Assignment Task: Organizational Culture and Climate Assessment
A thorough, evidence-based analysis of organization culture and climate begins with a thorough, evidence-based assessment. You will use this tool to assess the culture and climate of your institution. Take a tour of your organization. Complete each item with the seven categories of the assessment tool for the organization, not just your unit. There is no right or wrong answers and some will be as varied as the types and numbers of organizations represented by the class. Your answers should reflect the data you collect, not just what you think is the case. Therefore, if there are areas you are unsure about; make contact with the best resource you have at the organization to obtain the best evidence. Using this assessment tool assumes observations are being completed on "normal" days, not one consisting of extreme circumstances or situations. In other words, don't choose a day to observe when a crisis is occurring. Upon completion of the tool, you will have the information needed to analyze the culture from various evidence points and to reflect on congruence between the climate and culture of your organization. Need Assignment Help?
Remember to include the completed tool with your analysis paper.
Please remember this is an individual assignment. While you might happen to be taking this course at the same time as someone else that works with you at the same or nearby organization, this is not a group assignment. If you have any questions about completing the assignment, reach out to your instructor or course leader.
Organizational Culture and Climate Assessment Tool
Adapted from Marquis, B., & Huston, C.J. (2017). Assessing the organizational culture, in Leadership roles and management functions in nursing: Theory and application (9th ed.). Wolters Kluwer, p. 307).
1. Physical Environment
a. What is the visual appeal of the environment
The environment of the hospital is visually appealing. It is clean, well-maintained, and organized, which creates a welcoming and positive atmosphere. The overall vibe feels uplifting and professional. Additionally, almost all staff members are friendly and approachable, which adds to the warmth and comfort of the space for both patients and employees.
b. Is the environment guest friendly?
e.g. access to different locations within the facility, treatment areas clearly marked, waiting areas/lobbies are well furnished and welcoming, spaces large enough for groups (families, patients, and providers) to meet in privacy or quietness, dining facilities adequate for usage, etc.?
Yes, the environment is very welcoming and guest-friendly. There are no restrictions on visitors or age limits for family members, as long as the patient is comfortable with their presence. Each unit includes small designated areas where families can gather, and certain units-such as oncology, ICU, and step-down-have private, closed spaces for confidential discussions about the patient's plan of care. Overall, the facility is designed to accommodate families and visitors comfortably while supporting patient privacy and comfort.
c. Sufficient space for colleagues, team, interdepartmental meetings?
Yes, each unit is equipped with a classroom that can comfortably accommodate 15 to 20 people for meetings or training sessions. Additionally, the ground level of the facility has larger halls available for bigger gatherings or interdepartmental meetings when needed.
d. Designated chapel or worship space?
Yes, the facility has a designated chapel or worship space available for patients, families, and staff. This quiet and peaceful area provides a place for reflection, prayer, and spiritual support, accommodating a variety of faiths and beliefs.
e. Other observations of the physical environment?
The physical environment is good with good lighting. And there are signs. Throughout the facility making it easy to navigate around.
2. Environmental Safety
a. Hallways, passageways, elevators, stairwells clean, free from clutter, and well illuminated.
Yes, there are different elevators for staffs, transporting patient, for visitors which makes it easier for everyone
b. A safety committee exists and is actively engaged
Yes
c. Security services needed and provided?
Yes security usually makes round 4-5 times around the unit and are easily available if needed via phone or walkie
d. Equipment maintained in good working order?
As a lot of equipment are used in hospital and is overused, not all equipment are in good condition but more than 90% are in good condition and the equipment that are not working well has a separate room for replacement or to fix?
3. Social Environment
a. Organization-wide social events held periodically, especially around holidays or professional days?
Yes, organization-wide social events are occasionally held, especially around holidays or to recognize professional milestones, such as Nurses Week or Hospital Week. However, due to chronic short staffing, especially among nurses, many of us are unable to attend these events while on shift.
During the holidays, our scheduling policy follows a rotation system, meaning nurses typically work every other major holiday. For example, if I work on Thanksgiving Day, I may be off on Christmas Day, but often that also means working Christmas Eve and the day after Christmas.
b. Organization events well attended?
Attendance at organization events tends to vary. While some staff members, especially those not working clinical shifts, participate actively, attendance from nurses and other frontline clinical staff is often limited.
c. Interdepartmental socialization is positive?
Yes, interdepartmental socialization on our unit is generally positive. Staff from different departments, including respiratory therapy, pharmacy, physical therapy, speech therapy, and case managers all collaborate closely and communicate effectively. These interactions foster mutual respect and teamwork, which ultimately enhance patient care.
d. Any departments preferred or disliked?
I love all the departments and units.
e. Evidence of colleague or employee socialization outside of work?
On our unit, socializing outside of work is rather common. Beyond our shifts, nurses and PCTs frequently meet together for meals, or just to catch up. We can unwind during these get-togethers, occasionally talking about our jobs but more frequently laughing and bonding over family and personal stories. This connection improves our teamwork and creates a more positive and joyful work atmosphere.
f. Staff and colleagues appear to like each other
Yes, our team is really supportive of each other.
g. How are interactions between staff and visitors?
