Transcultural Nursing Assessment of Organizational Cultural Competence Faculty of Science
Organizational culture comprises the fundamental values, assumptions, and beliefs held in common by members of an organization (O’Hagan, & Persaud, 2009). What is known is that employees often impart the organizational culture to their colleagues whereupon the culture effects how employees relate to one another and their work environment. What can be said is that the development of an organization’s culture is dependent on elements such as structure, change and policies (Urrabazo, 2006). Furthermore, according to Griffin, Moorhead and Gregory (2009), it is recognized that employee’s behaviours and attitudes can be influenced in a positive way if the employee believes in the organizations mission statement, core values and beliefs. Every organization aspires to have strong organizational culture to facilitate them in achieving their objective, goals, and deliverables. Nevertheless, organizational culture can be a very abstract concept that requires a significant amount of time to define, solidify and adopt. With that being said, the main goal of this paper is to describe the organizational culture of The Care Network (TCN). Complementing this will be a discussion of the tool that was utilized to complete this assessment and a comparison between the values and beliefs of TCN with the values and beliefs of those who use the health care services and programs that TCN operates. This will be followed by commentary on the value and mission of TCN and how it relates to its organizational culture and a final discussion pertaining to how TCN values and beliefs relate to practice standards and the respective professional registering authorities. In order to fully comprehend the construct of an organizational culture, an assessment may be required to appreciate the competence of the organization. As such, it is understood that the TCN would have an assessment of their organizational cultural competence. This assessment will be conducted using the Culture Care Model Assessment tool developed by Leininger, which captures all the essential elements for the assessment of TCN (Leininger, 1991). This tool was chosen on the premise that it targets the specific and appropriate areas within the organization that the writer of this paper is employed. In reviewing a number of other tools, which appeared considerable
and extensive, it likely would not have resulted in a more accurate cultural assessment of TCN than that proposed by Leininger (Jung et al, 2009). According to Mannion, Konteh and Davies (2009), being clear on what you are assessing in the organization will provide you the detail necessary to make more meaningful and strategic decisions. Thus it was felt that this would be best achieved through Leininger’s tool. Furthermore, given the size of the aforementioned organization, it was established that only the Clinical Services portfolio of TCN would be assessed. Lastly, only the core and appropriate elements from the Cultural Care Model would be highlighted. In order to establish the cultural organization of the TCN, it is recognized that the Culture Care Model will provide a clearer understanding of the core elements. That being said, to begin with exploring the environmental context; the TCN is one of nine Primary Care Networks (PCN) in the city. What is more, TCN has a very diversified patient population geographically, that encompasses marginalized patients to those who are some of the very wealthy. What is also important to note is that TCN 24% of its 290,000 patients are over the age of 60. One hospital is found within its geographic area with a number of secondary and tertiary services embedded within. It is understood that the economy within this geographical area is quite good as the unemployment rates are less than 3% and the mean income is $130,000. When exploring the language and ethnohistory of both patients and...