NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

Walden University NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool-Step-By-Step Guide

This guide will demonstrate how to complete the Walden University NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.

How to Research and Prepare for NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool                       

Whether one passes or fails an academic assignment such as the Walden University NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.

After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.

How to Write the Introduction for NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool                       

The introduction for the Walden University NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.

How to Write the Body for NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool                       

After the introduction, move into the main part of the NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool  assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.

Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.

How to Write the Conclusion for NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool                       

After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.

How to Format the References List for NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool                       

The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.

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A Sample Answer For the Assignment: NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

Title: NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

Quality improvement is critical for a healthcare organization’s efforts to offer safe and better patient care services. Therefore, a quality improvement initiative has to be formulated and implemented. However, the success of such an implementation effort heavily depends on the organizational culture (Mannion & Davies, 2018). The implication is that there is a need to assess the organization’s culture to evaluate the readiness for quality improvement initiative implementation. The purpose of this week’s assignment is to complete the organizational culture assessment tool for a healthcare organization and explore the state of the organizational readiness for quality improvement. In addition, the write-up will explore the leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality.

The State of the Organizational Readiness for Quality Improvement

            As earlier highlighted, the success of implementing a quality improvement initiative heavily hinges on an organization’s culture, which affects its readiness for a quality improvement initiative implementation (Fulop & Ramsay, 2019). As such, an organizational culture assessment tool (Appendix 1) was completed by responding to sixteen questions reflecting on various aspects of the organization’s readiness for quality improvement. In general, the organization looks ready for quality improvement; this is indicated in the answers to some prompts in the assessment tools. For instance, a strongly agree response was given for the prompt, “If a process, procedure, approach is not working, we can correct it with ease.” The response indicates that the organization is always ready to change a process or a procedure in a case where it is not working. This is where the quality improvement initiative comes in, where the organization will readily accept the proposed quality improvement initiative to improve the organization.

The organizational culture is also present for quality improvement. Quality improvement initiatives require the involvement of every staff. The organization’s assessment revealed that the organization uses tools and platforms internally to help collaborate and communicate more effectively. This is an indication that the culture is present for quality improvement. Collaboration and communication between various staff members will be key for successfully implementing the quality improvement initiative (Busse et al., 2019). Therefore, the organizational culture is likely to support the prosed quality improvement initiative fully.

Leadership Strategies Present in the Organization

             The organization’s assessment also revealed various leadership strategies present in the organization that can support quality improvement, positive patient experience, and healthcare quality. One of such strategies is effective communication. The leadership has established well-defined communication channels and kept the channels open. The implication is that every staff and patient can communicate to the right person what bothers them so that action can be taken as appropriate. Such effective communication will foster quality improvement and positive patient experiences (Asif et al., 2019).

Another strategy present in the organization’s leadership is the willingness to delegate duty. Duty delegation and responsibility assignment make the staff feel valued and part of the organization. This ensures that the implementation of the quality improvement initiative will be successful since everyone will be involved. The organization leadership also fully supports various organizational administrators in proposals to improve patient care services. Such support will be key in improving patient satisfaction and healthcare quality (Asif et al., 2019). When various administrators receive the full support of the top leadership, they will accomplish the patient service quality improvement initiatives improving the patient experience and healthcare quality in the process.

Conclusion

The implementation of a quality improvement initiative substantially depends on the organizational culture. Therefore, it is imperative to embark on the organizational culture assessment to ascertain the organization’s readiness for the quality improvement initiative implementation. This write-up has presented an assessment of organizational culture and a discussion of the readiness to implement the quality improvement initiative.

References

Asif, M., Jameel, A., Sahito, N., Hwang, J., Hussain, A., & Manzoor, F. (2019). Can leadership enhance patient satisfaction? Assessing the role of administrative and medical quality. International journal of environmental research and public health, 16(17), 3212. https://dx.doi.org/10.3390%2Fijerph16173212

Busse, R., Klazinga, N., Panteli, D., Quentin, W., & World Health Organization. (2019). Improving healthcare quality in Europe: characteristics, effectiveness, and implementation of different strategies. World Health Organization. Regional Office for Europe.

