Planning of Health services

1. ORGANIZation OF HEALTH SERVICES
Nabin Lamichhane
Lecturer
Prubanchal university

2. Organization of Health Services
• Introduction
• Importance of Organizational structure (Organ
grams)
• Organizational Theory
– Classical
– Modern

3. Introduction to
organizing/organization
• Organizing is the process of creating structure
• Deciding how best to group organizational
activities and resources.
• Essential for performing staffing, directing and
controlling function.

4. Introduction to
organizing/organization
• formal association of two or more people who
agree to seek a common goal through efficient
integration and implement of plans, policies,
rules and procedure.
• There is collaborative efforts. Organizing is the
most important function of management.
• Good organization of health service provider help
to support, upgrade the health status of people.
Without harmony , its impossible to create sound
health services in the organization.

5. Organizing
“Organizing is the process of defining and
grouping the activities of the enterprise and
establishing the authority relationship among
them.”- Haimann

6. Organizing ( A/C to Koontz and weihrich)
• Identifications and classification of require
activities.
• The grouping of activities necessary to attain
objectives.
• The assignment of each grouping to a
manager with the authority ( Delegation)
necessary to supervise it.
• The provision for coordination horizontally
and vertically in the organizational structure.

7. Meaning of organization
• Formalized intentional structures of roles or
positions. ( Koontz)
• Pfiffiner and Shreword,
– “an organization is the pattern of the ways in
which large numbers of people , too many to have
intimate face to face contact with all others, and
engaged in the complexity of tasks, relate
themselves to each other in the conscious,
systematic establishment and accomplishment of
mutually agreed purposes.’’

8. Definitions of organazation
• JD Mooney
– Organization is the form of every human
association for the attainment of common
purpose and the process of relating specific duties
or function in whole.
• Chester/Bernard
– Organization is the system of cooperative activities
of two or more persons.

9. Definitions of organization
• L. white
– Organization is the arrangement of personnel for
facilitating the accomplishments of some agreed
purpose through allocation of functions and
responsibilities.
• Luther Gullick
– Organization is the formal structure of authority
through which work subdivisions are arranged ,
defined and coordinated for the defined
objectives.

10. Organizing
• Organizing is establishing working relationship
among employee to achieve goals. It involves:-
1. Differentiation:
• Process of departmentalization or segmentation of
activities on the basis of some homogeneity.
• It is needed because one person cannot handle all
the activities.
• Division of work for specialized purpose.

11. 2. Integration
• Process of achieving unity of effort among
various department (segment or sub-system)
• Coordination of divided tasks.
• Ensures harmony on the functioning of
organization.
• The more degree of differentiation, the
greater is need for the integration

12. Benefits of organizing
• Division of Labour:
– Promote work specialization by division of labour.
– Avoids misuse and duplication of resources and
efforts.
• Grouping of task:
– Classifies tasks
– Grouping in department and sections
– Facilitates staffing directing and controlling
functions.

13. Benefits of organizing…….
• Authority Relationship
– Establishes authority-responsibility relationship.
– Hierarchy defines who reports to whom.
– Channel of communication clearly stated.
– Confusions and misunderstandings are aavioded.
• Flow of work
– Establishes a logical flow of work to be performed
by member.
– Facilitates decision making for smooth operations.

14. Benefits of organizing
• Coordination
– Creates coordinating mechanism to produce
harmony of efforts.
– HR gets efficiently and effectively utilized.
• Goal Focus
– Produces focused work efforts for goal
accomplishment in an efficient and effective
manner.

15. Principles of Organizing (EFL Brech)
1. Principle of unity of goals
- Contribute to goal accomplishment.
- Clarity in goals
2. Principle of span of control
- optimal control and direction
3. Scalar principle ( Chain of command)
-Line of authority Cleary defined and unbroken
-Flow from top to bottom.
4. Principal of unity of command
- one subordinate one boss./ No person report
more than one boss.

16. 5. Principle of delegation of authority.
- Adequate to get expected result.
- Decision making by managers himself.
- Management by exception.
6. Principle of parity of authority and responsibility.
- Equal responsibility to all.
7. Principle of absoluteness of Responsibility.
- Superiors cannot escapes responsibility for
the activities of subordinates.
- Responsibility cannot be delegated.

17. 8. Principle of departmentation
- Activities, authority and result expected –people-
position-departments clearly defined.
9. Principle of flexibility
- Flexible to adapt to changing environment
10. Principle of Balance
-Balance in size, span of management, delegation
of authority.
-Should be simple. Not complicated.
11. Principle of separation
-Line and staffs functions should be separated.
12. Principle of Leadership Facilitation.
- Enable to design and maintain for such
environment.

