Organizing in Nursing Management PDF

MODULE 8 will carry out organizational plans and ORGANIZING: 2ND STEP IN objectives. THE NURSING MANAGEMENT FUNCTION/ PROCESS It is the process of identifying and...

MODULE 8 will carry out organizational plans and ORGANIZING: 2ND STEP IN objectives. THE NURSING MANAGEMENT FUNCTION/ PROCESS It is the process of identifying and grouping the work to be performed, OVERVIEW/INTRODUCTION: defining and delegating responsibility and authority, and establishing relationships After planning the tasks and devising the for the purpose of enabling the people to most efficient and cost-effective methods work most effectively together in for getting things done, it is then up to the accomplishing objectives (Allen, 2008). manager to establish a formal structure to It is both a function and a framework or a provide for the coordination of resources to process and a structure. It is both human accomplish the objectives of the group. The activity and a group of people. It is manager then becomes an organizer. designed and exists because of an objective which is geared towards Unless the manager organizes the work of efficient and effective goal attainment. his subordinates, they will be getting into one another’s way and stepping on one As a PROCESS/ FUNCTION/HUMAN another’s toes. The way he organizes the ACTIVITY, it refers to the building of a work affects even the effort his team structure that will provide for the members put into their job. This will in turn separation of activities to be performed, affect the delivery of health service. and arrangement of these activities in a framework which indicates their Organization is one of the steps in the hierarchical importance and functional nursing management process. In fact, it is association. It is one by which the the backbone of management. A manager manager brings order out of chaos, cannot do without organization and there removes conflicts between people over can be no management without work responsibility, and establishes an organization. environment suitable for teamwork. The process involves: Identification and definition of ORGANIZATION basic tasks of individuals at work It is the form of every human association such as staffing and creation of job for the attainment of a common purpose descriptions. (Mooney, 1939). Delegation of authority and It is an act of putting into systematic assignment of responsibility to each relationships those elements and member of the team for the activities essential to the satisfaction of accomplishment of activities. the purpose. Establishing relationships of It serves as a facilitating agency in the people by providing a system of achievement of a purpose (Moehlman, vertical and horizontal 1940). communications through It is a form of identifying roles and hierarchical relationships to bind relationships of each staff in order to and coordinate all the activities to delineate specific tasks or functions that be done.  Reflected in unofficial ways in which a As a STRUCTURE/ FRAMEWORK/ GROUP nurse creates a small group of OF PEOPLE, it is borne out of the process. collaborators. It is constructed. The organization of a Management does not have an option to group does not happen by accident, it is destroy the informal organization but designed. As engineering or architecture, should instead harness it for so it is in management, form follows constructive ends. function. The organization must be built around the basic activities of nursing Characteristics of an Organization: practice. It must reflect the: Objectives and plans of the unit or 1. Division of Work – each box area of assignment. represents an individual or sub-unit Line of authority, responsibility and responsible for a given task. accountability (ARA) 2. Chain of Command – lines indicating Environment within which it is to who reports to whom and by what function authority. Quality of available manpower to run 3. Types of Work Segments – clusters it of work groups differentiated from one another. Categories of Organization 4. Levels of Management – indicates hierarchical relationships. 1. Formal Organization It is a system of well-defined jobs, each Organizational Design with a measure of authority, responsibility and accountability. It is a process used to improve the It is well-defined, bounded by probability that an organization will be delegation and relatively stable. successful. It is governed by the set of principles. It is a formal, guided process for It facilitates administration, growth and integrating the people, information diversification, optimizes the use of and technology of an organization technological resources, enhances the Organizational Structure – is limited to value of the individual as a person, and the framework within which people provides an environment for creative act/manager help achieve the work. objective. Framework is achieved by the organizational chart. 