This document discusses key concepts related to organization and delegation. It defines organization as grouping activities to accomplish goals, assigning tasks to departments, and delegating authority. Organization involves establishing structure, including defining roles and responsibilities. There are different types of organizational structures such as tall/centralized versus flat/decentralized. Delegation is defined as assigning authority and responsibilities to subordinates. Effective delegation requires clear communication, monitoring, and establishing trust between managers and subordinates. Barriers to delegation can occur due to personal or situational factors.

1. ORGANIZATION

2. LIST OF CONTENT
 Definition of organization
 Principles of organization
 Organization structure
 Organization chart
 Types
 Delegation –definition
 Delegation- Principle
 Types of delegation
 Errors of delegation
 Barriers of delegation
 References

3. DEFINITION
 Organization involves grouping of activities
necessary to accomplish goals and plans, the
assignment of activities to appropriate
departments and the provision for authority
delegation and coordination.
Koonts and O’Donnell

4. DEFINITION-2
Organizing is the process of defining and
grouping the activities of the enterprise and
establishing the authority relationships
among them.
Theo Haimann

5. PRINCIPLES OF
ORGANIZATION
 Principle of objective
 Principle of specialization
 Principle of delegation
 Authority and Responsibility
 Principle of co ordination

6. PRINCIPLE -contd
 Principle of flexibility
 Principle of span of control
 Integration Vs Disintegration
 Unity of command
 Scalar chain

7. ORGANIZATIONAL
STRUCTURE
 Well defined relationships (vertical, horizontal and
lateral)
 Well defined duties and responsibilities of all
categories of personnel
 Hierarchical relationship between the supervisors
and the subordinates.

8. ORGANIZATION STRUCTURE-
contd
 Assignment of tasks to individuals, divisions
and department.
 Coordination of activities and tasks
 Policies, rules, regulations, procedures and
methods for performance of tasks and
activities, evaluation

9. DEFINITION
 An organization structure is a system that outline
how certain activities are directed in order to
achieve the goals of an organization. These
activities can include roles, and responsibilities.
The organization structure also determines how
information flows between levels within the
company

10. IMPORTANCE OF ORGANIZATIONAL
STRUCTURE
 It enables members to know what their
responsibilities
 It frees the manager and the individual workers to
concentrate on their respective roles and
responsibilities
 It coordinates all organization activities so there is
minimal duplication of effort or conflict.
 Avoids overlapping of function because it
pinpoints responsibilities.
 Shows to whom and for whom they are
responsible
 purposes

11. IMPORTANCE OF ORGANIZATIONAL
STRUCTURE
 Divides work to be done in specific jobs & dept.
 Assigns tasks and responsibilities associated with
individual jobs.
 Coordinates diverse organizational tasks.
 Establishes relationship b/w individuals, groups
and departments.
 Establishes formal lines of authority.
 Allocates organizational resources.
 Clusters jobs into units

12. TYPES OF ORGANIZATIONAL STRUCTURE
 Tall or Centralized/ Organizational
Structure
 Flat or Decentralized /Horizontal
Organizational Structure

13. Tall or Centralized Organizational Structure

14.  Large, complex organizations often require a
taller hierarchy.
 As an organization grows, the number of
management levels increases and the structure
grows taller. In a tall structure, managers form
many ranks and each has a small area of control.

15. ADVANTAGES:
 The quality of performance will improve due to
close supervision.
 Discipline will improve.
 Superior - Subordinate relations will improve.
 Control and Supervision will becomeeasy and
convenient.
 The manager gets more time to plan and
organize the future activities.
 The efforts of subordinates can be easily
coordinated.
 Tall Organization encourages development of
staff.
 There is mutual trust between superior and

16. Disadvantages
 Tall Organization creates many levels
 of management.
 There are many delays and distortion in
communication.
 Decisions and actions are delayed.
 It is very costly because there are many managers.
The managers are paid high salaries.
 It is difficult to coordinate the activities of different
levels.
 There is strict supervision. So the subordinates do
not have any freedom.
 Tall Organization is not suitable for routine and
standardized jobs.
 Here, managers may became more dominating

18. Horizontal/Flat Structure
 This is an organizational chart type mostly
adopted by small companies and start-ups in their
early stage. It’s almost impossible to use this
model for larger companies with many projects
and employees.
The most important thing about this structure is
that many levels of middle management are
eliminated. This enables employees to make
decisions quickly and independently.

19. FLAT ORGANIZATIONAL
STRUCTURE
 Flat structures have fewer management levels,
with each level controlling a broad area or group.
 Flat organizations focus on empowering
employees rather than adhering to the chain of
command.

