NHS FPX 8010 Assessment1 Political Landscape Analysis

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Formal and Informal Lines of Power

There are several different types of lines of power in an organization. In the hospital setting, we have the CEO, Chief Nursing officer and chief financial officer. These roles are clearly defined in the organizations chart of hierarchy and explains each role and responsibilities. The chart is given to employees in orientations and get to know the chain of command and who does what in their organization. In informal power, relationships are built, and trust is developed within them as well as networking. The chief nursing officer had both formal and informal lines of power. The CNO has the authority and power which is better know as formal lower and informal through the relationships and communications with others. Whren a new director is hired in a company, the experience and title grant you formal power but the informal line of power due to lack of tenure and relationship with the company.

 As a new director in my organization, I have formal line of power, but the informal power will need to be built. I ‘m still building on my relationship with my colleagues and the company. I know eventually I will have both formal and informal lines of power. My performance and overall achievements will have an impact both positively and negatively in my organization. Collaboration with my superior and team is crucial. We are all stakeholders in our organization and share the same vision and goals. In order to be effective and follow the companies policies, we need to be open minded and respect others input. Negative feelings or remarks can overall affect the organization. Management studies and organizational sociology have long acknowledged the importance of organizational politics in change processes (Waring, Bishop, Clarke et al., 2018). Struggles with communications has been an issue in organizations. We are seeing many leaders be closed minded and seeing the effects of it. As leaders, we are trained how conflict resolution and listening of all complaints and ideas. Power comes from team collaboration and a strong leader with the skills.

Organizational Power Influences on Executive-Level Decision-Making

The organizational chart has a purpose for employees. We need to better understand our superiors to be better leaders and in our role. Policies are changing all the time in healthcare. It is imperative to understand the reasoning behind it to better execute and roll it out. In my organization, I always ask on what impacts a policy has and benefits to better assist in implementation. I always look up to my superior for guidance as a new leader. I always understand new policy and find solutions to help everyone impacted by it whether it be the providers or medial assistants. Since my informal line of power is still new, I need to look at it from a different angle objectively. “Strategic agility is known as being able and capable of adapting to new strategies in a business and finding new innovative ways for change.” (Shirey, 2015). 

I would need to change the direction to the change and communicate effective and flexible ways to providers who might think differently. These are the traits that help build upon the informal line of power. Great traits to build on informal line of power is supporting and trusting of others and respect. At work I’m always being told that providers are seeing to many patients and workload is increasing. My goal is to find clarity and understanding of both parties to execute a decision. I always commit to finding a solution that makes it work for all parties involved. An awareness that is sharp and intense is strategic sensitivity. It takes a constant environment scan, along with a lot more foresight, to accomplish this… [Strategic agility] is the ability to spot game-changing opportunities and seize them decisively (Shirey, 2015).

An awareness that is sharp and intense is strategic sensitivity. It takes a constant 

environment scan, along with a lot more foresight, to accomplish this… [Strategic agility] is the ability to spot game-changing opportunities and seize them decisively (Shirey, 2015). In organizations there are many factors that can affect relationships and or projects and we need to make sure that we are driving positive vibes and communication for success. Power is contingent. It all depends on the view of a person and that is very important. I will need to find new strategies in meeting our providers needs to address at employee meetings. I need to make sure that I’m objective in findings. We need a healthy working environment as the foundation to implement change of any kind.

The Impact of Power on Organizational Policy

The Medical director for my organization current lines of power is respected and powerful. The medical director already has a vision and goals that he is working towards and is set on his ways since being in power for so long. With me in the picture as a new employee, I can offer to bring different views to the table. Diversity and culture to start my own venture within the organization. Diversity is increasing and incorporated into many organizations, and I want to be sure to embrace and teach that while building upon my power lines. “You can control the level of cooperation and competition your initiatives receive by determining employee group dynamics” (Galliers, R.D, 2022). My organization is very political in ther views and see onto others their titles. They rely on titles for success versus a group. Policy change is a collaboration between the employees and success relies on the leadership and the execution of it. Using everyone’s input to a point can validate responses and gain power in you organization. In this case study, I will use my informal power lines to meet with my director and discuss the different barriers and interest in our team related to increase patient load and work. I will use the information from the providers and medical assistants to find a common ground for change. 

Sources Of Power

Power in organization is taken very seriously by the ones who hold the title. Leaders need to be flexible but often use their power for results. For my organization to stay in the top 50 places to work for, I need to assess the challenges and barriers to overcome them with a strategic plan to implement change. Evidence based practices will allow me to utilize that information and format a plan to still be at the top places to work for. I want to support everyone’s best interest while incorporating diversity and ethics within the organization. We will all win with success but that comes with experience, patience and teamwork. Incorporating team members to policy change will not only build upon power lines but self-worth.

Conclusion

To build upon change, we need to be great at conflict resolution and collaboration within the organizations. Power lines are earned with experience at the workplace. Organization charts helps everyone know superiors and gives insight to others on roles and responsibilities. Power of formal and informal lines are built upon with experience. My medical director has proven that through his career and has proven to have excellent formal and informal powerful traits. I will learn to manage challenges, authority and accolades in my workplace. These power lines will help me become a respected leader and gain the power to execute new ventures in my organization. The goal is positive results and not forgetting patient centered care.

References

Simeonova, B., Galliers, R.D. and Karanasios, S. (2022), Power dynamics in organisations and the role of information systems. Inf Syst J, 32: 233-241.

https://doi.org/10.1111/isj.12373

Shirey, M. R. (2015). Strategic Agility for Nursing Leadership. JONA: The Journal of Nursing Administration, 45 (6), 305-308. doi: 10.1097/NNA.0000000000000204.

 Waring, J., Bishop, S., Clarke, J., Exworthy, M., Fulop, N. J., Ramsay, A. I. G., & Hartley, J. (2018). Healthcare leadership with political astuteness (HeLPA): a qualitative study of how service leaders understand and mediate the informal “power and politics” of major health system change. BMC Health Services Research, 18(1), N.PAG.