2. Informal Organization Refers largely to what people do because they are human personalities, Why Is It Being Used? and to their actions in terms of needs, It is used to match the purposes of emotions, and attitudes and not in the organization with the operations terms of procedures and regulations. undertaken, and to improve collective People work together because of their efforts of members to ensure success. likes and dislikes. How It Is Done? It is guided by an external facilitator whose role is to ensure a systematic  process and to encourage creative thinking. Managers and members work together Principles of Organizational Design: to define the needs of the organization and create policies to meet those 1. Division of Labor – promotes needs. departmentalization and specialization which results in a more efficient Hierarchical Systems performance of a unit. The triumvirate of authority, 2. Unity of Command – whether it follows responsibility and accountability are a line of command or vests it in one arranged in a hierarchy, which is superior ensures a unity of vision. known as bureaucracy. In such 3. Authority and Responsibility – systems, rules, policies and determine the line and staff authority procedures are uniformly applied to which delineates the distribution of exert control over member behaviors. power. Activity is organized within sub-units. 4. Span of Control – determines the extent People who perform similar tasks are of control in each level, unit within the clustered together. system, centralized or decentralized. 5. Contingency Factors – the environment Reasons for Organizing and technology or knowledge of team members which deals with task People choose to organize when they variability and problem analysability. recognize that acting alone limits their ability to achieve their goals, and that Organizational Structure by acting as a group, they may come up with collective efforts to overcome It is a process in which a group is individual limitations. formed including its authority, responsibility and accountability, span 1. The Best Way for an Organized Group of control and lines of communication. to Succeed It is a formal structure, the official The benefit of organization is arrangement of positions or working maximized when the group archives relationships that will coordinate patterns of activity that are both efforts of workers of diverse interest complementary and interdependent and abilities. which result in the achievement of the It is a formal system of task and intended outcomes. Each member of reporting relationships that controls, the group contributes to the success coordinates, and motivates employees of the group. so that they cooperate to achieve the goals. 2. The End Result of Effective Organizational design Patterns of Organizational Structure Final product is an integrated system of people and resources working Organizational layers in the structure are together tailored according to the communicated specific direction of the organization. by means of an organizational chart with hierarchy or  chain of command which represents a formal top down reporting structure. 1. Tall or Vertical or Centralized Structure - Responsible for only few subordinates, there is narrow span of control - Rely on one individual at the top to Flat or Horizontal or Decentralized make decisions and provide direction Structure for the organization. - Because of the vertical nature of the structure, there are many levels of communication. Types of Organizational Structure: 1. Line Organization/ Bureaucratic/ Pyramidal – have many layers in the chain Tall or Vertical or Centralized Structure of command. - Authority, power and communication is bureaucratic and highly centralized. - Clearly defined superior-subordinate relationship. Each position generally has authority over the lower position. - ARA are concentrated at the top. As one goes up the administrative ladder, the power increases as well as authority and responsibility 2. Flat or Horizontal or Decentralized 2. Flat/ Horizontal Organization – is a Structure decentralized type, flattened scalar chain and - Characterized by few levels or few fewer levels of positions. layers in the reporting structure and a - Used to less complex organization, broad span of control where decision with authority decentralized and with making is spread among many people. several managers supervising large - Communication from lower levels to work groups. higher levels is easy and direct. - Few or no levels of intervention - Rely on a team environment at between management and staff. different levels in the organization. Applicable in smaller organizations. Individuals at each level in the - Encourages good feedback and organization may have some communication is more rapid like a autonomy to make decisions ping-pong bouncing on the table. delegated to the managers. Disadvantage: painstaking building of - Workers may participate in problem personal solving and decision making on issues relationships or problems which concern them. 8. Lateral Organization – people in a system function together for a common goal through coordination and collaboration. - There is an equal relationship among the people with no authority and accountability in between. Organizational Relationships: - The members of the community 3. Staff Organization – purely advisory to reporting, delegating tasks and the line structure with no authority to place exercise power, ARA. recommendations into action. - 1. Formal Relationships – represented by 4. Functional Organization – permits a uninterrupted, specialist to aid line position within a limited solid lines between units, showing who and clearly defined scope of authority. reports to whom. 2. Informal Relationships – represented by broken or dotted lines where no direct power relationships and responsibilities are merely coordinated. - Illustrates the command structure or 5. Ad Hoc Organization – used as a relationships among human roles, temporary basis to facilitate completion of a organizations, or organization types project within a formal line organization. that are the key players in a healthcare facility. 