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Nursing Admin - Organizational Theories and Structures
Nursing Admin - Organizational Theories and Structures
Nursing Admin - Organizational Theories and Structures
ORGANIZATIONAL
THEORIES
AND
STRUCTURES
Submitted to:
Mrs. Glenda Q. Cura RN, MSN
Submitted by:
Ressa Mae B. Alcantara, RN
Course Title: Nursing Admin I
Scientific management has been thought of broadly as the application of the scientific
method of study, analysis, and problem solving to the organizational problems.
Scientific management assumptions
1. Improved practice will come from the application of the scientific method of analysis to
organizational problems.
2. The good worker is viewed as one who accepts orders, but does not initiate actions.
The concept of staff persons who assist the managers with primary authority and
responsibility (LINE) has developed in response to the development of large and complex
organization.
Line officials are those employees with general authority and in the direct chain of
command over other employees (subordinates) who accomplish the organizational
objectives through their efforts.
Staff officials are those who provide information, advice, and counsel of experts to line
managers.
3) Committees:
4) Functions of management:
One of the most durable contributions of the classical theory is the study of management
as a set of functions.
There have been many opinions of which management functions are important.
The classical view of organizations (and man) focused on structure, order, the formal
organization, economic factors, and objective rationality.
INDIVIDUAL
WORK GROUP
PARTICIPATIVE MANAGEMENT
The psychological and social aspects of the worker as an individual and his work group
ought to be emphasized.
The organization can be defined as "a group of persons with a common objective."
1. Emphasizing differences among individuals and as a result the ways of motivating people are
different.
2. Emphasizing the importance of the social aspects of the informal organizations that exists
within the structure of the formal organizations.
3. Emphasizing the importance of participative management
Limitation of the theory
1. The major limitation is that many of the studies upon which the theory is based have been
poorly designed.
2. Limited view of human motivation.
3. No consideration of the environment in which organization function.
The most effective way to practice management is to take into consideration all the
conditions existing in a particular management situation.
Open system: Is one that interacts with the objects in its environment. ( i.e. the system
which receives input from the environment and sends back output).
Closed system: Is one complete within itself, neither receiving from nor contributing to
any environment.
Input (structure): Refers to the setting and the resources that are available to be utilized
(processed) to achieve the end result.
Process: Refers to the actual activities carried out to achieve the end results.
Output: Refers to the results of the activities performed throughout the process.
- It helps members to meet their personal objectives and provides social satisfaction.
- It also has its own channels of communication, which may distribute information more broadly
and rapidly than the formal communication system.
- The informal organizational structure is important to management, thus, the supervisor should
be aware of its existence, study its operating techniques, and use it to meet the organizational
objectives.
Organizational chart
It is a diagram shows the different positions and departments, and the relationships
among them.
It is used to show:
The formal organizational relationships.
Areas of responsibility.
Persons to whom one is accountable.
Channels of communication.
Types of organizational charts:
There are three types of organizational charts: the vertical, the horizontal, and circular charts.
1. Vertical charts:
It shows high-level management at the top with formal lines of authority down the
hierarchy.
2. Left-to-right (horizontal) charts:
It shows the high-level management at the left with lower positions to the right. Shows
relative length of formal lines of authority, helps simplify understanding the lines of authority
and responsibility.
3. Circular charts:
It shows the high-level management in the center with successive positions in circles. It
shows the outward flow of formal authority from the high-level management. It reduces status
implications
Characteristics of an effective organizational chart:
1. Be accurate, clear, simple and updated.
2. Shows the chain of command, lines of authority, responsibility and relationships.
3. All members of the department should be notified when any change occurs.
Principles for drawing an accurate organizational chart
o The chart should have a clear title.
o It should be dated.
o The higher management should be shown at the top, while most junior positions at the
end of the chart.
o Positions of equal seniority should be shown at the same level.
o For clarity, details should be well spaced.
o Solid lines must be used to indicate flow of authority; staff relationships can be shown by
a dotted line.
o Colors may be used to distinguish between departments.
Advantages of an organizational chart:
1. It provides a quick visual illustration of the organizational structure.
2. It provides help in organizational planning.
3. It shows lines of formal authority, responsibility and accountability.
4. It clarifies who supervises whom and to whom one is responsible.
5. It emphasizes the important aspect of each position.
6. It facilitates management development and training.
7. It is used to evaluate strengths and weakness of current structure.
8. It provides starting points for planning organizational changes.
9. It describes channels of communication.
Disadvantages:
1. Charts become outdated quickly.
2. Does not show informal relationship.
3. Does not show duties and responsibilities.
4. Poorly prepared charts might create misleading effects.