Organization- Management Process

Nursing Management for both Undergraduate and Post Graduate nursing students.m

1. Mr. Visanth V S
Asso.Professor
Dept. of Psychiatric Nursing
IGSCON

2. Meaning
Thewordorganizationmayconveyatleast3meanings
•Firstlyitmayrefertotheactivityofmanagementin
arrangingpeople,tasksandresourcesinthemost
orderlyandefficientmanner.
•Secondlyitmayalsonamethearrangementitself,the
outcomeoftheorganizingactivity.
•Thirdly,itmaydescribeanynumberofbusinesses,
behavioralandhumanisticconcepts.

3. Definition
•Organisationis‘agroupofpeople
workingtogetherandwitheachother
towardstheachievementofthecommon
goals’.
•Essentiallyasthecreationand
maintenanceofanintentionalstructure
ofrole’.
-KoontzandO’Donnell

4. Nature of Organization

5. 1.As a Process
Organisationisaprocessofdefining,
arrangingandgroupingtheactivities
ofanenterpriseandestablishingthe
authorityrelationshipsamongthe
personsperformingtheseactivities.

6. 2.Structure
Thefunctionoforganizingisthe
creationofastructuralframeworkof
dutiesandresponsibilitiestobe
performedbyagroupofpeopleforthe
attainmentoftheobjectivesofthe
concern.

7. 3.Dividing and Grouping the Activities
•Activitiesofanenterprisearerequired
tobedistributedbetweenthe
departments,unitsorsectionsaswell
asbetweenthepersonsforsecuring
thebenefitsofdivisionoflaborand
specialization.

8. 4.Accomplishment of Goals or Objectives
•Anorganizationstructurehasno
meaningorpurposeunlessitisbuilt
aroundcertainclear-cutgoalsor
objectives.

9. 5.Human and Material Aspects:
•Organisationdealswiththehumanand
materialfactorsinbusiness.Humanelement
isthemostimportantelementinan
organization.

10. Characteristics of an organization
•Group of people
•Common goals or objectives
•Division of work
•Vertical and horizontal relationship
•Chain of command
•Group dynamics
•Organisation is a Machine of Management

11. Principles of Organization

12. 1.Principle of Objective
•Theorganizationshouldsetupcertainaims
fortheachievementofwhichvarious
departmentsshouldwork.Acommongoal
sodevisedforthebusinessasawholeand
theorganizationissetuptoachievethat
goal.

13. 2.Principles of Co-ordination
•Theco-ordinationofdifferentactivitiesis
animportantprincipleoftheorganization.
Thereshouldbesomeagencytoco-
ordinatetheactivitiesofvarious
departments.Intheabsenceofco-
ordinationthereisapossibilityofsettingup
differentgoalsbydifferentdepartments.

14. 3. Principle of Span of Control
•Spanofcontrolreferstothemaximumnumber
ofmemberseffectivelysupervisedbyasingle
individual.
•Thespanofcontrolenablessmoothfunctioning
oftheorganization.
•Thisisalsocalledspanofmanagementorspan
ofsupervision.

15. 4. Principle Of Specialization Or Division Of Work
•Eachpersonshouldperformasingleleading
function.
•Thereisadivisionoflabor:adifferentiation
amongkindsofduties.
•Specializationisthebestwaytouseindividuals
andgroups.
•Divisionofworkmeansthattheentireactivities
oftheorganizationaresuitablygroupedinto
departmentsandsections.

16. 5. Hierarchy or scalar chain:
•Itistheorderofrankfromtopto
bottominanorganization.
•Thisisalsocalledachainof
commandorlineauthority.

17. 6. Centrality
It relates to the position or distance the
person has on the organizational chart from
other workers.
7. Principle of continuity
•Administrationisacontinuingorongoing
process–recyclingthestructureofthe
organizationbasedontheeconomic,
environmentalandsocio-politicalchanges.

18. 8. Principle of Flexibility:
•Tomeetthechallengesoftheincreasing
andchangingdemandsoftheenvironment,
anorganizationstructureissubjectedto
change.
•Assuchrigidityhastobeavoidedand
flexibilityisessentialintheorganization
structure,sothatchangescanbebrought
aboutwithoutdisruptingbasicdesignofthe
structure.

19. Types of Organization
FormalOrganization
•Providesaframeworkfor
definingresponsibility,
authority,delegationand
accountability.
•Depending on the
organizationalphilosophy,
theformalstructuremay
berigidorloose.
InformalOrganization
Informalorganizationisan
organizationalstructure
whichestablishesthe
relationshiponthebasisof
thelikesanddislikesof
officers without
consideringtherules,
regulations and
procedures.

20. Steps in Organization Process

21. Determination of Activities
Delegation of Authority
Grouping of Activities
Assignment of Duties
Establishment of Relationships

22. 1.Determination of Activities
•Thefirststepinorganizingistodividethe
totaljobofanenterpriseintoseveral
essentialactivitiessuchas—production,
financing,purchasing,sales,personnel,and
soon.Identificationofworkenablesthe
managerstoconcentrateattentionon
importantactivities.

23. 2.Grouping or Classification of Activities
Thevariousactivitiesidentifiedare
classifiedintoappropriatedepartments,
divisions,sections,sub-divisionsetc.on
thebasisoffunctions,products,
territoriesorcustomers.Thiswill
facilitatespecialization.

