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Discussion: Characteristics of an Organization

Discussion: Characteristics of an Organization

Discussion: Characteristics of an Organization

Discussion: Characteristics of an Organization

For profit…non–profit…
Acute care…primary care
Teaching organization…research facility

Myriad characteristics influence the experiences of patients, nurses, and others in any health care setting. In addition to the factors noted above, the mission, vision, and values that guide an organization, as well as an institution’s commitments to patient care, teaching, and/or research, warrant significant consideration. Discussion: Characteristics of an Organization

As a nurse leader–manager, it is helpful to look at all of these aspects, especially as they relate to strategic planning and the sustainability of the organization. To that end, for this Discussion you compare multiple aspects of two organizations and consider the implications for nursing. In addition, you will apply a Strategic Planning tool, such as SWOT or Balanced Scorecard, or Six Sigma principles to establish one realistic goal or objective consistent with the mission of the organization.


To Prepare

  • Review the information in the Learning Resources regarding strategic planning; types of organizations; organizational commitments to patient care, teaching, and/or research; and the mission, vision, and values of organizations.
  • Using the Internet, research various health care organizations (including those with which you are already familiar) that differ in focus, commitment, and mission, vision, and values. For the purposes of this Discussion, select two organizations with significant differences.
  • Compare information about the two organizations. Based on the information presented in the Learning Resources, how do they differ?
  • What are some possible implications of these differences for various stakeholders (e.g., nursing administration, patients, and community)? What does this mean for nursing’s role within each organization?
  • Identify a goal or objective based on a strategic planning tool, such as SWOT or Balanced Scorecard, or Six Sigma consistent with the mission of the organization.


Marquis, B. L., & Huston, C. J. (2017). Leadership roles and management functions in nursing: Theory and application (9th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

Note: This textbook is also used in NURS 6053 and NURS 6241

  • Chapter 7, “Operational Planning”
  • Chapter 12, “Organizational Structure”

Read a sample of articles from the following resources. Choose at least one that focuses on Balanced Scorecard or SWOT. You might also want to explore the concepts of Lean operation and Six Sigma.

Abraham, M., & Moretz, J. (2012). Implementing patient– and family–centered care: Part I–Understanding the challenges. Pediatric Nursing, 38(1), 44–47.
Retrieved from the Walden Library databases.

Daly, R. (2014). Building blocks for organizational change. Healthcare Financial Management: Journal of the Healthcare Financial Management Association68(5), 68–73.
Retrieved from the Walden Library databases.

Davis, P., Milne, B., Parker, K., Hider, P., Lay–Yee, R., Cumming, J., and Graham, P. (2013). Efficiency, effectiveness, equity (E3). Evaluating hospital performance in three dimensions. Health Policy, 112, 19–27.
Retrieved from 

Gittner, L.S.,Husaini, B.A., Hull, P.C., Emerson, J.S., Tropez–Sims, S. Reece, M., Zoorah, R. and Levine, R.S. (2015). Use of Six Sigma for eliminating missed opportunities for prevention services.Journal of Nursing Care Quality. DOI: 10.1097/NCQ.0000000000000113.
Retrieved from the Walden Library databases.

Gleich, S.J.M., Nemergut, M.E., Stans, A.A., Haile, D.T., Feigal, S.A., Heinrich, A.L.,Bosley, C.L., Wardand, J.W., and Tripathi, S.. (2015). Lean Six Sigma handoff process between operating room and pediatric ICU: improvement in patient safety, efficiency and effectiveness. Critical Care 2015, 19 (Suppl 1): P523. DOI:10.1186/cc14603
Retrieved from 

Hwa, M., Sharpe, B., and Wachter, R., (2013). Development and implementation of a balanced scorecard in an academic hospitalist group. Journal of Hospital Medicine, 8(3). DOI: 10.1002/jhm.2006
Copyright 2013 by John Wiley & Sons – Journals. Reprinted by permission of John Wiley & Sons – Journals via the Copyright Clearance Center.

McHugh, M. D., Kelly, L.A., Smith, H.L., Wu, E.S., Vanak, J.M., and Aiken, L.H. (2013). Lower Mortality in Magnet Hospitals. Med Care, 51(5), 382–388. DOI:10.1097/MLR.0b013e3182726cc5Copyright 2013 by Llippincott Williams & Wilkins – Journals. Reprinted by permission of Llippincott Williams & Wilkins – Journals via the Copyright Clearance Center.

Ng, G., Leung, G., Johston, J., and Cowling, B. (2013). Factors affecting implementation of accreditation programmes and the impact of the accreditation process on quality improvement in hospitals: a SWOT analysis. Hong Kong Medical Journal, 19, 434–46. DOI: 10.12809/hkmj134063
Retrieved from 

Perkins, M., Grey, A., and Remmers, H. (2013). What do we really mean by “Balanced Scorecard”. International Journal of Productivity and Performance Management, 63(2). DOI 10.1108/IJPPM–11–2012–0127
Retrieved from the Walden Library databases.

Shirey, M. R. (2012). Cultivating strategic thinking skills. JONA: The Journal of Nursing Administration, 42(6), 311–314.
Retrieved from the Walden Library databases


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