NHS FPX 8010 Assessment 1 Political Landscape Analysis

NHS FPX 8010 Assessment 1 Political Landscape Analysis

Lines of Power: Formal and Informal

 There are many different kinds of lines of power in an organization. We have the chief executive officer, chief nursing officer, and chief financial officer in hospitals. The organization’s hierarchy chart provides an explanation of each role and its responsibilities. During orientations, employees are shown the chart to learn about the organization’s hierarchy and who does what. In casual power, connections are fabricated, and trust is created inside them as well as systems administration. There were both formal and informal lines of authority for the chief nursing officer. Through their interactions and communications with others, the CNO possesses authority and power, both formal and informal. When a new director is hired by a company, your experience and title give you formal power, but your lack of tenure and relationship with the company give you informal power.

NHS FPX 8010 Assessment 1 Political Landscape Analysis

  I have formal power as a new director in my organization, but informal power will need to be built. My relationships with my coworkers and the company are still being developed. I know at last I will have both formal and casual lines of force. My organization will be impacted positively and negatively by my performance and overall accomplishments. It’s important to work together with my boss and the team. Our organization’s stakeholders all share the same vision and objectives. We must be open-minded and respectful of other people’s opinions in order to be effective and adhere to the company’s policies. A negative attitude or comment can have an overall effect on the organization. The significance of organizational politics in change processes has long been recognized by management studies and organizational sociology (Waring, Bishop, Clarke et al., 2018). Battles with correspondences have been an issue in associations. We are witnessing the effects of many leaders’ closed-mindedness. We receive training in conflict resolution and listening to all suggestions and complaints as leaders. 

Teamwork and a skilled, strong leader are the keys to power

The organizational chart serves a purpose for employees. Organizational power influences executive-level decision-making. In order to do our job and be better leaders, we need to know more about our superiors. Healthcare policies are subject to constant change. It is basic to comprehend the thinking behind it to more readily execute and carry it out. To better assist with implementation, I always inquire about a policy’s effects and benefits within my organization. As a new leader, I always look up to my superior for advice. I always comprehend new policies and come up with solutions to assist providers and medical assistants alike. I need to look at my informal line of power from a different, more objective perspective because it is still new. Vital spryness is known as being capable and equipped for adjusting to new procedures in a business and tracking down new imaginative ways for change.” ( 2015, Shirey).

NHS FPX 8010 Assessment 1 Political Landscape Analysis

I would have to alter the course to the change and convey compelling and adaptable approaches to suppliers who could think in an unexpected way. These characteristics contribute to the establishment of the informal power structure. Respect and support and trust in others are excellent qualities to cultivate in informal lines of power. At work, I’m continuously being informed that suppliers are seeing to numerous patients and responsibility is expanding. To make a decision, I want to gain clarity and understanding from both parties. I always promise to come up with a solution that works for everyone. Strategic sensitivity is a keen and intense awareness. It takes a steady climate filter, alongside much more premonition, to achieve this… [Strategic agility] is the capacity to detect game-changing open doors and hold onto them conclusively (Shirey, 2015).

Strategic sensitivity is a keen and intense awareness. [Strategic agility] is the ability to spot game-changing opportunities and seize them decisively (Shirey, 2015). To accomplish this, it takes a constant environment scan and a lot more foresight. There are a lot of things that can affect relationships and projects in an organization, so we need to make sure that we communicate and spread positivity for success. Power is contingent. Everything hinges on a person’s perspective, which is crucial. I should track down new procedures in gathering our supplier’s needs to address at worker gatherings. I must ensure that my findings are objective. A healthy work environment is essential for any kind of change to be implemented. Get free NHS FPX 8010 Assessment 1 Political Landscape Analysis

The Impact of Power on Organizational Policy

The Effect of Power on Organizational Policy The Medical Director’s Current Lines of Power The Medical Director’s Current Lines of Power The clinical chief now has a dream and objectives that he is making progress toward and is set on his way since being in power for such a long time. With me in the image as another representative, I can propose to offer various perspectives that would be useful. Diversity and culture to establish my own company venture. Diversity is becoming more and more incorporated into many organizations, and I want to make it a point to embrace it and teach it while expanding my influence. By determining the dynamics of the employee group, you can control how much cooperation and competition your initiatives receive (Galliers, R.D., 2022). My association is extremely political in its perspectives and sees others as their titles. They depend on titles for progress versus a gathering. Strategy change is a joint effort between the workers and achievement depends on the initiative and the execution of it. Validating responses and gaining authority within your organization can come from utilizing everyone’s input to a point. For this situation study, I will utilize my casual electrical cables to meet with my chief and talk about the various hindrances and interests in our group connected with increment patient burden and work. I will seek a common ground for change by utilizing the providers’ and medical assistants’ information.

Sources Of Power

Sources of Power In an organization, those with authority take power very seriously. Flexible leaders frequently make use of their power to achieve their goals. I must assess the obstacles and devise a strategic plan to overcome them in order for my organization to remain in the top 50 places to work. I will be able to use that information and create a strategy using evidence-based practices to continue working for the best employers. I want to support everyone’s best interests within the organization while incorporating ethics and diversity. Success will bring us all victory, but it requires experience, patience, and teamwork. Changing policies with team members will not only strengthen power lines but also boost self-worth.


 if we want to build on change, we need to be good at resolving disagreements and working together within organizations. Experience in the workplace earns power lines. Organization charts provide others with insight into roles and responsibilities and help everyone understand superiors. The force of formal and casual lines is based on experience. My clinical chief has demonstrated that through his profession and has demonstrated to have incredibly formal and casual strong attributes. In my workplace, I will learn how to deal with challenges, authority, and praise. These power lines will enable me to achieve my goals of becoming a respected leader and leading my organization through new ventures. Positive outcomes are the objective, not to mention patient-centered care.


Power dynamics in organizations and the role of information systems, by B. Simeonova, R.D. Galliers, and S. Karanasios in 2022. Inf Syst J, 32: 233-241. Shirey, M. R. https://doi.org/10.1111/isj.12373 Leadership in Nursing Needs Strategic Agility. JONA: The Diary of Nursing Organization, 45 (6), 305-308. doi: 10.1097/NNA.0000000000000204.

 Waring, J., Diocesan, S., Clarke, J., Exworthy, M., Fulop, N. J., Ramsay, A. I. G., and Hartley, J. (2018). Politically savvy healthcare leadership (HeLPA): a qualitative investigation into how service leaders comprehend and mediate the informal “power and politics” of significant changes to the health system. BMC Wellbeing Administrations Exploration, 18(1), N.PAG. https://doi.org/10.1186/s12913-018-3728-z

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