Access the "Allied Health Community" media. Read the Transitional Care Scenario for this course and complete the following assignment:
Put yourself in Kaila's shoes. As a new CEO of an organization, you have recognized that designation of power has been an issue in the past. As a result, this is creating obstacles for you and your vision. Create a plan of action in an essay format of 300 to 500 words that you would use to regain control of the organization and employees, while still moving forward with a specific vision. In the plan, include:
1. How will you differentiate the daily duties between your roles as a manager and a leader? Provide clear separation of duties.
2. What are the sources of power within the organization and how does it determine the organizational structure?
3. Discuss how you will address the management issues present with the existing staff as well as the CFO and CIO.
4. Discuss a leadership style you will use to move the organization into a plan that will implement a shared network.
Sample Answer
An Action Plan for Organizational Control and Vision Implementation
As the new CEO of this organization, I recognize that the previous misalignment of power has created significant obstacles to achieving a cohesive vision and efficient operations. My plan of action is centered on establishing clear authority, redefining roles based on competency, and using an inclusive leadership style to implement the crucial shared network initiative. The goal is to transition from a decentralized structure, where power was often assumed rather than designated, to a merit-based, mission-driven culture of accountability.
Differentiating Managerial and Leadership Roles
My role will be clearly demarcated to provide both stability and inspiration. As the Leader, my daily duties will focus externally and strategically: setting the organizational vision, inspiring buy-in for the shared network initiative, building external partnerships, driving cultural change, and managing long-term strategic investments. This is the “why” and “where we are going.” As the Manager, my duties will focus internally and operationally: ensuring the organizational structure supports the vision, approving budgets, establishing performance metrics, overseeing process improvement, and holding senior staff accountable for key results. This is the “how” and “what we are doing today.” The separation ensures that while I drive change (Leader), I remain grounded in operational reality (Manager).
Sources of Power and Organizational Structure
The current structural issues stem from the misuse of Expert Power and Referent Power. Long-standing staff, including the CFO and CIO, have accrued power through specialized knowledge and personal loyalty, overshadowing my legitimate Legitimate Power as CEO. To shift this, I must centralize Legitimate Power and reinforce Expert Power only where it aligns with the organizational vision. The organizational structure must move toward a flatter, more matrix-style structure for the shared network project, where cross-functional teams report to both project and functional managers. This ensures that power is derived from project contribution rather than historical position, thereby dismantling the previous, siloed functional structure that allowed power concentration.