Organizational Culture Assessment

Organizational Culture Assessment

Organizational culture assessment can be well-defined as the procedure of fiddling that aids numerous organizations in distinguishing between their present situations in regards to principles and the anticipated future (Armenakis et al., 2011). Mainly, this procedure involves analyzing the organization’s prospects, involvements, viewpoints, as well as the standards that control employee behavior in an organization. Typically, the procedure is carried out through the Organizational Culture Assessment Instrument (OCAI), which was established by Kim Cameron and Robert Quinn at the University of Michigan. The aspect of governance is quite imperative in an organization’s culture (Fisher & Hubbard, 2015). Besides, any new organizational leader needs to have adequate indulgence regarding the organization’s culture (Davis & Cates, 2018). In essence, this aspect will ultimately define the triumph or failure of the organization and the head.

Organizational Culture Assessment Instrument- Current and Future States

In regards to the four quadrants, an enormous disparity noted between the current culture and the future culture was in the quadrants:

1. Create- A disparity of 9
2. Compete- A disparity of 7

Needed Organizational Changes Based on OCAI Scores

Conspicuously, there is an imperative prerequisite for numerous organizational changes in regards to the OCAI scores generated from the assessment. In essence, one of the organizational changes demanded in the organization is the utilization of technology in the aspect of employee communication. The numerous technological advancements will make it easier for employees, such as the nurses, to collaborate. Operative tools enhancing the element of collaboration, such as file allotment, video conferencing, or enterprise chat tools, will solve this menace.

The other organizational change necessary is the adoption of innovation in the day to day hospital operations. Innovation refers to the procedure that a person or an organization assumes to hypothesize new commodities, processes, and notions. Besides, it can also refer to the approach of popular specialties, procedures, and concepts in new techniques. Virtually, this will handle the event of providing a competitive edge to the organization.

Increase/Decrease Emphasis

To be specific, each of the four quadrants either calls for an increase or decrease in emphasis. Regarding the facet of increasing emphasis, the quadrants, create and compete, ought to be put to maximum consideration by the organization. The reason for this is because the present scores are much lesser in comparison to the future scores. Conversely, the other two quadrants, control and collaborative, call for a decrease in the event of emphasis.

Defining Change within Quadrants

In the event the create quadrant experiences significant alterations, the organization will be bound to experience a competitive advantage in comparison to other organizations. In essence, the reason for this will be that the organization will be able to create the appropriate commodities putting into consideration the market demand. Besides, this will diminish the wastes and costs hence elevating the finances.

On the other hand, if this does not take place, the organization will be in dangerous predicaments. Precisely, it will not have the aptitude of competitive with other organizations of its kind. Besides, the organization will fail to diminish the costs and wastages; hence in the event of time, it will start experiencing significant losses.

Type of Change

The type of change can be denoted as transformative. The reason for this is that the move will convert the organization from being a less competitive institution to a more robust and competitive one. Also, it will transform how the organization operates concerning the procedures and capital procedures

Strategies and Goals

Multiple actionable strategies are critical to changing culture. Some of these actionable strategies include the following:

1. Developing visible proponents- Essentially, this entails the aspect of establishing a culture of success (Moss et al., 2017)
2. Measuring of the workforce efforts

Apparently, these culture-changing strategies require both short term and long term goals. Below are some of the short and long term goals:

Short term goals- To reduce productions costs and wastes and to develop a minor competitive edge

Long term goals- To increase the organization’s net worth and to expand on new opportunities

Conclusion

It is quite evident that organizational culture ought to be assessed appropriately. Regarding the nursing profession, archetypal specialized nursing preparation ought to be contrived, executed, and advanced in the event of time. Besides, as the profession endures to improve its exceptional discipline and exercise, the profession and research must be directed by theory resultant from the nursing indulgence (Cordo & Hill-Rodriguez, 2017).

References

Armenakis, A., Brown, S., & Mehta, A. (2011). Organizational culture: Assessment and transformation. Journal of Change Management, 11(3), 305-328. Retrieved from https://www.tandfonline.com/doi/abs/10.1080/14697017.2011.568949

Cordo, J., & Hill-Rodriguez, D. (2017). The evolution of a nursing professional practice model through leadership support of clinical nurse engagement, empowerment, and shared decision making. Nurse leader, 15(5), 325-330. Retrieved from https://www.sciencedirect.com/science/article/pii/S1541461217302008

Davis, R., & Cates, S. (2018). THE IMPLEMENTATION OF THE ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT IN CREATING A SUCCESSFUL ORGANIZATIONAL CULTURAL CHANGE. International Journal of Business & Public Administration, 15(1). Retrieved from http://search.ebscohost.com/login.aspx?direct=true&profile=ehost&scope=site&authtype=crawler&jrnl=15474844&AN=132129457&h=DR2jOOA5uE61wd%2FUsIkvtmtHvln5w7IZGsvlpWDcXpaqm7vhqdL3OJ0XHIt%2F7%2FW8eD4FSAAwme%2FQg5fDp8Ytog%3D%3D&crl=c

Fisher, C. A., & Hubbard, M. L. (2015). Extending evidence through shared governance. Nursing management, 46(7), 16-18. Retrieved from https://journals.lww.com/nursingmanagement/Fulltext/2015/07000/Extending_evidence_through_shared_governance.5.aspx

Moss, S., Mitchell, M., & Casey, V. (2017). Creating a Culture of Success: Using the Magnet Recognition Program® as a Framework to Engage Nurses in an Australian Healthcare Facility. JONA: The Journal of Nursing Administration, 47(2), 116-122. Retrieved from https://journals.lww.com/jonajournal/fulltext/2017/02000/Creating_a_Culture_of_Success__Using_the_Magnet.11.aspx

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