Closing the Gap Healthcare Group – Research Proposal Example

Case Analysis: Closing the Gap Healthcare Group (CGHG) of affiliation Tableof Contents
1.CEO’s role in sustaining organization culture 3
1.1.From Beliefs to Knowledge 3
1.2.Employer-employee trust 3
1.3.Employee development 4
2.CEO’s leadership impact on organizational structure and its impact on CGHG 4
2.1.CEO motivation 4
2.2.Organization values, mission and vision 4
2.3.Adaptation to changes 5
2.4.Organizational procedures and policies 5
2.5.Ability to manage challenges 5
References 7
1. CEO’s role in sustaining organization culture
1.1. From Beliefs to Knowledge
From her experience as a nursing assistant, Clerk experienced demoralizing organizational culture that discriminated against all nursing assistants and subordinate staff while upholding nurses and doctors. This experience shaped her career as a CEO who developed a culture founded on respect, trust, integrity, quality care, and teamwork (Douglas & Wykowski, 2010) as a means of treating all staff uniformly despite their academic level or title. As a CEO, Clerk leads by example in her efforts to cultivate an environment where people feel valued and value each other thereby promoting success. Equally, Clerk works hard to ensure that the company does not only have a culture but that the culture is cultivated through processes, values, encouraged behaviors, and beliefs. In addition, organizational culture is crucial in the attraction and retention of top talents, promoting employees’ moral, offering an active learning environment since employees through teamwork, and promoting high performance and productivity since each employee is satisfied with their job, and this reduces burnout that could result into stress, absenteeism, and poor productivity.
1.2. Employer-employee trust
Sustaining organizational culture requires trust where responsibilities are embedded into current roles or newly created roles (Bertels, 2010). CEO’s and other managers have to trust their employees with the responsibilities placed on them. Employees need to listen and listened to, as well as allowed to determine and use the best services for clients.
1.3. Employee development
Best services provision to clients is through application of best clinical practices. Sustainable organizational culture also requires organizational input in developing their employees through regular education and training (Bertels, 2010). At CGHG, the employee section in the institution’s website promotes development through provision of educational materials, clinical tools, and best practice guidelines for effective decisions during practice. The learning culture is a competitive advantage since employees remain the best they can, by updating their knowledge in the field (Douglas & Wykowski, 2010). Learning occurs in form of conferences, workshops, and teaching new theories coupled with performance measures. The result is the provision of outstanding patient care.
2. CEO’s leadership impact on organizational structure and its impact on CGHG
2.1. CEO motivation
As CEO, Cleric’s leadership is strong in that she leads to outdo her experiences as a nursing assistant. Her motivation is having an organization where everyone can value and be valued leaving room for motivation, teamwork, support, and consultation amongst the employees. When one feels valued, they feel part of their job and are motivated to give their best. This is possible through the leadership that promotes the right values by treating others the way she would expect them to treat her.
2.2. Organization values, mission and vision
Leadership founded on core values, a mission, and a vision results to an organization where everyone works towards a common goal. At CGHG, Cleric’s leadership operates under three major core values which are ethical behavior, innovation, teamwork and quality care. By observing these values, Cleric leads by example and the employees uphold the same. The result is an inclusive culture where everyone is valued for one’s role into the organization no matter how small.
2.3. Adaptation to changes
Strong leadership should be adaptive to manage changes effectively, shape, and sustain an inclusive organizational culture (Douglas & Wykowski, 2010). Change is inevitable and organizations have to be prepared to face change. Through adaptive leadership, change within the employees faces little or no resistance. This is simply because leaders who effectively embed changes in the organization culture without experiencing many difficulties assist employees to respond quickly to the changing environments (Bertels, 2010).
2.4. Organizational procedures and policies
Effective leadership operates under the guidance of organizational policies and procedures. At CGHG, a comprehensive ethics framework and a privacy policy guide the operations of the organizations (Bertels, 2010). Employees are trained on ethics while a privacy officer ensures that the institution strictly adheres to privacy.
2.5. Ability to manage challenges
Leaders must sufficiently manage challenges. At CGHG, communication between mobile staff and the office is observed through daily phone calls and weekly meetings, monthly meetings and teleconferences. Further, the challenge of honestly observing values Cleric serves as role model to her employees to keep them on track and avoid falling into traps by external legal counsel, customers or regulatory bodies. CGHG is also handles employees turnover (Mackey, 2007) challenge with only about 2% compared to 10% in the sector.
Bertels, S. (2010). Embedding sustainability in Organizational culture: How to guide for Executives. Ontario: Network for business sustainability.
Douglas, N., & Wykowski, T. (2010). From Belief to Knowledge: Achieving and Sustaining an Adaptive Culture in Organizations. United States: CRC Press.
Mackey, A. (2007). The Effect of CEOs on Firm Performance. Strategic management Journal.