The document outlines the key concepts to be covered in an organizational behavior teaching session, including defining an organization, listing the purposes and types of organizations, and describing organizational structures and processes. Specifically, students will learn about organograms/organizational structures, the types of organograms, and how to draw organograms of different health services in Nepal. They will also cover the definition of organization, purposes of organization, types of organizational structures, and the organizing process of determining objectives, identifying activities, grouping activities, allocating duties, delegating authority, and coordinating efforts.

1. Specific Objective
At the end of the teaching learning session
students will be able to :
 Define the term organization.
 Enlist the purposes of organization.
 List out the types of organization .
 Define organogram / organization
structure
 Enlist the types of organogram.
 Draw out the organograms of differernt
health services in Nepal.
 Describe the process of organization.
Prepared By : RN Srijana Giri

2. Organization
Introduction :
An organization is usually made up of different
individuals with different beliefs, cultural backgrounds,
educational qualifications, and experiences. But the best
part is despite the disparities in their capabilities; each has
to work together to achieve the targeted goal of the
organization.
 Organization involves putting several things in a logical
order.
Prepared By : RN Srijana Giri

3. Definition
 An organization, or organisation is an entity
such as a company, an institution , or
an association comprising one or
more people and having a particular purpose.
 An organization is collection of people who
work together with a common purpose.
Prepared By : RN Srijana Giri

4. Organization management
 Organization management consists of
everything the managers or superiors do to
ensure the smooth running of the firm,
which also entails creating an enabling
environment for the employees to be more
efficient in the discharge of their duties.
 It also involves the proper use of the
available resources through adequate
planning and control of the working
environment.
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5. Cont..
 The primary focus of any organization is
to achieve its objectives . It could be to
increase client base, improve business
reputation, or have substantial financial
returns.
 But profit is still the primary reason
organizations are set up. So, when the
business is not making enough profit, it
would be difficult to keep the company
running.
Prepared By : RN Srijana Giri

6. Purpose of organization
 Specialization
 Ensure all the necessary activities to be
performed
 Achieve coordination and reduce
misconception and mislead
 Assign authority and responsibility
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7. Cont..
 Optimum utilization of resources
 Enhance the welfare and satisfaction of
the employee
 Facilitate growth and diversification
 Ensure the profit of the organization
 Assure the product quality and serve
excellence
Prepared By : RN Srijana Giri

8. Types of organization
There are a variety of legal types of organizations including
 corporations,
 governments,
 non-governmental organizations
 political organizations
 International organizations
 Armed forces
 Charities
 not-for-profit corporations
 partnerships
 cooperatives
 educational institutions etc.
Prepared By : RN Srijana Giri

9. Type of health organizations
 Government health organization
 Non profit organization –NGOs/INGOs
 Private organization- private hospital,
clinics , care centre
 Academic or Educational Institution-
private medical college
Prepared By : RN Srijana Giri

10. Organogram / organizational structure
 An organizational structure is a system that outlines how
certain activities are directed in order to achieve the goals
of an organization. These activities can include rules, roles,
and responsibilities.
 The organizational structure also determines how
information flows between levels within the company.
 It is a visual diagram of a company that describes what
employees do, whom they report to, and how decisions are
made across the business.
Prepared By : RN Srijana Giri

11. Importance of Organogram
 Organogram will give employees more clarity,
help manage expectations, enable better
decision-making and provide consistency.
 Organogram also assign authority
,responsibility, organize workflow and make
sure important tasks are completed on time.
 Employees will be more focused on their
duties , roles and responsibility therefore
promotes productivity.
 Maintain the order, discipline.
 Prevent overlapping and duplication of
functions.
 Clarify the location of decision making,
recording , reporting and feedback channel.
Prepared By : RN Srijana Giri

12. Types of organizational structure
 Line organization structure .
 Line and staff organization structure
 Functional Organization
 Divisional Organization
 Matrix Organization
 Virtual Organization
 Project Organization
Prepared By : RN Srijana Giri

