Organizational Effectiveness And Organizational Climate/Culture, Planning Equipment's & Supplies for nursing care unit and Hospital

1. NURSING MANAGEMENT PRESENTATION
ON
“Organizational effectiveness
And
organizational climate/culture,
Planning equipment's & supplies
For
nursing care unit and hospital”
Presented By: Ms. Renu Prakash
MN(F), 2019-2021
RAKCON

2. 1. ORGANIZATIONALEFFECTIVENESS
Introduction
• Effectiveness- “doing the right things”
• Efficiency-resource usage with low or
no wastage
• “Organizational effectiveness” is the
center of excellence of organizations.
• It is the degree to which the
organization realizes its goals
• Organizational effectiveness is a
significant indicator of its survival to
show the direction, position, and
future of the organization

3. Concept of Organizational Effectiveness
• Organizational effectiveness is concerning with achieving its goal within the
available resources and means.
• Organizational effectiveness represents a desirable attribute in an
organization considering internal and external factors.
• In successfulorganizations,high efficiencyand high effectiveness.
• Poor management, due to both inefficiency and ineffectiveness.
• Organizationscan be effective or ineffective in a number of different
ways
1. Productivity 6. Efficiency
2. employee absenteeism 7. Turnover
3. goal consensus 8. Conflict
4. participation in decision making 9. Stability
5. communications.

4. Definitions of organizational effectiveness
• According to Silver and Sherman, organizational effectiveness is the
extent of growth and profit by utilizing defined and finite resources
without disturbing its internal resources.
• Oguntimehin (2001) referred to the organizational effectiveness as
the ability of the organization to produce the desired results. It is the
process of meeting organizational objectives and expectations of
society

5. Characteristics of Organizational Effectiveness
Clearly defined
vision and goals
short-term,
intermediate, and
long-term
objectives
Multidimensional
cost-effectiveness
and quality
services
Clients'
satisfaction and
quality services
Effective team
work
It is a tool
Concerns all the
systems
Individual
achievement
Recognition and
Celebration

6. Approaches to Organizational Effectiveness
Goal
approach
Functional
approach
System-
resource
approach

7. Factors Affecting Organizational Effectiveness
1. Managerial
characteristics
• Formalization
• Standards
• Autonomy
• Communication
• Leadership style
• Human resource
management
• Rewardsand
recognition
• Promotion policies
• Effective interaction
• Managing conflicts
and disputes
2. Organizational
characteristics
• Structural design
• Output variables
• Size
• Organizational
climate
3. Environmental
characteristics
• Internal
• Complexity
• Public opinion
4. Employee
characteristics
• Individual goals
• Competence
• Satisfaction and
motivation
• Attitudes
• Group norms& values
• Perceptions
• Commitment

8. Methods of Improving Organizational Effectiveness
Effectiveness-oriented
policies,procedure,
and structure
Clarity about the
organizationalgoal
Promoting
responsibilityand
accountability
Specializationand
proper work division
Focus on organizational
strategies
Engage
the workforce

9. Methods of Improving Organizational Effectiveness cont…..
Training and
development strategies
Improved leadership
practices
Use of motivational
strategies
Create a positive work
culture
Use of technology
Systematic
performance
evaluation

10. Models of determining organizational effectiveness
A. Competing Values
Model
• 1. Human Relations Model
-internal Focus and flexible
structure
• 2. Open SystemsModel -
Combination of external
focus and flexible
structure
• 3. Internal Process Model
• 4. Rational Goal Model
B. The Contradictions
Model of Organizational
Effectiveness
• In any complex
organizationthere may be
parts of the organization
that function well and
suggesteffectiveness
while other aspects of that
same organizationperform
poorly.So, it is very
difficult to characterize a
whole organizationas
totally effectiveor
ineffective
C. SevenModels Concept
J. Barton Cunningham, concluded
that seven major ways of evaluating
organizational effectiveness existed:
• 1. Rational Goal Model
• 2. The SystemsResource
Model
• 3. Bargaining Model
• 4. The Managerial Process
Model
• 5. The Organizational
DevelopmentModel
• 6. The Structural
Functional Approach
• 7. Functional Approach

