The paper 'Ideal Organization Culture - Southern Hospital " is a good example of a management case study. Organization’ s culture defines a profile within which members of an organization must believe in, fit in, and behave accordingly for them to meet the company’ s expectations. These expectations act as a guide on which members of the organization approach their work and how they interact amongst themselves (Boglarsky & Kwantes, 2009). The values and norms stipulated in the organizational culture influences the firm’ s ability to solve problems, transform, and perform effectively.
Ideal organization culture is one that best defines the company’ s vision and creating a roadmap for achieving this vision while also supporting its long-term effectiveness. It is a standard against which actual organizational culture is compared thus helping in gap analysis with a singular objective of improvement and making a difference. Organizational culture is the key that unlocks the organization’ s potentials by aligning employees to its vision and mission; it is a critical factor that dictates the success or failure of the firm. The way things are done and how people are treated clearly explains the organizational culture of any organization.
The ideal organizational culture is one that has employed constructive values that bring about high employee satisfaction. The organization that values achievement, encourages self-actualization, offers humanistic encouragement and allows affiliative collaboration among its employees is an ideal organization (Boglarsky & Kwantes, 2009). The above-stated norms can effectively be achieved when the company implements an employee engagement culture. For instance, an engaged employee is always fully involved in and happy with his /her work and thus works to meet the organization’ s objectives.
Consequent, the engagement process provides an avenue for open communication that relays employee’ s specific needs and the organization. Employee achievement can easily be measured and rewarded accordingly. Following this spectacular engagement culture, employees will speak positively about the organization to their co-workers, customers and potential employees thus helping the company to thrive further (Boglarsky & Kwantes, 2009). They will also have an intense desire to actualize themselves and become part of the organization. Consequently, they will work extra hard to achieve the best results in their job thus helping the company achieve its business success. An employee engagement culture is an excellent culture that focuses both on the expectations of the employee while also accomplishing the organization’ s needs.
The employees will have a clear understanding of the company’ s vision and mission and thus work accordingly to meet these vital goals. For instance, this culture prompts employees to ask themselves questions like; what is my job? How am I doing? In addition, does anybody really care? If they get satisfactory answers they will now seek to understand how their teams are doing; for example, they will ask questions such as How are doing?
Are we doing our share? In addition, what can I do to help? Concerning these questions, employees are likely to be motivated and work extremely hard to achieve maximum satisfaction (Boglarsky & Kwantes, 2009). Southern Hospital will implement an employee engagement culture that will help align the hospital's vision with the workplace culture. For this matter, the hospital will reward achievement, will encourage employee actualization, will offer humanistic encouragement and allow affiliative collaboration among its employees (Boglarsky & Kwantes, 2009).
The hospital will manage to meet these critical work environment values through trust, which is a central ingredient for employee engagement. For this matter credibility, respect, fairness, pride, and creating a workplace environment that allows employees to care for each other are the key values that will be enforced. Adherence to these values will help the company become flexible and ready to accomplish all its objectives. These values will create a positive, constructive and healthy workplace atmosphere where all employees will be engaged to their duties thus meeting the organization’ s success (Boglarsky & Kwantes, 2009).
Boglarsky C. A. and Kwantes C. T. (2009). Ideal and Actual Culture: How Different is too different? Retrieved on 17/09/2012, from: http://www.humansynergistics.de.com/news/documents/Ideal%20and%20Actual%20Culture.pdf
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