The document discusses the concepts of organizing and organization in healthcare settings. It defines organizing as the process of grouping responsibilities and activities into workable units and establishing lines of authority and communication. The key points are:
- Managers have five main functions: planning, organizing, staffing, leading, and controlling.
- An organization rationality combines activities of people for a common goal through division of labor and a hierarchy.
- Organizational structures must define tasks and roles to facilitate human performance.
- Hospitals have challenges with multiple lines of authority and independent decision-making between clinical and administrative staff.
- Effective organization requires coordination between formal and informal structures through tools like organizational charts, committees,
5. Organization
5
Rational combination of the activities of
a number of people
for the achievement of a common
purpose or goal,
by division of labour and function and
through a hierarchy of authority and
responsibility
6. Organizing
6
Process of
grouping the necessary responsibilities
and activities into workable units,
determining the lines of authority and
communication, and
developing patterns of coordination
7. Structure and role
7
Organization structure is to help in creating
an environment for human performance
Structure must define the tasks to be done
Roles must also be designed in the light of
abilities and motivation of the people
available
8. Role for people
8
What people do has a definite purpose or
objective
They know how their job objective fits into
group effort
They have necessary authority, tools and
information to accomplish the task
It is better to fit the personnel to a sound
structure rather than to sacrifice sound
structure to individual whims of personality
9. Staffing
9
Involves filling, and keeping filled, the
position in the organization structure
By - identifying work-force requirements,
Inventorying the people available
Recruiting, selecting, placing
Promoting, appraising, planning the
careers of, compensating, and training to
accomplish their task effectively and
efficiently
10. Leading
10
Influencing of people so that they will
contribute to organization and group goals
Has to do predominantly with the
interpersonal aspect of managing
People tend to follow those who offer a
means of satisfying their own needs,
wishes, and desires
Involves motivation, leadership styles and
communication
11. Controlling
11
Measuring and correcting of activities of
subordinates to ensure that events
conform to plans
It measures performance against goals
and plans, shows where negative
deviations exist, and, by putting in
motion action to correct deviations,
helps ensure accomplishment of plans
12. Authority relationships
12
1. Super ordination / subordination
2. Authority and responsibility
3. Scalar principle
4. Functional authority
5. Splintered authority
6. Line and staff authority
7. Span of management
13. 1. Super-ordination / Sub-ordination
13
Hospital / healthcare organization is
expected to perform efficiently at all
times
Distinct status differences among
organizational members
Its performance through directive, quasi-
authoritarian controls
Relies upon formal policies, rules and
regulations for controlling work
relationships of its members
14. 2. Authority and responsibility
14
Authority must be equal to responsibility
Absoluteness of responsibility – manager
delegate authority but the ultimate
responsibility is retained by the manager
decentralization of authority depends on
the mgt. philosophy of governing board,
size of the health care organization
15. Authority and power
15
Power, a much broder concept than
authority,
is the ability of individuals or groups to
introduce or influence the beliefs or actions
of other persons or groups
Authority in organization is the right in a
position (and, through it, the right of the
person occupying the position) to exercise
discretion in making decisions affecting
others
17. 3. Scalar principle
17
Individual workers are placed in a
specific authority relationship to a
superior, whose authority can be traced
from the next level of authority, up to top
level of hierarchy
Chain of command- shows who reports
to who, who has authority over others
19. 4. Functional authority
19
Functional status is the position held by
an individual by virtue of the kind of work
he or she performs
e.g. Physicians exercise substantial
influence throughout the hospital
20. 5. Splintered authority
20
There are limits on each managers
authority and greater need for
coordination at various level of
organization
21. 6. Line and staff authority
21
Line refers to those positions and elements
of the organization which have
responsibility and authority and are
accountable for accomplishment of primary
objectives
e.g. direct chain of command
Staff elements are those which have
advisory or service function to the line
manager in the attainment of primary
objectives
e.g. personnel or finance
22. 7. The span of management
22
Number of individuals whose activities can be
coordinated and controlled effectively by one
manager
Depends on :
1. nature and flow of work
2. Training and motivation of workers
3. Organizational stability
4. Dispersal of work units
5. Managerial effectiveness
6. Availability of staff specialists
23. Delegation
23
How much freedom, scope and power is
entrusted to subordinates to act on behalf
of manager, utilizing the resources of the
organization and for achieving desired
result
Most serious symptom of poor organization
is unclear authority delegation
24. Principles of delegation
24
1. Delegation according to ability
2. Absoluteness of responsibility
3. Parity of authority and responsibility –
delegated authority should be
commensurate with results expected
4. Definition of results expected
5. Unity of command – delegatee should be
responsible to one boss
6. Authority levels – decisions within the
authority competence of an individual
should be made
25. Steps in delegation
25
1. Selecting and assigning the task
2. Selecting the appropriate subordinate
3. Instructing the subordinates
4. Maintaining feedback and control
26. Tenets of delegation
26
1. A manager cannot delegate authority
which he does not have
2. Cannot delegate all his authorities
3. Delegate only operational authority not
authority to make policy and technical
authority
4. Delegation of authority is not absolute or
permanent – always be recalled by the
delegator
27. What should never be
delegated
27
1. The power to discipline
2. Responsibility for maintaining morale
3. Overall control
4. Crisis situation calling for urgent
solution
5. Technical task or matter
6. Custodianship of trust and confidence
29. Management barriers
29
1. Unwillingness to give subordinate a
chance (Manager feels he can do the
job better, faster)
2. Unwillingness to let subordinates make
decision
3. Fear of subordinates making mistakes
4. Unwillingness to trust subordinates
5. Unwillingness to let go power
30. Management barriers
30
6. Disinclination to develop subordinates
7. Fear of taking risks
8. Uncertainty over tasks
9. Failure to establish effective control
10.Lack of organizational skill – confusion
about authority and responsibility
31. Subordinate barriers
31
1. Lack of aptitude for work
2. Feeling of insecurity, lack of self-
respect
3. Fear of failure, of making mistakes
4. Lack of initiative
5. Lack of experience
6. Avoidance of responsibility
32. Multiple pyramid of hospital
organization
32
Governing board – ultimate authority
CEO (administrator)
Charged with the responsibility for
effectively managing the admin.