11. Models of determining organizational effectiveness cont……
D. Strategic
Constituencies
Model
• effectiveness of the
organization is the
ability to satisfy
multiple strategic
constituencies
(stakeholders) both
within and outside
the organization
E. The Fault-driven
Model
• an organization
seeking legitimacy
survives by acting in
a manner seen by
other organizations
as legitimate
F. High Performing
SystemModel
• organization as a
high performing
systemcompares
itself to other
similar organizations

12. Employee Engagement and Organizational Effectiveness: The Role of
Organizational Citizenship Behaviour
ABSTRACT
• This paper intends to explore employee engagement and OCB literatures to
investigate the interrelationships between employee engagement, OCB, and
organizational effectiveness.A retrospective analysis is carried out of existing
theoretical and empirical research studies to support the associative
interrelationship between employee engagement, OCB, and organizational
effectiveness.
• Findings indicate that employee engagement has potential to drive OCB.
Engaged employees also have the greatestpotential to augment organizational
effectiveness through their higher levels of OCB.
• Furthermore, this study mainly focuses on employees as engaged in their work
roles, since these employees are highly capable of stimulating positive
workplace behaviours and organizational performance. The study contributes
to employee engagement and organizational effectivenessliteratures by adding
the notion of employee engagement as a significant antecedent of
organizational effectiveness through OCB.

13. 2. ORGANIZATIONALCULTURE
• System of meaning shared by the organization’s
members
• Basically, organizationalculture is the personality of the
organization
• Particular culture of an organization
• Culture’s Overall Function: Culture is the social glue
• Serves as an effective tool
• The organizational culture includes:
✓Values
✓Psychology
✓Attitudes
✓Beliefs
✓Symbols, language, assumptions, behaviours
✓experiences that we have built within the workplace

14. Types of Cultures
Clan Culture
• This culture is rooted
in collaboration.
Members share
commonalitiesand
see themselves are
part of one big family
who are active and
involved.Leadership
takes the form of
mentorship,and the
organization isbound
by commitments and
traditions.
Adhocracy Culture
• This culture is based
on energy and
creativity. Employees
are encouragedto
take risks, and
leadersare seen as
innovatorsor
entrepreneurs. The
organization isheld
together by
experimentation,
with an emphasis on
individualingenuity
and freedom. The
core values are based
on change and agility.
Market Culture
• This culture is built
upon the dynamicsof
competitionand
achievingconcrete
results. The focus is
goal-oriented,with
leaderswho are
tough and
demanding.The
organization isunited
by a common goal to
succeed and beat all
rivals. The main value
drivers are market
share and
profitability.
Hierarchy Culture
• This culture is
founded on structure
and control. The
work environmentis
formal, with strict
institutional
procedures in place
for guidance.
Leadership is based
on organized
coordinationand
monitoring, with a
culture emphasizing
efficiency and
predictability.The
values include
consistency and
uniformity.

15. Role of the nurse management leaders in the organizational culture: Shaping, influencing and
directing the way tasks are done and rendering services. requires nursing leaders to acknowledgethat:
organizational culture is theheart and soul of an organization- explains how people relate to one another in a
work environment.
How nursing organizational culture developed and
maintained
How are cultures created, communicated, and
sustained?

