Organizing

Management
function
 ORGANIZATION
 Structure and process That allows agency to enact its philosophy
and conceptual framework to achieve goal

 ORGANIZING
Process of establishing formal authority
Involves :
 Setting up the organizational structure
 Determining the staff needed
 Developing job description
 ORGANIZATIONAL THEORY

Max Weber
-German scientist, Father of Organizational Theory
-Developed Bureaucracy theory

Characteristics of the theory:

Clear division of labor
Well defined hierarchy of authority
There is impersonal rules and impersonality of
interpersonal relationship
A system of procedures for work must exist
Characteristics of Bureaucracy:
 Systems of rules covering rights and duties of
each position must be in place.
 Selection of employment
and promotion is based on technical
competence
ELEMENTS OF ORGANIZING
1.Setting up the organizational
structure
2.Staffing
3.Scheduling
4.Developing job descriptions
ELEMENTS OF
ORGANIZING
A. SETTING UP
ORGANIZATIONAL
STRUCTURE
ORGANIZATIONAL STRUCTURE
The process by which:
Group is formed
Its channels of authority
Span of control
Lines of communication
 CLASSIFICATION OF ORGANIZATIONAL STRUCTURE
FORMAL
Highly planned and visible
Provides framework for defining managerial:
Authority
Responsibility
Accountability
Roles and functions are defined and arrange
systematically. Different people have different roles
Rank and hierarchy is evident
INFORMAL
 Unplanned often hidden
 Generally social
 With shifting lines of authority and accountability
 Had horizontal relationships
 Composed of small groups of workers with similar
interest
PURPOSE OF ORGANIZATIONAL STRUCTURE
1.Inform members of their responsibilities
2.Allows manager and individual workers to
concentrate on specific roles & responsibilities
3.Coordinates all organizational activities
4.Reduces the chances of doubt and confusion
concerning assignments
5.Avoids overlapping of functions
6.Shows to whom and for whom they are
responsible
Types of
Organizational
Structure
LINE ORGANIZATION
 Each position has general authority over the lower position in the
hierarchy
 Manager delegates authority to staff associate, who in turn delegates
authority to her staff
STAFF ORGANIZATION
 Advisory to the line structure with no authority to put recommendations
into action
 Handle details, locate required data
 Function through influence
FUNCTIONAL ORGANIZATION
 Each unit is responsible for a given part of the organization’s workload
 Has clear delineation of roles and responsibilities which are interrelated
ADHOC DESIGN
 Modification of bureaucratic structure
 Useas temporary basis to facilitate completion
of project within formal line of organization
A means of overcoming the inflexibility of line
structure
 Use a project team or task approach
 Disbanded after a project is completed
MATRIX DESIGN
 Focus on both product and function
Function - all task required to produce the product
Product - end result of the function
 Has formal vertical and horizontal chain of command
SERVICE LINE
 Also called care-centered organization
 Overall goals are determined by the larger organization, but
service line would decide on the process to be used to achieve the
goal
FLAT ORGANIZATIONAL DESIGN
 Remove hierarchal layers by flattening
the chain of command and decentralizing
the organization
 More authority and decision making can
occur where work is being carried out
Organizational Chart
Depict an organization’s structure
 A picture of the organization
 Defines formal relationship within the institution
UNBROKEN SOLID LINES
 Shows relationship of lines of communication and authority
 Solid horizontal line
 represent communication between people with similar sphere of
responsibility and power but different functions
Solid vertical lines between position denote :
 The official chain of command
 Formal path of communication and
authority
DOTTED OR BROKEN LINE
 Represents staff position
 Staff members provides information and
assistance to the manager but has limited
organizational authority
COMPONENTS OF ORGANIZATIONALCHART
1.DIVISION OF WORK
Box represents the individual or sub-unit responsible for a given task of
the organization’s work load
2.CHAIN OF COMMAND
Lines indicate who reports to whom and by what authority
3.TYPE OF WORK TO BE PERFORMED
Indicated by labels or description for the boxes
4.GROUPING OF WORK SEGMENTS
Shows the cluster of work group
5.LEVELS OF MANAGEMENT
Indicate individual and entire management hierarchy
 Top Level Middle Level First Level

