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Organizational Culture and Succession Planning Go Hand in Hand

Organizational Culture and Succession Planning Go Hand in Hand . ANTONIO B. JAYOMA, RN, MSPHN, MBA, CCRN, RN-BC President, PNA of Texas – Cameron County, Inc. (PNAT-CC, Inc.) Faculty, University of Texas at Brownsville – Texas Southmost College (UTB-TSC ) .

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Organizational Culture and Succession Planning Go Hand in Hand

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  1. Organizational Culture and Succession Planning Go Hand in Hand ANTONIO B. JAYOMA, RN, MSPHN, MBA, CCRN, RN-BC President, PNA of Texas – Cameron County, Inc. (PNAT-CC, Inc.) Faculty, University of Texas at Brownsville – Texas Southmost College (UTB-TSC)

  2. What is an Organizational Culture? • It is a collection of shared (stated or implied) beliefs, values, stories, myths, and specialized language that foster a feeling of community (unity) among organization members.

  3. What is an Organizational Culture? • It is created, designed, revised, and improved constantly to make it easily adaptable and becomes an effective tool for successful planning of events, projects, and even succession planning, especially for the new and emerging organizations like PNAT-CC, Inc.

  4. Creating an Organizational Culture

  5. What is an Organizational Culture? • Thus, successful and effective succession planning depends on the kind of functional organizational culture created within the organizational structure.

  6. Why is it important? • It enables you and other leaders of the organization to assess and evaluate organizational needs required to make future plans (short-term and long-term goals) inorder to address or resolve them, including leadership succession planning.

  7. Why is it important? • It guides organizational leaders in fostering directions for effective succession planning in the organization in accordance with its mission, values , goals and philosophy.

  8. What are its characteristics? • It is collective • Emotionally - charged • Historically – based • Inherently symbolic • What kind of organizational culture we would like to create or pursue in 2 – 3 yrs? • How big is that culture? Would that be simple or complex (combination of more than one)?

  9. Examples of Organizational Culture • Building houses for the poor • Providing medical services (medical mission) to indigent families and individuals • Creating scholarship endowment funds for disadvantaged students • Creating entertainment shows for the community in order to raise needed funds

  10. And then, what? • As current leaders, you should have set the pace and direction (culture itself) already for the organization, both long-term and short- term periods, after a while or when your term is about to expire.

  11. And then, what? • At some point in time, you must have known already as to who among the Members and Officers have given it all for the organization or have functioned the best given the current organizational culture, and have expressed interests and motivation to continue in carrying out laid-out plans, tasks and traditional projects.

  12. And then, what? • Then you would have POTENTIAL organizational leaders in few years time that you nurtured, mentored, and ready to take over in years time who would like continue what you (or has been) started. And that is what you call succession planning.

  13. LOOKING AT PNAT-CC, INC. MILESTONES AND ACHIEVEMENTS: • Created in 2006 (3 years old ONLY) • Currently 82 Members (Active and Associate) • Annual membership goal: 100 members • Created annual “Spirit of Nightingale Awards” (SONA) • Established annual “Gala Night” for SONA • Educational seminar every 2 yrs (on non-election year) • Two-phase annual membership renewal • Founding president is current president

  14. LOOKING AT PNAT-CC, INC. MILESTONES AND ACHIEVEMENTS: • Created “PNAT-CC, Inc. Scholarship Endowment Fund for Nursing”at University of Texas at Brownsville – Texas Southmost College (UTB-TSC) • Became incorporated in State of Texas (thus, “INC.” attached) • First Medical Mission 2008 in Pangasinan, Philippines • Pursuing 2nd Medical Mission in Tagbilaran City, Bohol and Pangasinan, Philippines in 2010

  15. ORGANIZATIONAL CULTURES FORMS • Symbols • Languages • Stories • Practices CONSEQUENCES • Sense of identity for individual or member • Individual commitment to mission • Organizational stability • Organization makes sense to individual member

  16. SYMPTOMS OF WEAK ORGANIZATIONAL CULTURE • Inward focus • Morale problems • Fragmentation / inconsistencies • Ingrown subcultures • Warfare among subcultures • Subculture elitism

  17. Issues and Drawbacks of PNAT-CC, Inc. • Struggling annual membership numbers • Financial difficulties • How to recruit and retain members? • How to mentor future leaders and officers? • How to impact community agencies and residents?

  18. Issues and Drawbacks of PNAT-CC, Inc. • How to serve the nursing and healthcare communities? • Strategies needed to improve reputation and service to members and community • How to improve educational levels of members?

  19. HOW DID WE DO IT ALL FROM THE START? OVERALL GOAL: Building a strong local organization • Use of ORGANIZATIONAL CULTURE • Know your constituents • Application of other business and management principles

  20. HOW DID WE DO IT ALL FROM THE START? • Know your constituents: • Assessment: demographics, likes and dislikes, emotional states, their passion, hobbies, small effective groups (formal and informal gangs), professional groups, what do they more often? By surveys, informal and formal interviews, attend informal and formal parties • Planning: use of strategies for short and long-term goals

  21. HOW DID WE DO IT ALL FROM THE START? • Know your constituents: • Implementation: organizing events that people like golf tournaments; fundraisers for scholarships, etc. • Evaluation: make sure you meet your objectives; you want people to come back on next events

  22. What about it? Successful and Strong Organization Leads To Effective Successful Planning!!!!!

  23. OTHER MANAGEMENT AND LEADERSHIP PRINCIPLES USED • Multi-cultural/multi-ethnicity of membership • Promote consistency • Be a member first and foremost • Treat everybody equal

  24. OTHER MANAGEMENT AND LEADERSHIP PRINCIPLES USED • You are a part of a bigger community • This is not a place for self-promotion • Emphasize voluntarism • Stay POSITIVE • Micromanage behind the scenes if needed

  25. OTHER MANAGEMENT AND LEADERSHIP PRINCIPLES USED • Address demographics’ needs • Value others’ inputs on issues • Take a business RISK if needed • Run it like a BUSINESS entity • Don’t be scared of (leadership) responsibilities • You (as a leader) are like a Nursing Unit Manager

  26. PEACE !

  27. Reference Kreitner, R. (2004). Management (9th Ed.). Boston, MA: Houghton Mifflin Company

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