16. 3. ORGANIZATIONAL CLIMATE
• climate effectiveness& work climate
• Meaning: perception, feeling, and attitudes
of employees towards its elements and
works environment.
• A set of attributes such as loyalty, auto trust,
cohesiveness, support, recognition,
innovation and fairness
• Definition:Likert (1967) described OC as a
psychological, multidimensional, and
complex phenomenon that affects the
organizational performance regarding
values, performance, turnover, absenteeism,
and observe and tenure of employees

17. Importance of Sound Organizational Climate
To achieveorganizationalgoals
and objectives
To improvethe work
performance
To utilize the
maximum potential
of the employees
To bring out work
efficiencyby
improvingjob
satisfaction
To reduce
absenteeism,stress,
negligenceerrors,
and accidents

18. Approaches to Organizational Climate
1. The structural
approach
2. The perceptual
approach
3. The interactive
approach
4. Cultural
approach

19. Impact of Organizational Climate
Organizational variables can operate as constraint systems in both a
positive and negative sense by providing knowledge of what kinds of
behaviour are rewarded, punished or ignored.
Organizational variables may affect behaviour through evaluation of the
self and others, and such evaluation will in turn, influence behaviour.
Organizational factors work as stimuli, they influence an individual’s
arousal level, which is a motivational variable directing behaviour.
Organizational variables influence behaviour in that they influence the individual to
form a perception of the organization. The perception then influences behaviour.

20. Good or Bad Organizational Climate
• If the OC is pleasant, • In a bad OC,

21. Characteristics of Organizational Climate
1. General perception
2. Abstract and
intangible concept
3. Unique and
distinct identity
4. Enduring quality
5. Multidimensional
concept

22. Organizational Culture versus Organizational Climate
Both are Interchangeable terms
Both are related concepts and originated as a part of the organization
But both are differ in its origin, nature and characteristics
• organization culture is a hidden
component of organization and
influences the attitudes and
human behavior
• organizational climate is more
expressive, observable, and
socially constructed dimension

23. Factors Affecting Organizational Climate
1. Organization
orientation
2. Organizational
values and
norms
3. Organizational
control system
4. Autonomy
5.
Communication
6. Risk and risk
taking
7. Management
support
8. Leadership
style

24. Factors Affecting Organizational Climate cont...
9. Employee-
employer
relationship
10. Concern for
the employees
11. Reward and
punishment
12. Trust on
management
13. Scope for
development
14. Work
environment
15.
Transformation
practices

25. Types of OrganizationalClimate
• 1. Organizational climate
• 2. Group climate
• 3. Psychological climate
1. According
to level
• 1. People-oriented OC
• 2. Rule-oriented OC
• 3. Innovation-oriented OC
• 4. Goal-oriented OC
2. According
to
orientation

26. Need for Measuring Organizational Climate
To find out the degree and level of OC
To find out the various factors affecting OC
To analyse positive and negative factors contributing to OC
To plan out the strategies to improve OC
To reorganize practices for the development of the organization
To enhance employees' commitment, satisfaction, & motivation
To create a high performing OC.

27. Methods of Measuring Organizational Climate
Observation
perceptual
Field
studies
Experimental
studies

28. Dimensions of Organizational Climate
Likert
• Leadership,
• Motivation,
• Communication,
• Decisions,
• Goals, and
• Control
Litwin and Stringer
•Conformity,
•Responsibility,
•Standards,
•Rewards,
•Organizationalclarity,
•Warmth and Support,
•Leadership
•Under the motivational
framework
•Achievement
•Control
•Extension
•Dependency
•Affiliation
•personal
relationships
Pareek
• Orientation
• Interpersonal
Relationships
• Supervision
• Problems
• Management of
Mistakes
• Conflict Management
• Communication
• Decision-Making
• Trust
• Management of
Rewards
• Risk Taking
• Innovation and Change
Kutenk
•Communication
•Participation
•Performance Monitoring
•Welfare
•Supervisory Support
•Formalization
•Autonomy
•Quality
•Effort
•Pressure
•Vision
•Efficiency
•Tradition
•Innovation
•Flexibility
•Skill Development
•Risk
•Interdepartmental Relations
•OutwardFocus
•Reviewing Objectives

29. Means/Techniques of Developinga Sound OrganizationalClimate
Organizationpurpose
• Define
mission, goals,
strategies
• employees'
participation
Organizationalvalues
• it is essential
to reorganize
policies,
procedures,
and rules
regarding
value
structure and
must
implement
flexible.
Concern for the people
• The
organization
must provide
physical
facilities and
have policies
concerning
their welfare,
safety, and
development
Activecommunications
system
• Two-way
communications
is vital to maintain
a healthy
relationship.
• It encourages
their level of
confidence and
teaches positive
feelings.