Fulop, N. J., & Ramsay, A. I. (2019). How organizations contribute to improving the quality of healthcare. BMJ, 365. https://doi.org/10.1136/bmj.l1773

Mannion, R., & Davies, H. (2018). Understanding organizational culture for healthcare quality improvement. Bmj, 363. https://doi.org/10.1136/bmj.k4907

All patients deserve quality health services at all times. Accordingly, healthcare organizations must guarantee excellence in service delivery and continuously commit to addressing patient needs competently and satisfactorily. Achieving this essential objective requires healthcare organizations to adopt practices that improve the quality of care as situations oblige. As a result, they must have cultures ready for change. Quality improvement should be among the guiding principles and core values of care delivery. An organizational culture assessment illustrates the organization’s position in readiness for quality improvement. This paper explains the organization’s culture and ability to support quality improvement to improve patient care.

The State of Cultural/ Readiness for Quality Improvement

In health practice, quality improvement initiatives cannot succeed without a flexible and supportive culture. Mannion and Davies (2018) described a culture ready for quality improvement as a practice environment characterized by a healthy relationship between people and systems. Coordination and teamwork are critical besides resources availability, commitment to change, and promoting creativity. Bernardes et al. (2020) further mentioned that organizations ready for quality improvement have a culture that naturally emphasizes continuous quality improvement to promote a healthy workplace, patient satisfaction, and organizational growth. The desire for positive change is the foundation for quality improvement.

A close assessment of the organization’s approach to everyday work, relationships, and values illustrate readiness for quality improvement. The organizational culture assessment tool (Appendix 1) evaluates the organization in several areas, and the scaled scores depict an organization that supports individual growth, collaboration, and shared decision-making. Based on the scores, the culture is largely a clan culture, primarily characterized by participation, shared values, cohesion and high morale (Mesfin et al., 2020). The staff enjoys autonomy and comfort, and territories that hamper staff-management cohesion are removed. Overall, such a culture supports change since the primary goal is to improve processes to achieve better outcomes.

Quality Improvement Culture

The culture present is ideal for quality improvement. As exhibited in the assessment tool (Appendix 1), three key metrics indicate a culture where quality improvement initiatives get the necessary support. For instance, the healthcare staff pushes past the “we have always done it that way” objection. This point implies that the staff is not rigid to stick to the status quo, which is among the causes of resistance to change in healthcare organizations (Johnson & Davey, 2019). The healthcare staff is also encouraged to exercise creativity. A culture that supports creativity is highly flexible in accepting new ideas to improve care quality. Collaboration and communication are critical elements in quality improvement initiatives too. Quality improvement initiatives are implemented quickly and more conveniently in healthcare settings that collaborate and communicate openly.

Supportive Leadership Strategies

Leadership plays a critical role in supporting quality improvement and other practices that enhance their overall performance. A dominant leadership strategy in the organization is collaborative leadership, characterized by healthcare teams working together in planning, implementing roles, and evaluating outcomes (Folkman et al., 2019). As a part of the organization’s dominant practices, the organization’s members clearly understand what drives the organization’s success and collaborate to optimize the organization’s performance. Eliminating territories and welcoming comments from the entire staff makes employees feel valued, increasing their commitment to achieving the set goals. Other leadership strategies effective in improving quality, positive patient experiences, and healthcare quality include shared decision-making, delegation where necessary, and sharing work based on the principle that getting it done the best should be the priority. Besides promoting teamwork, these strategies guarantee excellence and progressive improvement as situations oblige. Importantly, encouraging creativity also makes the staff engage in research and other practices that make them more informed and innovative to provide satisfactory and quality care.

In conclusion, quality improvement initiatives require a culture ready for positive change. The management should support creativity, and the staff should collaborate to identify areas of inefficiency and improve them accordingly. An organizational culture assessment reveals the organization’s readiness in terms of adopting new practices. The assessment tool (Appendix 1) indicates a culture ideal for quality improvement in the organization. Collaboration, creativity, communication, and continuous improvement are highly emphasized and are pivotal in quality improvement.

