ORGANIZATIONAL DEVELOPMENT.pptx for nursing students

organizational development for nursing students

1. ORGANIZATIONAL DEVELOPMENT

2. ORGANIZATIONAL DEVELOPMENT Organizational development can be defined as an objective-based method used to initiate a change of systems in entity Organizational development (OD) is the planned and systematic process of improving an organization's performance, effectiveness, and culture by changing its strategies, processes, and people.  Studying the behavior of employees enables professionals to examine and observe the work environment and anticipate change, which is then effected to accomplish sound organizational development.

3. Organizational development (OD) in nursing management is a systematic, data-driven approach to improve a healthcare organization's effectiveness, health, and adaptability by focusing on people, culture, and processes to foster positive, planned change.  Examples include implementing new patient care models to enhance safety and efficiency, fostering a collaborative work environment through team-building and communication training, developing leadership skills through coaching and mentoring, and creating a supportive culture that reduces burnout and improves retention

4. Organizational development is a long-term, systematic, and continuous activity that aims to increase performance, solve challenges, and increase organizational effectiveness

5. Benefits of Organizational Development in nursing management Improves patient care quality, increases operational efficiency and productivity, enhances the ability to manage and adapt to change, and cultivates a culture of continuous improvement and innovation within the nursing profession.  These benefits collectively lead to better overall healthcare outcomes and a more resilient, effective nursing workforce

6. Continuous Development Organizational development continually develop the profession. Organizational development creates a constant pattern of improvement in which strategies are developed, evaluated, implemented, and assessed for results and quality. In essence, the process builds a favorable environment in which a company can embrace change, both internally and externally The change is leveraged to encourage periodic renewal.

7. Increased Horizontal and Vertical Communication Of considerable merit to organizational development is effective communication, interaction, and feedback in an organization. An efficient communication system aligns employees with the company’s goals, values, and objectives. An open communication system enables employees to understand the importance of change in an organization Active organizational development increases communication in an organization, with feedback shared continuously to encourage improvement.

8. Employee Growth Organizational development places significant emphasis on effective communication, which is used to encourage employees to effect necessary changes. Many industry changes require employee development programs. As a result, many organizations are working toward improving the skills of their employees to equip them with more market-relevant skills.

9. Enhancement of Products and Services Innovation is one of the main benefits of organizational development and is a key contributing factor to the improvement of products and services. One approach to change is employee development—a critical focal point is a reward for motivation and success. Successful engagement of employees leads to increased innovation and productivity. Through competitive analysis, consumer expectations, market research, and organizational development promotes change.

10. Increased Profit Margins Organizational development influences the bottom line in many different ways. As a result of increased productivity and innovation, profits and efficiency increase. Costs come down because the organization can better manage employee turnover and absenteeism. After the alignment of an entity's objectives, it can focus entirely on development, product, and service quality, leading to improvements in customer satisfaction.

11. Organizational Development Process A conventional approach in the organizational development process is the action research model. This model is used by many organizations to guide the OD process. It entails what its name describes—research and action. However, there is much more to the OD process than just research and development. There are multiple loops used to transmit feedback, which makes an organization more responsive to change.

12. Components of the Action Research Model The action research model comprises six key components: Problem diagnosis: The organization development process begins by recognizing problems. The method of diagnosis usually takes the form of data gathering, assessment of cause, as well as an initial investigation to ascertain options. Feedback and assessment: The feedback and assessment step often involves proper investigation of identified problems so that there is a deep understanding of the challenge at hand.

13. This can include an appraisal of documents, focus groups, customer or employee surveys, hiring consultants, and interviewing current employees. Information gathered is used to re-evaluate the challenges in the first step. Planning: Once an organization defines and understands its challenge, an action plan is put together. The plan lays down all the intervention measures that are considered appropriate for the problem at hand. Usually, the measures include such things as training seminars, workshops, team building, and changing the makeup or structure of teams.

14. Additionally, measurable objectives, which define the expected results, form an integral part of the overall plan. Intervention and implementation: Once a plan is in place, the intervention phase commences. Since the organizational development process is complicated, implementation processes are a key element of the model. As an example, if training classes are preferred over other methods, test results will form the basis upon which the training process is evaluated.

