NR 534 Week 4 Discussion; Organizational Structure Power and Lines of Authority - Part 1, Part 2, Responses

2 professional entities' plans. Decision-making within the organization of decentralized decision-making giving power to nurses over their practice. In our reading Marquis & Houston 2017, Hartzell, 2003-2016 para. 3, write that formal organization emphasizes organizational stations and formal power whereas informal organization concentration is with the team, their relationships, and the informal power built. The structure of the communication lines used for the organization is informal as it believes in bringing information to its employees, starting at the top of the organizational chain and dispersing it to all of its entities. The executive team disseminates information via email to the entire system from its executive team on changes, additions to executive positions, and positive and negative events that are fundamental and need addressing. The organization's vision, mission, and values align with quality patient outcomes and building relationships to provide high-quality, evidence-based care to people everywhere. An enormous portion of its funding comes from governmental agencies such as Medicaid and Medicare. Having quality patient outcomes is the revenue pay base for the product which supports my organization provides to the community. Leadership in the organization use mixture of power to help the organization lead. Expert power is the characteristics of administration and all of the department leaders. My director uses a combination of expert power and referent power. Our department's organizational culture is made up of many units and has a matrix structure, in which subordinates report to leaders in the working unit's direct supervision. The culture is to provide all team levels to share or give input or ideas on improving daily work and improved patient outcomes. "The principle idea of shared governance is that is, that power and decision-making should be done in the right place" (Kanninen et al., 2019, Porter- O'Grady 1997). Decentralized decision-making is the power of authority used to allow the system to distribute decision-making problems within each leader's department. Part 2: With Your Group Share an example of a power differential gap or unclear authority lines you have observed or have been involved in. What accountability issues arose from the gap? How was group communication and/or collaboration affected by this gap? What strategies would you propose leaders could use to navigate power-differential gaps and blurred lines of authority? As the Outpatient Surgery charge nurse, I am responsible for the daily function, subordinates' scheduling, and vacation request. Within the role as charge nurse, my duties and responsibilities align with the first-level manager, which Marquis and Huston 2017 define as handling direct issues and concerns with the unit's daily functions, with administrative requests and subordinates. I report directly to the Outpatient Surgery Director, whose role aligns with middle-level manager, that Marquis and Huston 2017 state as day-to-day handling operations, remaining involved with long-term planning and instituting unit policies. The department manager's instructions (middle-level) are that one subordinate is allowed off per unit area. Requests for vacations are excepted six months in advance and approved on a first-come basis. A staff member placed a vacation request after another