The effects of organizational culture on employee retention, satisfaction, and the quality of patient care in the domain of public health have become a subject of interest for research in nursing management. Organizational culture helps strengthen the working climate by accentuating the core values required for increased personal and organizational performance. Investigating organizational culture promotes understanding of processes that may go unnoticed but influence how efficiently an organization operates and the frequency and intensity of arising conflicts. It is stated that the concept in question is one of the principal predictors of nursing professionalism (Manojlovich & Ketefian, 2016). Therefore, organizational culture has considerable practical and theoretical implications for nursing.
Mission, vision, and values are primary components in developing organizational culture. The organizational mission and vision jointly constitute a framework of directives that define an organizational purpose and its desired future (Huber, 2017). Mission and vision are frequently documented – mission statements manifest an organization’s overarching goal, why it exists. They serve as a point of departure for all organizational activities and ensure that the nursing staff has a unified perception of its role in an organization (Huber, 2017). Whereas a mission statement concerns the present, a vision statement focuses on the future, outlining what an organization is supposed to achieve based on its mission. Vision serves as a benchmark to facilitate decision‑making processes and consolidate nursing staff.
In order to secure that decisions and actions within a structure have the same ground, organization values are employed. Huber (2017) states that values are “beliefs and priorities that guide organizational decision making. Core values are things that do not change. They are anchors or fundamentals that hold constant and relate to mission and purpose” (p. 227). Communicating values is a task for nursing leaders who provide the followership with guidance on how to act in complicated situations, what choose between equally appealing or unappealing alternatives, and shape hierarchal vertical and horizontal interactions. Values expressed in written form present expectations about individual behavior not only inside a team but also with patients. Furthermore, they also function as a basis to determine misconduct.
Constructing a professional practice environment and corresponding organizational culture is another considerable responsibility for nurse leaders. A nourishing professional practice environment can be described as one in which nurses are allowed to practice in safety and engage in interactions that lead to improved patient care outcomes (Ducharme et al., 2017). For instance, an inspirational vision could be named as a characteristic of such an environment. Chief nursing officers are essential for maintaining vision and professional practice, particularly ensuring that nurses have all needed resources, and their unique role in patient care is acknowledged (Ducharme et al., 2017). Enhancing the quality of patient care, nursing practice, and increasing nurse retention rates are objectives that can only be achieved in a balanced, productive, and respectful work environment – qualities that an organizational vision promotes.
Conflict is an inevitable part of social life that frequently emerges from individual differences. According to McKibben (2017), in a healthcare setting, conflict is born “from a disparity in an individual’s perceptions, in relation to patient care” (p. 100). An array of prerequisites exist propelling the emergence of a clash between team members and supervisors, namely: animosity, disrespect, unfairness, hierarchy, demoralization, and lack of common goals (McKibben, 2017). Addressing these underlying causes is a part of effective conflict management. Consequently, it can prevent such consequences as debilitated stability, diminished work performance, and disruption of the status quo (McKibben, 2017). In addition, the danger of conflict in a healthcare setting lies in its implications for the degree of care quality provided for patients.
Nurse engagement seems to be strongly linked to the quality of care, and thus increasing nurses’ commitment and satisfaction with their work is a priority for medical organizations. A medical institution’s ability to retain nurses partially determines its success, which could be measured with patients’ experience. Conse
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