The organization used for this discussion is Dignity Health, a non-profit healthcare provider that works with a number of hospitals in multiple US states. For example, one of the clinics in partnership with Dignity Health is Arroyo Grande Community Hospital, located in the state of California. According to the official website, the mission of Dignity Health is to “[further] the healing ministry of Jesus,” making this chain of hospitals a faith-based organization (“Mission, vision & values,” 2018, para. 1). The complete mission statement, however, is action-driven and specific. It adds that “delivering compassionate, high-quality, affordable health services” and “serving and advocating” for populations that are underserved is an essential part of the work (“Mission, vision & values,” 2018, para. 2). Furthermore, partnering with other members of the community is also an important goal that the organization tries to pursue.
The vision of Dignity Health is based on the concept of a vibrant system of healthcare devoted to excellence and collaboration with patients and employees as a way to improve the community’s health. This statement implies that the hospitals are working with this organization value the input of clients and nurses, choosing person-centered approaches. Finally, the values of Dignity Health are “collaboration, dignity, justice, excellence, and stewardship” (“Mission, vision & values,” 2018, para. 3). The focus on affordable care is also mentioned here, highlighting the essential role of compassion for all “powerless” people in the community (“Mission, vision & values,” 2018, para. 4).
The non-profit base of hospitals and their reliance on patient support adhere to the mission of including community members in the decision-making process and future planning. For example, as the organization uses fundraising for improvements, it has to listen to the community to receive the necessary help. In 2017, the Arroyo Grande Community Hospital was able to start a rather significant project of expanding its cancer treatment services and the emergency department (Leslie, 2017). This decision was a result of the fundraising efforts of the community. It means that the hospital realized people’s needs and chose to focus on areas of healthcare that were requested by its clients. These actions adhere to the organization’s mission and values. The improvement of other facilities, including the acute rehabilitation center and imaging services, is another action taken by the organization to fulfill the needs of patients and provide them with access to new technology.
The organization’s culture seems to be focused on underrepresented communities and people who may not have the same level of access to health care. The foundation for workers’ motivation is rooted in helping those people who do not have many alternatives or cannot use more expensive treatment options. The organizational climate differs from its climate as it is formed by the subjective views of employees and their relationship with the organization and between each other (Marquis & Huston, 2017). According to the survey of patients, the hospital’s quality of services is high as many would recommend it or visit it again (“Patient satisfaction survey results,” 2018). The same survey suggests that the climate in the organization may also be coherent with the mission as the communication between patients and employees was reported to be positive and active (“Patient satisfaction survey results,” 2018).
The examination of the organization’s climate and culture is crucial for nurse leaders as it allows one to detect any possible issues with employees’ satisfaction and their understanding of the mission and values. The climate of the organization may significantly impact workers and even affect their mental health in situations where the climate is negative (Bronkhorst, Tummers, Steijn, & Vijverberg, 2015). Thus, nurse leaders have to evaluate organizational climate to reduce the possibility of conflicts and burnout and improve the rates of retention.
References
Bronkhorst, B., Tummers, L., Steijn, B., & Vijverberg, D. (2015). Organizational climate and employee mental health outcomes: A systematic review of studies in health care organizations. Health Care Management Review, 40(3), 254-271.
Leslie, K. (2017). Arroyo Grande hospital to spend $6.5 million to improve ER, cancer services.The Tribune. Web.
Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Baltimore, MD: Lippincott Williams & Wilkins.
Mission, vision & values. (2018). Web.
Patient satisfaction survey results for Arroyo Grande Community Hospital. (2018). Web.