Introduction

Organizational culture entails the behavioral expectations and values of individuals working in a particular organization. The perception of the employees is basing on the culture of the organization. In hospitals, the organizational culture is entirely different from other organizations such as business organizations because it deals with essential duties; for example, human lives (Ivancevich, Matteson, & Konopaske, 1990). Burnout is a state where one feels physically and emotionally exhausted as a result of overworking, lack of sleep, long shifts, and the entire fact of exposure to a stressful environment. Hospitals’ departments need to formulate a culture that steers for the provision of quality services, open communication among colleagues, supportive measures by the hospital’s management, and instilling of knowledge to the entire hospital staff on how to manage stress. This case study deals with how organizational culture can assist in the issue of reducing burnout in hospitals.

Part 1

The socializing officer has to ensure that recruits in the hospitals; such as the nurses understand the organizational culture of the hospital. First, through verbal communication; this involves a face-to-face conversation with all members of the hospital (Chang, & Lin, 2015). Second, having an orientation program that consists of joining members in the hospital and they have to undergo this procedure before settling. Thirdly, through a written agreement; that involves outline of the hospital’s guidelines and rules to various phases of the hospital. Also, giving of catalogs containing expectations required from any new member of the hospital. Fourthly, instituting a performance review program to provide the new nurses a plan of action and the expectations they are supposed to reach.

Working in a hospital can be cumbersome, and it may lead to stress (Shen, & Benson, 2016). To help them manage stress, the nurses should: first, learn the importance of open communication. Being open weighs down the burden of dealing with stress alone. Second, encourage them to enroll in the hospital’s mentorship program that will help them focus more on professional growth and have something to look up for when they need closure. Third, encourage them to participate in volunteering works as a way to give back to society and to reduce the burden of thoughts that will result in stress.

Part 2

Hospitals face a lot of challenges in the process of developing an institutional culture due to their programs (Chang, & Lin, 2015). Some of these challenges can be; first, there are a lot of shifts involved; therefore, there is an equality problem in dividing the shifts because some are longer than others. Second, the hospitals get challenges when setting expectations on what its employee should do at a certain period of the day and night. Thirdly, large numbers of departments bring confusion, and it is hard to set common expectations. Fourthly, most hospitals have poor leadership, and hence it is a challenge to have a supportive institutional culture due to mismanagement.

Part 3

The organization set the expectations clearly outlining them in the new organization’s catalog that was essential for every employee to acquire (Ivancevich, Matteson, & Konopaske, 1990). The record contained guidelines that were beneficial to all the employees. The endeavor to create the organizational culture was not successful because of unskillful leadership and lack of professionalism. It did not give a clear vision of the intentions of developing the institutional culture.

                                                               Conclusion

An institutional culture in hospitals can reduce burnout because it spheres to improve effectiveness and manage stress. There is a need to have behavioral expectations among all the staffs of a hospital because even a small margin of error can result in severe consequences. A good institution culture should contain a structure that will look after the welfare of every worker involved in the hospitals.

References

Chang, C. L. H., & Lin, T. C. (2015). The role of organizational culture in the knowledge management process. Journal of Knowledge management, 19(3), 433-455.

Ivancevich, J. M., Matteson, M. T., & Konopaske, R. (1990). Organizational behavior and management.

Shen, J., & Benson, J. (2016). When CSR is a social norm: How socially responsible human resource management affects employee work behavior. Journal of Management, 42(6), 1723-1746.