Organizing in Nursing

ORGANIZATION IS DEFINED AS:A group of persons organized for a particular purpose; an association: a benevolent organization.

A structure through which individuals cooperate systematically to conduct business. The administrative personnel of such a structure.

ORGANIZATION IS DEFINED AS:An established social system designed to carry out specific objectives

It also includes people working together for a common purpose while working in different areas

ORGANIZING IS DEFINED AS:The deployment of organizational resources to achieve strategic goals.

Organizing is arranging and grouping jobs, allocating resources, and assigning work so that activities can be accomplished as planned.

PRINCIPLES OF ORGANIZING

1. Work Specialization2. Chain of Command3. Chain of Command4. Authority5. Responsibility6. Accountability

7.Delegation8.Centralization9. Decentralization10.Departmentalization11.Formalization

WORK SPECIALIZATIONDegree to which organizational tasks are subdivided into separate jobsProduction is efficient because employees perform small, well-defined tasksEmployees can acquire expertise in their tasksEmployees can be selected by ability and attitude.

WORK SPECIALIZATIONOrganization achieves standardization across tasksWhen specialization is carried to an extreme, workers tend to become bored and alienatedMany companies are moving away from this principle.

CHAIN OF COMMAND

An unbroken line of authority that links all persons in an organization and shows who reports to whom.

PresidentVP for Academic AffairsVP for AdministrativeAnd Support ServicesVP for Research and Extension

AUTHORITYFormal and legitimate right of a manager to make decisions, issue orders, and allocate resourcesVested in organizational positions, not peopleManagers have authority because of the positions they holdAccepted by subordinates.

AUTHORITYFlows top down through the hierarchySubordinates comply because they accept the managers' ordersPositions at the top have more formal authority than those at the bottom.

LINELine authority means that managers have formal authority to direct and control immediate subordinates.

STAFFStaff departments include all those who provide specialized skills in support of line departmentsStaff authority is generally more narrow than line authorityStaff authority includes the right to advise, recommend, and counsel in the staff specialists' area of expertise.

FUNCTIONAL AUTHORITYFunctional authority is control with individuals outside ones own direct areas of responsibility.

RESPONSIBILITY

Duty to perform the task an employee has been assigned

Authority commensurate with responsibility.

ACCOUNTABILITYJustify outcomes to those above in the chain of command.

DELEGATION

Process to transfer authority and responsibility to positions below

Delegate authority to the lowest possible level.

CENTRALIZATION

All facilities at one location

Decision authority is located near the top of the organization.

DECENTRALIZATION

Facilities at different locations

Decision authority is pushed down the chain of command to lower levels.

FORMALIZATIONWritten documentation used to direct and control employees.

DEPARTMENTALIZATIONBasis for grouping positions into departments and departments into the total organization.

TYPES OF ORGANIZATIONAL STRUCTUREOrganization Structure- Who reports to whom?

TYPES OF ORGANIZATIONAL STRUCTUREHierarchical (Tall/Centralized, Bureaucratic) StructureDecentralization( Flat, Decentralized) Structure3. Matrix 4. Network Organization Structure

HIERARCHICAL (TALL/CENTRALIZED, BUREAUCRATIC) STRUCTUREIt has a centralized chain of command.

The line-and-staff managers have direct authority over their subordinates, but staff managers have no authority over line managers and their subordinates.

HIERARCHICAL (TALL/CENTRALIZED, BUREAUCRATIC) STRUCTUREIt has an overall narrow span of management and more levels in the hierarchy.There are more layers and presumably more guidelines to followThe decision-making process is slower than other organization.

DIAGRAM OF A TALL STRUCTURE

HIERARCHICAL (TALL/CENTRALIZED, BUREAUCRATIC) STRUCTURE

Advantages

1.There is a narrow span of control i.e. each manager has a small number of employees under their control. This means that employees can be closely supervised. Disadvantages

1.The freedom and responsibility of employees (subordinates) is restricted.


