Unit 6 ORGANIZING

1. Unit 6 ORGANIZING

2. Organizing • Organization: collection of people working together under a division of labor and a hierarchy of authority to achieve a common goal - The second managerial function after planning process. - Need large number of workers to require a supervisor. • Organizations facilitate greater accomplishment of work by groups. • Manager develops order, promotes cooperation among workers, and fosters productivity • Major component: position, task responsibilities, &Relation ships.

3. Organization involves: • Defining the agency’s mission and objectives • Establishing policies and plans. • Clarifying the activities necessary to meet the objectives. • Organizing for best utilization of available human and material resources. • Delegating the responsibility and authority to appropriate personnel • Grouping personnel vertically & horizontally through information & authority relationships

4. Organizational structure: • Organizational structure furnishes the formal framework in management process. • Organizational structure should provide an effective work system, & should consequently foster job satisfaction

5. Informal & formal organization structures agencies: 1) Informal organization: personal and social relationships do not appearon the organizational chart. - Based on personal relationships rather than positional authority • provides social satisfaction, & may gain recognition • Informal authority is not commanded through organizational assignment. • Authority comes from the follower’s natural respect for a colleague’s knowledge and abilities • Provides social control of behavior

6. 2) Formal organization structures: • Formal organizational structure: executive decision as a result of planning. • The relationships among people and their positions can be diagramed. • Describes positions, task responsibilities and relationships

7. Nursing Department Utilize One Of The Following Structural Patterns A-Line organization and line – and – staff organization, are the most common structures in large health care facilities: • Organization’s structure commonly draw in an organization chart. • Line positions shown by either horizontal or vertical unbroken lines. • Horizontal unbroken lines represent communication between similar power but different functions

8. Vertical unbroken lines between positions means formal paths of communication & authority. • Greatest decision making and authority persons are located at the top, and the least are at the bottom *Dotted or broken lines on the organization chart: • represent staff position. • (advisory, provides information and assistance to manager but has limited organizational authority)

9. - specialization that would be impossible for any one manager to achieve alone • Command way indicated by vertical solid line between individuals. • One person / one boss. . • Line Organizations have no advisory positions. • Line -and- staff have advisory positions • In these structures authority and responsibility are clearly defined with simplicity of relationships

10. Disadvantages of formal design: • Often produce monotony and alienate workers.ينتج عنها ملل ونفور • Adherence to chain of command restricts upward communication (Going outside of the chain of command for upward communication inappropriate)

11. B- Functional structure: • Employees are grouped: similar tasks in same group, similar group in the same department, & similar departments reporting to the same manager. • Ex. All nursing tasks are under nursing service. CEO Chief executive officer Nursing Dietary Pharmacy Storeroom

12. * Advantages of functional organizations: - They use resource efficiently • Do not duplicate tasks. • Simplify training. (common tasks grouped together for economy of scale) *Disadvantages of functional organizations • Poor coordination across functions. • Response time is slower.

13. C- Dual management: • Separatestechnical and administrative responsibilities. • One hierarchy for technical professionals make technical decisions, & another hierarchy for supervisors make decisions about management issues e.g. personnel and budget. • This dual hierarchy gives equal status to managers and technical professionals. It providesjob description for each hierarchy.

14. D- Self – Contained unit structure:هيكلية القسم * Functions needed to produce a service are grouped together in an autonomous division. E.g.( large institution) Strengths: • Each division has its specialty & high client satisfaction can be achieved • High employees coordination across functions occurs to meet unit goals & reduce conflict. weaknesses: - Coordination across product lines is difficult. division operate independently. - Each service line has its own nursing staff and competes with other service lines

15. E- Matrix structure: • Structure has a formal vertical as well as horizontal chain of command. • separate executives are responsible for each side of the matrix. • Heads of Departments may receive conflicting demands from the matrix managers and often must resolve the conflict themselves.

16. Advantages: (matrix structure): - Strong contact between staff of different divisions Disadvantages: • Dual authority frustrating and confusing for managers and employees in dept. • Need excellent interpersonal skills for involved managers • Time-consuming becausefrequentmeetings are required to resolve conflicts

17. Organizational concepts: • Charts:drawing shows how the parts of an organization are linked. • It depicts the formal organizational relationships • Areas of responsibility& accountability, and channels of communication

18. Span of Management (Span Of Control) • Can be determined from the organization chart. • It is the number of people (subordinates) reporting to any manager represents the manager’s span of control & determines the number of interactions expected of him . • Graicunas, a management consultant analyze potential relationships between a supervisor and his/her subordinates, and among the subordinates.

19. As the number of subordinates increase arithmetically, number of potential interactions increased geometrically (single, direct group, cross RT) ************************************************ Optimal span of management depends on the following considerations: • The manager’s abilities • The employee’s maturity. • Task complexity • Geographic location

20. Decentralization Versus Centralization: • Centralized: decision making done by a manager at the top of the hierarchy • Decentralized: decision making diffuses throughout the organization, and allow problem solving at the level at which they occur

21. Advantages of decentralization: • Increases morale & promotes interpersonal relationships • encourage informality and democracy in management • Facilitate local decision making by Managers & others • Develops managers by allowing them to manage • Increase flexibility. • Releases top managers from the routine administration. • Freeing managers for planning, and policy development, and systems integration

22. Disadvantages of decentralization • Divisions may become individualized and competitive and work against the best interests of the organization.تضحية بالأهداف العامة لمصلحة ضيقة • Increase costs, need more manager and large staffs • Division managers may not inform top manager of their problems.

23. Delegation • Getting work done through others to accomplish organizational goals • process of assigning work from one organizational level to another or from superior to subordinate • Delegation Has two legs (Responsibility & Authority) • Delegation increase subordinate's motivation and commitment to accomplish goals. • The manager concentrates on the accomplishment of overall goals and objectives rather than the day-to-day details • In delegation the manager delegate (authority & the power)

24. Departmentalization: • Subdivide of the organizational structures. • Managers specialize within limited ranges of activity • Departmentalization by function • Departmentalization by production • Departmentalization by customers • Departmentalization by geographical territories. • Departmentalization by project.

25. Authority : The official power to act. • Given by the organization to direct the work of others. • A manager may have the authority to hire, fire, or discipline others . • Responsibility: is a duty or an assignment • Accountability: morally internalizing responsibility. - Agreement to accept the consequences of your actions.