and Compare and contrast the organizational chart you identified to the shared governance model on Marquis and Huston (2015, p. 277). Consider major components of organizational structure and communication such as centrality and decentralization. Describe at least five of the “forces of magnetism” and compare how the magnet and non–magnet organizations meet them or need improvement in these areas (Marquis & Huston, 2015, p. 279, Display 12.5).
In this assignment, we will first identify an organizational chart and compare it to the shared governance model presented by Marquis and Huston (2015). The focus will be on major components of organizational structure and communication, specifically centrality and decentralization.
Centrality refers to the degree to which decision-making authority is concentrated within the upper levels of the organization. It determines the power distribution and the extent to which lower levels of the organization are involved in decision-making processes. Decentralization, on the other hand, refers to the distribution of decision-making authority to lower levels of the organization. It allows for more autonomy and empowerment at the lower levels.
The organizational chart provides a visual representation of the hierarchical structure of an organization. It typically shows the positions and reporting relationships within the organization. It can vary in terms of centrality and decentralization based on the organization’s goals and values.
Marquis and Huston (2015) propose a shared governance model that aims to distribute decision-making authority and foster a collaborative environment. Shared governance involves the active participation of staff in decision-making processes, leading to increased accountability and empowerment. It promotes transparency, inclusivity, and collaboration among different levels of the organization.
Comparing the organizational chart to the shared governance model, we can identify similarities and differences. The organizational chart may reflect a more centralized structure, where decision-making authority is concentrated in the upper levels. In this case, lower levels of the organization might have limited involvement in decision-making processes. On the other hand, the shared governance model promotes decentralization, empowering lower levels of the organization and involving them in decision-making.
To illustrate, let’s consider a hypothetical hospital organization. The organizational chart of this hospital might show a traditional hierarchical structure, with the CEO at the top, followed by various departments and units, each with their managers and staff. Decisions flow from the top down, and authority is concentrated at the upper levels. This organizational chart suggests a more centralized structure with limited decentralization.
In contrast, the shared governance model proposed by Marquis and Huston promotes a collaborative decision-making process. This model would involve the active participation of staff at all levels, allowing them to be accountable for their decisions and actions. The hospital in question would implement shared governance by establishing committees and councils comprised of representatives from different departments and levels. These groups would meet regularly to discuss and make decisions that impact the entire organization. This would result in a more decentralized structure, with decision-making authority distributed throughout the organization.
Moving on to the “forces of magnetism,” Marquis and Huston (2015) identify several components that contribute to creating a magnetic work environment. Magnet organizations are those that successfully attract and retain high-quality nurses, leading to improved patient outcomes. These forces include professional practice, quality care, autonomy, control over practice, and organizational support.
Professional practice refers to the opportunity for nurses to engage in evidence-based practice and professional development. Quality care involves the provision of safe, effective, and patient-centered care. Autonomy allows nurses to have control over their practice and make decisions that impact patient care. Control over practice refers to nurses having influence and authority over the nursing practice environment. Organizational support entails having the necessary resources and support to provide high-quality care.
A magnet organization would excel in these forces by providing an environment that promotes professional growth, offers opportunities for autonomous decision-making, and supports nurses in providing quality care. It would have structures and processes in place to ensure nurses’ voices are heard and their inputs are valued.
However, a non-magnet organization may fall short in meeting these forces, resulting in lower nurse recruitment and retention, and potentially impacting patient outcomes. It may lack support for professional development, have limited autonomy for nurses, and insufficient resources to provide high-quality care. These areas would need improvement in order to move towards becoming a magnet organization.
In conclusion, comparing the organizational chart to the shared governance model, we see a contrast between centralized and decentralized decision-making structures. The forces of magnetism emphasize the importance of professional practice, quality care, autonomy, control over practice, and organizational support in creating a magnetic work environment. Magnet organizations excel in these areas, while non-magnet organizations may need improvement in meeting these forces.