Organizational culture and nursing adherence to quality and patient safety practices | Nursing Conferences 2022 | International Nursing Conferences

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<section class="p-0"> <div class="container p-t-20"> <div class="row"> <div class="col-md-8"> <div class="speakers-box-lg" > <div class="top"> <div class="icon"> <img alt="Speaker at Singapore Nursing Research Conference 2022 - Palloma Fernandes" title="Organizational culture and nursing adherence to quality and patient safety practices" src="https://nursingresearchconference.com/uploads/speakers/palloma-fernandes-1524.jpg" class="img-responsive"> </div> <div class="titel"> <div class="name text-b-color"><a href="https://nursingresearchconference.com/speaker/palloma-fernandes" title="Palloma Fernandes">Palloma Fernandes</a></div> <div class="sub">Federal University of Minas Gerais, Brazil</div> </div> </div> <div class="text"> <h5>Title: Organizational culture and nursing adherence to quality and patient safety practices</h5> <h4 class="text-b-color"> Abstract: </h4> <p class="lead"><div>The influence of organizational culture on quality management and patient</div> <div>safety is essential to hospital management because it involves basic beliefs and</div> <div>values, artifacts and assumptions, and methods of evaluation and monitoring“Pattern of basic assumptions shared and learned by a group as it has solved its problems of</div> <div>external adaptation and internal integration, that</div> <div>have worked well enough to be considered valid</div> <div>and therefore be taught to new members as the</div> <div>correct way to perceive, think and feel about these problems”. p.18</div> <div>METHODs :</div> <div>Single case study of qualitative approach</div> <div>Theoretical Reference</div> <div>SCHEIN; SCHEIN, 2017</div> <div>(CRESWELL, 2018; YIN, 2015; SCHEIN, SCHEIN, 2017)</div> <div>Research Participants 51 professionals</div> <div>Observation</div> <div>Documental</div> <div>analysis</div> <div>Interviews</div> <div>Data collection: 2020</div> <div>18 Managers</div> <div>Intentionally choosen 25 Nursing Team</div> <div>Drawing of the work scale</div> <div>8 Multiprofessional Team</div> <div>Data triangulation</div> <div>Data analysis</div> <div>Organized in MAXQDA 2020;</div> <div>Content analysis accordingOrganized into units with shared decisions Element of culture: shared decisions</div> <div>conclusion :</div> <div> <div>The university culture shapes the work process, legitimizing the power of professors and</div> <div>physicians, making it difficult to consolidate the proposals for quality management and</div> <div>patient safety, preserving the ways of doing consecrated in the organizational culture.</div> <div>Quality management is recognized as important by managers and professionals, but partial</div> <div>adherence to activities and resistance to change influence its implementation.</div> <div>In the professionals' understanding, to achieve quality, it is necessary to work patient safety</div> <div>into daily actions so that it generates improvement in the work process and, thus, quality is</div> <div>incorporated into the organizational culture.</div> <div>1.The university culture shapes the work process, legitimizing the power of professors and</div> <div>physicians, making it difficult to consolidate the proposals for quality management and</div> <div>patient safety, preserving the ways of doing consecrated in the organizational culture.</div> <div>Quality management is recognized as important by managers and professionals, but partial</div> <div>adherence to activities and resistance to change influence its implementation.</div> <div>In the professionals' understanding, to achieve quality, it is necessary to work patient safety</div> <div>into daily actions so that it generates improvement in the work process and, thus, quality is</div> <div>incorporated into the organizational culture.ow decision-making - important mechanism of democracy</div> </div> <div>o Laws in Brazil for professors and workers at the University Hospital of UFMG Elements of culture:</div> <div>work contract that ensures job stability - difficulties in using mechanisms for evaluating, warning, and</div> <div>suspending the worker. Modifies compliance with the norms.</div> <div>Elements of culture: the power of the professor and the physician, associated with the university culture that</div> <div>presupposes shared decisions, work contracts that ensure job stability, and an insufficient number of</div> <div>professionals sustain the current discourse that "it has always been this way".</div> <div>o The number of staff was established, but retirements and absences without replacement became</div> <div>insufficient to meet the complexity of the hospital, leading to work overload. Element of culture:</div> <div>insufficient staff quantity and work overloThe university culture shapes the work process, legitimizing the power of professors and physicians, making it difficult to consolidate the proposals for quality management and</div> <div>patient safety, preserving the ways of doing consecrated in the organizational culture.</div> <div>Quality management is recognized as important by managers and professionals, but partial</div> <div>adherence to activities and resistance to change influence its implementation.</div> <div>In the professionals' understanding, to achieve quality, it is necessary to work patient safety</div> <div>into daily actions so that it generates improvement in the work process and, thus, quality is</div> <div>incorporated into the organizational culture</div> <div> </div> <div> <div>The university culture shapes the work process, legitimizing the power of professors and</div> <div>physicians, making it difficult to consolidate the proposals for quality management and</div> <div>patient safety, preserving the ways of doing consecrated in the organizational culture.</div> <div>Quality management is recognized as important by managers and professionals, but partial</div> <div>adherence to activities and resistance to change influence its implementation.</div> <div>In the professionals' understanding, to achieve quality, it is necessary to work patient safety</div> <div>into daily actions so that it generates improvement in the work process and, thus, quality is</div> <div>incorporated into the organizational culture.</div> <div> </div> <div>REFERENCE :</div> <div>Partial results of the doctoral thesis entitled: "OrganizationalREFERENCES</div> <div>BARDIN, L. Análise de conteúdo. São Paulo: Martins Fontes, 2016.</div> <div>Creswell, JW. Research Design: Qualitative, Quantitative, and Mixed Methods Approaches. 5 ed. Thousand Oaks, Califórnia: SAGE Publications, 2018.</div> <div>FLEURY, M. T. L.; FISCHER, R. M. Cultura e poder nas organizações. 2. ed. São Paulo: Atlas, 2013.</div> <div>YIN, R. K. Estudo de caso: planejamento e método. 2. ed., Porto Alegre: Bookman, 2015. TURATO, E. R. Tratado de metodologia da pesquisa clínico-qualitativa:</div> <div>construção teórico epistemológica, discussão comparada e aplicação nas áreas da saúde e humanas. 5. ed. Petrópolis: Vozes, 2011.</div> <div>SCHEIN, E. H.; SCHEIN, P. Organizational culture and leadership. 5. ed. 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