Organizing Course 2nd Year

University of Benghazi – Faculty
of Public Health
Department of Basic Medical
Sciences Course
Health Administration
For 2nd year students (2023 -2024)
Organizing Function in Health Organizations
Instructor: Dr. Fathi Saad
1
?What is Organizing
 In planning, managers set their objectives and determine exactly
what to do to attain these objectives. Of course, one person cannot
does everything to implement all the plans of a modern
organization. Planning, consequently, requires organizing the
efforts of many people.
 Organizing - is a management function that involves arranging
human and non-human (physical) resources to help attain
organizational objectives. The management function establishes
relationship between activity and authority.
2
What is Organizing?
 Organizing is the function of management that involves developing
an organizational structure and allocating resources to ensure the
accomplishment of objectives.
 Organizing is the process of arranging people and resources to
work together to accomplish a goal.
 The result of an organizing process is an organization.
 Organization - is the total system of social and cultural relationship
among peoples who are joined together to achieve some specific
common objectives.
3
?What is Organizing
 Organizing forces us to address several basic questions:
 What do tasks that are required to implement plan?
 How many positions are needed to perform all the
required tasks?
 How should these positions be grouped?
 How many layers of management (Organizational levels)
are needed to coordinate them?
 How many people should a manager supervise directly?
4
Importance of Organizing
1) Determine relationships of employees by clarifying jobs and
work relationships through answering these questions:
 Who is responsible to do a task or job?
 Who is in-charge of whom?
 How different people and departments relate to each
other and work with one another?

5
Importance of Organizing
2) Organizing helps in dividing up and coordinating activities and
grouped them into work groups and assigning a manager to each
work group with authority necessary to supervise them.
3) Organizing determine tasks, positions, authority and responsibility
4) Organizing promotes collaboration and coordination among
individuals in a group which improves communication within the
organization.
5) Organizing develops maximum use of time, human, and non
human(material) resources and design a formal role of employees.
6
Organizational Structure
 Organizational structure is the system of tasks, workflows,
reporting relationships and communication channels that link the
diverse work of individuals and groups.
 Organizational structure is the way in which various department
of an organization are formally arranged.
 The Organizational structure of health organizations change very
often to adjust with changes in environment to improve performance
and thereby succeed in strategy implementation. 7

Types of Organizational Structures
 Each health organization should have Formal and Informal
structure.
1) Formal structure is characterized by well-defined authority,
reporting relationships, job titles, policies, procedures, specific job
duties, and a host of other factors necessary to accomplish its goals.
 Organizations should have an organizational structure represented in
an organizational chart: “a symbolic diagram of formal relationship
which has boxes that show position titles and lines that represent
reporting relationships and how departments are tied together.”
 The organizational charts of the current day health organization
8
 Organizational chart shown the following information:
 Boxes represent different work units.
 Titles in these boxes show the work performed by each
unit and positions.
 Solid lines indicate reporting and authority relationships
and superior – subordinate connection. (who reporting to
whom and who are superior and who are subordinate).
 Horizontal layers indicate levels of management.
9
10
2) Informal structure: is a network of personal and social
relationships that arises spontaneously as people associate with one
another in a work environment.
 Behind every formal structure there is an informal structure which is
made up of unofficial working relationships among members.
 Informal structure shows who talks and interacts regularly with
whom regardless of the formal positions, titles and relationships.
 Formal structure developed by management while informal
structure developed through wishes, preferences and interactions of
11
staff outside the formal structure.
Organizational Design
 Organizational design is the process of assigning responsibilities
and structure work for the purpose of supporting goals, objectives
and strategies.
 It helps organization in:
 Dividing and grouping tasks.
 Network to convey information.
 Locating decision centers and authority.
 Helps to link work units with top management and suppliers.
 Helping in deciding managerial style of a health organization.
12
Common Terms in Organizing
 Differentiation: it means that, health organization is composed of
many different units that work on different kinds of tasks, using
different skills and methods…. (it promotes specialization).
 Differentiation: is an aspect of an organization’s internal
environment created through division of labor and job specialization.
 Division of labor: means that, the work of the organization is
divided into small tasks performed by various individuals and units
throughout the organization.
 Specialization: means that, different people, groups or units
perform specific part of the entire task. 13
 Differentiation has two types throughout health organizations:
1) Vertical differentiation: refers to issues pertaining to authority,
hierarchical levels, reporting and delegation within an organization.
2) Horizontal differentiation: refers to issues of departmentalization
that create functional, divisional and matrix organizations.
 Matrix organization is an organization structure where teams
report to multiple leaders.

14
Structure of Matrix Organization
15
 Integration: means that different units and departments within
hospitals put back together to work in harmony so that work is
coordinated toward providing an overall patients' service.
 Integration promotes synergy and coordination.
 The more differentiation in work and specialization of workers, the
more difficult the integration.
 Centralization: means the concentration of authority and decision
making towards the top of an organization.
 Decentralization: means dispersion of authority and decision
making to operating units throughout the organization. 16
Balancing Centralization and Decentralization
 Health managers should focus on striking a balance among opposite
forces, needs, and goals.
 Organizational structures in health organizations (e.g. large
hospitals) are challenging because they have to strike balance
between centralization and decentralization.
17
 Autonomy: means that granting power and responsibility to
followers to initiate innovate action that improves performance of
work toward the general goal of organization.
 Control: means that the authority given to others to shape decisions
and resources allocations are limited by specific parameters and
providing for higher level reviews.
 Organizational structures in health organizations (e.g. large
hospitals) are challenging because they have to strike balance
between autonomy and control.
18
 Mechanistic organizations: refers to organizations that are highly
structured and formalized and control employees behaviors to
handle routine functions within a stable environment.
 Organic organizations: refers to organizations that rely on the
adaptive capacities of individuals, facilitated by empowerment and a
collaborative network to cope with dynamic internal and external
forces. They promote flexibility, adaptability, decentralization,
teamwork, and open lines of communication.
 Health organizations should ensure a degree of both mechanistic and
organic in their structure. 19

Organizing Course 2nd Year

Uploaded by

Copyright:

Available Formats

Organizing Course 2nd Year

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Organizing Course 2nd Year

Uploaded by

Copyright:

Available Formats

University of Benghazi – Faculty

For 2nd year students (2023 -2024)

Organizing Function in Health Organizations

Instructor: Dr. Fathi Saad

1) Determine relationships of employees by clarifying jobs and

work relationships through answering these questions:

 Who is responsible to do a task or job?

 Who is in-charge of whom?

 How different people and departments relate to each

other and work with one another?

reporting relationships and communication channels that link the

diverse work of individuals and groups.

 Organizational structure is the way in which various department

of an organization are formally arranged.

 The Organizational structure of health organizations change very

often to adjust with changes in environment to improve performance

and thereby succeed in strategy implementation. 7

 Differentiation has two types throughout health organizations:

1) Vertical differentiation: refers to issues pertaining to authority,

hierarchical levels, reporting and delegation within an organization.

2) Horizontal differentiation: refers to issues of departmentalization

that create functional, divisional and matrix organizations.

 Matrix organization is an organization structure where teams

report to multiple leaders.

You might also like