The magnet recognition program which was started in 1990 by American Nurses Credentialing Center acknowledges nursing excellence, innovation in the nursing practice and care quality in healthcare organizations (Havens & Aiken, 1999). Characterized by several qualifying factors, magnet program signifies that the institution is of the highest caliber regarding excellent staff and quality care to the consumers.
Most of the organizational structures which are considered as excellent are flat with decentralized departments of nursing having strong representation in the organizational structure. The nursing leader serves at the highest executive level and reports to the chief executive officer. Most hospital leaders handle several duties including renovation of old buildings, putting up new buildings and accommodating technology in the service delivery (Havens & Aiken, 1999). Hospital leaders expand their sphere of involvement and influence by interfacing with both the community leaders as well as the board of directors to get funding and acceptance for designs and network with the nurse leaders for them to learn about projects which demonstrate positive results.
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In these institutions, the leaders develop and test new models for care delivery such as the primary care team model, bed hospital model and collaborative patient care management model by engaging nurses and other care providers serving in different capacities. The new models elevate the role of the registered nurse to primary care manager from the admissions to discharge and to the community. The models also heighten the focus on patients. The regular engagement of health care providers in the implementation and design of the new models are essential in service delivery (Havens & Aiken, 1999). The theory of modern organization argues that an organization is an integrated system which has integrated parts. The design helps in coordinating resources to achieve the goals of the organization. These institutions are creative, adaptive and robust to offer a solution to the challenges that may come to their ways. The goals of these institutions are usually to achieve customer satisfaction as well as job satisfaction for the healthcare practitioners. Based on expert knowledge, the nurses typically provide care to the patients as well as manage and maintain the environment in which care is delivered.
Power refers to the intentional influence on behaviors, beliefs, and emotions of people. The concept of power is usually ubiquitous since without it people would not be cooperative in the society. Without power in technological, medical, political, spiritual or financial organizational activities, people would not be having the kind of life they have today. Depending on the field or organization, there are different types of power including positional, relational and expertise power (Harper, 2015).
Positional power refers to the top-down arrangement of authority in which power comes from the headcount, budget and the title or role that one holds. This kind of power works in a dictatorial manner in which one directs things to be done because of the position that he or she owns. This kind of power makes people either obedient or rebellious to the authority. Relational power works for large organizations. It is whereby people work together as a team and generally stick together as an organization (Harper, 2015). In this type of power, people are interrelated with shared values and principles. Since humans are naturally social creatures, relationships matter a great deal. This kind of power allows people to share ideas and opinions in the organization. Expertise power is whereby one gains power out of merit. This is whereby the experience, education and real thinking converge to give expertise. In this category, people gain power because of the competitive advantage of the values that are rare and which are unique to them.
References
Harper, C. (2015). Organizations: Structures, processes and outcomes . Routledge.
Havens, D. S., & Aiken, L. H. (1999). Shaping systems to promote desired outcomes: the magnet hospital model. Journal of Nursing Administration , 29 (2), 14-20.