Examples Chief Nursing Officer Unit Supervisor Charge Nurse

: Chief Executive Department Head Team Leader
Officer Director Primary Nurse
Chief Financial
Officer

Scope of Organization as a External influences Primarily on day-to-

Responsi whole as well as Focus on integrating day needs at unit
bility external influences unit level day-to- level
day needs with
organizational needs
Primary Strategic planning Combination of long Operational
Planning term and short range planning
Focus Planning
Advantages and
Limitations of
Organizational
Structure
Advantages
 Maps lines of decision making authority
 Helps people understand their assignment
and their coworkers
 Reveals to managers and new personnel
how they fit into the organization
 Contribute to sound organizational structure
 Shows formal lines of communications
Limitations
Shows only formal relationships
Does not indicate degree of authority
Show things as they are supposed or
used to be rather than as they are
Possibility exist of confusing authority
with status
Principles Of
Organizing
1.UNITY OF COMMAND
2.SCALAR PRINCIPLE OR HIERARCHY
3.HOMOGENEOUS ASSIGNMENT or
DEPARTMENTATION
4.SPAN OF CONTROL
5.EXCEPTION PRINCIPLES
6.DECENTRALIZATION/PROPER DELEGATION OF
AUTHORITY
UNITY OF COMMAND
 Responsible to only one superior
 One person/one boss
 employee have one manager to whom they report and to whom they are
responsible
 Indicated by vertical line between position on the organizational chart
SCALAR HIERARCHY/CHAIN / OF COMMAND
 Authority and responsibility flow in clear unbroken lines from highest to lowest
position
 Those having the greatest decision making responsibility are located at top ,
those with least responsibility at he bottom
HOMOGENEOUS ASSIGNMENT/DEPARTMENTATION
 Workers performing similar assignment are group together for a common
purpose
SPAN OF CONTROL
 Number of workers that a supervisor can
effectively damage
 Top level - 1:6 of supervisor
 Base - 1:10
EXCEPTION PRINCIPLE
 Recurring decisions handled in a lower level
managers
 Problems involving unusual matters referred to higher
level
DECENTRALIZATION/PROPER DELEGATION
OF AUTHORITY

Process of conferring specified decision

making to the lower level of
organization
Organizational Culture
 A system of symbols and interactions unique to each
organizations
 The way of thinking, behaving and believing that the
members of a unit have in common.
 The total of an organization’s :
 Values
 Language
 Traditions
 Customs &
 Sacred cows
ORGANIZATIONAL CLIMATE

How employees perceive an

organization
The view of the organization by
an individual
REQUIRMENT FOR EFFECTIVE
ORGANIZATION
STRUCTURE should:
 be clearly defined
 employee know where they belong where to go
for assistance enhance and not impede
communication facilitate decision making that
results in the greatest work performance.
 Goals should be build the fewest possible
management levels and have the shortest
possible chain of command
 Staffshould be organized in a manner that
encourages informal groups to develop
sense of community and belonging
 Nursing service should be organized
to facilitate development of future leaders
ELEMENTS OF
ORGANIZING
B. STAFFING
STAFFING
 Process of determining and providing the
acceptable number and mix of nursing
personnel to produce a desired level of care
to meet the patient’s demand
 Purpose: to provide nursing unit with
appropriate and acceptable numbers of
workers to perform the nursing task required
FACTORS AFFECTING STAFFING
 Type, philosophy and objective of hospital & nursing
service
 Population served
 Number and severity of illnesses of patient
 Availability and characteristics of nursing staff
 Administrative policies-rotation, weekends &
holiday duty
 Standards of care desired
 Layout of various nursing units and resources
available within the department
FACTORS AFFECTING STAFFING

 Budget
Professional activities and priorities in non
patient activities
 Teaching program expected hours of
work /annum of employee
 Pattern of work schedule
Next Reporter :D