NA 2 Organization Ppt

8/4/2019 NA 2 Organization Ppt

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Organizational Culture and

Change

Organization


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Organizing

Organization consists of

the structure and process

which allow the agencyto enact its philosophy

and utilize its conceptual

framework to achieve itsgoals.


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Organizing also involves

establishing a formal

structure that providesthe best possible

coordination or use of

resources to accomplish

unit objectives.


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It also shows how the

structure of an

organization facilitatesor impedes

communication,

flexibility, and jobsatisfaction.


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Fayol (1949) suggested that an

organization is formed when the

number of workers is large

enough to require a supervisor.

Organizations are necessary

because they accomplish more

work than can be done by

individual effort.


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Organizational Structure

refers to the way in which

group is formed, its lines of

communication, and its means forchannelling authority and making

decisions.


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Formal Structureprovides a framework for

defining managerial authority, responsibility,

and accountability. Roles and functions are

defined and systematically arranged.

Informal Structureis generally social, with

blurred or shifting lines of authority and

accountability.


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Organizational Theory

Max Weber, a German social scientist,

is known as the father of

organizational theory. Generallyacknowledged to have developed the

most comprehensive classic

formulation on the characteristics of

bureaucracy.


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Weber postulated three ideal types of

authority or reasons why peoplethroughout history have obeyed their

rulers. One of these, legal authority,

was based on a belief in the

legitimacy of the pattern ofnormative rules and the rights of

those elevated to authority under

such rules to issue commands.


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Weber argued that the great virtue of

bureaucracyindeed, perhaps itsdefining characteristicswas that it

was an institutional method for

applying general rules to specific

cases, thereby making actions ofmanagement fair and predictable.

Other characteristics of

bureaucracies as identified by Weber

include the following:


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There must be a clear division of

labor.A well-defined hierarchy of

authority.

There must be impersonal rules and

impersonality of interpersonal

relationships.

A system of procedures for dealing

with work situations.A system of rules covering the

rights and duties of position must

be in place.


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Components of Organizational

Structure

Weber also is credited with

the development of theorganization chart to depict

an organizations structure.


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Organizational Chart

can help identify roles and their

expectations. By observing elements,

such as which departments report

directly to the chief executive officer(CEO), the novice manager can make

some inferences about the organization.


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Five Major Characteristics of an

Organizational Chart Division of workeach box

represents the individual or sub-

unit responsible for a given task of

the organizations workload.

Chain of Commandlines

indicate who reports to whom andby what authority.


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a. Solid horizontal linesrepresents

communication between people with

similar spheres of responsibility and

power but different functions.

b. Solid vertical linesbetween positions

denote the official chain of command,

the formal paths of communication andauthority.

c. Dotted or broken linesrepresents staff

positions, these positions are advisory.A staff member provides information

and assistance to the manager but has

limited organizational authority.


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Type of work to be performed

indicated by labels or description for

the boxes.

Grouping of work segments

shown by the clusters of work groups

(departments or single units).

Levels of Management

indicate individual and entire

management hierarchy. Hierarchy refers to a

body of persons or things organized or

classified in pyramidal fashion according torank, capacity or authority assigned to

vertical levels with offices ranked in grades,

orders or classes, one above the other.


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Organizing Principles

In organizing the

organizational structure of the

nursing department/ service/division, certain organizational

principles must be observed.


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1. Unity of command

is indicated by the vertical solid linebetween positions on the organizational chart.

This concept is best described as one

person/one boss in which employees have one

manager to whom they report and to whomthey are responsible. This is to avoid

confusion, overlapping of duties and

misunderstanding.


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2. Scalar Principle.

- Authority and responsibility should flow

in clear unbroken lines from the highest

executive to the lowest. The other term for this

term is chain of command, usually amilitary term. Proper definition and delegation

of authority and responsibility facilitate the

accomplishment of work. In this connection,

the following must be observed:


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when responsibility for a particular job is

delegated to a subordinate, the latter should have

authority over resources needed to accomplish the

task

when a particular function is delegated to a

subordinate, the superiors own responsibility is

no way diminished

when a person is bestowed the authority for

action, he is accountable for his actions to the

person that bestowed him such. The conscientious

nurse exhibits accountability toward her

employing hospital, the patient, the government,her profession and to God.