6. Matrix Organization – designed to focus on both products and function. Both vertical These relationships can include: and horizontal chain of command. a) Supervisory reporting Combination of both worlds, most complex b) Command and control relationships structure. c) Command-subordinate relationships d) Coordination relationship between 7. Shared Governance Organization – is equals one of the most radical and idealistic type of organizational structure as an alternative to Organizational Culture traditional/ pyramidal/ centralized structure. - It is the personality of the - Done through constant communication organization compromised of the between the top, middle and lower assumptions, values, norms and management. tangible signs of the corporation as well as its attitudes, feelings, beliefs, norms and customs. Corporate Culture – looked as a system. It is the process of assigning competent Organizational Culture – less tangible, people to fill the difficult to roles designated for the organizational measure. structure through recruitment, selection and development. Different Types of Organizational Culture - Provide a reason for the employee to be satisfied or dissatisfied. 1. The Tough-Guy Macho Culture – feedback is quick and the rewards is high. Often applies to fast moving financial activities. 2. The Work Hard/ Pay Hard Culture – Steps in Staffing: characterized by few risks being taken, all with rapid feedback. People work hard on the 1. Determine the Number and Types of grounds of their assigned tasks and are Personnel Needed – is a decision that a appropriately compensated on their work manager can reach best not alone but in output. consultation with the staff and co-workers. Done through interviews and observations of 3. The Bet Your Company Culture – the needs of clients. involves high stakes and risks but delayed feedback. Big stakes decisions are taken by 2. Recruit Personnel – recruitment must the company with less rewards and it may be be done carefully through word of mouth, years before the results are known. formal advertisement such as newspaper, classifieds, radio, television, internet, 4. The Process Culture – formed in manpower agency. organizations where there is little or no - Opportunity to attract the best feedback. People become bogged down with applicants to fill in the organization. how things are done, not with what is to be achieved. 3. Interview – all interviewers must be ready with the background of the prospective employee. - Resumes or curriculum vitae with pictures help identify the interviewees. - Interviews should be scheduled properly and conducted in an environment that would bring out the best or worst in the applicant. - Interviewer should keep sight of the qualities and experience desired in the Staffing position  - Interviewers and interviewees should 3. Skill Mix – critical element in nurse prepare on the Q and A. staffing. The percentage or ratio of professionals to non-professionals. 4. Induct or Orient the Personnel – allows both parties to see whether they 4. Staff Support – is necessary for the would be able to work with each other, operations of the unit or department. Ex. understand the organizational culture and Personnel that will pick up medications in the learn pharmacy, send the urine sample to the the background of the organization. This laboratory. allows parties to back-out before any offer can be made. 5. Historical Information – must be kept intact to ensure effective ways of doing 5. Job Offer – personnel will be given offer tasks. and the applicant accepts the offer and is therefore hired. - Pre-employment testing and physical examination before any contract is signed by all parties. - The selection and placement happens when all pre-employment requirements are accomplished > becomes officially employee > training and development > performance appraisal Staffing Pattern: It is a plan that articulates how many and what kind of staff are needed by shift and day to staff a unit or department. Considerations in the development of staffing pattern: 1. Benchmarking – management tool for seeking out the best practices in one’s industry so as to improve performance and be competitive with other productive companies in terms of quality of services. 2. Regulatory Requirements – government requirements will be followed as mandated by RA 5901 – Philippine Laws, Statutes and Codes, an act prescribing 40 hours per week work.