Healthcare Organizational Culture

IntroductionOrganizational structure and culture are two major factors that directly impact the success of an organization. This paper addresses the most pressing theme concerning the leading of organizational change: adaptability. Whether dealing with individual departments or selecting an appropriate leadership style to communicate a change, it is important to know your audience and be aware of what works best for them. Research supports the notion that there is no one specific method or style that works all the time. Rather, the leader of an organization must understand and identify with employees and tailor his or her approach accordingly.

Patient DesignRecent research into healthcare architecture has emphasized the design of patient areas
This gap can push someone forward to get closer to the vision; however, it might also discourage, leading some people to feelings of anxiety.

The management should encourage individuals to create their own visions, as mentioned earlier; however, these visions are not the shared vision. They are needed to make it easier for individuals to accept others ' visions and the vision of their workplace. In this way, synergy will be established. The shared vision should not be written out and taught to employees, because this could institute fear. Instead, everyone should adopt this vision and commit themselves to the whole vision of the organization.

Performance AppraisalsThe work of Peter Senge at MIT 's Sloan School of Business has been influential in convincing companies that the ability to learn is a key factor of success. However, the success of any organization is not dependent solely upon the ability to learn. Feedback as to how a person is performing is necessary in training and development; individuals need to know how they are doing in order to continue to learn
The Contingency Model was created by Fred Fiedler in 1967; it states that the leader 's effectiveness is based on situational contingencies defined by two aspects: leadership style and situational favorableness (Miller, 2004). This model utilizes an instrument to measure an individual 's leadership orientation. The scores are ranked and leaders defined as Least Preferred Co-Worker (low-LPC or high-LPC leaders. Fiedler 's theory is that leaders have natural styles and, consequently, companies need to change the leader 's environment to suit that particular style (Kreitner & Kinicki, 2003).

The Situational Leadership Model was developed in the 1960s by Hersey and Blanchard to emphasize follower development. In this model, the leader analyzes the situation, considers the development level of the follower, and then adapts a task- or relationship-oriented style to suit him or her ("Hersey and Blanchard 's situational leadership,"