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3. Homogeneous Assignment or Departmentation

Workers performing similar

assignments are grouped together for a

common purpose. Departmentation

promotes the specialization of activities,simplifies the administrators work, and

helps maintain effective control.


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4. Span of Control

The number of workers that asupervisor can effectively manage

should be limited, depending upon the

pace and pattern of the working area.

It also refers to span of managerial

responsibility and the number which

one superior can assist, teach and help

to reach the objectives of their ownjobs.


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If the workers are highly skilled and are

working near each other, their number may

be increased.

At the top level of the structure, a 1:6 ratio of

supervisor-workers is common, while at the

base of the organization, a 1:10 ratio iscommon.

Too many people reporting to a single amanager delays decision making, whereas

too few results in an efficient, top heavy

organization.


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5. Exception Principle

Recurring decisions should be handled ina routine manner by lower-level managers

whereas problems involving unusual matters

should be referred to the higher level. This will

enable subordinates to learn how t makedecisions at their own level and free executives

from being bogged down by routine details that

can be handles as well by subordinates.


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6. Decentralization or Proper Delegation of Authority

Decentralization is the process of pushingdecision making to the lower levels of the

organization. Often, this means that problems

can be solved at the level at which they occur.

The amount of skills and competence ofsubordinates and executives determines the

success of any program of decentralization.

Executive should be developed to handle

situations delegated to them.


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Types of

OrganizationalStructures


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1. Line Structures

In these structures, authority and

responsibility are clearly defined , whichleads to efficiency and simplicity of

relationships.


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Disadvantages:

They often produce monotony and

alienate workers

Makes adjusting rapidly to altered

circumstances difficult

Adherence to chain of command

communication restricts upward

communication


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2. Ad Hoc design Is a modification of the bureaucratic

structure and is sometimes used on a

temporary basis to facilitate completion of

a project within a formal line of

organization.

Is a means of overcoming the inflexibilityof line structure and serves as a way for

professionals to handle the increasingly

large amounts of available information.


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3. Matrix Structure Is designed to focus on both product and

function. Function is described as all the tasksrequired to produce the product, and the

product is the end result of the function.

For example, good patient outcomes are the

product, and the product and staff education

and adequate staffing may be the function to

produce the outcome.


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4. Service Line Organization

Sometimes called care-centered

organizations, are smaller in scale than a

large bureaucratic system. For example,

the overall goals would be determined by

the larger organization, but the service

line would decide on the process to be

used to achieve the goals.


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5. Flat Designs

It removes hierarchical layers byflattening the chain of command and

decentralizing the organization.

There continues to be line authority, butbecause the organizational structure is

flattened, more authority and decision

making can occur where the work is

being carried out.


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LIMITATIONS OF

ORGANIZATIONALCHARTS


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a. The chart does not show the informal

structure of the organization.

Every institution has in place a

dynamic informal structure that can bepowerful and motivating.

Informal structure includes

employees interpersonal

relationships, the formation ofprimary and secondary groups, and

the identification of group leaders

without formal authority.


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- The informal structure known as the grapevine,

also has groups, leaders and channels.

These groups are important in organization because

they provide:

Workers with a feeling of belonging

They have a great deal of power in organization;

they can either facilitate or sabotage planned

change

They have ability to determine units norms and

acceptable behaviour to do with socialization of

new employees.


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b. Organization charts also are limitedin their ability to depict each line

positions degree of authority.

Equating status with authorityfrequently causes confusion.


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c. An organization chart becomes obsolete.

d. Although it defines authority, it does not

define responsibility and accountability.

The manager should understand the

interrelationships and differences among

these three terms:


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Authorityis defined as the official power

to act.

Responsibilityis a duty or assignment. It

is the implementation of a job.

Accountabilityit is similar to

responsibility, but it is internalized.

Documents

NA 2 Organization Ppt