References

Bernardes, A., Gabriel, C. S., Cummings, G. G., Zanetti, A. C. B., Leoneti, A. B., Caldana, G., & Maziero, V. G. (2020). Organizational culture, authentic leadership and quality improvement in Canadian healthcare facilities. Revista Brasileira de Enfermagem, 73. https://doi.org/10.1590/0034-7167-2019-0732

Folkman, A. K., Tveit, B., & Sverdrup, S. (2019). Leadership in interprofessional collaboration in health care. Journal of Multidisciplinary Healthcare, 12, 97–107. https://doi.org/10.2147/JMDH.S189199

Johnson, J. A., & Davey, K. S. (2019). Essentials of managing public health organizations. Jones & Bartlett Learning.

Mannion, R., & Davies, H. (2018). Understanding organisational culture for healthcare quality improvement. BMJ, 363. https://doi.org/10.1136/bmj.k4907

Mesfin, D., Woldie, M., Adamu, A., & Bekele, F. (2020). Perceived organizational culture and its relationship with job satisfaction in primary hospitals of Jimma zone and Jimma town administration, correlational study. BMC Health Services Research, 20, 1-9. https://doi.org/10.1186/s12913-020-05319-x

implemented in an organization. It determines the manner in which people make decisions that contribute to organizational success. Organizational culture should be facilitative in nature. Further, it should allow the use of new approaches to implementing organizational strategies. The phenomenon should also be flexible to ensure that new interventions are used to enhance the realization of the set organizational goals. Besides, the employees should take responsibility of the decisions they make in undertaking their assigned tasks. They should also have the freedom to try innovative ways in which the goals of their organization can be achieved. Therefore, this essay examines the readiness of my organization to embrace the proposed change. It also refines the developed PICOT statement and summarizes research articles relevant to it.

Analysis of Readiness Assessment

Organizational culture and readiness assessment for this project was done using a tool developed by Cameron and Quinn (2011). According to the tool, assessment of organizational culture and readiness is done with a consideration of six main dimensions of organizational culture. The dimensions include dominant characteristics, organizational leadership, and management of the employees, organizational glue, strategic emphases, and criteria of success. Each of these dimensions has four questions that are scored based on the prevalent conditions. For instance, an alternative is scored 55 if it has very similar characteristics with the organization, 20 if somewhat similar, five if similar, and zero if dissimilar. An average is then computed to determine the organizational readiness and culture. The analysis tool by Cameron and Quinn (2011) was selected because of its focus on multiple aspects of organizational culture and readiness. It also allows for the determination of the improvement initiatives that can be adopted to enhance organizational readiness for change.

The outcomes of the readiness and culture assessment revealed that my organization is ready to embrace the proposed change. The organization has an overall score of 90% in its readiness and cultural assessment. The organization had the highest scores in areas that included criteria for success, strategic emphases, management of employees, and organizational characteristics. There were moderate scores in dominant characteristics in the organization. The organization scored poorly in organizational glue. It had a number of strengths that demonstrated its readiness to embrace change. They included people sharing information freely, being ready to take risks, leadership exemplifying excellence in facilitating development, and utilization of teamwork to get organizational tasks done. A few potential barriers to change were identified. They included the lack of formal rules related to implementing change, resource inadequacy to create new changes, and lack of efficient processes that improve resource use. However, these obstacles will be addressed by ensuring that the proposed intervention addresses the critical needs of the organization, optimizing opportunities brought by the intervention, and aligning the intervention with the expectations of the organizational stakeholders.

Conclusion

In sum, organizational readiness assessment should be undertaken prior to implementing evidence-based interventions in the clinical settings. The assessment provides insights into the organizational strengths as well as areas of weaknesses that will enhance the implementation process. It also guides in the adoption of measures that will manage anticipated forces that hinder the implementation process. Therefore, the right tool should be selected to obtain most accurate information on the readiness of an organization to embrace evidence-based practice.

Sample Answer for NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool Included

Assignment 1: Organizational Culture Assessment Tool

Your company is ready to launch a quality improvement initiative, but it is clear that not everyone is on board with the concept.