15. The objective at this point is to ensure the required changes take place. If that is not the case, feedback is assessed and used to bring about the required change. Evaluation: As soon as the intervention plan is complete, the outcome of the change in the organization is assessed. If the required change does not take place, the organization looks for the cause. Adjustments are made to ensure the obstacle is eliminated

16. Success : Success denotes that the desired change took place. A proper plan and efficiency standards are put in place to ensure that the new switch is sustainable. Ongoing monitoring is needed to ensure that implemented changes last. Furthermore, as markets and organizations change, new problems can arise, leading to the push for further development. Great organizations evolve continuously.

17. Organizational development is essential, as it helps organizations transition into a more productive phase. Change helps to bring new ideas and ways of doing things, and it ensures that an entity is innovative and profitable.

18. Freeze (or Refreeze) The third step solidifies the “new normal” and encourages reflection on how to sustain the change.                                                                                                                                                        

19. "Unfreeze, change, refreeze" describes Kurt Lewin's three-stage model for managing organizational change, where Unfreeze involves preparing for change by creating awareness of its necessity, Change is the implementation of the new processes and behaviors, and Refreeze is the phase where the new ways of working are stabilized and become the new norm

20. Issues in organizational development (OD) includes  Employee resistance to change Poor communication, Ineffective leadership, Lack of a clear direction, High employee turnover, and The need to adapt to rapid external changes. 

21. NURSING CARE DELIVERY SYSTEM

22. NURSING CARE DELIVERY SYSTEMS AND TRENDS As nursing has evolved over a period, nursing is still focused on caring. Rapid technologic advances, knowledge explosion, emphasis on quality —cost effectiveness accessibility of health care and increased demand by the patients for advanced alternative health care modalities present many challenges for nursing profession.

23. Meaning of nursing care delivery system The nursing care delivery system means ‘the process of delivering care to the client by combining various aspects of nursing service which will fit to various patient care settings to produce a common outcome of delivering quality care and meeting the needs of clients.’ There are various types of nursing care delivery system include case method, functional method, team nursing, primary nursing, modular nursing, nursing care management, patient focused care.

24. Principles of nursing care delivery Holistic approach is used to identify nursing care needs: HOLISTIC APPROACH PHYSICAL NEEDS MENTAL & SOCIAL NEEDS SPIRITUAL NEEDS

25. Nursing care is based on a helping relationship It is the unique function of the nurse to provide nursing care according to client’s needs The aspect of patient care has to be initiated and controlled by nurse There should be justification for selecting each delivery system Before planning care, organizational policies to be considered

26. Factors influencing nursing care delivery system Availability of adequate staff in wards or units Patient census Extend of staff deficiency Organizational policies regarding it’s practice Patient’s preferences for care Availability of skilled staff

27. Opportunities for continuing and in-service education to the staffs Budget of the organization Socio economical condition of the patient The organization’s mission Patient and community needs Patient assignment methods or Nursing care delivery systems Functional Nursing The functional method of nursing care delivery became popular during WWII when there was a severe shortage of nurses in the US.

28. Functional nursing is a method of providing patient care by which each licensed and unlicensed staff member performs a specific task for a large group of patients. Functional nursing, an organizational mode for assigning nursing personnel that is task and activity oriented, using auxiliary health workers trained in a variety of skills. Each person is assigned specific functions performed for all patients in a given unit, and all report to the head nurse.

29. Advantages Each person becomes very efficient at specific tasks and a great amount of work can be done in a short time. The organization benefits financially from this strategy because patient care can be delivered to a large number of patients by mixing staff with a fixed number of RNs and a larger number of unlicensed assistive personnel. The disadvantages Outweigh the savings.

30. Disadvantages A major disadvantage is the fragmentation of care. Patients become confused with so many different care providers per shift. Evaluation of the patient’s response to care is difficult to assess. Critical changes in patient status may go unnoticed. Nurse Manager’s Role Because staff members are responsible only for their specific task, the role of achieving patient outcomes becomes the nurse manager’s responsibility.

31. Staff Nurse’s Role The staff nurse becomes skilled at the tasks that are usually assigned. The functional method of care delivery works well in emergency and disaster situations.

32. Team Nursing Team nursing was developed in 1950’s directed by Eleanor Lambertson at Teachers college, Columbia University in New York. Because the functional method received, criticism, a new system of nursing was devised to improve patient satisfaction. “Care through others” became the hallmark of team nursing.

