Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.
Chapter 1, “Decision Making, Problem Solving, Critical Thinking: Requisites for Successful Leadership and Management, and Clinical Reasoning”

Chapter 1 provides information relevant to this week’s Discussion and serves as a foundation for topics explored in future weeks of the course. The authors note that decision making, problem solving, critical thinking, and critical reasoning are integral to both leadership and management and beneficial as one examines leadership and management issues. As you read this chapter, focus primarily on the “Decision Making in Organizations” section.
Chapter 7, “Strategic and Operational Planning”

This chapter introduces planning and highlights some of the trends that are likely to impact health care organizations now and in the future. It also addresses vision and mission statements, which are essential for guiding planning and decision making in health care settings.
Chapter 12, “Organizational Structure”
“Organizational Culture” (pp. 260–286)

This section of the chapter addresses organizational culture.
Bellot, J. (2011). Defining and assessing organizational culture. Nursing Forum, 46(1), 29–37.
Retrieved from the Walden Library databases.

This article examines organizational culture as a construct. It explores how organizational culture is unique to every workplace.
Business Organizational culture: Definition. Retrieved from
Collins, J. C., & Porras, J. I. (1996). Building your company’s vision. Harvard Business Review, 74(5), 65–77.
Retrieved from the Walden Library databases.

This seminal article helped to pave the way for understanding why a company’s vision is so important. By focusing on its vision, a company can guarantee that its core values and purpose remain fixed while its strategies and methods are adapted to accommodate the changing environment.
Nelson, W. A., & Gardent, P. B. (2011). Organizational values statements. Healthcare Executive, 26(2), 56–59.
Retrieved from the Walden Library databases.

This article focuses on the impact that organizational values statements have on an organization’s mission. For employees to follow value statements, leaders must effectively model those values day in and day out.
Plath, D. (2013). Organizational processes supporting evidence-based practice. Administration in Social Work, 37(2), 171-188. doi:10.1080/03643107.2012.672946

Abstract: A case study illustrates the implementation of evidence-based practice (EBP) as an organizational change process. A systemic process, reliant on executive leadership and organizational culture, facilitates implementation of EBP. Qualitative findings suggest that effective EBP implementation requires engagement of staff across the organization. The development of communities of practice and other strategies to engage staff, including a model for organizational analysis, assists preparation for EBP implementation.
Rai, G. S. (2013). Job satisfaction among long-term care staff: Bureaucracy isn’t always bad. Administration in Social Work, 37(1), 90-99. doi:10.1080/03643107.2012.657750
Abstract: The study investigated the influence of role conflict, workload, centralization, and formalization on job satisfaction of long-term care staff. Regression analysis revealed that role conflict, workload, centralization, and formalization together contributed 40.0% variance in job satisfaction. Role conflict and workload decrease job satisfaction while centralization and formalization increase it.
Watkins, M. (2013, May). What is organizational culture? Retrieved from

This site offers several descriptions of organizational culture. These perspectives provide the kind of holistic, nuanced view of organizational culture that is needed by leaders in order to truly understand their organizations — and to have any hope of changing them for the better.