CorseHero NR504 Week5 Culture of Excellence

Running head: A CULTURE OF EXCELLENCE 1
A Culture of Excellence at Boston Medical Center
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Chamberlain College of Nursing
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NUR 504: Leadership and Nursing Practice
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February 2019
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A CULTURE OF EXCELLENCE 2
A Culture of Excellence
Patients and families expect the highest standard of care possible no matter which health
care system they choose. It is imperative that an organization creates a standard of excellence to
increase a patient’s overall satisfaction and to ensure the best possible patient outcomes.
Throughout this paper this writer will be discussing a hospital in Massachusetts: Boston Medical
Centers (BMC) and how the mission, vision and values, support the creation of a culture of
excellence within its organization. The paper will be broken down into four sections: a culture of
excellence overview, BMC’s concept map, leading a culture of excellence and a conclusion where
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there will be a self-reflection of the insights obtained by completing this assignment.
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Culture of Excellence
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The mission statement for BMC is “Exceptional care. Without exception”. This is their
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mission statement because services in this hospital are provided regardless of a person’s status or
ability to pay. No patient is ever turned away. This is just one example of how BMC creates a
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culture of excellence within their organization and with their staff. BMC’s vision: “Make Boston
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the healthiest urban population in the world by 2030” (Boston Medical Center, n.d.). The higher
standard of care that BMC instills in all its staff and members of the community takes into
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consideration the population served, which is greater than 70% of non-Caucasian decent. BMC’s
core values are able to guide the goals, the beliefs, decision-making and behaviors, all of which
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reinforce the culture of excellence. The values are built on respect and involve many faces of
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greatness. The term culture of excellence combines the concept of organizational culture with
the notion of excellence of mortal category, a pattern of assumptions, invented, discovered or

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developed (Mintrom, 2014). All of these are specific characteristics and practices reflect the
culture of excellence at Boston Medical Center. Nursing is a very profound profession. Nursing
is not something that one goes into lightly, it isn’t a job that one just decides to do one day on a
whim. It is something that individuals have inside of them. Having the privilege of caring for an
individual in his or her time of need, it is what makes it all worth it (Gracia, 2016). This
represents the nurses as well as all the staff at Boston Medical Center.
Concept Map: Mission, Vision, and Values
The concept map that was created for BMC’s mission, vision and values, is portraited
with puzzle piece in the example provided. This concept was chosen to reflect the
interrelationships portrayed between each of them showing that one must connect with the other
in order for any of them to be successful. The way the mission and values are reflected in
BMC’s organizational culture and leadership is they are incorporated into each of their
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employee’s annual performance reviews. Employees performance ratings are based on how
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much they contribute to the hospital’s values, goals and missions. Each piece of the puzzle must
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be demonstrated in order for one to be successful within BMC’s organization. When these
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leadership development experiences are not linked to other aspects of the organization, people
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are unlikely to have long-term impact on the performance of individuals (Allen, 2008). The
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metaphor of a puzzle indicates that a puzzle cannot be completed until all of the pieces are
present and connected in their specific location.

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Leading a Culture of Excellence