24. 3. Assignment of Duties
•Afterthecreationofdepartmentsthenext
stepwillbetofixsuitableandqualified
personsintotheactivitiesofeach
department.
•Eachpersoninthedepartmentwillbe
givenaspecificpartofthejobtodoand
willbemaderesponsibleforit.

25. 4.Establishment of Relationships
•Throughtheassignmentoftasksto
individuals superior-subordinate
relationshipsbetweenvariouspositions
areestablishedintheenterprise.
•Suchrelationshipsandchannelsof
communicationshouldbeclearly
defined.

26. 5.Delegation of Authority
•Appropriateamountofauthorityis
delegatedtopeopletoenablethemto
performtheassigneddutieswith
confidence.
•Noonecandischargehisrespon-
sibilitiesregardingaparticularworkin
theabsenceofrequisiteauthoritytodo
thesame.

27. Levels of Organization
There are 3 levels of organization;
1.Line organization
2.Staff organization
3.Functional organization

28. 1. Line Organization
•It is the oldest and the simplest form of
organization.
•It is also known as the scalar organization.
•The line of authority is straight and vertical and
each person at the same level performs the same
functions.
•In an enterprise or institution, the chief executive
leads the entire organization. Here the maximum
authority rests on the top or highest levels of
management.

29. Line Organization Example

30. 2. Staff Organization
•Managersoflineaswellasstaffdepartments
havelineauthorityovertheirsubordinates.When
theworkoflinemanagersincreases,staff
officersareappointedtohelpthem.Thejobof
staffistogiveadvice,information,suggestion
andguidance.
•Forexample,personnelmanagerisappointedto
helpthemanagersinhiringandtrainingpeople.
Hedoesnothavethefinalauthoritytoappoint
people.

31. Staff Organization

32. 3. Functional Organization
•Infunctionalorganization,theorganizationis
dividedintoanumberoffunctionalareas.
•Eachfunctionismanagedbyafunctionalexpertin
thatarea.
•Everyfunctionalareaservesallotherareas.
•Forexample,thepersonneldepartmentrecruits
employees,arrangesfortheirtraining,anddealswith
thepeoplerequiredforalltheotherdepartments.
•Thepurchasingdepartmenthandlespurchasesfor
theentireconcern.

33. Functional Organization

34. Organisation Structure
•Itisaprocessofcreatingastructureor
platformwherevariouspeoplecan
worktogethertoattaintheircommon
objectiveseffectively.

35. Theorganizationstructureshouldindicate;
•Welldefinedrelationships(vertical,horizontaland
lateral)ofallcategoriesofstaff.
•Welldefineddutiesandresponsibilitiesofallcategories
ofpersonnel.
•Hierarchialrelationshipbetweenthesupervisorsandthe
subordinateswithintheestablishment.
•Assignmentoftaskstoindividuals,divisionsand
department.
•Coordinationofactivitiesandtasks.
•Policies,rules,regulations,proceduresandmethodsfor
performanceofactivities.

36. Organizational Charts
“Anorganizationchartisadiagrammatic
representationoftheframeworkorstructure
ofanorganization”.
-J.Batty
“Anorganizationchartportraysmanagerial
positionsandrelationshipsinacompanyor
departmentunit.”
-HenryH.Albert

37. •Organisationchartsarepreparedforthe
purposeofdescribingtheorganization
structure.
•Theseareusedastoolsofmanagement
control.
•Theygivefullinformationonaparticular
organization.
•Anexecutivefindsouthisexactplaceinthe
organizationstructure.
•Itshowstheresponsibilityandauthorityofan
executive.

38. Types of Organization Chart
1.Horizontalchart:Thelinesofcommandflows
horizontally.Inthis,thesupervisorisontheleftside
ofthechartandthesubordinateontherightsideor
viceversa.Thisisnotfollowedinanyorganization.

39. 2.Vertical:Inthis
chartmajorfunctions
areshownatthetop
and subordinate
functions in
successivelower
positions.Inthischart
scalarlevelsrun
horizontallyand
functions run
vertically.

40. 3. Circular chart: Here the positions of the
persons are shown in a circle.

41. Advantages of Organization Chart
•They give a clear picture of the organization in a
simple way.
•They show the levels of authority and relationship
prevailing among employees at a glance.
•Dual reporting relationships and overlapping
positions come to light in the preparation of
organization chart.
•Newly hired personnel can understand their role in
the organization and behave accordingly.

42. •Strengthsandweaknessesofanorganization
areevaluated.
•Itactasauthoritativesourcesofinformation.
•Thelinesofauthorityshownaredefiniteand
formal.
•Thelinesofpromotioncanbeunderstood.
•Organisationchartshelpplanningandimprove
communicationbothinwardandoutward.
•Servesastrainingguides

43. Limitations of Organization Chart
•Theorganizationchartscreatemorerigidityof
relationshipprevailingamongtheemployeesofthe
organization.
•Itisverydifficulttomaintainandensurethatthe
organizationchartsup-to-date.
•Ifthechartsarenotcorrectlyprepared,theywillleadto
misleadinginference.
•Theorganizationchartsproduceapsychological
complexsuchassuperiors,inferiorsetc.,inthemindsof
theemployees

44. 44
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