components of institution
Delegates authority to each dept. head
in admin. component
Chief of Med. service
33. Difficulties in absence of single line of
authority
33
Coordination difficult
apportionment of authority, responsibility and
accountability is unclear
difficulties in communication
Dominations:
Trustee domination
Medical domination
Administrator domination
Multiple domination
34. Committee as part of organization
34
A group entrusted with dealing with a
specific problem
for group decision making
formal (finance or development
committee) or informal
Line or staff
35. Why committees become
necessary
35
1. Group deliberation and judgment
2. Representation of varied interests
3. Coordination of department policies
and plans
4. Sharing information
5. Consolidation of splintered authority
6. Avoidance of action
36. Drawbacks of committees
36
1. High cost in time and money
2. Compromise and watering-down of
decisions
3. Indecision
4. Forcing the decisions
37. Committees are success when:
37
Formally organized
Have assigned specific jobs to do
Have a leader acceptable to all
members
Keep written records of their
deliberations
Know that recommendations are
accepted
38. Effective committee management
Checklist
38
Purpose and scope
need
size
How often to meet
Committee members
Subject matter
Committee chairman
Minutes and conclusion
39. Organizational chart
39
Line or scalar chart, showing each layer
of organization in sequence
Line relationship
Staff position ----------
Master chart and supplementary chart
40. Organizational chart
40
Three types : Skeleton, personal and
functional
Skeleton: Merely present the major units of
the organization
Personal : show in addition, the major
positions and often the names of those
persons occupying them
Functional : Not only depict the major units
but also describe briefly the functions,
purposes, duties, and activities of each
41. Advantages
41
It depicts major lines of decision-making and
authority - can review it to determine any
inconsistencies and complexities
Orient employees as to where they fit into the
organization, where each job fits in relation to
other jobs in the department
Tool for managerial audit: span of control,
crossed lines of authority
Conveys information about the chain of
command, supervisory relationship, channels of
communication, and line of decision making
42. Limitations
42
Important lines of informal communication
and significant informal relationships
cannot be shown
become obsolete easily if not periodically
update on occurrence of change
43. Matrix organization
43
The existence of both hierarchical
(vertical) coordination through
department and formal chain of
command, and simultaneously lateral
horizontal coordination across
departments
e.g. cardiac emergency team
44. Types of organization
44
Two types of organization: formal &
informal
Formal organization: Intentional structure
of roles in a formally organized enterprise
If organized well - individual performance
contribute most effectively to
organizational goals
46. Informal organization
46
A network of personal and social
relations not established or required by
formal organization but arising
spontaneously as people associate with
one another
Relationship not appearing on an
organization chart
48. Span of control
48
The number of persons a manager can
supervise effectively
Organization level Vs. span of control
4-8 subordinate at upper level of
organization
8-12 at lower level (up to 20)
Depends on nature of work and
environment
50. Organization with narrow spans
50
Advantages
Close supervision
Close control
Fast
communication
bet. subordinates
and superiors
Disadvantages
Superiors tend to get
too involved in
subordinates work
Many levels of mgt.
High cost due to many
levels
Excessive distance
bet. lowest and top
level
52. Organization with wide spans
52
Advantages
Supervisors are
forced to delegate
Clear policies
must be made
Subordinate must
be carefully
selected
Disadvantages
Tendency to
overloaded
supervisors to become
decision bottlenecks
Danger of supervisors
loss of control
Requires exceptional
quality of managers
53. Organizational behavior
53
A field of study that investigates the impact
that individuals, groups and structure have
on behavior within organization, for the
purpose of applying such knowledge
towards improving an organization’s
effectiveness
54. Dependent Variables of OB
Model
54
1. Productivity
2. Absenteeism
3. Turnover
4. Job Satisfaction
55. Independent Variables
55
Individual level variables
Biographical character (age, sex, marital
status), personality, value and attitude, ability
Group level variables
Group structure, gp. Decision making,
communication, other groups and inter-gp
relationship (conflict, power and politic)
Organization system variables
Human resource policies, cultural system,
organization structure
56. Realities of hospital organization
56
There are a number of important people who
consider themselves as heads
Absence of single line of authority and with two
chains of command
High interdependence
Timing of the movement of patients through the
system is largely controlled by chance or by a set
of un-coordinated, individual decisions
Individual goals of staff coincide more with
hospital goals
57. Realities of hospital organization
57
Complex work of health care has a high risk
of serious or deadly error, which necessitates
highly reliable systems of practice at all
organization level
Complex technical and medical systems
demand sophisticated technical expertise,
which require educated, efficient, and well co-
ordinated workforce
Authoritative and permissive, highly
formalised yet loose-knit