Organizing function of management

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:- 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 ) Principle of unity of goals - Contribute to goal accomplishment. - Clarity in goals 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

30. 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.

31. 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.

32. Process of structuring an organization

33. 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

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

35. 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.

36. 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.

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

38. THANK YOU!!