33. Definition Team nursing is based on philosophy in which groups of professional and non-professional personnel work together to identify, plan, implement and evaluate comprehensive client- centred care. The key concept is a group that works together towards a common goal, providing qualitative comprehensive nursing care ( Kron 1978). Team nursing was designed to accommodate several categories of personnel in meeting the comprehensive nursing needs of a group of clients (Donavan 1975)

34. Objectives The objective of team nursing is to give the best possible quality of patient care by utilizing the abilities of every member of the staff to the fullest extent and by providing close supervision both of patient care and of the individual who give it. This is where one nurse is in charge of leading group comprising 4-6 different members such as nursing aids and unlicensed assistive personnel to care for a group of patients equating to 15-20.

35. Patient care is delivered through the coordination and cooperation of each team member through delegation of assignments with respect to the team member's level of responsibility and accountability. Delegation of patients and duties are done at the beginning of the shift, while a summary of care given and outcomes resulting from patient care is conveyed at the end. For any action that is done by unlicensed assistive personnel, nursing aid or nurse volunteer is the responsible and accountable of the team leader, the registered nurse.

36. CHARGE NURSE RN TREATMENT, ADMISSION RN IV MEDICATION RN ORAL MEDICATION RN VITAL SIGNS

37. Functioning of team nursing The two important points of functioning are: The head nurse must know at all times the condition of the patients and the plan for their care and must assured that assignments and workmanship contribute to quality nursing The team leader must have freedom to use the initiative and the opportunity to nurse, to supervise and to teach unencumbered by the responsibility for administrative detail

38. Channels of communication in team nursing Reports Work or assignment conference Patient care conference Written nursing care plan

39. The greatest single distinguishing feature of team nursing the team conference. In general, there are three parts the conference; Report by each team member on her patients. Planning for new patients and changing plans as needed for others. Planning the next day’s assessment. It is essential that the conference be well planned, brief but comprehensive and interesting.

40. The team leader is the chair person for the conference. They offer opportunity for all personnel to evaluate patient care and solve the problems through team discussion. Advantages: High quality comprehensive care can be provided with a relatively high proportion of ancillary staff. Each member of the team is able to participate in decision making and problem solving.

41. Each team member is able to contribute his or her own special expertise or skills in caring for the patient. Improved patient satisfaction. Organizational decision making occurring at the lower level. Cost-effective system because it works with expected ratio of unlicensed to licensed personnel. Team nursing is an effective method of patient care delivery and has been used in most inpatient and outpatient health care settings.

42. Feeling of participation and belonging are facilitated with team members. Work load can be balanced and shared. Division of labour allows members the opportunity to develop leadership skills. Every team member has the opportunity to learn from and teach colleagues There is a variety in the daily assignment.

43. Nursing care hours are usually cost effective. The client is able to identify personnel who are responsible for his care. Continuity of care is facilitated, especially if teams are constant. Barriers between professional and non-professional workers can be minimized. Everyone has the opportunity to contribute to the care plan. The advantage of team nursing is that the total number of absences and leaves related to overwork and medical conditions related to stress and fatigue is lessened.

44. Disadvantages Establishing a team concept takes time, effort and constancy of personnel. Merely assigning people to a group does not make them a ‘group’ or ‘team’ Unstable staffing pattern make team nursing difficult. All personnel must be client centred . There is less individual responsibility and independence regarding nursing functions.

45. Continuity of care may suffer if the daily team assignments vary and the patient is confronted with many different caregivers. The team leader may not have the leadership skills required to effectively direct the team and create a “team spirit”. Insufficient time for care planning and communication may lead to unclear goals. Therefore responsibilities and care may become fragmented. One major disadvantage of team nursing is lack of team effort and inability to communicate.

46. Time must be given in supervising the team to help each member Communication barriers may cause some problems in rendering patient care

47. Primary Nursing Primary Nursing is a system for the distribution of nursing care in which care of one patient is managed for the entire, 24-hour day by one nurse who directs and coordinates , nurses and other personnel; schedules all tests, procedures and daily activities for that patient; and cares for that patient personally when on duty. In acute care the primary nurse may be responsible for only one patient, in intermediate care the primary care nurse may responsible for three or more patients.

48. Nurse midwives and other nurse practitioners practice primary nursing. Some advantages are continuity of care for the patient accountability of the nurse for that care Patient- centred care that is comprehensive, individualized, , coordinated; and the professional satisfaction of the nurse

49. Primary nursing method: A method of organizing nursing care in which one nurse (the primary is responsible for assessing the patient, planning appropriate care, and evaluating the progress of that patient throughout his or her stay in hospital and on discharge. He or she is responsible for coordinating and implementing all the necessary nursing care that must be given to the patient during shift. This type of nursing care also be used in hospice nursing, or home care nursing

50. Advantages Patients and families experience increased satisfaction with the quality of care. RNs must possess a broad knowledge base and have highly developed nursing skills. This high level of accountability for patient outcomes encourages RNs to further their knowledge and refine skills to provide optimal patient care.

