NR 504 Week 5 Leading a Culture of Excellence Paper Part II

Leading a Culture of Excellence 

NR 504 Week 5 Leading a Culture of Excellence Paper Part II

With the rise in global issues such as the COVID-19 pandemic, it is evident that the need for better preventive and innovative health services that can embed the core aspects of nursing such as quality, reliable, cost-effective, sustainable, safer, and inclusive care for all. This is possible if the organizations work collectively towards developing, implementing, and evaluative an excellent culture that can solve health care complexities and overcome all the obstacles (Fitzgerald, 2019). An organization with a culture of excellence will include many different aspects in it and they are quality of care, cost-effective sustainable care, higher patient and employee satisfaction, better work environment, innovation, excellent governance, the involvement of community and leaders (Edmonson & Asturi, 2015). These are outlined and highlighted in an organization’s mission, vision, and core values. The purpose of this essay is to analyze the importance of mission, vision, and core values along with the leadership traits that lead an organization to have a culture of excellence. The essay explains the concept of a culture of excellence, organizational characteristics, the relation between mission, vision, and values through a concept map, and strategies that lead an organization to have a culture of excellence. 

NR 504 Week 5 Leading a Culture of Excellence Paper Part II

Characteristics of a Culture of Excellence

A culture of excellence is a catalyst in creating a high-performance health care organization. Concerning health care services, the culture of excellence can be defined as a collection of individual, organizational and community factors that aid in creating high standards in service provided in regards to quality, cost, equity, safety, accountability, integrity, inclusiveness, communication and satisfaction levels of everyone who is involved with the organization including patients and their families (Fitzgerald, 2019). If an organization has a better work culture and environment, it provides better opportunities for the nurses and other health care staff to practice effectively and with low errors (Edmonson & Asturi, 2015). A better work environment is one of the first characteristics as it empowers and motivates health professionals resulting in better care. 

The second characteristics are equity integrated with inclusiveness. A community includes people from different races, cultures, and socioeconomic backgrounds. Equity can provide access to everyone resulting in a better and healthy community (Fitzgerald, 2019). The third characteristics are accountability. If the organization is not accountable for its actions, it will fail to acknowledge issues in health care (Lown, Shin & Jones, 2019). For example, in the MSN education track, it is important to provide resources, training, and proper guidance to nurses. To do that, it is important to take responsibility and be accountable for increasing knowledge, skills, resilience, and leadership traits in individuals. The fourth characteristics are innovation. The nursing field is dynamic and it reflects in MSN education. If educators use the same old methods and interventions, it is not feasible to bring innovation in health care to reduce complexities. By integrating technology, new theories, and models along with EBP interventions, it is possible to mitigate complex health care issues. To achieve all these, an educator, leader, or advocate is needed and this is the fifth characteristic. 

NR 504 Week 5 Leading a Culture of Excellence Paper Part II

Mission, Vision, and Values

The mission of the organization: The organization work to provide high-speed patient-centered health care services with excellence in quality, equity, higher patient satisfaction, advanced intervention, and access to everyone. Vision: A sustainable and advanced care where the community is healthy across the lifespan with high health literacy, better lifestyle, and active (Fitzgerald, 2019).  The organization work towards increasing trust in patients, and the community to bring positive change. Values: The core values of the organization include community, patient, health care workers, and organization eight core values. 

  • Patients are always at high priority
  • Treat every patient with respect, dignity, and integrity
  • Establish a partnership with community, nurses and other organization exhibit teamwork
  • Protect patient privacy and security
  • Inclusive care for all (Fitzgerald, 2019).
  • Sustainable care with innovation
  • Create a safer, efficient and better work environment
  • Accountability in all aspects of care (Edmonson & Asturi, 2015).

