Describe the organizational characteristics of a facility in which you currently work. Include the following: the type of organization, its organizational culture, its structure, and its formal and informal goals and processes. Define three different kinds of power, and describe how power affects the relationships between people of different disciplines (e.g., between staff in nursing, medicine, physical therapy, housekeeping, administration, finance, social work) in a health-care organization. 400 words. APA format 7th edition. Purchase the answer to view it

The facility in which I currently work is a large tertiary-care hospital located in a metropolitan area. It is part of a larger healthcare system that includes several other hospitals, clinics, and specialty centers. The type of organization can be classified as a nonprofit, private hospital. The hospital has a strong commitment to providing high-quality patient care and advancing medical research and education. It serves as a teaching hospital, affiliated with a nearby medical school.

In terms of organizational culture, the hospital emphasizes teamwork, professionalism, and a patient-centered approach. There is a strong emphasis on providing excellent patient care and ensuring patient safety. The hospital promotes a culture of continuous improvement and encourages staff to engage in evidence-based practice and innovative approaches to healthcare.

The structure of the hospital is hierarchical, with clear lines of authority and decision-making. The top-level leadership consists of a CEO, executive management team, and a board of directors. The hospital is divided into various departments and units, each with its own managers and supervisors. There is a matrix structure in place to facilitate communication and collaboration between different departments and disciplines.

Formal goals and processes are outlined in the hospital’s strategic plan, which includes objectives related to quality improvement, patient satisfaction, financial sustainability, and employee engagement. These goals are communicated to staff through regular meetings, performance evaluations, and ongoing feedback. The hospital also has formal processes in place for things like employee onboarding, training, and advancement.

In addition to formal goals and processes, there are also informal goals and processes that exist within the organization. These may include unwritten rules or norms that influence how work is done, how decisions are made, and how people interact with each other. Informal processes can have a powerful impact on the organization’s culture and can shape behavior and attitudes.

Power is an important aspect of relationships between people of different disciplines in a healthcare organization. Power can be defined as the ability to influence others and make things happen. There are several different kinds of power that can be observed in healthcare organizations.

One kind of power is legitimate power. This is power that is based on a person’s formal position or authority within the organization. For example, a physician may have legitimate power because of their role as a medical expert. This can create a power dynamic between different disciplines, with physicians being seen as having more power and influence in decision-making.

Another kind of power is expert power. This is power that is based on a person’s knowledge, expertise, or skills. In a healthcare organization, different disciplines may have different areas of expertise. For example, nurses may have expert power in patient care and medication administration. This can influence how decisions are made and how different disciplines collaborate and communicate with each other.

The third kind of power is referent power. This is power that is based on a person’s personal qualities, such as charisma, likeability, or reputation. In a healthcare organization, different disciplines may have different levels of referent power. For example, a nurse who is well-liked and respected by colleagues may have more influence and power in decision-making than a nurse who is not well-liked.

These different kinds of power can affect the relationships between people of different disciplines in a healthcare organization. Power imbalances can arise when one discipline has more power than another, leading to conflicts or disagreements. For example, if physicians have more power and influence in decision-making, they may have a greater say in patient care decisions and treatment plans, which can create tension with other disciplines.

On the other hand, power can also be used in a positive way to facilitate collaboration and teamwork between different disciplines. For example, if nurses have expertise in a certain area, they can use their expert power to educate and support other disciplines in providing the best possible care to patients. This can lead to more effective and coordinated care.

In conclusion, the facility in which I currently work is a large tertiary-care hospital with a focus on patient-centered care, professionalism, and continuous improvement. The organizational culture is characterized by teamwork and a commitment to excellence. The structure is hierarchical, with formal and informal goals and processes in place. Power dynamics between different disciplines can affect relationships and collaboration within the healthcare organization. Different kinds of power, such as legitimate power, expert power, and referent power, can influence how decisions are made and how different disciplines interact with each other.