51. Disadvantages The ideal primary nursing system requires an all RN staff. With the arrival of managed care, patient’s hospital stays are shorter. Shorter hospital stays make it hard for primary nurses to give full care. The nurse has a difficult time meeting all patient needs before discharge. Staff Nurse’s Role The primary nurse uses many facets of the professional role — caregiver, advocate, decision maker, teacher, collaborator, and manager.

52. With 24 hour responsibility, the primary nurse has the autonomy and authority to deliver individualized, comprehensive, consistent care that is patient focused. The advantage of promoting primary nursing in hospital practice is that the patient is able to build trust and confidence on the abilities of the nurse assigned to him. This in turn can lead to fast recovery and improved nurse-client relationship. The disadvantage of promoting primary nursing is the high cost setting, especially in specialized units such as the ICU where one nurse is assigned to the total care of a single patient.

53. Nursing Case Management Case management is a strategy to coordinate care, maintain quality, and contain costs while focusing on the outcomes of care. Case management is a collaborative activity that focuses on comprehensive assessment and intervention and holistic care planning with appropriate referrals to meet the healthcare needs of the patient and family. The case management model of patient care delivery maintains quality care while streamlining costs and seeks the active involvement of the patient, the family and diverse healthcare professionals.

54. Nurse Case Manager The case manger is client focused and outcome oriented. Facilitates and promotes coordination of cost effective care, collaborates with members of the healthcare team, responds to needs of insurers. Merges clinical and financial interests. The case manager have frequent interaction with the patient and the healthcare provider to achieve and evaluate expected outcomes. The case manager is assigned a patient on admission based on the case manager’s specialization

55. Then coordinates patient care until discharge. Specific care MAP (multidisciplinary action plan), critical paths which are used are based on a related diagnosis related group (DRG) category. The case manager will implement the plan and be responsible for monitoring patient progress toward the desired outcome criteria. All healthcare providers work together to decrease the patient’s length of stay while addressing patient problems.

56. Critical Pathways and Care MAPs The tool case managers use to achieve patient outcomes is a critical path. Critical paths are grids that outline the critical or key events expected to happen each day of a patient’s hospitalization. All healthcare providers follow the care MAP, improve the quality of care, decrease the length of stay, change practice patterns to increase efficiency, facilitate outcomes, and reduce costs. If a patient’s progress deviates from the normal path MAP, a variance is indicated.

57. A variance is anything that occurs to alter the patient’s progress through the normal critical path. Circumstances that can cause a variance include operational, provider, patient, or clinical elements. Operational causes include broken equipment , interdepartmental delays. Complications in the patient's condition, such as a hemorrhage into the joint after total knee replacement, may increase total hospital days. Variance can be positive or negative. A negative variance is an undesired outcome, whereas a positive variance is an

58. outcome that is achieved before it is expected. Advantages Nursing case management is a process for providing comprehensive care for those with complex health problems. Case management provides a well coordinated care experience that can improve the care outcome decrease the length of stay, and use multiple disciplines and services efficiently. The ideal case manager is a clinical nurse specialist

59. Disadvantages The case manager does not manage other employees, rather the case manager manages patients and their care. Nursing case management is a professionally autonomous role that requires expert clinical knowledge and decision making skills. Case manager’s Role Assessor, Planner, facilitator, advocate

60. Differentiated Nursing Practice Differentiated nursing practice acknowledges the education, skill mix, and competencies for the various levels of each RN. Clearly defined competencies for the various levels of nurses are the foundation for differentiated practice. Each defined role is different and complementary.

61. Staff Nurse’s Role Increased autonomy, authority, and accountability provide opportunities to gain control over nursing practice, Nursing competency and education can also determine advancement. The differentiated model of care delivery describes a system of organizing nursing practice according to the education, clinical experience, competency, and decision making required by the patient

62. Case Method The case method, or total patient care method, of nursing care delivery is the oldest method of providing care to a patient. This method was used in the era of Florence Nightingale when patients received total care in the home. Care also included meeting the needs of the whole family, including cooking and cleaning. The case method or total patient care method of nursing care delivery is the oldest method of providing care to a patient.

