Discussion: Organizational Structures and Leadership
In most health care settings, it is unlikely that you would hear the terms “ad hoc” or “matrix” as you walk down the hallway. Although it is helpful for
any organization to delineate pathways of responsibility and authority in an organizational chart, the lived experience of these structures is most
apparent through the inquiries and behaviors people share everyday.
In your own workplace, you may find yourself wondering, who should I turn to when I have a practice
dilemma? or Where can I go to learn more about this issue? These questions speak to the intricacies of formal and informal organizational structure and
leadership.
To prepare:
• Review the information presented in Chapter 12 of the course text. Focus on the information about formal versus informal structure as well as
the types of organizational structures.
• Consider the overall structure or hierarchy of your organization or one with which you are familiar. Which organizational structure best
describes your organization—line (or bureaucratic), ad hoc, matrix, service line, or flat?
•
•
• Note: It is possible to have a combination of structures in one organization. Is decision making centralized or decentralized in this
organization?
• What is the role of committees, task forces, and councils in the organization, and who is invited to join? Consider how this relates to formal
and informal leadership.
• Reflect on how decisions are made within a specific department or unit. Which stakeholders provide input or influence the decision-making
process? Assess this in terms of formal and informal leadership.
• To support your analysis, consider your own experiences and investigate these matters by speaking with others at the organization and reviewing
available documents. Be sure to consider how the concepts of formal and informal structure and leadership relate to one another and are demonstrated in
the organization and in the particular department or unit.
Post a depiction of your organization’s formal structure, indicating whether it is best described as line, ad hoc, matrix, service line, flat, or a
combination. Describe how decisions are made within the organization and within one department or unit in particular, noting relevant attributes of
centralized/decentralized decision making. Explain the influence of formal and informal leadership on decision making within this department or unit.
Discussion_Rubric
• Grid View
• List View
Show Descriptions
Main Posting:
Response to the discussion question is reflective with critical analysis and synthesis representative of knowledge gained from the course readings for
the module and current credible sources.–
Outstanding Performance 44 (44%) – 44 (44%)
Excellent Performance 40 (40%) – 43 (43%)
Competent Performance 35 (35%) – 39 (39%)
Proficient Performance 31 (31%) – 34 (34%)
Room for Improvement 0 (0%) – 30 (30%)
Main Posting:
Writing–
Outstanding Performance 6 (6%) – 6 (6%)
Excellent Performance 5.5 (5.5%) – 5.5 (5.5%)
Competent Performance 5 (5%) – 5 (5%)
Proficient Performance 4.5 (4.5%) – 4.5 (4.5%)
Room for Improvement 0 (0%) – 4 (4%)
Main Posting:
Timely and full participation–
Outstanding Performance 10 (10%) – 10 (10%)
Excellent Performance 0 (0%) – 0 (0%)
Competent Performance 0 (0%) – 0 (0%)
Proficient Performance 0 (0%) – 0 (0%)
Room for Improvement 0 (0%) – 0 (0%)
First Response:
Post to colleague’s main post that is reflective and justified with credible sources.–
Outstanding Performance 9 (9%) – 9 (9%)
Excellent Performance 8.5 (8.5%) – 8.5 (8.5%)
Competent Performance 7.5 (7.5%) – 8 (8%)
Proficient Performance 6.5 (6.5%) – 7 (7%)
Room for Improvement 0 (0%) – 6 (6%)
First Response:
Writing–
Outstanding Performance 6 (6%) – 6 (6%)
Excellent Performance 5.5 (5.5%) – 5.5 (5.5%)
Competent Performance 5 (5%) – 5 (5%)
Proficient Performance 4.5 (4.5%) – 4.5 (4.5%)
Room for Improvement 0 (0%) – 4 (4%)
First Response:
Timely and full participation–
Outstanding Performance 5 (5%) – 5 (5%)
Excellent Performance 0 (0%) – 0 (0%)
Competent Performance 0 (0%) – 0 (0%)
Proficient Performance 0 (0%) – 0 (0%)
Room for Improvement 0 (0%) – 0 (0%)
Second Response:
Post to colleague’s main post that is reflective and justified with credible sources.–
Outstanding Performance 9 (9%) – 9 (9%)
Excellent Performance 8.5 (8.5%) – 8.5 (8.5%)
Competent Performance 7.5 (7.5%) – 8 (8%)
Proficient Performance 6.5 (6.5%) – 7 (7%)
Room for Improvement 0 (0%) – 6 (6%)
Second Response:
Writing–
Outstanding Performance 6 (6%) – 6 (6%)
Excellent Performance 5.5 (5.5%) – 5.5 (5.5%)
Competent Performance 5 (5%) – 5 (5%)
Proficient Performance 4.5 (4.5%) – 4.5 (4.5%)
Room for Improvement 0 (0%) – 4 (4%)
Second Response:
Timely and full participation–
Outstanding Performance 5 (5%) – 5 (5%)
Excellent Performance 0 (0%) – 0 (0%)
Competent Performance 0 (0%) – 0 (0%)
Proficient Performance 0 (0%) – 0 (0%)
Room for Improvement 0 (0%) – 0 (0%)
Learning Resources
Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of
your Syllabus.
Required Readings
Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia, PA:
Lippincott, Williams & Wilkins.
• Chapter 2, “Classical Views of Leadership and Management”
The information introduced through this chapter relates to this week’s Discussion, and will also be referred to in future weeks of the course.
• Chapter 3, “Twenty-First Century Thinking About Leadership and Management”
This chapter examines new thinking about leadership and management and how this may influence the future of nursing.
• Review Chapter 12, “Organizational Structure”
Allmark, P., Baxter, S., Goyder, E., Guillaume, L. & Crofton-Martin, G. (2013), Assessing the health benefits of advice services: Using research
evidence and logic model methods to explore complex pathways. Health & Social Care in the Community, 21, 59–68. doi:10.1111/j.1365-2524.2012.01087.x
This manuscript examines causal pathways between the provision of advice services and improvements in health. It may also be useful to commissioners and
practitioners in making decisions regarding development and commissioning of advice services.
Downey, M., Parslow, S., & Smart, M. (2011). The hidden treasure in nursing leadership: Informal leaders. Journal of Nursing Management, 19(4), 517–521.
Retrieved from the Walden Library databases.
Informal leaders can have a strong impact in the workplace. This article explores the value informal leaders can provide.
Stetler, C. B., Ritchie, J. A., Rycroft-Malone, J., & Charns, M. P. (2014). Leadership for evidence-based practice: strategic and functional behaviors
for institutionalizing EBP. Worldviews on Evidence-Based Nursing, 11(4), 219–226. doi:10.1111/wvn.12044
Retrieved from the Walden Library databases.
