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  2. 2. Organizational Climate It is the worker’s opinion of the conditions of the worksite that have a direct bearing on how well they do their jobs today. Organizational Climate is a relatively enduring quality of the internal environment of an organization that a- is experienced by its members b- influences their behavior c- can be described in terms of the values of a particular set of characteristics of the organization
  3. 3. ELEMENTS OF CLIMATE 1. Quality of Leadership 2. Amount of Trust 3. Communication, upward and downward 4. Feeling of useful work 5. Responsibility 6. Fair rewards 7. Reasonable job pressure 8. Opportunity 9. Reasonable controls, structure, and bureaucracy 10. Employee involvement, participation.
  4. 4. Sample picture :EFFECT on emotions in climate(any changes in area)
  5. 5. Climate Influences Motivation Performance Satisfaction
  6. 6. Organizational Culture It is the behavior of humans within an organization and the meaning that people attach to those behaviors. Culture includes the organization's vision values, norms, systems, symbols, language, assumptions, beliefs, and habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders.
  7. 7. Culture’s Overall Function •Culture is the social glue that helps hold an organization together by providing appropriate standards for what employees should say or do.
  8. 8. Characteristics of Organizational Culture •Innovation and risk-taking The degree to which employees are encouraged to be innovative and take risks. •Attention to detail The degree to which employees are expected to exhibit precision, analysis, and attention to detail. •Outcome orientation The degree to which management focuses on results or outcomes rather than on technique and process.
  9. 9. •People orientation The degree to which management decisions take into consideration the effect of outcomes on people within the organization. •Team orientation The degree to which work activities are organized around teams rather than individuals. •Aggressiveness The degree to which people are aggressive and competitive rather than easygoing. •Stability The degree to which organizational activities emphasize maintaining the status quo in contrast to growth.
  10. 10. CULTURE’S FUNCTION •Social glue that helps hold an organization together -Provides appropriate standards for what employees should say or do •Boundary-defining •Conveys a sense of identity for organization members •Facilitates commitment to something larger than one’s individual self-interest •Enhances social system stability •Serves as a “sense-making” and control mechanism -Guides and shapes the attitudes and behaviour of employees
  11. 11. Benefits of Strong Corporate Cultures Strong Organizational Culture Social Control Social Glue Improves Sense-Making
  12. 12. Point-CounterPoint • Why Culture Doesn’t Change  Culture develops over many years, and becomes part of how the organization thinks and feels  Selection and promotion policies guarantee survival of culture  Top management chooses managers likely to maintain culture • When Culture Can Change  There is a dramatic crisis  There is a turnover in leadership  The organization is young and small  There is a weak culture
  13. 13. DIFFERENCES BETWEEN ORG. CULTURE & ORG. CLIMATE •Culture refers to ideologies, values and norms as reflected in stories and symbols. We would look for clues to the culture, for example, in accounts of the organizations founding. •Climate, on the other hand, refers to the psychological environment as reflected in attitudes and perceptions.
  15. 15. Organizational structure Purpose: Organizational structure provides guidance to all employees by laying out the official reporting relationships that govern the workflow of the company. A formal outline of a company's structure makes it easier to add new positions in the company, as well, providing a flexible and ready means for growth.
  16. 16. Significance: Without a formal organizational structure, employees may find it difficult to know who they officially report to in different situations, and it may become unclear exactly who has the final responsibility for what. Organizational structure improves operational efficiency by providing clarity to employees at all levels of a company.
  17. 17. Hospital Organizational Chart Hospital Director Chief Nurse Assist. Chief Nurse Unit Supervisors Head Nurses Attendants Nurses Housekeeping
  19. 19. Magnet Hospital It is called “Magnet” because of the ability to attract and retain professional nurses. A hospital where nursing delivers excellent patient outcomes, where nurses have a high level of job satisfaction, and where there is a low staff nurses turnover rate and appropriate grievance resolution. Magnet status is also said to indicate nursing involvement in data collection and decision making in patient care delivery.
