Management of Power Paper (Term Paper Sample)

Management of Power Name University Course Number and Name Instructor Due Date Management of Power Healthcare systems play a critical role in facilitating general public health. At the same time, they influence how healthcare quality and service delivery are affected. In this regard, it is vital to pay attention to both the structures of a healthcare system as well as its distribution of power. Organizational power is an integral component of healthcare service delivery success, and organizations must ensure that power structures and distribution promote rather than hinder operational success (Elrod & John L. Fortenberry, 2024). This paper seeks to provide a concise assessment of the Holyfield Healthcare Systems and Jonesville Regional Hospital in terms of organizational structure and power distribution with respect to their impending merger. Overview of Power within Organizations In a nutshell, organizational power is the ability of groups of workers in an organization to control resources, influence decisions, and shape the outcomes of an organization. In essence, it is the degree to which various groups of workers wield the power to make decisions that impact the organization's success. Some types of organizational power include legitimate, reward, coercive, expert, referent, information, connection, and charismatic power (Elrod & John L. Fortenberry, 2024). Each of these forms of power has a special place in an organization, as a good balance of these types of power is needed for organizational success. More often than not, leaning too heavily on one type of power within an organization can negatively impact organizational performance and efficiency. In healthcare, collaboration and teamwork play a central role in organizational success. As such, it must be noted that the types of power wielded and how they are exercised must be carefully managed (Elrod & John L. Fortenberry, 2024). Doctors and nurses, for instance, should be allowed to wield expert power in their areas of expertise without barriers or fear in a healthcare setting. This will allow them to work in a conducive environment where they are valued and trusted with the ability and power to make decisions based on their expertise (Kiziloglu, 2021). The leadership of the healthcare system, on the other hand, will rely on legitimate power to make key strategic decisions regarding the organization's sustainability, health, and future. It is necessary to remember that good power distribution within an organization helps improve its health and fosters a nurturing, healthy, and inclusive work environment (Hassan et al., 2019). Organizational Structure and Power The Holyfield Healthcare Organization relies on the matrix organizational structure, while the Jonesville Regional Hospital adopts the service-line organizational structure. It is worth noting that although these structures are different, they work effectively for the two organizations in question. While the matrix structure supports dual reporting lines and resource allocation according to matrices, the service-line structure focuses on reorganizing organizational resources in line with the segregation of services offered within the facility (Elrod & John L. Fortenberry, 2024). Power allocation in a service-line structure is decentralized and wielded predominantly by service-line managers granted autonomy and the power to coordinate with other service-line managers. In a matrix structure, power is allocated horizontally and vertically between project and functional managers who collaborate to achieve objectives with regulated autonomy shared by the above managers. Engagement of Staff and Leadership While each of the structures adopted by the two organizations works well, it must be noted that they each have their unique features. While both structures work to prioritize performance and service delivery for their patients, their approaches differ significantly. A matrix structure relies on project and functional managers working together to achieve their objectives. On the other hand, the service-line structure relies on service-line managers who have autonomy to make decisions within their services. In a matrix structure, power is distributed horizontally and vertically, and managing power is based on balancing interests and maintaining careful conflict resolution between project and functional managers. In a service-line structure, power is distributed according to services where service-line managers are responsible for their units (Elrod & John L. Fortenberry, 2024). This structure manages power through decentralized control along service lines and careful coordination between services to achieve organizational objectives. Considering the facts above, the preferred organizational structure for the merged organization is the service-line structure. The merger of the two organizations will result in the formation of a healthcare juggernaut with a large workforce, significant resources, and several facilities. Consequently, the service-line structure enables the merged organization to fragment into various units according to their services (Elrod & John L. Fortenberry, 2024). This will help merge similar services, equipment, and personnel in both facilities before the merger. At the same time, giving service-line managers autonomy over their unit budgets, resources, and operations significantly empowers them. Equally, it cuts down on the red tape required to make decisions concerning daily operations. In this way, power can be well distributed within the organization, promoting a healthy and motivated workplace and workforce (Mousa & Puhakka, 2019). Leadership Styles and Power Both organizations, in this case, embrace democratic leadership. It is worth noting that this leadership style is equally suitable for the...