Literature Synthesis Of Organizational Climate And Culture

Organizational Climate and Culture

Literature Synthesis Organizational climate and culture are terms that are often used to describe the environment of a workplace. In nursing, the perceptions of an organizational climate are based on the organization’s mission, values, practices, and ethics, in addition to working relationships among providers, peers, and clients (Olson, 1995). A study conducted by Green, Albanese, Cafri, and Aarons (2014) found a strong correlation between transformational leadership, positive organizational climates and greater working alliance. This reinforced the concept that nurse leaders must collaborate with their nursing staff and colleagues in decision-making processes to further develop an environment comprised

Defiant behavior, stress, space, physician authority, beliefs, values, goals, too much or little responsibility, and lack of managerial support are just a few causes of conflict (McElhaney, 1996). While many view this as harmful to a workplace, if managed effectively, it can promote critical thinking, decision-making and continued innovation (Kim, Nicotera, & McNulty, 2015). However, when conflict is not managed well, negative behavior, increased turnover, ineffective communication, and poor outcomes can occur (Kim et al.,

Advocating for patient’s rights, policy change, and organizational change is an essential component in nursing practice (Hanks, 2008). However, advocacy is not a concept that is excessively covered in school, but rather a learned skill upon entering the workforce. With minimal training, it is the nurse leaders role to develop advocacy capabilities in their staff through open communication, enriching their conflict resolution skills, collaboration, and addressing unprofessionalism, which may hinder advocacy development (Tomajan, 2012). Nurse leaders must prepare nurses to overcome advocacy and policy challenges including how to address an issue, fear of retaliation, lack of knowledge about established protections for patient advocacy, and lack of communication skills to clearly state the issue (Zolnierek, 2012). While nurses are learning to develop competency and confidence in advocacy, nurse managers must advocate for their staff, patients, and organization in addition to themselves in order to promote change (Hanks,