture of healthcare are also relevant to health promotion and disease prevention, as they promote innovation necessary for improved health outcomes. Sub-culture may undergo synthesis to discover beneficial ideas for care and select the relationship more suited to cultivate them (Mannion & Davies, 2018). The issues imply that organizations should cooperate to tackle global goals and ensure a safe environment for the stakeholders.

References

Mannion, R., & Davies, H. (2018). . BMJ, 363(8178), k4907.

(2015). University of Minnesota Libraries Publishing.

Schein, E. H. (2016). Organizational culture and leadership (5th edition). John Wiley & Sons.

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