Professional Documents
Culture Documents
INTRODUCTION
ALLAN
Organizations are viewed as established social systems designed to carry out specific objective.
To accomplish the goals and objectives of the organization efficiently and effectively, human and
material resources are essential.
An organization includes people working together for a common purpose while working in
different areas. Relationships are emphasized in an organization. The structural design of an
organization may vary from bureaucratic or hierarchic to adhocracy or organic unit but its
success depends on the skills of the manager.
It is important that the student should have n understanding of the concepts of organization to
prepare him or her for beginning professional nursing. The concepts include organizational
structure, organizational chart, and organizational principles.
ORGANIZATIONAL STRUCTURE
ARYAN
The organizational structure provides the framework in which management process is carried out
in an organization. It is designed to show clear lines of authority, flow communication and
relationships among the various departments, and to pinpoint persons or responsible and
accountable.
Stoner defines organizational structure or design as the formal mechanism through which the
organization is managed. In Chandler’s words:
“It includes first, the lies of authority and communication between the different administrative
offices and officers, and second the information and data that flow through these lines of
communication and authority. Such lines and such data are essential to assure the effective
coordination, appraisal, and planning so necessary in carrying out the basic goals and policies
ad in uniting together the total resources of the enterprise”.
There are two types of organizational structure: the formal type, which is planned and made
public; and the informal type, which is unplanned and covert.
Informal Structure
The informal organizational structure consists of personal and social relationships among the
members of the organization chart. It is though the informal structure that the people with little or
no formal status or position may gain recognition. This unofficial personal relationship among
workers may influences also has its own channel of communication called the grapevine, where
information is disseminated faster than in the formal system of Communication. However,
information transmitted through the grapevine may or may
Formal Structure ARYAN
The formal Structure describes the positions, the responsibilities of those occupying the
positions, and the working relationships among the various units of departments. There are two
basics forms formal organization structure: the hierarchic or bureaucratic model and the
adaptive or organic model.
Tomey describes the adaptive or organic model as newer organizational frameworks that are
more free form, open, flexible, and fluid than the older bureaucratic models. The assumptions,
aims and structures of the adaptive or organic model differ from those of the bureaucratic model
on the following aspects:
Other characteristics of an organic model are: (a) motivation is not derived from supervision but
rather from the needs of the system, peer pressure and task-related factors; (b) rewards and
recognitions are based on the results of individual and group work rather than on subjective
evaluations from supervisors or managers; and (c) management is participative.
ROCHELLE AND ARYAN BUT GREATER PART SHALL
BE TAKEN BY ROCHELLE
Adhocracy organizational models consist of several types of structures, as follows: free form,
collegial management, project management, task force, and matrix organization.
a. Free Form. Free form organizational structure stresses open communication, consensus,
independent judgment and self-regulation. Organizational charts, manuals, job
descriptions and position titles are minimized in this type of organizational structure to
increase flexibility in the organization. Managers in this structural design must be
dynamic, should be willing to take risks and can manage change.
b. Collegial Management. Collegial management enhances democratic management. It
limits autocratic leadership and ensures that each functional area of the organization is
represented. It maintains a division and balance of power among top management
through collective responsibility. Directors are well informed about other functional areas
which will help broaden their approach to problem solving.
c. Project Management. Project management organizational structure is useful for long-
range projects that need much panning, coordination, and research. The most common
type of project management is the general or functional management. In this type,
department heads manage activities of the functional groups. The function of the general
manager is to coordinate the activities. There is no central authority and decisions are
made not from the best interest of the project but to the advantage of the strongest
functional group. An advantage of this organizational structure is that lead time between
planning and production and decision making is increased because the coordination and
approval of all functional groups are required.
The other type of project management is aggregate management. The manager in this
type is appointed, has his own staff, and has fully authority and control over the projects. The
people involved in the project report direct to him. An advantage f this type is that people
involved have the tendency to be loyal to the project because at the moment, that is their only
job.
d. Task Forces. The forces are organized for special projects that are short-range. It is a
temporary assignment of a group of people who have been selected because of their
special qualifications and expertise. They are relieved of their usual task and duties to
concentrate on the project which other wise could not be accomplished while performing
their usual work. Having task forces can be an efficient method of problem-solving ad
can offer opportunities for training of would-be-managers.
e. Matrix Organization. Matrix organizational design is a structure within the formal
bureaucratic design. T allows the creation of groups within the organization itself.
Although the groups may belong to various departments or units, they have common
goals and vision.
It is a dynamic organization. It fosters flexibility in dealing with organizational
changes and uncertainties. Decision-making, which is made at the middle management level,
provides greater opportunities for personnel development, increases motivation, and
encourages group consensus. Conflicts are inevitable in organizations because the structure is
complex. In the matrix design, increased communication is encouraged and enhanced.
Differences of opinion are likewise recognized and dealt with the soonest possible time.
Team building between departments is encouraged and consultants are utilized as
connections between departments.
ORGANIZATIONAL CHARTS
An organizational chart is a drawing that shows how the parts of an organization are linked. It
depicts the formal organizational relationships, areas of responsibility, persons to whom one is
accountable, and channels of communication.
Murray and DiCroce describe an organizational chart as a graphic representation of the chain of
authority from chief executive to each member of the organization. The organizational chart
depicts the chain of command, division of work, levels of management, and functional
communication pattern.
The vertical chart or tall structure depicts toe chief executive at the top with lines of authority
flowing down the hierarchy. This structure is most effective when managers desire better
coordination and effective communication. Furthermore, this structure clearly defines the
relationships between and among the different levels in the organization. More attention is given
to messages which come from managers than those from the lower echelons. Members, however,
are given more opportunities to participate in decision-making activities because of limited or
small span of control.
The horizontal or flat chart depicts the manager at the top with a wide span of control. The levels
of management are not shown in flat chart. Employees in this structure report to one manager.
They have more freedom. Head nurses or frontline managers are given more authority.
Communication in this structure is direct, simple and fast with minimal distortions of messages
since the distance between top and lower levels s shorter.
The concentric or circular organization chart depicts top management in the center represented
by the Board of Trustees or Directors, Chief of Hospital or Hospital Administrator and the Chief
Nurse. Those in the middle and lower levels of management such as the nurse supervisor, charge
nurse and staff nurse are in concentric circles. This chart shows the outward flow of formal
authority which is from the center moving outward. This type f structure minimizes or reduces
the implications of status on positions. It represents a conceptual, rather than a functional, view
of the organization.
Staff Authority
Staff authority refers to a form of influence used by specialized individuals who hold unique
roles in the organization and who, while not directly responsible for employees, are involved
with the outcome of the employees’ work. An example is a clinical nurse specialist who has a
staff position in relationship to employees. Staff authority is depicted by a dashed line on an
organizational chart.
PRINCIPLES OF ORGANIZATION
QUEENY AND EILEEN
In a bureaucratic organizational structure, certain principles are observed for efficient and
effective functioning of its personnel. As a manager, you must observe the following principles:
3. Span of Control. There are many factors that must be considered when determining the
number of employees that one supervisor can effectively and efficiently manage. Some of
these are the:
Level of managerial experience of the manager
Skill level of the employees
Stability of the work unit or department
Level of morale among the employees
Type of work managed
HOSPITAL
ADMINISTRATOR
CHIEF NURSE
NURSE SUPERVISOR
HEAD NURSE