Roles and Functions in Organizing PDF

Topic 2: Roles and Functions in Organizing Chapters 7 & 12 Organizational Structure- the backbone of an institution... in a changing world, organizations must change as surely as individuals must change. Recent years have seen an increase in organizational “flattening,” the tendency to shrink the o...

Topic 2: Roles and Functions in Organizing Chapters 7 & 12 Organizational Structure- the backbone of an institution... in a changing world, organizations must change as surely as individuals must change. Recent years have seen an increase in organizational “flattening,” the tendency to shrink the organizational structure through the removal of layers of hierarchy. —Charles R. McConnel  Organizations This presentation provides a background in relation to the in planning, the first phase of the management process management process, organizing follows. In the organizing phase, relationships are defined, procedures are outlined, equipment is readied, and tasks are assigned. Organizing also involves establishing a formal structure that provides the best possible coordination or use of resources to accomplish unit objectives.  Definition of organization: a formally constituted group of people who have identified tasks and who work together to achieve a specific purpose defined by the organization. the structure of an organization All organization have purpose facilitates or impedes and structure. communication, flexibility, productivity, and job satisfaction. Organization Each organization has a formal and an informal organizational structure. Formal: emphasis is on Informal: the focus is on the organizational positions and employees and their formal power relationships (grapevines).  represents the way in which a group is formed, it’s chains of command, Organizational it’s lines of communication, and the process by which decision making Structure occurs.  Hints Why Do I To whom do I report? To whom can I delegate? Need to Learn To whom do I go with a problem or concern? about How do I report error? Organizational Who will evaluate me ? Structure? Am I responsible for evaluating someone else? Max Weber (1920) Max Weber, a German social scientist, is known as the father of organizational theory. Generally acknowledged to have developed the most comprehensive classic formulation on the characteristics of bureaucracy (the administration of institutions through departments or subdivisions managed by sets of officials who followed an inflexible routine). The organization is hierarchically arranged, with people employed in the defined roles within the organization having different levels of power (or authority) and rank from what others have. Weber is also credited with the development of the organization chart to depict an organization’s structure.  100 Current research suggests that changing an organization’s structure years in a manner that increases autonomy and work empowerment for nurses will lead to more effective later patient care. Organizational Chart is a picture of an organization, the knowledgeable manager can derive much information from reading the chart. It helps identify roles and their expectations. Organizational Chart Advantages Limitations Maps lines of decision-making authority Shows only formal relationships Helps people understand their assignments Does not indicate degree of authority and those of their coworkers Are difficult to keep current Reveals to managers and new personnel how May show things as they are supposed to be or they fit into the organization used to be rather than as they are Contributes to sound organizational structure May define roles too narrowly Shows formal lines of communication Possibility exists of confusing authority (hire, fire) with status (skill, education, specialization) Relationships and Chain of Command The organization chart defines formal relationships within the institution. Formal relationships, lines of communication, and authority are depicted on a chart by unbroken (solid) lines. These line positions can be shown by solid horizontal or vertical lines. Solid horizontal lines represent communication between people with similar spheres of responsibility and power but different functions. Solid vertical lines between positions denote the official chain of command, the formal paths of communication and authority. Those having the greatest decision-making authority are located at the top; those with the least are at the bottom. Dotted or broken lines on the organization chart represent staff positions (advisory). Span of Control The number of people directly reporting to any one manager represents that manager’s span of control and determines the number of interactions expected of him or her. Can be depicted by the organizational chart. Depends on the following factors: the task complexity, and the level in the nature of the job the manager’s abilities the employees’ maturity organization at which the work occurs. Note: Too many people reporting to a single manager delays decision making, whereas too few results in an inefficient, top-heavy organization. Optimal span of control is a ranges from 3 to 50 employees. Most modern management theorists suggest an ideal span of control as 15 to 20 subordinates per manager.  Managerial Levels 1- Top-level managers look at the organization as a whole coordinating internal and external influences and generally make decisions with few guidelines or structures. Examples of top-level managers include the organization’s Chief Operating Officer or CEO and the highest level nursing administrator. 2- Middle-level managers coordinate the efforts of lower levels of the hierarchy and are the conduit between lower and top-level managers. They carry out day-to-day operations but are still involved in some long-term planning and in establishing unit policies. Examples of middle-level managers include nursing supervisors, nurse- managers, head nurses, and unit managers.  Managerial Levels 3- First-level managers are concerned with their specific unit’s workflow. They deal with immediate problems in the unit’s daily operations, with organizational needs, and with personal needs of employees. First-level managers need good management skills (they work so closely with patients and health-care teams) Examples of first-level managers include primary care nurses, team leaders, case managers, and charge nurses. In many organizations, every registered nurse (RN) is considered a first-level manager. Summary Types of organizational structures Next class ☺