18. Importance of Organizations
1. Efficient administration
2. Optimum use of human resources
3. Growth and diversification
4. Optimum use of new technology
5. Coordination and Communications
6. Training and developments
7. Productivity and Job satisfaction

19. Organization Structure
• An organization is the structural framework for
carrying out the functions of Planning, decision
making, control, communication, motivation etc.
• Organo-gram (Organization Chart)
– It is snapshot of an organization at a particular point
in time which shows the flow of authority,
responsibility and communication among various
departments which are located at different level of
hierarchy.
– The connecting lines on this chart show who is the
accountable to whom and who is the In charge of
what department.

20. Forms or Types of Organizational
Structure
• There are various forms of organization
1.Line organization structure
• Pure Line Organization
• Departmental Line Organization
2. Line and staff organizational structure
3. Formal and informal organization structure
• Formal Organization
• Informal organization

21. 1. Line organizational Structure
• Line organization structure is also known as
scalar, military or vertical organization and
perhaps the oldest form. Although an
executive can delegate authority, he has
ultimate responsibility for results. It can be
designed in two ways.
– Pure Line organization
– Departmental line organization

22. a. Pure Line Organization
Under this, similar activities are performed at a particular level.

23. b. Departmental Line Organization
Under this form, entire activities are divided into different departments on the basis of
similarity of activities each unit is placed under departmental superintendent.

24. 2. Line and staff organization
structure
• Line and staff organization refers to a pattern in
which staff specialists advises line managers to
perform their duties.
• When the work of executives increases, its
performance requires specialists that can not
provide himself because of his limited
capabilities.
• The staff positions or departments are of purely
advisory nature. The structural composition of
this type is as follows in the coming slide….

25. 2. Line and staff organization
structure……

26. 3. Formal and Informal Organizations
structure
a. Formal organization
According to Y. K. Bhusan “The formal
organization refers to the structure of jobs and
positions with clearly defined functions and
relationships prescribed by the top
management”
Formal organizations mean intentional
structure of roles in a formally organized
group.

27. Characteristics of formal Organization
• It is deliberately created by top management
• It is based on division of work, specialization.
• It defines clearly the authority and
responsibility of the every person
• It has written rules and procedures
• It focuses on job to be performed
• It is shown in organizational chart

28. b. Informal organizations
• According to Keith Davis, “An informal
organization is a powerful influence upon
productivity and job satisfaction”. In informal
organization, relationships do not appear on
an organizational chart. In this, network of
personal and social relations arise
spontaneously as people associates with one
another. For example a group of people
playing chess in lunch time

29. Characteristics of informal
organization
• It is unplanned and arises spontaneously
• It reflects human and social relationship
among people
• It is based on common interest language,
religion and culture
• It has no written rules and regulations
• It is not shown in the organizational chart

31. Importance of Organizational structure
(Organogram)
• An organization chart maps major lines of
decision making and authority
• Can review it to identify any inconsistencies and
complexities in the organizational structure.
• An organizational chart may be used to orient
employees since it shows where each job fit in
relation to supervisor and to the job in the
department.
• It shows relationship of the department to the
organization as a whole.

32. Limitations
• only formal lines of authority and communication are
shown
• important lines of informal communication and significance
communication relationship cannot be shown
• Individual without proper training in interpretation may
confuse authority relationship with status. Managers
whose positions are placed physically higher in the graphic
representation may be perceived as having authority over
those whose position is lower in the chart.
• The chart cannot be properly interpreted without reference
to support information, such that usually contained in the
organizational manual and related to the job descriptions.

34. Process of structuring an organization
Organization
Structuring
Process
Division of Work Departmentalization
Hierarchy of
authority
Coordination of
activities and People

35. Process of structuring an
organization….
• Division of Work:
– Total work force divided into tasks for job specialization.
• Departmentalization:
– Task and employees grouped into departments. Charts
drawn up. Jobs are grouped.
• Hierarchy:
– Authority-responsibility
– Span of management and chain of command
– Delegation of authority.
• Coordination:
– Setting up mechanisms for integration
– Communication channel and committee

36. Organization Theories
a. Classical Organization theory
c. Modern Organization theory- systems
approach

37. a. Classical Organization theory
• Classical means something traditionally accepted or long
established.
• Related on advancement in productions, mechanical and
technological dimension.
• Considered organization as a close unit like a machine with
man being component of such machine.
• It has assumption such as - as formal communication on
the basis of relationship between the workers and
managers.
• The only motive for which employees workers is money,
managers are kind hearted and rational individuals.
• Organization is like a machine and man are its components;
workers are component in the machine of the organization.

38. c. Modern Organization theory-
systems approach
• Modern theory is a scientific and sophisticated
way of explaining a complex organization. This
theory is comparatively systematic and highly
constrictive. System like human body; have
different parts labeled as subsystems which
are interdependent on each other.

39. References
• GR Agrawal Principle of Management, 2008
• Essential of Management, Harold Koontz and
Heinz Weihrich, 5th Edition
• Management by Stephen P. Robbins.
• Principles of Management, Third Edition, PC
Triphathi and PN Reddy.

40. THANK YOU!!