30. Means of Developing a Sound Organizational Climate cont...
Problem-solving
and conflict
management
• It works most
constructively for
both
organizations as
well as the
employees
Flexibility in
risk-taking
• flexibility and
Opportunity for
employees to
favour risk-taking
by exchanging
knowledge and
ideas
Participation
• is a handy tool to
develop a
healthy OC and
job satisfaction
Cooperation
• atmosphere of
collaboration
opens access
among group
members and
individual
creative
motivation to
exchange
knowledge with
group members
resulting in more
productivity

31. Means of Developing a Sound Organizational Climate cont...
Balancing work
and life
• Flexible working
hours, leaves, and
other benefits for
the employees to
balance their
personal life and
work.
• It will improve the
satisfaction level.
Recognitionand
career development
plans
• organizationmust
give recognition to
employees for
their excellent
performance and
plan for a career
ladder
Performance
evaluation
• organizationmust
evaluate
employees
through self-
evaluation and
evaluation from
immediate
supervisors
Motivational and
value-related
strategies
• Provide free
communication
• Use consensus
agreement and
compromise approach
• Encourage
competence and
creative ideas
• Encourageemotional
expressive and task-
oriented environment
• Involve emotionally
• Accept responsibilities
• Encourageand
motivate to work

32. RESEARCH ARTICLES
Organizational Climate and Health Care Outcomes
LiteratureReview in Joint Commissionjournalon qualityandpatient safety / Joint Commission
Resources
Abstract
• Relationships between organizational climate-which reflects the
employees' perception of the organizational culture and is easily measured
through employee questionnaires-and patient and employee outcomes
were examined in a literature review.
• A systematicsearch was conducted, with the review limited to primary
research published between January 1995 and June 2007.
• There was some evidence that aspects of organizational climate were
associatedwith patient outcomes, but the results were inconsistent.
• The evidence that organizational climate influences nurse outcomes is
more robust than is the evidence that it influences patient outcomes. The
findings underscore the importance of promoting a positive organizational
climate

33. 4. “Planning equipments and supplies for nursing care unit and hospital”
1. Equipmentsandsupplies aresomeofthecriticalpartsof overallmaterialmanagement
2. Well-maintainedequipment will givenursesgreaterconfidencein thereliability ofitsperformance
andcontributetoa highstandardof client care.
3. Equipment managementis anessentialissueforsafetyandcost inmodernhospitaloperations
"equipments” means all items necessary
for the functioning of all services of the
hospital
• .
“Supplies” are those items that are used
up or consumed; Supplies are also called
as "consumable"

34. Types of Equipment
A: Categorization I
• Medical equipment
• Capital equipment and
accessories
• Catering items
• Electrical/mechanical, civil
material for maintenance
work
• Housekeeping
• Laundry equipments
• Office equipment
• Printing and stationary
B. Categorization II
• Diagnostic equipment
• Treatment equipment
• Life support
• Medical monitors
• Medical lab equipment
• Medical devices, such as
apparatus, appliances, and
other articles including
software
• Surgical instruments
• Fundamental clinical
specialists
• Sterilization related
equipments
C. According to WHO

35. Aspects of Medical and Nursing Equipment Management
Planning
(decision to
acquire)
Procurement
Incoming
Inspection
Inventory and
Documentation
Commissioning
and acceptance
Monitoring of use
and performance
Maintenance
Decommissioning

36. Planning of equipment and supplies
Goals of Planning
• To plan and budget for equipment
and supplies per directives/policies
• To develop planning tools
• To estimaterealistic equipment-
related allocation
• To prepare long-term plans and
budget
• To review annual plans and budget
• To monitor progress to improve
planning and budgeting.
Objectives of Equipment planning
• To get the current equipment
situation
• To develop a plan for equipment
• To calculate expenditure
required
• To extend the short-term and
long-term plans
• To make the budget calculation
• To devise methods to review
progress and for monitoring.

