Organizational Culture Observed To Each Of The Magnet Recognition Model

The organizational culture I observed is the Pasadena Care Center. It is a skilled nursing facility and licensed for 99 beds. I worked at this facility for 3 months in 2015. According to Luzinski (2011), the Magnet Recognition Program developed by the American Nurses Credentialing Center (ANCC), recognizes healthcare organization for nursing excellence and quality patient care. The Magnet Recognition Program model was based on the 14 Forces of Magnetism, which then incorporated into 5 model components (Schwartz, Spencer, Wilson, & Wood, 2011). In this paper, I will analyze the organizational culture observed compared it to each of the Magnet Model Components. The transformational leadership is one of the component in the Magnet Recognition Model. It is essential in creating magnet environment and to achieve the compliance with other components (Schwartz et al., 2011). The transformational leader should provide clear vision for the organization, commitment to excellence, clinical knowledge, strong professional nursing practice expertise, and the ability to influence others. (Schwartz et al., 2011; Luzinski, 2011). From what I have observed, the Pasadena Care Center does not have strong transformational leadership. The leaders are more likely viewed as authority figures and there is no clear vision for the organization. Furthermore,

Likewise, the leaders should provide staff members the practice environment that will support professional development and improve collaboration with others (Tinkham, 2013). Even though the Pasadena Care Center have solid policies and procedures that are strictly reinforced, they do not have strong practice environment that supports professional development. The facility does not offer any education opportunities for