Organizing Organizational Charts PDF

ORGANIZING ORGANIZATIONAL THEORY AND BUREAUCRACY  Max Weber is known as the father of organizational theory. According to him, bureaucracy is an institutional method for applying general rules to specific cases, making the actions of management fair and predictable. Characteristics of...

ORGANIZING ORGANIZATIONAL THEORY AND BUREAUCRACY  Max Weber is known as the father of organizational theory. According to him, bureaucracy is an institutional method for applying general rules to specific cases, making the actions of management fair and predictable. Characteristics of bureaucracy are the following:  There must be a clear division of labor.  A well-defined hierarchy of authority must exist which separates the superiors from subordinates.  There must be impersonal rules and impersonality of interpersonal relationships.  A system of procedures for dealings with work situations must exist.  A system of rules covering the rights and duties of each position must be in place.  Selection for employment and promotion is based on technical competence.  ORGANIZING is the process of establishing formal authority. It involves setting up the organizational structure through identification of groupings, roles and relationships, determining staffing patterns and distributing in the various areas as needed. ELEMENTS OF ORGANIZING The elements of organizing include setting up the organizational structure, staffing, scheduling, and developing job descriptions. SETTING UP THE ORGANIZATIONAL STRUCTURE The creation of an organizational system compatible with the philosophy, conceptual framework, and goals of the organization provides the means for the accomplishment of an organization’s purpose. Understanding the organizational structure as a whole facilitates the development of roles and relationships to enable the achievement by goals.  SETTING UP THE ORGANIZATION STRUCTURE MAY ACHIEVE IT’S PURPOSE: 1. It informs members of their responsibilities so that they may carry them out 2. it allows members and the individual workers to concentrate on his/her specific role and responsibilities 3. it coordinates all organizational activities so there is minimal duplication of effort or conflicts. 4. it reduces the chances of doubt and confusion increasing assignments. 5. Avoids overlapping of functions because it pinpoints responsibilities. 6. Shows to whom and for whom they are responsible. Other individuals that the nurse may need to be accountable to include the immediate supervisor, the patient and family, central administration, and the physician because all of them participate in the nurse’s work. TYPES OF ORGANIZATION CLASSIFIED BY NATURE OF AUTHORITY Line Organization the simplest and most direct type of organization in which position has general authority over the lower positions in the hierarchy Line of authority flows from top to bottom Informal Organization (Flat/ Horizontal)  refers to horizontal relationships rather than vertical. This is composed of small groups of workers with similar interest. Staff Organization  is purely advisory to the structure with no authority to put recommendations into action.  ORGANIZATION  consists of the structure and process which allow the agency to enact its philosophy and utilize its conceptual framework to achieve its goals. It refers to a body or persons, methods, policies and procedures arranged in a systematic process through the delegation of function and responsibilities Functional Organization is one where unit is responsible for a given part of the organization with workload. Ex: All Standing and Ad Hoc Committees ORGANIZATIONAL CHART is a line 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 communications There are two lines in the organizational chart a. Unbroken Solid lines are classified into two: The solid horizontal lines represent communication between people with similar sphere of responsibility and power but different functions. The solid vertical lines between positions denote the official chain of command and formal path of communication and authority b. Dotted or broken lines -represents staff position. Staff member provides information and assistance to the manager but has limited organizational authority. -It also provides for specialization but does not have legitimate authority as it acts in an advisory capacity. CHARACTERISTICS OF AN ORGANIZATIONAL CHART 1. Division of Work- box represents the individual or sub-unit responsible for a given task of the organizations 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 descriptions for the boxes 4. Grouping of work Segments – shown by the clusters of work groups (departments or single units). 5. Levels of Management – indicate individual and entire management hierarchy.  