Organizational Culture and Readiness Assessment.

Posted: November 3rd, 2022

Organizational Culture and Readiness Assessment.


The Effect of Organizational Culture on the Successful Implementation of Clinical Inquiry or Evidence-Based Practice into Nursing Practice
Section A: Organizational Culture and Readiness Assessment


The organization culture survey tool used in this assessment of the readiness of this organization for evidence-based practice uses the questionnaire as the data collection tool.Organizational Culture and Readiness Assessment. Throughout the questionnaire, a consistent Likert scale with a score ranging from 1 to 5 is used. The choices range from “strongly agree” (1), to “strongly disagree” (2). The questionnaire has got a total of 38 questions, examining every facet of the organization from communication, management style, to employee welfare amongst others (Sample Organizational Culture Survey, n.d.).
Survey Results Analysis
The organization is doing quite well in as far as communication amongst employees and between different departments is concerned. However, the same cannot be said about the management. Employees do not seem to trust what the management says and also do not feel it actively seeks and listens to their input on important decisions that affect them. The organization is not undergoing much change in their view; and neither does it seem to be supportive of it. According to the survey, it is not easy to get something new or different done in the organization, probably because of both lack of facilitation and support coupled with subtle resistance from the supervisors.Organizational Culture and Readiness Assessment. This is despite the fact that employees are from time to time asked to contribute new ideas with a view to improving service delivery and patient outcomes. Most of the employees do not think that they’re valued by their departments as much as they would wish, and view their departmental heads as being averse to care delivery criticism. The other notion the employees have is that fairness is not practised equally, and the management clearly have their favourites. Also, as much as employees are told to offer suggestions, they do not feel their complaints are heard or even get the facilitation they deserve to offer change in care delivery. Importantly though, there is consensus amongst employees that the change proposal is overdue. They understand its goal and feel it will better the nursing practice (Sample Organizational Culture Survey, n.d.).Organizational Culture and Readiness Assessment.
Organization’s Readiness, Barriers and Facilitators, and Clinical Inquiry Integration
From the survey results, it is clear that a lot of work has to be done to increase the level of readiness of the organization to the change project (integration of clinical inquiry into practice) (Fritzel, 2019). The project barriers in this case include the lack of good communication between the management and employees, the sensitivity to criticism of the departmental heads or immediate supervisors, and the lack of facilitation of new ideas from the management. Organizational Culture and Readiness Assessment.Visible project facilitators include the good communication amongst employees and between the different departments, and the readiness and appreciation of the employees for the impending change project of integrating evidence-based practice into the organization’s culture. Clinical inquiry, which is the questioning of traditional practices in patient care, can be integrated into the organizational culture by focussing on quality enhancement, carrying out research (or consulting the findings of others), and finally implementing evidence-based practice from this (Fritzel, 2019). Organizational Culture and Readiness Assessment.Some of the strategies that can therefore be employed to strengthen these weak areas of the organization include having the board of directors lead the change process from the front. This way, all other management members below them will fall into line and stop resisting and frustrating employees. Also, success of the new culture (clinical inquiry with evidence-based practice) should be linked to accountability from the departmental heads (Folz, 2016).
Survey areas that were quite high in score included interdepartmental and employee to employee communication. For instance the statement “Interdepartmental communication is open and good” elicited a “strongly agree” response. This is most likely down to a correct recruitment process that gets committed and focussed employees. On the other hand, one of the categories that scored lowest was top-down communication. For instance, the statement “Communication between the management and employees is good and open” drew a “strongly disagree” response. This could be due to lack of leadership from the chief executive officer.Organizational Culture and Readiness Assessment.
Section B: Proposal/ Problem Statement and Literature Review
The PICO(T) structure (Problem, Intervention, Comparison, and Timeframe) is a tool used to facilitate clinical inquiry or investigation into evidence-anchored patient intervention (Fritzel, 2019). In this instance, therefore, the PICO statement from the topic of hypertension and subtopic of prevention would be “For hypertensive patients (P), does regular exercise (I) lower the likelihood of getting a stroke (O) compared to lack of physical activity (C)?” From this, the proposal statement is as follows:Organizational Culture and Readiness Assessment.
Well-managed hypertension is not life-threatening and the patient may live long without having any of the known complications like stroke and heart disease. This is however not always the case as most hypertensive patients usually end up suffering complications sooner rather than later. This research aims at finding the role that exercise can play in preventing the early onset of these complications.
From the research conducted through a review of the available literature, enough evidence exists to support the prescription of exercise as part of the treatment regime for hypertension. Organizational Culture and Readiness Assessment.The findings confirm the position of aerobic exercise as a proven therapy for hypertension. However, new evidence has also emerged from this research indicating that resistance exercise is also just as beneficial. As such, the view is that both types of exercise should be performed by patients receiving treatment for hypertension (Byrd, 2014; Kaplan, 2016; MacDonald & Pescatello, 2018). The subjects (respondents) studied were patients on active treatment for hypertension. The methods used or the research methodologies employed ranged from a meta-analysis to cross-sectional surveys. The key findings included that there is agreement that aerobic – and lately resistance – exercise is important in the treatment of hypertension. However, health care professionals are not prescribing it as often as they should. As high as 1 in 5 respondents did not remember being advised to do exercise for their hypertension. (Byrd, 2014). Kaplan (2016) agrees that exercise, however little, will lower the risk of precipitated death from complications including those of hypertension. In yet another study, regular exercise in a hypertensive person is confirmed as one of the hallmark modifiable factors in hypertension management. The researchers state that exercise is significant in “prevention, treatment, and control” and that this is true for both the aerobic and resistance forms (MacDonald & Pescatello, 2018). The main limitation of this research was in the most part the respondent bias in recall.Organizational Culture and Readiness Assessment.

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