37. Equipment Planning Process
• Have policies for purchasing and
donations/disposable/condemnati
on of equipment and supplies
• Get the model equipment list
containing standardized/minimum
equipment and supplies required
for the facility,e.g., for 50-bedded
hospital
• Use a bottom-up approach; involve
all concerned at a suitable
decentralized level for need
assessment,bulk bye equipment,
and supplies.
Steps in Planning ProcessPrerequisite

38. Steps in Planning Process
1. Need identification and setting goals
2. Gather current stock and supply data
3. Estimate the quantity and cost of equipment
4. Estimate expenditure of equipment-related
consumable items
5. Determine realistic usage rate and requirements
for all equipment-related consumable items

39. Planning Tools
Reference
materials
•. Manufacturers
and their
representatives
• Bulk suppliers
• Other
organizations
• . Ministry of
health
• Internationally
on payment or
on subscription
• more sources
from suppliers
• CD-ROM,
video, DVD
• Internet
websites
Vision
• used as a
planning
tool
• can direct
plannersto
determine
the type of
equipment
that is
required
based on the
kind of
services
providedby
a particular
health
facility
Model list of
equipment
• standardized
list of
equipments
• prepared by
professional
bodies,
accreditation
bodies,
government,
and the WHO
• WHO has
recommended
the "Essential
Health Care
Technology
Package" for
determining
the equipment
list
Purchasing and
donation
policies
• Need
• Appropriate
ness
• Affordable
and cost-
effective
• Quality and
safety
• Disposable
or reusable
• Material
• Usability and
maintenance
• Source
Replacement &
disposable policies
• There should
be criteria for
replacement &
condemnation
• There should
be guidelines
per National
Waste
Managemen
t Guidelines
and should
be a part of
the planning
process.
Generic equipment
specification and
technical data
• providea
base for
planning
equipment
and supplies
• purchase
planninglist
must-have
item details
and order
information

40. Working of Departments related to Equipment and Supply
• The hospital has separate store and purchase
sections which is directly supervised by the
store officer and purchase officer respectively
Purchase and
Store
Department
• Each hospital has separate department/workshop
for maintaining and repairing equipment which is
supervised by a biomedical engineer.
• The sister in-charge of the unit is responsible for the
getting the equipments repaired and also for
maintenance.
Equipment
Maintenance
and Repair
Department

41. Process of Stock Verification and Condemnation of Equipments, Articles
1. Annual Physical
Stock Verification
2. Condemnation of
Equipments,
Articles
3. Nurses Activities
in Equipment and
Supply
Management
Procurement
Receiving and
Inspection
Storing
Issuing,
Distribution and
Maintaining
Inventory
Maintenance of the
Associated
Paperwork and
Records
Repairing and
Disposal

42. Ensure proper
utilization of the
supplies and
equipment by the staff
She applies the
principles of material
management while
managing the supplies
and equipment
She must maintain
an adequate supply
of material at hand
at all times
Keep all articles and
equipment readyfor
use and readily
available
Keep the items and
supplies under lock
and key
Regularly check and
maintain inventory
up to date
Educate the staff to
use the material
properlyand replace
it in the same places
after use
Role of head nurse in
management of Supplies and
Equipment

43. ROLE OF NURSE MANAGERS IN MAINTAINING EQUIPMENT AND SUPPLY
Input Process Output
Feedback

44. Role of Nurse manager in Material Management
Take an active part in
estimating demand for
equipment and
supplies as per hospital
policy
Developwardpolicy
and communicate
higher authority about
the gap in demand and
supply
Conduct meetings and
prepare guidelines for
handing and taking
over
Ensure adequate supply
maintain a current
inventoryof equipmentand
supplies in functional order
Condemn non-functional
and outdated articles
Have inventory control
and maintain a buffer
stock
Keepenough stockfor
evening and nights.
Communicate all staff
about "out of stock"
material
Send requisition
monthly, weekly,as per
policy
Maintain proper
records and reports of
supplies and materials

