MINIMUM REQUIREMENT FOR ORGANIZATION CLARITY

CRUCIAL REQUIREMENTS:
Mission: A mission describes the long-term purpose of the organization, the range of services
offered, the markets to be served and the social needs served by the organizations existence.
vision:The vision is comprised of two crucial elements:
 The relatively stable core ideology that describes the organizations core values and purpose.
 An envisioned future with bold goals and vivid description of the desired future state that
reflects the specific change under consideration.
• Nurses need to know –

 Where they belong, -

 Where they stand in relation to the quality and quantity of their performances –
 Where to go for assistance.

Economy:

 Nurses need as much self-control of their work as they can possibly be given.
 They need to be self motivating .
 There should be the smallest possible number of overhead personnel necessary to keep
the division and units operating and well maintained.

Direction of vision-

• Nurse managers must direct their vision and that of their employees

 -toward performance, -
 toward the future and –
 toward strength.

Decision making-

• Nurses should be organized to make decisions on the right issues and at the right levels.

• They should be organized to convert their decisions into work and accomplishments.

Stability and Accountability-

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 • Nurses should be organized to feel community belongingness .

• They can adapt to show objectives requiring changes in their functions and productivity.
Perception and Self renewal-

• Nursing services should be organized to produce future leaders.

• The organizational structure should produce continuous learning for the job each nurse holds
and for promotion.

ORGANIZATIONAL STRUCTURE, CLIMATE AND EFFECTIVENESS

DEFINITION:-It refers to formal established pattern of relationship amongst the various parts
of any organization. It refers to the way division, departments, functions and people link together
and interact.

OR

It also refers to sum total of the ways in which an organization divides its labour into distinct
tasks and then coordinates them.

ELEMENTS OF ORGANIZATIONAL STRUCTURE

A. Elements of Structure that Differentiate the Work of an Organization

 Horizontal differentiation or specialization refers to the splitting up of work into task and sub -
tasks at the same level.
 Vertical differentiation refers to the division of work according to level of authority or hierarchy.
 Spatial differentiation refers to the geographic locations of different organization activities.

B. Elements of Structure that Integrate the Work of an Organization Coordinate and Control
Work
 Formalization: It refers to rules, policies, procedures and other written documents that
organization product to regulate behavior.
 Centralization: It refers to the place of decision making within the hierarchy of an organization.
 Span of control: It refers to the number of subordinate position that a higher position coordinates.
 Standardization: It refers to the mechanisms designed to reduce uncertainty and unpredictability
in the work of an organization.

TYPES OF ORGANIZATION

 Hierarchical/ Line structure /Centralized/Tall Organization

 Matrix/ Free form Organization

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 Flat or Horizontal/ Decentralized Organization

Hierarchical Organization Chart:These types of charts indicate the formal structure of an

organization. The number of boxes vertically represents the number or ranks and depicts the
power status, while the horizontal row of boxes represents the number of departments or people
in a particular level. A top level underneath contains high level managers or executives, and each
succeeding level includes the subordinates of the managers or executives. An executive may
have a larger rectangle than a subordinate position. The same levels generally have boxes of
similar size on an organization chart. Lateral positions on a hierarchical organization chart
indicate a relationship between departments on the same level of hierarchy in the organization.

Matrix Organization Chart:In this organization chart the organization is divided in such a
pattern that the same skilled employees are pooled together in a group reporting to the respective
manager of the group. This structure has two axes, representing two chains of command;one
chain of command that runs vertically is functional or divisional in nature, while the chain that
runs horizontally represents the group of people from various functional departments.

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Flat or Horizontal Organizational chart:In this organization chart, there are few or no
horizontal layers. It may consist of only managers and the operation level nurses and this type of
organizational charts are possible only small or individual unit organizations. This kindof a
structure encourages employees in being a part of the decentralized decision making process by
increasing their levels of responsibility. Due to few layers, communication between the different
levels is similar and more effective.

Other classification for the types of organization chart is as:

Circular chart:The top management is shown at the centre of the circle and other management
levels are shown in concentric circles.

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Departmental chart:This chart is developed exclusively to particular department and gives details
or relationships, authority, responsibility with the department

ORGANIZATION DEVELOPMENT PROCESS

Organization Development is a slow and continuous process. The process is designed, reviewed
and implemented. The problems, diagnosis and suggestions are designed under organization
development. The outcomes are evaluated and the momentums of functioning are accelerated.
Kurt Lewin argued that successful change should follow- unfreezing, movement or change and
refreezing. The process of organization development involves following steps:

1. Unfreezing prepares the members of a social system for change and then helps neutralize .
Lewin believes that the change should not come as a surprise to members of the organization.
Sudden, unannounced change would be socially destructive. The management must pave the
way by “unfreezing the situation”, so that members would be willingly and ready to accept
the change.