2. There is a clear management structure. 3. The function of each layer will be clear and distinct. There will be clear lines of responsibility and control. 2.Decision making could be slowed down as approval may be needed by each of the layers of authority. 3. Communication has to take place through many layers of management.


4.Clear progression and promotion ladder.

4. High management costs because managers are generally paid more than subordinates. Each layer will tend to pay its managers more money than the layer below it.

DECENTRALIZATION( FLAT/DECENTRALIZED )

The degree to which authority is shifted downward within an organization to its divisions, services, and units. Delegating decision-making to ones doing the work-participatory managementChain of Command from top to bottom is short and the span of control is wide.


Advantages1.More/ greater communication between management and workers

2. Better team spritDisadvantagesWorkers may have more than one manager/bossMay limit/hinder the growth of the organisation


Advantages1. Less bureaucracy and easier decision making

2. Fewer levels of management which includes benefits such as lower costs as managers are generally paid more than workers Disadvantages1. Structure limited to small organisations such as partnerships, co-operatives and some private limited companies. 2. Function of each department/person could be blurred and merge into the job roles of others.

MATRIX STRUCTURE

Focus on both products and functions.It has a formal vertical and horizontal chain of command.Functional and divisional chains of command simultaneouslyDual lines of authorityFunctional hierarchy of authority runs verticallyDivisional hierarchy runs laterallyViolates the unity of command concept.

MATRIX STRUCTURE

Advantages1. More efficient use of resources than single hierarchy2. Adaptable to changing environmentDisadvantages1.Dual chain of command

2. High conflict between two sides of matrix

MATRIX STRUCTURE

Advantages

3. Development of both general and specialists management skills4. Expertise available to all divisions5. Enlarged tasks for employees.Disadvantages

3. Many meetings to coordinate activities4. Need for human relations training5. Power domination by one side of matrix.

NETWORKED, VIRTUAL STRUCTURE

Organization divides major functions into separate companies brokered by a small headquarters organization

NETWORKED, VIRTUAL STRUCTUREEspecially appropriate for international operationsHeld together with phones, faxes, and other electronic technology.disaggregating of organizations (use of independent contractors, joint ventures, etc.)

NETWORKED, VIRTUAL STRUCTUREIkea, the world's largest furniture manufacture, has been successful in implementing the boundary less structure.

The company works closely with suppliers by providing technical assistance, leasing them equipment, and giving advice. It also refined the role of the customer, putting responsibility on them to cart the furniture home and assemble it themselves. As a result, the company can offer lower prices (Pang, 2002), which supports its low-cost focused strategy.

NETWORKED, VIRTUAL STRUCTURE

Advantages1.Global competitiveness2. Work force flexibility3. Reduced administrative overhead.

DISADVANTAGES1. No hands-on control2. Loss of part of the organization severely impacts remainder of organization3. Employee loyalty weakened.

ORGANIZATIONAL CHART IS DEFINED AS:A series of boxes connected with one or more lines to graphically represent the organizations structure.

It provides an overall picture of how the entire organization fits together

LINE VERSUS STAFF AUTHORITY

Line authoritybased on the supervisor-subordinate relationship; creating a direct line of authority from the top to the bottom of the organization structure

Staff authorityspecialists in a particular field used to support and advise line personnelThe largest number of supervisors are usually line managers

Line and staff conflict staff specialists resent that they are only advisors to line managers, whereas line managers feel that staff always tries to interfere

TALL OR THE VERTICAL CHARTDepicts the chief executive at the top with lines of authority flowing down the hierarchy.Clearly defines the relationships between and among the different levels in the organization.Members have more opportunities to participate in decision making activities due to limited span of control

FLAT OR HORIZONTAL CHARTDepicts the manager at the top with wide span of control.Levels of the management are not shown in the chart.Employees report to one manager.They have more freedomCommunication is simple, fast with minimal distortions (distance to top and lower levels is shorter.)

Organizing in Nursing

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