For this question, I can only answer on behalf of my unit. We love when patients have family/visitors. Having loved ones around can significantly impact a patient's healing process because we recognize that being in the hospital can be a stressful and lonely experience. Our staff warmly welcomes all visitors. We prioritize answering their inquiries, giving them frequent updates, and, where suitable, including them in the treatment process to the family members who are in the patient's chart or listed as emergency contacts.
Organizational power structure
h. Where is the seat of power within the organization?
The seat of power within the organization lies primarily with the executive leadership team, including the Chief Nursing Officer (CNO), Chief Executive Officer (CEO), and other department directors. These individuals are responsible for setting policies, making high-level decisions, and shaping the overall strategic direction of the organization.
i. What is the balance of power seen between departments?
The balance of power between departments in our facility is generally collaborative, though like any healthcare setting, some departments naturally hold more influence due to their role in critical decision-making. For example, departments like administration, nursing leadership, and medicine often have a stronger voice in operational and clinical matters. However, there is a growing emphasis on interdisciplinary teamwork, where input from nursing, pharmacy, therapy, and support services is valued and encouraged.
j. Is special treatment/perks given to some, i.e., parking preferences, dining perks,
Yes, we have different parking lots for staff. For dining it is the same for everyone, including visitor and workers at the hospital.
k. What symbols of importance or power are visible/obvious?
In our facility, several visible symbols reflect importance or power. For instance, individuals in leadership roles often wear specific badges or have titles displayed on their ID cards, such as "Manager," "Director," or "Charge Nurse."
l. Are some referred to or addressed always by their surname or title?
Yes, in our facility, it's common to address physicians by their professional titles, such as "Dr. Jones". This reflects respect for their roles and credentials. However, among nurses and other staff, a first-name basis is typically used, which fosters a more approachable and team-oriented environment.
m. Are lines of authority clear and followed?
Yes, the lines of authority in our facility are generally clear and well-structured. Each staff member understands their role and who they report to, whether it's the charge nurse, nurse manager, or department director.
n. How is informal power managed?
Informal power is present in every unit, often held by experienced staff members, strong communicators, or those who are well-respected by their peers. In our unit, informal power is generally positive and used constructively.
4. Professional and personal support
a. Provisions for professional development of staff available and supported?
Yes, our organization actively supports the professional development of staff. Opportunities such as continuing education courses, certifications, workshops, and seminars are regularly offered or facilitated. That's why I am continuing my education at Chamberlain University through my work, taking advantage of these support systems to advance my nursing career.
b. Educational reimbursement for degree work?
Yes, the organization offers educational reimbursement for degree-related coursework. This benefit supports employees who are pursuing higher education, such as bachelor's or master's degrees in nursing or other healthcare fields.
c. Recognition awards and perks?
Yes, the organization has a variety of recognition awards and perks to honor the hard work and dedication of staff. These include employee of the month awards, DAISY Awards for outstanding nursing care, and special acknowledgments during annual celebrations like Nurses Week. I did receive DAISY award and Buby Bee award this year.
d. Adequate staff lounge or gathering areas?
Yes.
e. Organization supports social functions/holiday parties financially
While the organization does not directly fund social functions or holiday parties, different units have their own community groups that organize and support these events. For example, our unit has the "Sunshine Community," where staff contributes $30 annually. This fund is used to celebrate occasions such as birthdays, especially if someone is working on their birthday, baby showers, and staff achievements. These unit-based initiatives help foster a sense of community and appreciation among team members.
5. Organizational communication
a. How does communication most frequently occur?
i. Eg, email, unit-wide postings, verbally, snail-mail, etc
Communication is key in any organization and personal life. Our organization uses email as well as monthly meetings and some of the things we discuss every morning in the huddle before we start our shift.
b. Does informal communication exist?
i. e.g. grapevines, water-cooler discussions, texting,
ii. How reliable is informal communication?
Informal communication does exist within the unit and departments.
c. Where does important information get communicated?
i. Staff lounge, physician's ready rooms, parking lots, during procedures?
Important information is typically communicated within the hospital, specifically at the nursing station, in patient rooms during care, or through secure communication methods such as hospital-approved chat systems and phone calls. It does not usually occur in informal spaces outside patient care areas, like parking lots.
6. Organizational taboos
a. Are there any topics off limits for discussion?
While open communication is encouraged in our unit, certain topics are often approached with caution to maintain professionalism and morale. For example, staffing challenges are a frequent subject of conversation. Personally, I have noticed that there is a lot of complaining about staffing shortages and workflow issues, which has been ongoing since I joined. While some staff express valid concerns, the daily negative discussions can sometimes affect newer nurses like me, making it harder to stay positive during shifts.
b. Do "unofficial rules and policies" that can never be broken exist?
Yes, like many healthcare settings, our unit has several "unofficial rules" that staff are expected to follow even if they're not formally documented. These include maintaining professionalism in communication and supporting teamwork by helping colleagues when possible. While these guidelines may not be written in policy manuals, breaking them can impact trust and the overall work environment.
c. Do cliques exist that can never be questioned or disrupted?
Cliques do sometimes form within units, as in many workplaces, often based on shared experiences or length of time working together. While these groups can foster strong bonds and support among members, they can also unintentionally create barriers for newer staff or those outside the group. In our unit, such cliques exist but are not entirely unchallengeable.