Browsing by Subject "organizational culture"

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    Organizational Supports and Developing a Healthy Workforce: A Case Study of Wellness Factors and Leadership
    (IGI Global, 2022) McCart, Andrew; Bergman, Matt; Green, Ehren R.; Rose, Kevin; Technology and Leadership Communication, School of Engineering
    This case study seeks to understand workplace wellness activities in organizations in Southern Indiana and Greater Louisville. Utilizing the Center for Disease Control (CDC) Workplace Wellness Health Scorecard, a 125-question survey that covers a diverse set of workplace wellness initiatives, twenty-four organizations participated in the study, with one to four participants from each organization. This study looks at the question of context and how an organization’s supports impacts the health of their workforce. The results found that leveraging the knowledge of experts, implementing a variety of wellness programs, removing obstacles to wellness, and having a caring attitude toward employees lead to a higher score regarding organizational supports on the CDC Health Scorecard.
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    Views of institutional leaders on maintaining humanism in today’s practice
    (Elsevier, 2019) Gilligan, MaryAnn C.; Osterberg, Lars G.; Rider, Elizabeth A.; Derse, Arthur R.; Weil, Amy B.; Litzelman, Debra K.; Dunne, Dana W.; Hafler, Janet P.; Plews-Ogan, Margaret; Frankel, Richard M.; Branch, William T., Jr.; Medicine, School of Medicine
    Objective To explore leadership perspectives on how to maintain high quality efficient care that is also person-centered and humanistic. Methods The authors interviewed and collected narrative transcripts from a convenience sample of 32 institutional healthcare leaders at seven U.S. medical schools. The institutional leaders were asked to identify factors that either promoted or inhibited humanistic practice. A subset of authors used the constant comparative method to perform qualitative analysis of the interview transcripts. They reached thematic saturation by consensus on the major themes and illustrative examples after six conference calls. Results Institutional healthcare leaders supported vision statements, policies, organized educational and faculty development programs, role modeling including their own, and recognition of informal acts of kindness to promote and maintain humanistic patient-care. These measures were described individually rather than as components of a coordinated plan. Few healthcare leaders mentioned plans for organizational or systems changes to promote humanistic clinician-patient relationships. Conclusions Institutional leaders assisted clinicians in dealing with stressful practices in beneficial ways but fell short of envisaging systems approaches that improve practice organization to encourage humanistic care.