Culture for Care:

Social influences

  • People at all levels will bring to the workplace a range of individual and social characteristics such as their own cultural heritage, family influences, life experiences and belief systems.
  • People’s aspirations, roles and responsibilities will also be important, as will their personalities and the relationships they have with others.
  • The characteristics of these individuals will influence the workplace culture to various extents and the loss of old or the arrival of new staff will, over time, influence the culture.
  • In the care sector, many services are provided in situations where people live or visit to use care and support. In these situations, those people using the service will also shape the workplace culture and so must be included in any process that seeks to develop or change the existing culture.

Environmental influences

  • Physical settings also influence workplace cultures. The structure of the building, its accessibility and atmosphere are all critical in creating an environment within which the culture develops.
  • People spend substantial amounts of time in the workplace, so pleasant surroundings are critical. Natural light, appropriate noise levels and access to some personal space all contribute to a sense of wellbeing.
  • Opportunities to display elements of the employer’s history, including accolades, will encourage people to value past achievements and identify with future aims.
  • Creating an energetic and, at times, fun environment can lift people’s mood and make them happier. Collaboration and productivity both increase when people are happy.
  • Within social care, many workplaces are also people’s homes. Where this is the case, the physical surroundings are even more important to people’s health, wellbeing and happiness.

Organisational influences

  • How the aims and objectives of the organisation are planned and delivered will depend on a wide range of factors. Legislation, social and political factors along with internal policies and procedures and available funding will all play a part.
  • In turn, these aims and objectives will have a significant impact upon the workplace culture.
  • The closer the alignment between the aims and objectives and the workplace culture, the easier it will be to achieve desired outcomes. Take the example of a social care service that aims to deliver flexible, innovative care and support in people’s own homes. If the culture focuses on process and clearly delineated job roles rather than seeking creative options and integrated work roles, this culture will not support the employer to meet its aims and objectives.
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