13. Line organization structure
 Also known as military organization or scalar type of
organization.
 find across small companies.
 The hierarchical structure clearly defines authority,
responsibility, and accountability at each level.
Features :
 Direct vertical relationship which reflect well-defined
authority levels in the hierarchical structure.
 Full freedom to departmental heads
 Simple operation system
 No provisions for staff specialists
 Direct instructions to subordinates
 Communication is fast and easy because employees get
quick feedback and respond fast.
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14. Cont..
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Advantages
•Simple to work
•Economical and
Effective
•Unity of command
•Better responsibility
•Fixed discipline
•Prompt decision
Disadvantages
•Over reliance
•Lack of specialization
•Inadequate
communication
•Lack of coordination
•Authority leadership

15. Line and staff organization
 The Line and Staff Organization is a modification of the Line
Organization where functional specialists work with line managers to
guide and advise them.
 It is more common in the present day and larger enterprises adopt this
type of setup.
 The staff consists of two categories.-
-General Staff: The general staff consists of ordinary employees that assist
the top management. These staff aren’t experts.
-Specialized Staff: consists of experts that offer services to the organization
with roles of advisor, control (as in quality control), or service (such as
maintenance).
 It uses the expertise of specialists. So the line managers become better in
several fields.
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16. Characteristics
 Two types of staff : staff assistants &
staff supervisors
 Two lines of authority: Line authority and
staff authority .
 Division of work
 Different functional areas with staff
specialists attached
 Power of command remains with the line
of executive
 Staff servers as counselors.
Prepared By : RN Srijana Giri

17. Cont..
Advantages
 Relief to line
executives
 Benefit of
specialization
 Better coordination
 Benefits of research
and development
 Unity of Action
 Balanced decsions
Disadvanatges
 Lack of
understanding
 Lack of sound
advice
 Line and staff
conflicts
 Assumption of
authority
 Expensive
 Staff steals the
show.
Prepared By : RN Srijana Giri

18. Functional organization
 functional structure is the most common
model found in most organizations.
 Organizations with such a structure are
divided into smaller groups based on
specialized functional areas(Tasks divided
into functions)such as operations, finance,
marketing, Human Resources, IT, etc.
 Functions performed by specialists
 Functions overseen by functional heads
 Functional head enjoy considerable
independence
Prepared By : RN Srijana Giri

19. Advantages :
1.Operational speed and
clarity:
- provides greater
operational efficiency as
employees are
functionally grouped
based on expertise and
shared functions
performed.
2. Specialization and
department competence:
-It allows increased
specialization as each
group of specialists can
operate independently.
3.Scope of expansion
4.Better control
Disadvantages :
 Weakening of common
bonds
 Lack of coordination
 Delay in decision making
 Expertise is limited to a
single functional area
allowing limited scope for
learning and growth.
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21. Divisional Organization
Organizational functions grouped into a
division
Divisional resources to support product
line
Low impact of divisional failure
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22. Advantages
 Accountability
 Team culture
 Responsive to
external changes
 Better strategic
decisions by
leaders
Disadvantages
 Not a possibility in
small organizations
 Difficulty in
integrating divisons
 Cruel competition
 Lack of
communication
 Doesn’t get most out
od economies of
scale
Prepared By : RN Srijana Giri

23. Project organization
 Temporary setup for specific projects
 Headed by the project manager
 Dismaintied upon projection completion
 Works well for projects with clearly
defined objectives.
Advantages :
 Easy communication
 Strong sense of identity
 Efficient and effective use of resources
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24. Cont..
Disadvantages
 No clear growth path
 Expensive
 All specialists dedicated to one single
project
Prepared By : RN Srijana Giri

25. Grid organization
Features
 This organized to manage multiple
dimensions.
 It provides for reporting levels both
horizontally as well as vertically
and uses cross-functional teams to
contribute to functional expertise.
 As such employees may belong to a
particular functional group but may
contribute to a team that supports
another program.
 Focus attention on specific projects
 Draws personnel from various
departments
 Functional manager responsible for
function integrity.
 promotes motivation among
employees and encourages
a democratic management
style where inputs from
team members are sought
before managers make
decisions.
Prepared By : RN Srijana Giri