63. The premise of the case method is that one nurse provides total care to one patient during her entire work period of one shift. This method was used in the era of Florence nightingale when patient received total care in the home That time nurses were ‘hired’ and they lived with in the family of the patient provided 24 hrs care to patient and even family. But the case method developed over the years to the specialty of private duty nursing especially in critical care nursing where one nurse cared one or two clients,

64. During an 8-12 hour shift the patient receives consistent care from one nurse. The nurse , patient , family share mutual trust and work together toward specific goals. Usually the care is patient centered, comprehensive, holistic and continuous

65. Organization of the case method NURSE PATIENT

66. Advantages and Disadvantages During a shift, the patient receives consistent care from one nurse. Usually, total patient care is comprehensive, continuous, and holistic. In today’s costly healthcare economy, total patient care provided by a RN is very expensive. Total patient care is used in critical care settings where one nurse provides total care to a small group of critically ill patients.

67. Nurse Manager’s Role When using the case method of delivery, the manager must consider the expense of the system. To provide cost-effective care to the patients, the staff must have adequate skills to provide total care. Staff Nurse’s Role The staff nurse provides holistic care to a group of patients during a defined work time.

68. Partnership Models The partnership model of providing patient care, an RN is paired with a technical assistant. The partner works with the RN consistently. In the Partnership Model, a Registered Nurse (RN) is paired with an unlicensed assistive personnel (UAP) — such as a nursing assistant (CNA) — to provide care together as a team .

69. Example Scenario – Medical-Surgical Unit: Partnership team: RN Maria (Registered Nurse) CNA James (Certified Nursing Assistant) They are responsible for the care of 6 patients during their shift.

70. Modular Method A modification to team nursing is the modular method of patient care delivery. The modular method focuses on the geographic location of patient rooms and assignment of staff members. The hospital unit is divided into modules (e.g., groups of nearby patient rooms). A small team of nurses (usually an RN and a UAP/CNA) is assigned to care for patients within one module .

71. In a surgical unit with 24 beds: The unit is divided into 3 modules with 8 beds each. Each module has: 1 RN and 1 CNA working together to care for the patients in that area.

72. Increased continuity of care when staff was consistently assigned to the same module, and the geographic closeness of the modular system saved nursing time. RNs are educated to provide holistic care to patients

73. ORGANIZATIONAL CLIMATE Organizational climate is a concept that was introduced in the year 1940s. Organization climate is defined as the element a professional environment that has a strong influence on the action and performance of the employees working in, that workplace. Organizational climate is the shared perception or collective emotional atmosphere employees have about their workplace environment, including its policies, practices, and culture. It's the overall "mood" of the workplace, shaped by factors like leadership style, communication, and recognition, and it significantly influences employee motivation, satisfaction, and productivity .

74. Organizational climate refers to the shared perceptions of the internal work environment, describing the prevailing emotional atmosphere and the lasting impressions employees have about the organization's rules, practices, and culture Factors influencing organizational climate Organizational factors — mission, goals, objectives and functions. Organizational structure — size, degree of centralization and operating procedure.

75. Leadership process — leadership styles, communication, decision making related process Physical environment — employee safe environment and physical space. Organizational values and norms Other factors are Overt factors: Hierarchy, financial resources, goals of an organization, skills and abilities of the personnel, technological state, performance standards, efficiency measurement.

76. Definitions Organization climate is defined as the element of a professional environment that has a strong influence on the action and performance of the employees working in that workplace. It indicates whether the expectations and beliefs of the individuals are fulfilled.

77. Various types of organizational climate The different types of organizational climate that results because of the culture of an organization are People-Oriented Climate The organizational culture that includes a core set of values and puts its responsibility on care and concern for the employees’ results in people-oriented climate. A people-oriented climate centers on appreciation and respect for employees, fostering a positive atmosphere through superior-subordinate connections and ; incentives.

78. Pro: Boosts morale and employee empowerment. Con: May face challenges if not aligned with organizational goals. Rule-Oriented Climate A rule-oriented organizational climate places a strong emphasis on adherence to established norms and traditions. Pro: Promotes order and safety. Con: This may stop creativity and adaptability, potentially hindering innovation.

79. Innovation-Oriented Climate The organizational culture that introduces new ways and processes to develop new and innovative things results in innovation-oriented climate. Pro: Fosters creativity and adaptability. Con: High levels of uncertainty may make some employees uncomfortable or anxious. Result-Oriented Climate A result-oriented climate focuses on achieving organizational objectives and creating motivation among employees.