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The definition of strategic leadership is “the process of using well considered tactics to
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communicate a vision for an organization or one of its parts” (Strategic Leadership, n.d.).
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Strategic leadership is able to manage, motivate and persuade staff to share the same vision, and
can be an important tool for implementing change or creating organizational structure within an
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organization (Strategic Leadership, n.d.). At Boston Medical Center the mission Exceptional
Care. Without Exception: is the powerful motivator of all the employees in the organization. The
employees are there because they believe in the hospitals mission and want to do their part to
make it successful. As a future MSN Leader, this particular strategy would fall under the
Chamberlain College of Nursing, person-centered care model. BMC cares for patients regardless
of their ability to pay, which embraces the patient’s preferences, needs and values (Chamberlain
University, 2018).
Another leadership strategy that promotes a culture of excellence at BMC would be the
core visions of the hospital. Their values do guide them in the behaviors they expect from their
staff, the goals that they set for the organization and respect they give to all (Boston Medical
Center, n.d.). The future MSN Leader would consider the core values similar to the Chamberlain
College of Nursing, care-focused care model. BMC empathizes with their patients, their staff
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and their community. BMC recognizes their role of care within the community that will promote
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health and well-being of one’s self, colleagues and above all their patients (Chamberlain
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University, 2018).
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Conclusion
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The importance of a culture of excellence was highlighted in the reflection on how Boston
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Medical Center mission, vision and values are leadership strategies that support this culture. BMC
has direct correlation to Chamberlain College of Nursing: Care Model person-centered care and
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care-focused care. This relates to their patients and their employees. Respect, empathy, greatness,
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healthiest urban population in the world, all key indications of their dedication to improving patient
outcomes and promoting their culture of excellence vision.

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The mission, vision and values of Boston Medical Center truly describe how they support a
culture of excellence and instill this in all their employees. The population that they serve makes
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individuals who work at BMC self-reflect on what an individual has in life and what others to not.
Heartfelt about the care you are giving, and satisfaction seeing patients get better and walk out of
the hospital healthier than they came in.
Some key points I learned from this exercise as a Quality and Patient Safety Nurse as I
study how to become a valued leader within my organization will require open, honest
communication and values. I also took away from this that the missions, values and visions of
an organization does exclaim a lot about who they are and what they want to achieve. I have to
admit I never even looked into at Boston Medical until this assignment in this course, so this was
extremely helpful in my own personal growth within the organization. I feel this exercise will
contribute greatly in my growth as a future leader because it taught me to look at things in a
bigger perspective. I can now see the full picture and how I can apply an organizations
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missions, visions and values to my everyday practice and truly make an impact.
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References
Allen, S. J. (2008). A Hunt for the Missing 50 Cents: One Piece of the Leadership Development
Puzzle. Organization development journal, 26(1), 19–29. Retrieved from
https://chamberlainuniversity.idm.oclc.org/login?url=https://search.ebscohost.com/login.aspx?
direct=true&db=heh&AN=31246836&site=eds-live&scope=site
Boston Medical Center [Website]. (n.d.). Retrieved from https://www.bmc.org/about-us/mission-

vision-values
Chamberlain University. (2018). College of Nursing Student Handbook. [Pamplet]. Retrieved

from: https://www.chamberlain.edu/docs/default-source/handbook/chp-student-handbook.pdf
Gracia, M. (2016). “So why did you become a nurse?” Reflections from a second-year student.
British Journal Of Nursing (Mark Allen publishing), 25(13), 746. https://doi-
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org.chamberlainuniversity.idm.oclc.org/10.12968/bjon.2016.25.13.746
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Mintrom, M. (2014). Creating cultures of excellence: Strategies and outcomes. Cogent
education, Vol 1, Iss 1 (2014), (1).
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https://doiorg.chamberlainuniversity.idm.oclc.org/10.1080/2331186X.2014.934084
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Strategic Leadership Definition [Business Dictionary]. (n.d.). Retrieved
from http://www.businessdictionary.com/definition/strategic-leadership.html
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Running head: A CULTURE OF EXCELLENCE 1

A Culture of Excellence at Boston Medical Center

the notion of excellence of mortal category, a pattern of assumptions, invented, discovered or

Concept Map: Mission, Vision, and Values

present and connected in their specific location.

Leading a Culture of Excellence

outcomes and promoting their culture of excellence vision.

the hospital healthier than they came in.

contribute greatly in my growth as a future leader because it taught me to look at things in a

Boston Medical Center [Website]. (n.d.). Retrieved from https://www.bmc.org/about-us/mission-

Chamberlain University. (2018). College of Nursing Student Handbook. [Pamplet]. Retrieved

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