KINDS OF ORGANIZATIONAL CHART  Structural chart shows the various components of the organization and outlines the basic interrelationships. Functional chart reflects the functions and duties of the components of the organization and indicates the interrelationships of these function. Position chart specifies the names, positions, and titles or ranks of the personnel. ORGANIZING PRINCIPLES 1. UNITY OF COMMAND- employee should be responsible to only one superior. 2. Scalar principle/ Hierarchy / chain of command- authority and responsibility should flow in clear unbroken lines from highest executive to the lowest. The following must be observed:  when the job was given to a subordinate, he/she is responsible over resources needed to accomplish the task.  though a particular function is being given to a subordinate, the responsibility of the superior is not being diminish.  when the subordinate was given responsibility , he is accountable for his own actions to his/her superior. 3. Homogenous assignment or Departmentalization-grouping together of employees with similar assignments. 4. Span of control-the number of workers that a supervisor can effectively manage should be limited,depending upon the pace and pattern of the working area. 5. Exception Principle-recurring decisions should be handled in a routine manner by lower level managers whereas problems involving unusual matters should be referred to the higher level. 6. Decentralization or Proper Delegation of Authority-is the process of pushing decision making to the lower levels of the organization. 7. The Principle of Requisite Authority. When a particular task is delegated to a subordinate, the latter must also be given authority over resources needed for task accomplishment. 8. The Principle of Organizational Centrality. Nursing personnel interact with the greatest number of other healthcare workers, receive the greatest amount of work- related information and become most powerful in organizational structure. 9. The Principle of Esprit d’ Corps. This means teamwork and implies that in unity, there is strength.  Chief of Hospital Chief Nurse Ass. Chief nurse Ass. Chief Nurse Trng & Research Clinical Service Supervising Supervising Nurse Superior Nurse Nurse Instructor Spl. Services clinical Service Nurse Instructors Senior Nurse Senior Nurses Staff Nurse Staff Nurse Nursing Attendants Nursing Attendants ORGANIZATION OF THE NURSING SERVICE/DIVISION: The nursing service as an organization constitutes the single largest group of hospital employees responsible of setting standards for safe nursing practice, providing quality care to the patients, and coordinating its services with the various divisions/departments/services in the hospital and community The Nursing service/division is administered by the Chief Nurse. under her. In specialty hospital such as:  Lung Center of the Philippines National Kidney Transplant Institute Philippines Children’s Medical Center = the heads of the Nursing Department are Called Department Managers. They still have a Chief Nurse under them. PGH -Asst. Director for nursing THE CHIEF NURSE - IS DIRECTLY RESPONSIBLE TO THE CHIEF OF THE HOSPITAL OR MEDICAL CENTER CHIEF. -ASSISTED BY AN ASSISTANT CHIEF NURSE. SUPERVISING NURSE - IN CHARGE OF TWO OR MORE NURSING UNITS. HEAD NURSE OF SENIOR NURSE - RESPONSIBLE FOR THE MANAGEMENT OF A NURSING UNIT. STAFF NURSE -PROVIDES DIRECT PATIENT CARE AND ARE ASSISTED BY NURSING ATTENDANTS NURSING ATTENDANTS - PERFORMS SIMPLE, ROUTINE TASKS FOR WHICH THEY HAVE BEEN TRAINED.  FORMS OF ORGANIZATIONAL STRUCTURE 1. Traditional Hierarchical Structure (tall, centralized, bureaucratic)  This is commonly called line structure. Authority and responsibility are clearly defined leading to simplicity of relationships. This is associated with the principles of command, vertical control and coordination levels, and downward communications. MERITS OF LINE ORGANIZATION 1. Simplest 2. Unity of Command 3. Better discipline 4. Fixed responsibility 5. Flexibility 6. Prompt decision ORGANIZATIONAL CHART OF A NURSING SERVICE SHOWING SEVERAL LAYERS OF POSITIONS BETWEEN CHIEF NURSE AND NURSING STAFF.  ORGANIZATIONAL CHART USING THE TITLES OF PATIENT CARE ADMINISTRATOR AND COORDINATOR 2. Decentralized (flat, horizontal, participatory)  The authority is shifted downwards to its divisions, services, and units. The decision making can occur where the work is being carried out, thereby professionals who do the job can participate in managing the organization. 3. Matrix  This is designed to focus on both the product and function. The manager of the unit responsible for a service reports both to a functional and product manager. 4. Hybrid  A term applied to organizational structure that operate with characteristics of different types of structures.