80. The alignment of long, medium, and short-term goals contributes to a purpose-driven workplace. Pro: Enhances organizational performance. Con: Overemphasis on goals may lead to stress or burnout among employees. Factors affecting organizational climate The structure of the organization including rules, regulations and constraints

81. Feelings of helpfulness in the work environment Perception of the relative risk in the work situation The level of conflict and tolerance the work environment can tolerate Being confident of the appropriate records Individual responsibility of an employee Working with cooperative individuals Opportunities that have an impact on personal initiative

82. Working with a competent superior Functions objectives, goals and mission in the organizational context Operating procedures of an organization Degree of centralization Leadership styles and decision-making process has a direct impact on the organizational climate Physical space characteristics and employee safety has an impact on organizational climate

83. Organizational values and organizational climate are interlinked Influence of organizational climate on human performances The influence of organizational climate on human performance can be described as Organizational climate provides an environment where the employee either feels satisfied or dissatisfied. Excellent and positive work environment motivates the members and boosts their levels of performances.

84. The job satisfaction is directly linked with the efficiency levels of the employees as it reduces turnover if found favorable Organizational climate is directly related to employee performance as it has a significant impact on the attitude of the employees. Human performance is predictable for employees who work in a consistent organizational climate. An inconsistent organizational climate harms employee productivity

85. Impact of organizational climate Organizational climate has been directly linked with the performance of the employees as it has an impact on their job satisfaction. The four mechanisms through which organizational climate impacts the behaviour of the employee is Evaluation of self as well as others Evaluation of self or someone else will affect human behaviour . The environment and culture of the organization shape how people view themselves and their colleagues — affecting confidence, trust, collaboration, and relationships at work.

86. The environment and culture of the organization shape how people view themselves and their colleagues — affecting confidence, trust, collaboration, and relationships at work.

87. Constraint system It is easy to influence human behavior, through a system of rewards and punishments The organization can use the constraint system in both negative and positive way by giving out information about the behaviour and attitude that will be ignored, punished and rewarded

88. By acting as stimuli The organizational factors act as stimuli in influence human behaviour . The stimuli have an impact on the arousal levels that ultimately affect the participation and performance level of the employees Helping the employees to form perception Organizational climate has a vital role to play in high levels of productivity, better human relation, a greater employee satisfaction. It influences employee behaviour by assisting in forming important perceptions and impressions of the organization.

89. Improving Organizational Climate Improving organizational climate requires a strategic and continuous effort. Enhancing Communication: Open and transparent communication is crucial for a positive organizational climate. Encouraging regular feedback, holding meetings, and using multiple communication channels can help ensure that employees are inform and heard. Developing Leadership Skills: Leaders play: significant role in shaping organizational climate

90. Providing leadership development programs and training can help managers adopt more effective! Supportive leadership styles, fostering a positive environment. Promoting Work-Life Balance: Organizations that prioritize work-life balance tend to have more satisfied and motivated employees. Implementing flexible work schedules, offering wellness programs, encouraging time off can help improve the climate.

91. Recognizing and Rewarding Employees: Recognizing and rewarding employees for their contributions can boost morale and motivation. Implementing recognition programs, offering performance-based incentives, and celebrating achievements can create a positive and motivating climate. Encouraging Innovation: Fostering a culture of innovation involves providing employees with opportunities to experiment and take risks. Offering resources for creative projects, organizing brainstorming sessions, and recognizing innovative ideas can help create an innovative climate.

92. Fostering Inclusivity: An inclusive organizational climate values diversity and ensures that all employees feel respected and valued. "Fostering inclusivity" means actively encouraging, supporting, and creating an environment where everyone feels valued, respected, and included — regardless of their background, identity, or differences. Implementing diversity and inclusion initiatives, providing training on unconscious bias, and promoting an inclusive culture can enhance the overall climate.

93. Role of nurse in maintenance of effective organizational climate Nurse managers should emphasize management tasks that stimulate motivation in nurses and nursing employees Nurse managers should establish a management strategy to support new nurses and involve them in decision making Nurse managers should establish a climate in which discipline is applied fairly and uniformly

94. Nurse manager will work to establish an organizational climate that provides: Incentives for clinical nurses Places them on committees creative and equitable in all staffing matters Promotes participation Reward seniority and achievements Reduces boredom and frustrations Nurse managers need management education and training.