45. RESEARCH ARTICLE
Review Article Insights into Equipment Planning of a 250-Bed Hospital Project
ABSTRACT
Too often, a hospital neglects to plan on the purchase of medical equipment. The
purchasing process is done on an ad-hoc basis, at the last minute, not based on
what the hospital’s real needs, and is approved based on who shouts the loudest
or is the most influential in the hospital. In this hour, aim is “What should be done
to buy the most suitable equipment, for the lowest price, for the right reasons at
the right time.
• This article deals with the best practices in equipment planning. A 250-bed
hospital with all basic specialties would require 45 crores for equipment alone.
There is need for planning so that new technology can be introduced, co-ordinate
purchase, and it helps making process transparent, accountable objectives and it
will actually save money too. The key mantra to beat the above practices is to
create a sense of anticipation while training a hospital manager and ensuring
adequate safeguards measures prior to the procurement. Efficient Manager
needs to play a balancing role between the limited resourcesof an organization,
temerity of the specialist to procure equipment and ground realities of its uses.

46. SUMMARY / Take away messages
• Organizationalclimate (OC) refers to the perception, Feeling, and attitudes
of employees towards its elements and works environment.
• It is an input of various approaches such as structural, perceptual,
interactive, and cultural approaches.
• As compared to organization culture, OC is a broad concept and socially
constructed.
• Both internal and external environmental factors and practices affect the
OC.
• Organizationalclimate exists at the individual, group, and organizational
level. It is either rule-oriented or people and innovation-oriented.

47. SUMMARY / Take away messages cont....
• Organizational effectiveness is concerning with achieving its goals
within the available resources and means. It is the process of meeting
organizational objectives and expectations of society.
• It has various approaches, such as goals, functional, and system-
resource approaches.
• Managerial, organizational, environmental, and employees related
factors affect the performance of an organization.
• Various methods at a different level can use OE to improve
organizational performance.

48. SUMMARY / Take away messages cont....
• Equipment and supplies are one of the essential parts of overall material
management.
• Four activities, i.e., planning and budgeting, procurement and commissioning, daily
operations and safety, maintenance and decommission equipment under the
equipment management cycle.
• Planning equipment and supplies are essential to maintain quality health services.
• There are many equipment planning tools used in planning equipment and supplies.
• Five significant steps of planning equipment are to estimate equipment
requirements, need identification, and setting a goal, gathering current stock data,
determine stockvalue, assess the expenditure of material-related consumable items,
calculating usage rate, and requirement of consumable items.
• Condemnation is an act of judging material including equipment and linen, are
unfit/unsafe for use, non-functional, scrapped, and surplus, need to dispose of, and
technically obsolete.
• Each hospital formulates its condemnation committee and has a set condemnation
procedure.

49. BIBLIOGRAPHY
• Principles and Practice of Nursing Management and Administration for BSc and MSc
nursing; Joginder wati; 2nd edition (2020), Jaypee brothers’ medical publisher, Page no-
184-191 & 480-483
• Nursing administration; BT Basavanthappa; 2nd edition (2009), Jaypee brothers’ medical
publishers(P) ltd, Page no- 410
• https://www.tandfonline.com/doi/abs/10.1111/j.1533-8525.1972.tb02100.x
• https://scholar.google.co.in/scholar?q=Employee+Engagement+and+Organizational+Effe
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1&oi=scholart
• https://scholar.google.co.in/scholar?q=The+Study+of+Organizational+Effectiveness*&hl=
en&as_sdt=0&as_vis=1&oi=scholart
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• https://www.ijhsr.org/IJHSR_Vol.4_Issue.10_Oct2014/44.pdf