What could be the source of this possible resistance? What effect does organizational culture have on the ability to participate in quality improvement initiatives?

Organizational culture refers to the shared way of thinking or feeling in a given organization. This culture encourages adaptability and/or improvement. For example, if an organization’s culture welcomes change and encourages all voices to be heard, a quality improvement initiative is more likely to be accepted and supported. However, implementing a quality improvement initiative may be met with hesitation and skepticism if an organizational culture penalizes admitting mistakes and only leadership voices are respected.

In this Assignment, you will consider the impact of cultural and organizational readiness on the implementation of quality improvement initiatives. You will consider the leadership strategies needed to support these measures and complete an Organizational Culture Assessment Tool.

To Prepare:

• Review the Learning Resources regarding the implementation of quality improvement initiatives.
• Consider what stakeholders must be present to implement these initiatives, and reflect on the leadership strategies needed for success in promoting quality improvement initiatives in healthcare organizations and nursing practice.
• Select a healthcare organization or nursing practice (with which you are familiar) to complete the Organizational Culture Assessment Tool.

The Assignment: (2–3 pages)

Complete the Organizational Culture Assessment Tool for the healthcare organization or nursing practice you selected. Then, address the following:

• What is the state of cultural/organizational readiness for quality improvement?
• Is the organizational culture present for quality improvement?
• What leadership strategies are present in the organization to support quality improvement, positive patient experiences, and healthcare quality?

Reminder: The College of Nursing requires that all papers submitted include a title page, introduction, summary, and references. The Sample Paper provided at the Walden Writing Center provides an example of those required elements (available at https://academicguides.waldenu.edu/writingcenter/templates/general#s-lg-box-20293632). All papers submitted must use this formatting.

By Day 7

Submit your completed Organizational Culture Assessment Tool and the responses to the prompts for this Assignment by Day 7 of Week 6.

NURS 8302 Week 6 Assignment 1: Organizational Culture Assessment Tool

Submission and Grading Information

To submit your completed Assignment for review and grading, do the following:

• Please save your Assignment using the naming convention “WK6Assgn1+last name+first initial.(extension)” as the name.

Click the Week 6 Assignment 1 Rubric to review the Grading Criteria for the Assignment.

Click the Week 6 Assignment 1 link. You will also be able to “View Rubric” for grading criteria from this area.

Next, from the Attach File area, click on the Browse My Computer button. Find the document you saved as “WK6Assgn1+last name+first initial.(extension)” and click Open.

If applicable: From the Plagiarism Tools area, click the checkbox for I agree to submit my paper(s) to the Global Reference Database.

Click on the Submit button to complete your submission.

Grading Criteria

To access your rubric:

Week 6 Assignment 1 Rubric

Check Your Assignment Draft for Authenticity

To check your Assignment draft for authenticity:

Submit your Week 6 Assignment 1 draft and review the originality report.

