Impact of Workplace Culture on Person Centred Care in Australian Healthcare Services

This presentation explores the impacts of workplace culture on person centred care in Australian healthcare services. It discusses leadership theories, theories on organizational culture, and practical strategies to improve workforce integrity and cooperation.

Running head: NURSING ASSIGNMENT
Digital Story Telling
Name of the Student
Name of the University
Author note

1NURSING ASSIGNMENT
Finding the core discrepancies in workplace environment that can weaken the success
potentiality of Person centred care is essential in order to ensure the further progress in the
nursing approaches. It will also help the health care services in Australia to be more
competent. The presentation is developed to explore the impacts of the workplace culture on
the person centred care. The overview of the case and the will be described in the light of
leadership theories, theories on organization culture viable for person centred care approach.
Person centred care approach is valuable for any healthcare facility, which needs
appropriate collaboration of the workforce in a healthy employee to employee relationship.
According to the theoretical exploration of workforce culture, the major components are the
leadership approach, Procedure of service delivery, Coordination module, Value sharing,
Organisational policies and ethical considerations (Jones & Kelly, 2014). At the same time
the delivery of person-centred approach and the perspective can also influence the
cooperativeness and work process integrity within the workforce as well.
Western healthcare is an Australian healthcare firm who uses the patient-centred care
approach to improve their service quality and delivery system. However, due to the weak
workforce integrity and cooperation the quality of the healthcare service was declining
rapidly. Sometimes, even the front-line staffs also become unable to detect the specific health
issues due to ineffective coordination within multiple teams. This type of situation can be
handled only with appropriate leadership approach with friendly and cooperative work
environment that can help to build up a healthy workplace culture within this organisation
(Banaszak-Holl et al., 2013).
The are certain practical strategies that can help the organisation described in the case
study and even other organisations, which are suffering from similar issues. Motivational
practice in a workplace can help the workforce to keep their will power against any mutual

2NURSING ASSIGNMENT
conflict (Plough, 2014). Apart from that improve the mutual respect, acceptability through
social activities within the workforce can help to improve the operational bonding among the
healthcare workers. Reshuffling the teams without damaging the work process or delivery
quality can induce the cooperative environment in the workforce. Changes in management
style can improve the capability of sharing values and information regarding work process
amongst the workers (Rozensky, 2012).
Moreover, from implementing the person centred approach to organising any changes
effective collaboration within the staffs is essential. This can be possible by promoting the
value sharing practice and implementing reshuffling group process executions. Even for
finding the process loopholes and making changes can become more easy with healthy
workforce culture.

3NURSING ASSIGNMENT
Reference:
Banaszak-Holl, J., Castle, N. G., Lin, M. K., Shrivastwa, N., & Spreitzer, G. (2013). The role
of organizational culture in retaining nursing workforce. The Gerontologist, 55(3),
462-471.
Jones, A., & Kelly, D. (2014). Whistle‐blowing and workplace culture in older peoples' care:
qualitative insights from the healthcare and social care workforce. Sociology of health
& illness, 36(7), 986-1002.
Plough, A. L. (2014). Building a culture of health: challenges for the public health
workforce. American journal of preventive medicine, 47(5), S388-S390.
Rozensky, R. H. (2012). Health care reform: Preparing the psychology workforce. Journal of
Clinical Psychology in Medical Settings, 19(1), 5-11.