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Moguls Wellness Group

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Organizational Culture Report

Background: A report by the Institute of Medicine suggests that changing the culture of health care organizations may improve patient safety. Research in this area, however, is modest and inconclusive. Because culture powerfully affects providers, and providers are a key determinant of care quality, the MEMO study (Minimizing Error, Maximizing Outcome) introduces a new model explaining how physician work attitudes may mediate the relationship between culture and patient safety.

Organizational Culture Report


Findings: Culture, overall, played a lesser role than hypothesized. However, a cultural emphasis on quality played a key role in both quality outcomes. Further, we found that stressed, burned out, and dissatisfied physicians do report a greater likelihood of making errors and more frequent instance of suboptimal patient care.

Not surprisingly, companies with a reputation for a healthy culture, including Southwest Airlines, Johnson & Johnson, Enterprise Rent-A-Car, and LinkedIn, experienced lower-than-average turnover during the first six months of the Great Resignation.

Toxic corporate culture. A toxic corporate culture is by far the strongest predictor of industry-adjusted attrition and is 10 times more important than compensation in predicting turnover. Our analysis found that the leading elements contributing to toxic cultures include failure to promote diversity, equity, and inclusion; workers feeling disrespected; and unethical behavior. In an upcoming article, we will dive deeper into each of these factors and examine different ways managers and employees can spot signals of toxic culture.8 For now, the important point is that a toxic culture is the biggest factor pushing employees out the door during the Great Resignation.

The powerful predictors of attrition listed above are not easy to change. A weak future outlook that spurs restructuring and layoffs may be difficult to reverse; it is too late to fix a poor response to the pandemic; and a toxic corporate culture cannot be improved overnight. Relentless innovation provides companies like Tesla or Nvidia with a competitive advantage, so they must find ways to retain employees without sacrificing their innovation edge.

This finding is consistent with a study of 28 Gap stores, in which employees at randomly-assigned locations received their work schedules two weeks in advance, and their managers were barred from canceling their shifts at the last minute. Employees in the control stores were subject to the usual scheduling practices.13 The stores with predictable schedules increased retention among their most experienced associates. Compared with the workers at the control stores, the employees with fixed schedules had a 7% improvement in their quality of sleep. The benefits were especially pronounced for workers with children, who reported a 15% reduction in stress.

According to our recent global survey of 3,200 workers in more than 40 countries, strong cultures drive better business outcomes. In fact, the majority (69%) of senior leaders credit much of their success during the pandemic to culture. During a year that necessitated major changes for companies around the world, more than two-thirds of respondents said that their culture helps change initiatives happen. Similarly, almost 70% who said that their organisations were able to adapt over the past year also reported that their culture has been a source of competitive advantage.

More generally speaking, the majority (67%) of survey respondents said culture is more important than strategy or operations. They also agreed that top cultural priorities should include recruitment and retention, digitisation, health and safety and collaboration. But not everyone sees eye to eye on culture. Our data shows a widening gap between what leaders say about culture (particularly diversity, equity and inclusion or - DEI) and what their people experience.

It is possible to close this gap, though. As the past year showed, rapid transformation can be achieved with a targeted focus on a few critical behaviours. Going forward, as leaders take on a long list of business imperatives, organisational culture can provide the difference between thriving and surviving.

Notes: ER Error reporting, NPHA Nurse participation in hospital affairs, NMALS Nurse manager ability, leadership and support, NFQC Nurse foundations for quality care, NSRA Nurse staffing and resource adequacy, NCR Nurse coworker relations

In fact, organizational culture and the impact of the pandemic on culture was a topic in 53% of company earnings calls we analyzed between January 2020 and April 2022. And one in two CEOs are investing to unlock talent to drive their business transformations.

Our ongoing research uncovers and examines the trends, statistics, and perceptions that are shaping workplace cultures around the world. See how organizations with strong cultures attract top talent, reduce employee turnover, and help employees thrive.

Employee engagement has long been a concern in the U.S. workforce, but -- perhaps now more than ever -- it represents a vital component of employee attraction and retention. For the modern workforce, an engaging work environment is a fundamental expectation, a baseline requirement. Many employees refuse to settle for an organization that does not strategically prioritize engagement. For leaders, this means a culture of engagement is no longer an option -- it is an urgent need.

Creating a culture of engagement requires more than completing an annual employee survey and then leaving managers on their own, hoping they will learn something from the survey results that will change the way they manage. It requires an organization to take a close look at how critical engagement elements align with their performance development and human capital strategies.

This approach assigns different roles in defining and developing the culture. This happens through formal roles as well as informal spheres of influence and reflects how organizations actually operate these days. It also establishes clear accountabilities for results. While the actual implementation of this approach may vary based on the type, size, age, and structure of the organization, the general distribution of responsibility is like this:

So, the board must play a more active role in culture-building. It should guide the definition and development of the desired culture, ensuring that it aligns with business goals and meets the needs of all stakeholders. The board carries out this responsibility by:

To cultivate a customer-centric culture, executives set a new strategy to bolster customer experience, created a new group customer director role, and identified organization-wide customer-first behaviors that were incorporated into employee performance reviews, manager feedback systems, and an all-employee survey. To further operationalize the values of the new culture, they rolled out a new group operating model and new governance models were created.

This points to a key requirement of the shared-responsibility approach to culture-building. Changes to the culture must be explicitly communicated and vetted by all. Everyone may not agree with the changes, but they must understand them and agree to support them.

The prepandemic workplace cultural experience was grounded in the physical environment employees worked in. It was defined primarily by three experiential attributes: Working in an office space controlled by their employers; being surrounded by colleagues and having physical proximity to each other; and experiencing culture at a macroscale via interactions with colleagues that employees worked with directly and indirectly.

Some organizations are trying to ensure employees connect to the culture by forcing a return to the office. Organizations that take this approach will face a significant attrition risk. In fact, organizations that force their employees back to a fully on-site arrangement could lose 33% of their workforce.

Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior. Administrators usually adjust their leadership behavior to accomplish the mission of the organization, and this could influence the employees' job satisfaction. It is therefore essential to understand the relationship between organizational culture, leadership behavior and job satisfaction of employees.

A cross-sectional study was undertaken that focused on hospital nurses in Taiwan. Data was collected using a structured questionnaire; 300 questionnaires were distributed and 200 valid questionnaires were returned. To test the reliability of the data, they were analyzed by Cronbach's α and confirmatory factors. Correlation analysis was used on the relationships between organizational cultures, leadership behavior and job satisfaction.

Organizational cultures were significantly (positively) correlated with leadership behavior and job satisfaction, and leadership behavior was significantly (positively) correlated with job satisfaction.

The culture within an organization is very important, playing a large role in whether it is a happy and healthy environment in which to work. In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it can influence their work behavior and attitudes. When the interaction between the leadership and employees is good, the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to accomplish the mission and objectives assigned by the organization, thereby enhancing job satisfaction.

Organizational culture is described by Robbins & Coulter [1] as the shared values, beliefs, or perceptions held by employees within an organization or organizational unit. Because organizational culture reflects the values, beliefs and behavioral norms that are used by employees in an organization to give meaning to the situations that they encounter, it can influence the attitudes and behavior of the staff [2]. Understanding the organization's core values can prevent possible internal conflict [3], which is the main reason for our research into these cultural issues. 041b061a72


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