Political Landscape Analysis

NURS FPX 8010 Assessment 1 The subsequent analysis incorporates critical political dynamics at the community-based hospital system level. It assesses how formal and informal structures of authority define and determine organizational culture, practice, and information and knowledge processes. A new Chief Nursing Officer was recently hired to work in a physician-led organization in which the Chief Medical Officer is particularly powerful. This influence was seen by the suggestion to transition APRNs to the hospitalist service line how formal and informal systems of power shape and contour organizational culture, policy, and communication. The new Chief Nursing Officer has joined a physician-led environment where the Chief Medical Officer is influential.

Formal and Informal Lines of Power

In the system that is described, formally asserted lines of power are very distinct in the organizational structure headed by a Chief Executive Officer then followed by supervising officials such as the Chief Medical Officer and the Chief Nursing Officer. The CMO has been at the organization for over a quarter century and has architectural control over the orthopedic program that was highly successful; as such he has a substantial amount of formal power (Reich et al., 2024). Thus, business and official power are very important in this hospital system as are the informal lines of power. Loyal people connections which are dense and highly valued status in local boards form an informal power surpassing the authority of the CMO. It gives the ability to influence decisions: within hospital relations as well as in the community enabling him to shift decisions towards him, for instance, in efforts to transfer APRNs to the hospitalist group against opposition. Why there are highly expert and reputed personnel in an organization such as in the case of him? This demonstrates that he had relied on expertise and reputation as sources of power.

Sources of Stakeholder Power

This is because the physician staff, though notably channeled through the CMO has succeeded in making other departments’ concerns as being of less significance, for instance, nursing. The continuation of such imbalance at the leadership level demonstrates leadership oscillation; in the survey, there is a new CNO after four years. Saying more, their possible transition into the ranks of physician-led hospitalists also has a loud speech about the physicians’ leading role in policy-making for changing the APRN scope of practice and organizational workplace (Xia et al., 2022). The indirect pressure to force APRNs to not join employed physician hospitalist practice and this is by denying them a chance to practice in a hospital is coercion. According to the literature review on the power relations of physician’s leadership in healthcare organizations, unequal distribution of power leads to organizational and employee complacency and failure to perform optimum interprofessional work.

Organizational Power Influences on Executive-Level Decision-Making

In a real sense, the CMO is highly authorized to make decisions formally and possibly informally in the hospital system due to his position and association with the people of the community. An opposing attitude to the idea of moving APRNs to the hospitalist service would produce conflict and may compromise interprofessional relations ( Rodríguezet al., 2021). The APRNs’ worries are however not unfounded that the scope of practice, pay, and working hours will without doubt be impacted and this could have a knock-on effect on nursing motivation and standards. It is best done by adopting an accommodative bargaining behavior with the executive team and CMO, without losing sight of the rights of APRNs. First of all, the CNO should facilitate meetings with both APRNs and the hospitalist group to include representatives from both camps.

Assumptions

The key assumption that guided this approach of decision-making was that physicians and hospitalists are significant stakeholders and should therefore be central to any changes regarding the patient care model. This assumption barely captures changes in the role of APRNs in modern healthcare, and at the same time, APRNs can be seen as significant players in patient management. At the same time, this also tilts the CNO towards a more balanced perspective at the executive level about the demands for distributive models for governance decisions. A further bottom-line assumption in this approach is that integrating APRNs into the physician-focused team of hospitalists would enhance co-ordination and reduce complications in care delivery.

The Impact of Power on Organizational Policy

The CMO is formally empowered to lead the initiative; however, he has to appeal to the employees and convince the hospital to transfer the APRNs to the hospitalist group, and he has to do that using only his voice and the years he has served the community (Reich et al., 2024). Here, power relations lead to simplistic policy alteration, and the APRN transfer case represents both structural-formal and structural-informal types. However, this type of policy shift can also create a vast impact on organizational culture and context, the nursing division, and APRNs (van Dijke, 2020). From an organizational policy point of view, such a carte blanche of the AMAA and discrimination against other professional groups may well be accompanied by compartmentalized communication, negative morale for nursing personnel and patient care, job satisfaction, and turnover.

Source of Power

Both expertise and personal power, therefore, better apply and are more fitting for the CNO than sheer, granted power. Experience, in this context, means the clinical background of the CNO, his or her leadership qualities, and perception of the practice of nursing which is important concerning the issues of the APRNs getting the scope of practice, compensation, and work-life balance (Murt, 2020). On the other hand, personal power emanates from the degree of the CNO that is capable of cultivating friendly working relations, gaining credibility, and assuming from stakeholders in cases of cooperation rather than coercion.

Expert gain knowledge assists the CNO in presenting a compelling argument that brings together all available data to the executive team and the hospital board ( Hatefimoadab et al., 2022). According to research, it is possible to notice that the more nursing leaders can emphasize how empowering APRNs benefits patients, staff, and the overall organization and healthcare system, the better they will be able to support themselves to physicians and other administrators.

Ethical Dimensions of Power

From an ethical perspective, therefore, coercion or authority could put the nursing staff and the CNO in a bad light. It may lead to severe dissatisfaction among APRNs and hence to the turnover phenomenon progressively Balanceee et al., 2020). This is because it is the personal power and expertise of the CNO, which makes the foundation of the ethical and inclusive approach to decision-making present. It is here that professional autonomy – the level of respect for APRNs, is discussed as one move in search of a solution that will accommodate the whole of the organization.

Conclusion

Using the general politics concept, there is a combination of formal and informal authority inside the internal environment of the hospital system whereby the doctors have the most influence in organizational politics (Urzedoet al., 2022). The CNO must, therefore, understand how expertise, personal power, and collaboration are used to ensurethe progression of APRN’s interests through this form of interdisciplinary practice. Ethical and collaborative leadership not only strengthens interdisciplinary teamwork with patient care and organizational strength. The nursing workplace would prove useful in the formulation of policies that would address the lack of a fair balance of team nursing and physicians/physician assistants, advocacy of ethical leadership and EBP that would assist in the attainment of an organization’s strategic planning objectives, namely the restoration of the Magnet status.

References

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