NR 504 Week 5 Leading a Culture of Excellence Paper Part II

Interrelationships Between Mission, Vision, and Values

Interrelationships between mission, vision, and core values are highlighted in the concept map. The organization used a top-down approach to build a culture of excellence. The process starts with setting a broader vision. The vision is to provide high-speed patient-centred care. However, it is comprised of different factors. To achieve excellence in every field, it is important to set objectives, mission, and goals. This is highlighted in the mission. The mission shows what the vision of the organization is about. Further, the mission and vision are highlighted in eight core values and every field or unit of the health care organization should fulfill all these eight core values. To fulfill the mission, the organization should work based on core values (Edmonson & Asturi, 2015). To move towards completing the vision, the organization has to complete the mission. In this way, all these aspects are interlinked. These aspects reflect the culture of excellence.  

NR 504 Week 5 Leading a Culture of Excellence Paper Part II

Leadership Strategies to Promote A Culture of Excellence

The MSN education specialty track demands a culture of learning where a bridge can be built between past, present, and future practices. For example, nurses in the past did not effectively participate in policy-making. At present, a few percentages of nurses are involved in it. Similarly, there are many new specialty tracks are introduced in education. To extend the scope and the opportunities, innovation is important (Kelly & Tazbir, 2017). The Chamberlain Care Model highlights the need for patient-centered, community-based, holistic, and inclusive care (CCN, 2020). The strategies to achieve this should include a change at an organizational level. The first leadership strategy is empowering and motivating nurses to adopt a lifelong learning model (Cope & Murray, 2017). It is important to establish a link between different specialty tracks as patient care includes the contribution from more than one health care unit and specialization. For example, midwifery and neonate care. The second strategy is to establish interprofessional collaboration to provide a common platform for shared decision making. 

NR 504 Week 5 Leading a Culture of Excellence Paper Part II

Conclusion

Health care organization that has an excellent culture provides high quality, cost-effective, advanced, sustainable, and inclusive care that can increase satisfaction levels of patients, community, and health care professionals. This can be achieved by empowering nurses and patients along with introducing interprofessional collaboration culture in health care. The selected mission, vision, and values reflect a culture of excellence as they highlight the need for a sustainable and high-speed health care delivery system at all levels. This information made me understand the importance of following the organizational culture and working towards bettering different aspects of it as it not only helps the patients but it helps us as an MSN educator nurse. The learning will aid me in assessing the culture of my future organizations and adapt myself to fulfil the mission, vision, and values and advocate to update them if needed.

NR 504 Week 5 Leading a Culture of Excellence Paper Part II

References

CCN. (2020). Chamberlain university college of nursing student handbook. Chamberlain University.

Cope, V., & Murray, M. (2017). Leadership styles in nursing. Nursing Standard31(43), 61-70. doi: 10.7748/ns.2017.e10836

Cummings, G., Tate, K., Lee, S., Wong, C., Paananen, T., Micaroni, S., & Chatterjee, G. (2018). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal Of Nursing Studies85, 19-60. doi: 10.1016/j.ijnurstu.2018.04.016

Edmonson, C., & Asturi, E. (2015). Built to Last: A Culture of Courage, Excellence, and Resilience. Nurse Leader13(3), 30-34. doi: 10.1016/j.mnl.2015.03.003

Fitzgerald, E. (2019). Creating a culture of excellence: How healthcare leaders can build and sustain continuous improvement. A global report from KPMG International’s Healthcare Practice. KPMG International’s Healthcare Practice.

Kelly, P., & Tazbir, J. (2017). Essentials of nursing leadership & management (6th ed.). Clifton Park, NY: Delmar.

Lown, B., Shin, A., & Jones, R. (2019). Can organizational leaders sustain compassionate, patient-centered care and mitigate burnout?. Journal Of Healthcare Management64(6), 398-412. doi: 10.1097/jhm-d-18-00023

Morsiani, G., Bagnasco, A., & Sasso, L. (2016). How staff nurses perceive the impact of nurse managers’ leadership style in terms of job satisfaction: a mixed method study. Journal Of Nursing Management25(2), 119-128. doi: 10.1111/jonm.12448

Remus, S., & Kennedy, M. (2012). Innovation in transformative nursing leadership: nursing informatics competencies and roles. Nursing Leadership25(4), 14-26. doi: 10.12927/cjnl.2012.23260

Webb, S. (2016). Applying leadership theory to practice using a structured clinical journal. Journal Of Nursing Education55(10), 599-599. doi: 10.3928/01484834-20160914-12

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