Line and staff structures are commonly seen in large institutions and are characterized by specialization and technical qualifications among staff. Adhocracy models modify bureaucratic structures to facilitate temporary project teams. Matrix structures focus on both products and functions, using a dual chain of command. Flat designs remove hierarchy and decentralize decision making. Organizational culture is defined by shared meanings and behaviors, while effectiveness depends on clear structure, communication, decision making, and developing leadership.

1. Specific Types of Organizational
Structures

2. Line and Staff Structures

3. Line and Staff Structures
• commonly seen in institutions involving large
scale administration
• characterized by subdivision of the
organization, specialization and technical
qualification among the staff, rules and
standards, and is driven by technical efficiency
• dual management can also occur

4. Adhocracy Models
• modification of the bureaucratic structure
• used to facilitate completion of a project
within a formal line organization
• may be in the form of a task force or project
team
• collapsible or only used for a temporary basis,
as exemplified by the two Latin words ”ad
hoc” meaning as needed

5. Adhocracy Models
task force
• usually short range
• single team
• structurally flexible
• created with a mission and
a deadline for project
completion
• headed by a team leader
project team
• used for large, long-range
projects
• involves smaller project
units
• projects are developed and
administered through the
various phases of their
existence
• may be led by a single
department head or
individual leaders per unit

6. Matrix Structures
• used to focus on both product and function
• has a formal vertical and horizontal chain of
command, and the functional line of
organization provides support for the project line
• more decentralized and with fewer levels of
hierarchy hence, making the staff less restricted
by the formal rules
• fosters flexibility in dealing with change and
uncertainty
• decisions are made up to the lowest levels of the
organization

7. Matrix Structures

8. Service Line Organization
• similar to the matrix design, but this addresses
the shortcomings of large bureaucratic
organizations
• overall goals would be provided by the larger
organizations but its smaller parcels called
service lines or care-centered organizations in
health care settings would decide on the
processes used to achieve the goals

9. Flat Design
• remove hierarchical layers by flattening the
chain of command and decentralizing the
organization
• more authority and decision making are done
to the place or person where the work is being
carried out
• proven effective in times of financial
difficulties

10. Flat Design

11. other types of organizational
structures
•shared governance
• participatory management

12. Concepts of Organizational
Culture and Effectiveness

13. CONCEPTS OF ORGANIZATIONAL
CULTURE

14. • culture is defined by its dictionary definition
which is “the entire range of customs, beliefs,
social form and material traits of a certain
religious, social or political group”
• culture based upon different perspectives
Culture
Anthropology
Management
Organizational
Studies

15. • Collectively, organizational culture is defined
as a system of shared meanings (or values)
devised by a group and manifested through
patterns of behavior
• organizational culture vs. organizational
climate

16. organizational culture
roles,
personality,
interpersonal
needs
cognitive
style,
attitude
towards
change
values,
attitudes,
perceptions

17. organizational
culture
critical
incidents,
leaders
staff,
surrounding
community
agency,
physical
structure
focus of
prevention,
technology

18. types of org culture
• Schneider’s 4 core cultures with a leadership
and management focus
• humanistic
side
• focuses on
excellence
• relational
• task driven
control collaborative
cultivation
competence

19. • org culture vs. cultural diversity
• cultural diversity is influenced by internal and
external factors
• conflict may arise from such differences, thus
a nurse manager should be able to minimize
these differences via:
– awareness building
– discrimination control
– prejudice reduction

20. Myers-Briggs Type Indicator
attitude towards
change
• introversion
• extroversion
perception
• sensing
• intuiting
judgment
• thinking
• feeling
orientationto
outerworld
• judging
• perceiving

21. types of org culture
• Cooke and Rousseau’s 3 culture types
– positive culture
– passive-defensive culture
– aggressive-defensive culture
• Subcultures
• Countercultures

22. ORG EFFECTIVENESS

23. • there is no single BEST structure of an organization.
• Marquis and Huston (2009) set certain minimal requirements for an
org structure:
 The structure should be clearly defined so that employees know
where they belong and where to go for assistance.
 The goal should be to build the fewest possible management levels
and have the shortest possible chain of command.
 The unit staff needs to be able to see where their tasks fit into
common tasks of the organization.
 The organizational structure should enhance, not impede
communication.
 The organizational structure should facilitate decision making that
result in the greatest work performance.
 Staff should be organized in a manner that encourages informal
groups to develop a sense of community and belonging.
 Nursing services should be organized to facilitate the development
of future leaders.