  20. 20. Characteristics of magnet hospital: Nursing 1. Flatter organizational structure 2. Higher nurse-to-patient ratios 3. Collaborative relationships with physicians 4. Broad-based participation in decision-making related to clinical care 5. Limited use of agency personnel 6. Nursing research which enhances clinical practice 7. Flexible patient care delivery systems 8. Higher percentage of B.S.N.-prepared nurses 9. Influential nurse executives 10. Investments in education and expertise of nurses 11. Decreased turnover rates for registered nurses 12. Nurses perceive that they have adequate support services and registered nurses to provide high-quality care
  21. 21. Characteristics of magnet hospital: Patient Outcomes 1. Shorter patient length of stay 2. Lower utilization of ICU days 3. Lower mortality rates for Medicare patients 4. Increased patient satisfaction
  22. 22. Magnet Hospital Benefits 1. Magnet recognizes and supports systems that achieve high-quality patient outcomes. 2. Magnet establishes a competitive advantage in the recruitment of all health care staff who enjoys working in the professional practice environment that Magnet hospitals offer. 3. Magnet hospitals are recognized for their positive community interaction and their strong community presence. 4. Magnet culture reinforces a work environment with positive, collaborative relationships where the team works together to accomplish the best outcomes for the patient.
  23. 23. INFLUENCE OF CULTURE IN NURSING PRACTICE 1. Cultural awareness which begins with an examination of our personal value base and beliefs. The natures of construction of cultural identity as well as its influence on people’s health beliefs and practices are viewed as necessary planks of a learning platform.
  24. 24. INFLUENCE OF CULTURE IN NURSING PRACTICE 2. Cultural knowledge can be gained in a number of ways. Meaningful contact with people from different ethnic groups can enhance knowledge around their health beliefs and behaviours as well as raise understanding around the problems they face.
  25. 25. INFLUENCE OF CULTURE IN NURSING PRACTICE 3. Cultural sensitivity is how professionals view people in their care. Equal partnerships involve trust, acceptance and respect as well as facilitation and negotiation.
  26. 26. INFLUENCE OF CULTURE IN NURSING PRACTICE 4. Cultural competence requires the synthesis and application of previously gained awareness, knowledge and sensitivity. Further focus is given to practical skills such as assessment of needs, clinical diagnosis and other caring skills. A most important component of this is the ability to recognize and challenge racism and other forms of discrimination and oppressive practice.
  28. 28. Power Definition: The ability to do something or act in a particular way, especially as a faculty or quality. the capacity or ability to direct or influence the behavior of others or the course of events.
  29. 29. Importance of Power in Nursing Practice 1. Nurses with a powerful practice acknowledge their unique role in the provision of patient centered and family centered care. 2. Nurses with a powerful practice commit to continuous learning through education, skill development, and evidence-based practice. 3. Nurses with a powerful practice demonstrate professional comportment and recognize the critical nature of presence. 4. Nurses with a powerful practice value collaboration and partner effectively with colleagues in nursing and other disciplines.
  30. 30. Importance of Power in Nursing Practice 5. Nurses with a powerful practice position themselves to influence decisions and resource allocation. 6. Nurses with a powerful practice strive to develop an impeccable character; to be inspirational, compassionate, and to have a credible, sought-after perspective. 7. Nurses with a powerful practice recognize that the role of the nurse leader is to pave the way for nurses' voices to be heard and to help novice nurses develop into powerful professionals. 8. Nurses with a powerful practice evaluate the power of nursing and the nursing department in organizations they enter by assessing the organization's mission and values and its commitment to enhancing the power of diverse perspectives.
  31. 31. Dimensions of Power 1. Physical Power 2. Informational Power 3. Emotional Power
  32. 32. Sources of Power 1. Power of Position 2. Power of Charisma 3. Power of Relationships 4. Power of Information 5. Power of Expertise 6. Power of Punishment 7. Power of Reward