20. ORGANIZATION CHART
An organization chart is a “diagrammatical form
which shows the important aspects of an
organization including the major functions and
their respective relationship, the channels of
supervision and the relative authority of each
employee who is in charge of each respective
function”.
Terry

21. EXAMPLE

22. CONTENT OF ORGANIZATION
CHART
 Basic organization structure and flow of authority.
 Authority and responsibilities of various
executives.
 The relationship between the line and staff officers.
 Names of components of organization.
 Positions of various office personnel.

23. CONTENT-Contd..
 Number of persons working in the organization.
 The present and proposed organization structure.
 Ways of promotion.
 The requirements of management development.
 Salary particulars

24. TYPES OF ORGANIZATIONAL
CHARTS
 Vertical charts
 It shows high-level management at the top with
formal lines of authority down the hierarchy, are
most common.

25. TYPES- VERTICAL

26. A left-to-right (horizontal) charts:
 It shows the high-level management at the left
with lower positions to the right. Shows relative
length of formal lines of authority, helps simplify
understanding the lines of authority and
responsibility

27. HORIZONTAL

28. Circular charts
 It shows the high-level management in the center
with successive positions in circles. It shows the
outward flow of formal authority from the high-
level management. It reduces status
implications.

29. MATRIX ORGANIZATIONAL
CHART
 A matrix organizational structure is a company
structure in which the reporting relationships are
set up as a grid, or matrix, rather than in the
traditional hierarchy. In other words, employees
have dual reporting relationships - generally to
both a functional manager and a product
manager.

30. DELEGATION

31. DEFINITION
Delegation refers to ‘a manager’s ability to share
his burden with others. It consists of granting
authority or right to decision making in certain
defined areas and charging subordinates with
responsibility of carrying through an assigned
task’.
Douglas C. Baril

32. PRINCIPLE
 Principle in terms of result expected
 Authority level principle
 Principle of parity of authority and
responsibility
 Unity of command

33. NATURE
 Implies transfer of certain specified functions by the
superior to the subordinates..
 One person constitutes only one man power. Here
superior shares his duties with his immediate
subordinates.
 It is when an organization grows that the need for
delegation arises.
 Authority and responsibilities along with duties must
be divided.
 Depends on individual requirement of the institution,
structure and judgment of the delegator.

34. TYPES
 General or specific
 Formal or informal
 Written or oral delegation
 Downward and side ward

35. STRATEGIES FOR EFFECTIVE
DELEGATION
 Plan ahead
 Identify necessary skills and levels
 Select the most capable personnel
 Communicate the goal clearly
 Set deadlines and monitor progress
 Model the role and provide guidance
 Evaluate performance
 Reward accomplishment

36. COMMON DELEGATION
ERRORS
 Under delegating
 Over delegating
 Improper delegating

37. BARRIERS
 Barriers in the Delegator
 Preference for operating by oneself
 Demand that everyone knows all the details
 Super-nurse syndrome: Feeling that others
cannot do what you can do so you try to do it all
 Feeling of overburdening the sub-ordinates
 Lack of experience in the job or in delegating.
 Lack of role models

38. BARRIERS-CONTD
 Lack of self confidence
 Insecurity: Manager thinks that they are
incapable if they delegate to others and lack of
trust in others to do the job right way
 Fear of being disliked
 Fear of criticism
 Lack of confidence in subordinates
 Perfectionism, leading to excessive control
 Lack of organizational skill in balancing work
loads
 Poor relationship with the staff will block effective
delegation

39. BARRIERS IN THE DELEGATE
 Lack of experience
 Lack of competence
 Avoidance of responsibility
 Overdependence on the boss
 Disorganization
 Overload of work

40. BARRIERS IN THE SITUATION
 One-person show policy
 No toleration of mistakes
 Urgency, leaving no time to explain
 Confusion in responsibilities and authority, lack of
position description
 Understaffing
 Poor communication

41. HOW TO MAKE DELEGATION
EFFECTIVE?
 Clarity for delegation in the management
philosophy and policies.
 Proper communication system
 Develop appropriate control method
 There should be proper delegation planning ie
what to delegate, how much to delegate and how
far down to delegate.

42. Contd..
 Create awareness for the need of delegation
 Create team spirit and establish conducive
organizational climate
 Give proper orientation and training to the
subordinates
 Motivate them
 Be flexible and have positive attitudes towards
subordinates
 Create climate of trust and confidence.

43. REFERENCES
 Jogindra Vati, “ Principles and Practice of Nursing
Management and Administration”, Ist edition,
2013, New Delhi: Jaypee brothers Medical
Publishers.
 Clement. I, “ Management of Nursing services
and Education” .
 MR,Beena; GL HariKrishna; JC Kiruba “ Text
book of Nursing Management & Services” New
Delhi: CBS Publishers.

44. THANK YOU