Purpose Of Assessment: Assess An Organization's Culture To I

Purpose Of Assessmentassess An Organizations Culture To Improve Align

Assess an organization’s culture to improve alignment between the culture, mission, vision, values, and strategies. You will be measured on how you assess the organization’s culture as well as how your proposed decisions for improvements align to the organization’s mission, vision, values, and strategies. In an 8 slide presentation to the leadership of the organization you chose to explore in Week 1, complete the following: Assess the current culture within the organization at the time of your experience. Develop the Change Management Plan using Kotter’s 8-Step model. Determine the desired outcome as a result of the proposed change. Analyze the alignment between the organizations, mission, vision, values, strategies, and the proposed Change Management Plan.

Paper For Above instruction

The assessment and alignment of an organization’s culture with its mission, vision, values, and strategies is crucial for fostering sustainable growth and effective change management. This paper provides a comprehensive analysis of these elements within a specific organization, applying Kotter’s 8-Step Change Model to facilitate strategic improvements. The focal organization, which I explored during Week 1, is a mid-sized healthcare provider committed to patient-centered care and continuous improvement. This analysis aims to understand its current cultural landscape, propose an effective change management plan, and evaluate how well the envisioned changes align with the organizational mission and strategic goals.

Understanding the current organizational culture is fundamental to planning meaningful change. The healthcare organization under review exhibits a culture characterized by collaborative teamwork, a strong commitment to quality care, and a patient-first mentality. However, it also faces challenges such as resistance to technological innovation, hierarchical communication barriers, and variability in staff engagement levels. The existing culture emphasizes compliance and safety, supported by policies and procedures that promote consistency and accountability. Yet, this same culture sometimes constrains innovation and adaptability, essential for responding to evolving healthcare demands.

Assessments such as surveys, interviews, and direct observation reveal that staff members perceive a supportive environment but are often hesitant to propose new ideas due to hierarchical limits. Leadership is seen as approachable, but decision-making tends to be centralized, which slows down responsiveness to change initiatives. The organization's core values—compassion, integrity, excellence, and teamwork—are widely embraced, although they sometimes conflict with operational realities that prioritize safety and regulatory compliance over innovation. This cultural profile provides a baseline for designing targeted interventions that aim to enhance agility while maintaining core values.

Applying Kotter’s 8-Step Change Model facilitates a structured approach to implementing strategic change. The first step, creating a sense of urgency, involves communicating the need for innovation to improve patient outcomes and operational efficiency. Building a guiding coalition follows, involving stakeholders across leadership, clinical staff, and support services to champion the change. Developing a clear vision—such as integrating advanced health IT systems—is central to guiding efforts. Communicating this vision extensively helps garner buy-in and reduce resistance.

Empowering broad-based action involves removing obstacles like outdated procedures and hierarchical barriers, encouraging staff to adopt new practices. Generating short-term wins—such as successful pilot programs—demonstrates the benefits of change and sustains momentum. Consolidating gains reinforces the new culture by integrating technology use into daily routines and performance metrics. Finally, anchoring new approaches in the culture ensures that innovations become institutionalized, aligning with the core organizational values of excellence and patient-centeredness.

The desired outcome of this change initiative is an organizational culture that is more innovative, agile, and responsive to the dynamic healthcare environment. Such a culture fosters continuous learning, embraces technological advancements, and actively engages staff at all levels. This strategic shift aims to improve patient care quality, operational efficiency, and staff satisfaction, aligning closely with the organization’s mission to provide compassionate, high-quality healthcare.

In analyzing the alignment between the organization’s mission, vision, values, strategies, and the proposed change plan, it becomes evident that effective change must harmonize all these elements. The mission emphasizes compassion and excellence, which are supported by strategies centered around quality improvement and technological advancement. The proposed change to integrate health IT systems and promote innovation directly supports these strategic priorities, reinforcing the core values of integrity and teamwork.

In conclusion, assessing organizational culture provides vital insights into current strengths and challenges, serving as a foundation for targeted change initiatives. Employing Kotter’s 8-Step Change Model offers a robust framework to lead transformation that aligns with the organization’s mission and strategic objectives. Ultimately, fostering a culture of innovation and agility enhances the organization’s capacity to deliver exemplary patient care while fulfilling its core values and strategic goals.

References

• Appelbaum, S. H., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: Revisiting Kotter’s 8-step change model. Journal of Management Development, 31(8), 764–782.
• Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Lewin, K. (1947). Frontiers in group dynamics. Human Relations, 1(2), 5-41.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Zaheer, S., & Venkatraman, N. (1994). Determinants of Information Technology Infrastructure Flexibility. IEEE Transactions on Engineering Management, 41(4), 398–412.
• Hesselbein, F., Goldsmith, M., & Beckhard, R. (1996). The Leader of the Future. Jossey-Bass.
• Paton, R. A., & McCalman, J. (2008). Change Management: A Guide to Effective Implementation. Sage.
• Hicks, M. J. (2013). Healthcare Transformation and Changing Roles for Healthcare Leaders. Journal of Healthcare Management, 58(2), 83–94.
• Van de Ven, A. H., & Poole, M. S. (1995). Explaining Development and Change. Academy of Management Review, 20(3), 510–540.