Read Also: NURS 8302 Week 6 Discussion: Quality Improvement Initiative

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Week 6 Assignment 1

Rubric Detail

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Content

Name: NURS_8302_Week6_Assignment1_Rubric

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		Excellent	Good	Fair	Poor
Complete the Organizational Culture Assessment Tool for the healthcare organization or nursing practice selected.		Points Range: 9 (9%) – 10 (10%) A fully completed Organizational Culture Assessment Tool for the healthcare organization or nursing practice selected is submitted.	Points Range: 8 (8%) – 8 (8%) A mostly completed Organizational Culture Assessment Tool for the healthcare organization or nursing practice selected is submitted.	Points Range: 7 (7%) – 7 (7%) An inaccurate or incomplete Organizational Culture Assessment Tool for the healthcare organization or nursing practice selected is submitted.	Points Range: 0 (0%) – 6 (6%) An inaccurate and incomplete Organizational Culture Assessment Tool for the healthcare organization or nursing practice selected is submitted, or it is missing.
Assess the state of cultural/organizational readiness for quality improvement.		Points Range: 23 (23%) – 25 (25%) The response accurately and clearly explains in detail an assessment of the state of cultural/organizational readiness for quality improvement.	Points Range: 20 (20%) – 22 (22%) The response accurately explains and assesses the state of cultural/organizational readiness for quality improvement.	Points Range: 18 (18%) – 19 (19%) The response inaccurately or vaguely explains and assesses the state of cultural/organizational readiness for quality improvement.	Points Range: 0 (0%) – 17 (17%) The response inaccurately and vaguely explains and assesses the state of cultural/organizational readiness for quality improvement, or it is missing.
Assess whether organizational culture is present for quality improvement.		Points Range: 23 (23%) – 25 (25%) The response accurately and clearly explains in detail an assessment of whether organizational culture is present for quality improvement.	Points Range: 20 (20%) – 22 (22%) The response accurately explains an assessment of whether organizational culture is present for quality improvement.	Points Range: 18 (18%) – 19 (19%) The response inaccurately or vaguely explains an assessment of whether organizational culture is present for quality improvement.	Points Range: 0 (0%) – 17 (17%) The response inaccurately and vaguely explains an assessment of whether organizational culture is present for quality improvement, or it is missing.
Identify and assess leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality.		Points Range: 23 (23%) – 25 (25%) The response comprehensively assesses and fully identifies leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality.	Points Range: 20 (20%) – 22 (22%) The response identifies and assesses leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality.	Points Range: 18 (18%) – 19 (19%) The response inaccurately or vaguely identifies, and may assess, the leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality.	Points Range: 0 (0%) – 17 (17%) The response inaccurately and vaguely identifies the leadership strategies present in the organization to support quality improvement, positive patient experiences, and healthcare quality, or it is missing.
Written Expression and Formatting – Paragraph Development and Organization: Paragraphs make clear points that support well-developed ideas, flow logically, and demonstrate continuity of ideas. Sentences are carefully focused—neither long and rambling nor short and lacking substance. A clear and comprehensive purpose statement and introduction is provided which delineates all required criteria.		Points Range: 5 (5%) – 5 (5%) Paragraphs and sentences follow writing standards for flow, continuity, and clarity. A clear and comprehensive purpose statement, introduction, and conclusion is provided which delineates all required criteria.	Points Range: 4 (4%) – 4 (4%) Paragraphs and sentences follow writing standards for flow, continuity, and clarity 80% of the time. Purpose, introduction, and conclusion of the assignment is stated, yet is brief and not descriptive.	Points Range: 3.5 (3.5%) – 3.5 (3.5%) Paragraphs and sentences follow writing standards for flow, continuity, and clarity 60%–79% of the time. Purpose, introduction, and conclusion of the assignment is vague or off topic.	Points Range: 0 (0%) – 3 (3%) Paragraphs and sentences follow writing standards for flow, continuity, and clarity < 60% of the time. No purpose statement, introduction, or conclusion was provided.
Written Expression and Formatting – English writing standards: Correct grammar, mechanics, and proper punctuation		Points Range: 5 (5%) – 5 (5%) Uses correct grammar, spelling, and punctuation with no errors.	Points Range: 4 (4%) – 4 (4%) Contains a few (1 or 2) grammar, spelling, and punctuation errors.	Points Range: 3.5 (3.5%) – 3.5 (3.5%) Contains several (3 or 4) grammar, spelling, and punctuation errors.	Points Range: 0 (0%) – 3 (3%) Contains many (≥ 5) grammar, spelling, and punctuation errors that interfere with the reader’s understanding.
Written Expression and Formatting – The paper follows correct APA format for title page, headings, font, spacing, margins, indentations, page numbers, parenthetical/in-text citations, and reference list.		Points Range: 5 (5%) – 5 (5%) Uses correct APA format with no errors.	Points Range: 4 (4%) – 4 (4%) Contains a few (1 or 2) APA format errors.	Points Range: 3.5 (3.5%) – 3.5 (3.5%) Contains several (3 or 4) APA format errors.	Points Range: 0 (0%) – 3 (3%) Contains many (≥ 5) APA format errors.
Total Points: 100

Name: NURS_8302_Week6_Assignment1_Rubric