The Varied Political Powers in a Health Care Organization There are varied political powers in a healthcare organisation as is exemplified by Aspirus Wausau Hospital. As a whole, the political structure may be bifurcated into the medical and the non medical departments. The nonmedical sphere may comprise: the president (Jean Burgener), the co-president (Diane Postler-Slattery), the senior vice president (VP), the VP (marketing & Planning), Senior VP (finance), the VP (Human Resources) and another VP (Information and Technology). At the same time, other offices in the political spheres of a healthcare organisation such as Aspirus Wausau Hospital may include: the VP (Nursing), the VP (Clinical Services), the VP (corporate quality services and patient safety officer), and the VP (Physician Support Services). These may operate directly under the aegis of the president and the co-president since the posts are too sacrosanct and sensitive to be relegated to the periphery in matters of administration and decision making (AWH Cabinet Members, 2011). The Various Ways in Which People Acquire Power There are several ways in which people may realize ascendancy into higher intra-organisational positions and portfolios. The commonest among these is by furthering up studies as a way of increasing one’s professional skills. Upon completion of the studies, the individual tenders his newly upgraded credentials to the human resource management (HRM) department. Upon this juncture, the HRM department is compelled to make appraisals on the worker’s emoluments and organisational duties, posts and powers and privileges. Conversely, it is also possible for an employee in an organisation to rise up through the ranks through the acquisition of work experience. As a matter of fact, this is the commonest and most automatic tradition since most governments that are members of the UN are compelled to ensure this tradition through the International Labor Organization (ILO). It is imperative that all organisations in the public, private and corporate sector adhere to the culture of promoting its personnel by factoring work experience. Thirdly, most organisations seek to reward the most performing employees by promoting them. This rewarding of performance is different from promotion through experience and merits, since it is a way of executing performance appraisal. This event may see dexterity, competence, dedication and diligence being rewarded with higher perks, portfolios and privileges and powers that come with the portfolio. As part of the performance appraisal program, an organisation may open or initiate workshop and training programs to improve employee performance. Employees who exhibit degree of improvement may be promoted up the organisational hierarchy. This is the fourth option of ascending to higher echelons of organizational power (Delaney, 2006). The fifth case of acquisition of organisational power is natural attrition. An employee in Aspirus Wausau Hospital organisational structure may for instance pass on, leaving behind a vacant post. At this juncture, it will be upto the board of directors to build consensus on the candidate to take over the slot. Reflecting, Based On Personal Experience on Political Powers and Comparing Them to Those That Exist In Health Care Organizations According to Plsek (2001), Political powers in non medical and non health care services provision sectors can be readily seen to be very different from those in the healthcare organisations. In the non medical sector, political powers are mainly focused on performance so as to realize growth, while their counterparts in the healthcare fraternity stress on performance in terms of quality; not just expansion. Similarly, political powers in nonmedical sectors may have qualifications on different fields, while their counterparts in the medical fraternity are usually academically grounded in matters that touch on healthcare (nursing, pharmacy, dentistry, surgery and epidemiology, among others).