Compare and contrast organizational staff culture and patient culture in health care delivery organizations. Discuss questions 1 and 2. Compare and contrast organizational staff culture and patient culture in health care delivery organizations. How can the two cultures compromise and minimize issues and risks? Describe a situation in which a dissonance culture can affect a health care organization. How might this affect patient care? What strategies would you suggest to maximize a positive culture for both the organization and patients? ORDER INSTRUCTIONS-COMPLIANT NURSING PAPERS Solution Preview Although organizational culture is used to ?describe the shared beliefs, perceptions, and expectations of individuals in organizations? (Boan & Funderbink, 2003, p.1), it is in reality the norms within an organization that rules the behavior of the staff. Health care delivery organizations tend to have a formal organizational structure that not only establishes job descriptions and tasks but also describes those positions in relation to its structure creating a definite culture. This culture is usually established from the mission and goals of the organization. The way the individuals understand the organization culture will generally determine the quality of nursing care, the degree of job satisfaction, and patient safety (Sikorska, 2006). Adding to the complexity of the organizational staff culture is the fact that within that culture exists professionals clan-cultures that determine a stratified chain of commands, and ways to address each patients needs (Hellriege, Slocum & Woodman, 2000). Contrary to this rather formal structure, patients culture varies according to the language, thoughts, beliefs, values, standards, and traditions among specific groups communicated across generations (Office of Minority Health, 2005). Even though all the different patients cultures have as common denominator achieving wellness as soon as possible, addressing the needs of the patient ? Order Now

 

ADDITIONAL INFORMATION 

Compare and contrast organizational staff culture and patient culture in health care delivery organizations

Introduction

Organizational staff culture is the collective beliefs and attitudes that determine how employees interact with one another. Organizational staff culture is shaped by the organization’s management style, which includes specific policies and procedures, as well as its leadership. The combination of these factors may result in a unique organizational staff culture. However, it’s important to note that organizational staff culture can also be influenced by other factors, such as patients’ values or health care providers’ experience and professional education.

Culture refers to the attitudes and beliefs that an organization shares.

Culture refers to the attitudes and beliefs that an organization shares. It is a shared set of values, beliefs and norms that are used as a basis for defining how individuals should behave in their roles. Culture can be defined as “the way things are done around here” or it may simply mean our expectations for how we want others to act toward us (e.g., our patients).

Culture plays an important role in determining how well healthcare organizations operate as they strive to provide quality care for their patients while optimizing efficiency through limited resources. However, culture also has been shown to have a significant effect on employee satisfaction levels within hospitals which subsequently affects patient satisfaction levels reported by hospital employees who work there (1).

Patient cultures are the shared beliefs, values and practices of a patient or a group of patients.

The term patient culture refers to the shared beliefs, values and practices of a group of patients. These are often called “patient-centered” or “patient-centric” cultures because they focus on the experiences and needs of patients rather than those of doctors or other professionals.

Patient cultures can be measured by asking questions about what people think is important in health care delivery organizations—for example: How do we measure quality? How should we spend our time? What makes us feel valued? What motivates us to take action toward improving our lives.”

Organizational staff culture is determined by the way an organization is managed and operated.

Organizational staff culture is determined by the way an organization is managed and operated. The organizational staff culture can be changed by raising patient satisfaction.

Organizational staff culture can be viewed as a series of practices, behaviors, and beliefs that affect how employees feel about themselves and their work environment (Kotter, 1996). According to Kotter (1996), there are five key elements that contribute to an effective organizational culture: vision statements; values statements; mission statements; core beliefs; and core behaviors.

There are three types of organizational staff culture, as follows:

There are three types of organizational staff culture, as follows:

• Power vs roles. In a power culture, the individuals have more influence over others than they do in roles (e.g., doctors have more authority than nurses).

• Task vs role orientation. In task-oriented cultures (e.g., health care delivery organizations), tasks tend to be specific and limited while roles are broad and diverse; thus people work together more effectively when they share common goals but do not necessarily have identical responsibilities or titles within a team or departmental structure.

• Role vs task orientation: In this type of organization where no one person holds all the important decision making authority because there are multiple levels of decision makers involved at different levels throughout an organization’s hierarchy; for example: CEO leads marketing team; Vice President manages finance department etc…

1) Power culture — one person makes all of the decisions;

• Power culture — one person makes all of the decisions;

• Decision making is not based on consensus or input from others, but rather on personal opinion and preference. This means that someone who makes a decision does so without regard for what other people think or want. The leader may have his own ideas about what should be done, but he may not be open to hearing alternative perspectives from subordinates or peers in an organization.

2) Role culture — programs, procedures and schedules are strictly followed; and

Role culture refers to the way an organization is managed. It’s a result of the way in which staff members are treated, their role and responsibilities, as well as how they interact with each other and their patients.

The more satisfied patients are with their health care experience, the more likely it is that staff members will be satisfied. In fact, having high levels of patient satisfaction increases productivity among employees because they’re able to deliver quality care without worrying about disciplinary actions or being sued for malpractice claims against them by dissatisfied clients who feel betrayed by what happened during treatment sessions or follow-up appointments at clinics where services were not provided due to lack of resources (such as nurses).

3) Task culture — specific tasks are assigned to employees based on their skill sets and expertise.

Task culture is a type of organizational staff culture. It is based on the belief that employees should be given specific tasks to perform and given the freedom to choose how they want to perform those tasks. In this case, task culture works best when there are many tasks or projects to be completed by multiple people within an organization.

Task cultures can also be applied in organizations where there are no clearly defined roles or responsibilities for certain positions; instead, individuals fill these roles based on their skill sets and expertise (i.e., some people might be better suited than others).

Organizational staff culture can be changed by raising patient satisfaction.

When it comes to organizational staff culture, patient satisfaction is the result. This means that if an organization strives to provide top-notch care and services, then they must also strive to ensure that their employees feel valued and respected. When this happens, patients will be more likely to return for future visits or recommend a friend in need of health care.

Organizational staff culture can be changed by raising patient satisfaction. The key here is looking at what type of management style leads organizations towards this goal—and then making sure that every step along the way supports those values rather than hinders them.

Patient culture can shape organizational staff culture.

Patient culture is shaped by the patient’s attitude and expectations of their health care provider. A patient who has a positive experience with their health care provider will likely have a more positive view of the organization as well. This can lead to an increase in loyalty, which is important when it comes to creating an effective team culture.

Patient culture can also be shaped by the patient’s experience with their health care provider; if a patient has had bad experiences in other settings, they may have negative feelings towards those institutions or professionals that work there (e.g., nurses).

Conclusion

By understanding the differences between organizational staff culture and patient culture, we can better understand how they impact each other. Patients have more power in organizations than they realize, and it’s up to all of us to understand this power and use it effectively. As a physician or nurse practitioner who works in an organization, you should feel empowered to fight for your patients by raising awareness about how their beliefs influence organizational staff culture.