Using the case scenario provided, write a 3–4 page analysis of the organization’s political landscape, including formal and informal power structures at play and their impact on culture, policy, and communications.Understanding the political landscape of an organization is key when developing strategic priorities. Knowing the key players and how to leverage relationships will help you develop a strategic plan that is meaningful to all stakeholders. Gaining stakeholder buy-in is the key to success when attempting to meet the strategic goals outlined on a balanced scorecard.This assessment provides an opportunity for you to gain insight into organizational power structures and their effects on organizational culture, policies, and communications.Demonstration of ProficiencyBy successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:Competency 2: Analyze formal and informal power structures in an organization.Analyze the formal and informal lines of power within an organization.Incorporate organizational power dynamics as a factor in executive-level decision making.Identify the appropriate source of power for achieving a primary strategic objective.Competency 4: Recommend policy changes that support a strategic plan.Assess the potential impact or influence of power on organizational policy.Competency 5: Address assessment purpose in effective written or multimedia presentations, incorporating appropriate evidence and communicating in a form and style consistent with applicable professional and academic standards.Articulate meaning relevant to the main topic, scope, and purpose of the prompt. Apply APA formatting to in-text citations and references.PreparationFor this assessment, use the following case scenario:You are a new nurse executive at a community-based hospital system in the southeastern region of the United States. The system is not-for-profit and serves five rural counties. The system comprises one flagship hospital, three smaller critical access hospitals, and a number of clinics and urgent care centers. The health care system serves a diverse population of insured, Medicare, Medicaid, and uninsured patients. The hospital is Joint Commission accredited and for three years in a row has been rated as a Top 100 Hospital.Historically, the hospital system has been physician-centric, meaning that the physician staff have had the power to influence change, policy, and protocol. The current chief executive officer (CEO) was recently hired from a large university-affiliated hospital system. The chief medical officer (CMO) started the organization's orthopedic program (one of the most lucrative service lines) and has been with the organization for more than 25 years. He is well respected in the local community and serves on a number of community boards. In light of this strong influence from the department of medicine, nursing has struggled over the past five years. You are the second chief nursing officer (CNO) in four years. The hospital board is applying pressure to seek Magnet designation, which was recently lost due to poor leadership by your predecessor.The hospital has recently adopted the hospitalist model to cover all in-patients. The hospitalist group was developed by physician leaders in the organization and operates as a separate department within the organization. The hospitalist group desires to become a limited liability corporation (LLC) to maximize benefit offerings but needs a larger staff to make this happen. They have presented a proposal to executive leadership to transfer all advance practice registered nurses (APRNs) working in the organization (there are more than 50) to the hospitalist group, which is housed under the department of medicine. The CMO is spearheading this initiative. Traditionally, ARPNs were hired and managed by the department of nursing.As the new CNO, you have been approached by a group of 15 APRNs who are against the transition as it will severely impact their scope of practice, in addition to affecting their paid time off, salary, and work hours. The CMO has offered to make APRNs eligible for the annual physician hospitalist bonus structure, as an incentive. At the same time, the CMO has informally proposed that a new policy be created for APRN hospital privileges. If the APRNs choose not to join the hospitalist group, they will not be eligible for hospital privileges. In the state in which the organization is located, a supervising physician is required for APRN practice.InstructionsAnalyze the organization’s political landscape. Examine formal and informal power structures at play and how they affect organizational culture, policies, and communications at all levels.Lessons learned from your analysis of the organization’s political landscape will provide useful insight into important contextual factors for consideration as you work through Assessments 2, 3, and 4.Note: Remember that you can submit all or a portion of your draft analysis to Smarthinking for feedback, before you submit the final version for this assessment. If you plan on using this free service, be mindful of the turnaround time of 24–48 hours for receiving feedback.Analysis Format and LengthFormat your document using APA style.Use the APA Style Paper Template [DOCX]. An APA Style Paper Tutorial [DOCX] is also provided to help you in writing and formatting your analysis. Be sure to include:A title page and references page. An abstract is not required.A running head on all pages.Use the following section headings to ensure thorough content coverage and flow.Formal and Informal Lines of Power.Organizational Power Influences on Executive-Level Decision-Making.The Impact of Power on Organizational Policy.Sources of Power.Provide a short conclusion to your analysis in the form of a summary or editorial.Your analysis should be 3–4 pages in length, excluding the title and references pages.EvaluationThe following tasks correspond to the grading criteria in the assessment scoring guide, so be sure to address each point. Read the performance-level descriptions for each criterion to see how your work will be assessed.Analyze the formal and informal lines of power within the organization.What source of power is being used by the different stakeholders? For example: authority, rewards, coercion, expertise, reputation, personal power.Describe the effects of power structures on organizational culture, policies, and communications at all levels.Incorporate organizational power dynamics as a factor in executive-level decision making.Based on your analysis of internal power structures and your perspective as CNO, what would be the best way to respond to the concerns of the ARPNs in this scenario, and why?What support for your response can be found in the evidence-based literature?What underlying assumptions might influence your decision making?Assess the potential impact or influence of power on organizational policy.What is the basis for your conclusions?Identify the appropriate source of power for achieving a primary strategic objective.For example: authority, rewards, coercion, expertise, reputation, personal power.What evidence do you have to support your conclusion?Articulate meaning relevant to the main topic, scope, and purpose of the prompt. Write with a specific purpose and audience in mind.Adhere to scholarly and disciplinary writing standards.Proofread your writing to minimize errors that could distract readers and make it more difficult for them to focus on the substance of your analysis.Apply APA formatting to in-text citations and references.

Read the case provided by your instructor for this week’s Discussion and identify relevant symptoms and factors. You may want to make a simple list of the symptoms and facts of the case to help you focus on patterns.Read the Morrison (2014) selection. Focus on Figure 1.1, “The Roadmap for Diagnosis,” to guide your decision making. Morrison, J. (2014). Diagnosis made easier (2nd ed.). New York, NY: Guilford Press. Part 1, “The Basics of Diagnosis” (pp. 3–56)Identify four clinical diagnoses relevant to the client that you will consider as part of narrowing down your choices. Be prepared to explain in a concise statement why you ruled three of them out.Confirm whether any codes have changed by checking this website: American Psychiatric Association. (2017, October 1). Changes to ICD-10-CM codes for DSM-5 diagnoses. Washington, DC: Author. Retrieved from https://www.psychiatry.org/psychiatrists/practice/dsm/updates-to-dsm-5/coding-updatesPost a 300- to 500-word response in which you address the following:Provide a full DSM-5 diagnosis of the client. Remember, a full diagnosis should include the name of the disorder, ICD-10-CM code, specifiers, severity, and the Z codes (other conditions that may be a focus of clinical attention). Keep in mind a diagnosis covers the most recent 12 months.Explain the diagnosis by matching the symptoms identified in the case to the specific criteria for the diagnosis.Identify which four diagnoses you initially considered in the case of the client, using the DSM-5 diagnostic criteria to explain why you selected these four items. In one or two sentences each, explain why three of these diagnoses were excluded.Explain any obvious eliminations that could be made from within the neurodevelopmental spectrum.Describe in detail how the client’s symptoms match up with the specific diagnostic criteria for the primary disorder that you finally selected for him. Note two other relevant DSM-5 criteria for that illness from the sections on “diagnostic features” and “development and course” that fit this case.