NR504-WEEK5- CULTURE OF EXCELLENCE (100%Sure)

A Culture of Excellence Patients and families expect the highest standard of care possible no matter which health care system they choose. It is imperative that an organization creates a standard of excellence to increase a patient’s overall satisfaction and to ensure the best possible patient outcomes. Throughout this paper this writer will be discussing a hospital in Massachusetts: Boston Medical Centers (BMC) and how the mission, vision and values, support the creation of a culture of excellence within its organization. The paper will be broken down into four sections: a culture of excellence overview, BMC’s concept map, leading a culture of excellence and a conclusion where there will be a self-reflection of the insights obtained by completing this assignment. Culture of Excellence The mission statement for BMC is “Exceptional care. Without exception”. This is their mission statement because services in this hospital are provided regardless of a person’s status or ability to pay. No patient is ever turned away. This is just one example of how BMC creates a culture of excellence within their organization and with their staff. BMC’s vision: “Make Boston the healthiest urban population in the world by 2030” (Boston Medical Center, n.d.). The higher standard of care that BMC instills in all its staff and members of the community takes into consideration the population served, which is greater than 70% of non-Caucasian decent. BMC’s core values are able to guide the goals, the beliefs, decision-making and behaviors, all of which reinforce the culture of excellence. The values are built on respect and involve many faces of greatness. The term culture of excellence combines the concept of organizational culture with the notion of excellence of mortal category, a pattern of assumptions, invented, discovered or developed (Mintrom, 2014). All of these are specific characteristics and practices reflect the culture of excellence at Boston Medical Center. Nursing is a very profound profession. Nursing is not something that one goes into lightly, it isn’t a job that one just decides to do one day on a whim. It is something that individuals have inside of them. Having the privilege of caring for an individual in his or her time of need, it is what makes it all worth it (Gracia, 2016). This represents the nurses as well as all the staff at Boston Medical Center. Concept Map: Mission, Vision, and Values The concept map that was created for BMC’s mission, vision and values, is portraited with puzzle piece in the example provided. This concept was chosen to reflect the interrelationships portrayed between each of them showing that one must connect with the other in order for any of them to be successful. The way the mission and values are reflected in BMC’s organizational culture and leadership is they are incorporated into each of their employee’s annual performance reviews. Employees performance ratings are based on how much they contribute to the hospital’s values, goals and missions. Each piece of the puzzle must be demonstrated in order for one to be successful within BMC’s organization. When these leadership development experiences are not linked to other aspects of the organization, people are unlikely to have long-term impact on the performance of individuals (Allen, 2008). The metaphor of a puzzle indicates that a puzzle cannot be completed until all of the pieces are present and connected in their specific location.