26. Cont..
Advantages :
 Efficiently gather people with specialized skills
 Flexible in nature
 Motivates personnel engaged in the project
 Enhances the time, cost and performance.
 Efficient information exchange and flow as departments work
closely together and communicate with each other frequently to
solve issues.
Disadvantages
 Violates unity of command
 Complicated problem coordination
 Dual authority and communication leads to communication gaps,
and division among employees and managers.
 As reporting is not limited to a single supervisor, employees tend
to get confused as to who their direct supervisor is and whose
direction to follow resulting indiscipline .
Prepared By : RN Srijana Giri

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28. Virtual organization
 Borderless organization (multinational)
located in cyberspace
 geographically spread teams
 Electronic communication through
ICT(information and communication
technology)
 Complimentary resources works towards goal
 Advantages :
 Saves time and travel expenses
 Quick access to experts
 Dynamic team members
 Online communication and reports for swift
responses
Prepared By : RN Srijana Giri

29. Cont..
Disadvantages
 Lack of physical interaction
 Requires increased focus on
communiction
 Security and compliance(command)
issue
 Reputational risks
Prepared By : RN Srijana Giri

30. Types of health service
orgnaization in Government of
Nepal
 Health post : At VDC level under local
government
 Primary health Care centre (PHCC) :
Primary hospital under local government
in gaupalika, municipality, sub
metropolitan and metropolitan city.
 Health office, District hospital- At district
level under provincials government
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31. Cont..
 Zonal , Sub regional and regional hospitals under
provincial government.
 Ministry of Social Development/ Provincial
Health Directorate : At provincial Level
 Central Health Institution ( Central hospitals ,
DoHS, MoHP ): At Federal level
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32. Central level organizational
structure
MOHP(Ministry Of Health And
Population)
 leading government ministry for health
 Complex structure comprising of :
 Divisions
 Departments and centers,
 Foundations
 Councils
 Health directorates/offices
 Hospitals and health facilities
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33. Organogram of MOHP
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41. Organizing process
Organizing is the process of maintaining the
flow of work and information and grouping
activities, identification of authority and
responsibility of employee in the
organization.
The various steps of organizing process are :
1.Determination of objectives
2.Identification of activities
3.Grouping activities
4. Allocation of duties and responsibility
5. Delegation of authority
6. Coordination
Prepared By : RN Srijana Giri

42. 1.Determination of objectives
 In the first step of organizing process, the
objective of the enterprises is to be
determined.
 It is the basis of organizing process.
 without determining objectives , an
organizational process will not processed
and its will become meaningless.
 Virtually the organization structure is so
designed which could help to accomplish
the objectives. Thus the organization
should have a clear objective to achieve its
goal.
Prepared By : RN Srijana Giri

43. 2. Identification of activities
 The next step in organizing is to identify
and determine the activities to be
performed in order to achieve the goals.
 The activities should be identified
considering the present and changing
environment.
 The total work of the organization is
systematically divided into various
activities and sub- activities .
 It facilitates the assignment of duties and
delegation of authority.
Prepared By : RN Srijana Giri

44. 3. Grouping Activities
 after indentifying the necessary
activities closely related and similar
activities are grouped into divisions
and departments.
 the act of grouping of activities is
called departmentation.
 Activities may be grouped on different
bases,
 Example : function, products,
customer etc. Prepared By : RN Srijana Giri

45. 4. Allocation of duties and responsibility
 The fourth step in organizing process is
the assignment of the duties and
responsibilities.
 The assignment of the job should be
based on the ability and capacity of the
person to be assigned.
 Organizing has to allocate the duties and
responsibilities of the person very
carefully so as to achieve the
departmental as well as organizational
goals. Prepared By : RN Srijana Giri

46. 5. Delegation of authority
 The delegation of authority is the most
important device to ensure the
attainment of goals.
 Under the organizing process, top level
management should delegate authority
to lower level management.
 While delegating authority, the
responsibility should be delegated too.
Otherwise , it will be meaningless. So
authority and responsibility should be
balanced.
Prepared By : RN Srijana Giri

47. 6. Coordination
 In the last step of the organizing
process, coordination is given
emphasis.
 For the successful operation of any
organization , there should be proper
and effective coordination between the
activities and efforts of various
departments.
Prepared By : RN Srijana Giri

48. The Organization Process Chart:
Following is a representation of organization process chart.
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