2.
Unfreezing means the status quo and this is considered to be an equilibrium state. It makes the
individuals or organizations aware and prepare for the change. Unfreezing can be possible in one
of the three ways. These are:
 Driving Forces, which direct behaviour away from the status quo, can be increased.
 Restraining Forces, which hinder movement from the existing equilibrium or it forces
hinder movement away from the state quo, can be decreased.
 The third alternative is to combine the first two approaches.

3. Movement or Changing: This is a stage at which the individual being changed learnnew
behaviour, methods of working, new thinking, perception of new roles etc.

4. Refreezing: It is stabilization of change intervention by balancing driving and restraining

forces. It means that what has been learned is integrated into actual practice. At this stage, the
individuals learned new beliefs, feelings and behaviour. The new behaviour must replace the

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 former behaviour completely for successfull change to take place. It is necessary to follow up
on problems, complaints,unanticipated side effects.

a) Unfreezing the situation: An OD program should not come as a surprise. Some unfreezing-
making announcements, holding meetings and launching promotional campaign in the
organization’s newsletter and on bulletin boards canhelp start things. All these activities help
deliver clear message: “We canim prove the effectiveness of our organization while increasing
our personal satisfaction if we all cooperate in a comprehensive program of finding out where we
are, where we want to go and how we can get there”. This message prepares people for
interviews, questionnaires, unfamiliar consultants and group activities that could be threatening
if they came as surprises. One word of caution: during the unfreezing phase, care needs to be
taken to avoid creating unrealistic expectations.

b) Designing the diagnostic strategy and interpreting the diagnostic data: Those about to
tackle an OD diagnosis will find it helpful to view the typical organization as an iceberg. For
getting some feedback in the organization at large it is important to examine the organization
climate. Organization climate is determined by knowing the attitudes and perceptions the
employees have about the organization’s leadership, products, pay, employee benefits,
discipline, policies and goals. In measuring organizational climate, we areinterested in learning
about the informal organization, which is analogous tothe part of an iceberg that rests under the
water.

The Formal Aspects are readily observable and oriented to structural considerations.The formal
aspects are visible, if there is something wrong with the formal aspects, we can adjust them. If
someone is inefficient, we can find out why and try to dealwith the problem.

The Informal Aspects are hidden from view and oriented to social-psychological process and
behavioural consideration. Usually we do not know what is going on in the informal organization
until problems begins. However, there are ways of measuring organizational climate and dealing
with a trouble situation before it becomes too serious. A complete diagnosis of everyfeature
listed in figure would be prohibitively expensive and time-consuming and so it is important to
select the right diagnostic strategy for the information sought.Four approaches are widely used.
These are:

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(i) Review of records: Now-a-days organizations possess a wealth of recorded information and
data in response to the government’s increased demand. When change agents have the time
and patience to carry out a thorough records search, they are often rewarded with valuable
information about the relative health or sickness of the organization. Much can be learned by
review of human records for signs of excessive absenteeism and turnover or for patterns of
grievances. Similarly, studies of financial records can yields telling signs of cost overruns
and other financial problems.
(ii) Interviews: By using a carefully compiled list of specific questions and general, open –ended
questions, a skilled interviewer can discover a great deal about both individuals and the
organization at large.
(iii)Survey questionnaires: These are most widely used diagnostic strategy today.
Questionnaires may be administered to people assembled in groups, or they may be mailed
individually. They may be constructed in-house or purchased. Some of the more
sophisticated published survey questionnaires include in the purchase price scoring and
statistical analysis.
(iv) Direct Observation: It is well known that people tend to say one thing and do another.
When this kind of discrepancy is likely to be a problem, management may choose to have a
neutral third party observe organizational members at work.

Each of these strategies has its appropriate place in OD diagnosis. By balancing the respective
strengths and weaknesses of the various approaches, it is possible to develop a diagnostic
strategy based on two or more approaches.

2) OD Intervention: An OD intervention is defined as the set of structured activities in which

selected organizational units (target groups or individuals) engage with a task(s) where task goals
are related to organizational improvement. All the activities which are planned and carried in
order to bring about improvements are called as interventions. These can be:-
 Individual interventions
 Group interventions
 Inter-group interventions

3) Follow-up: Effective OD programs do not end abruptly when the intervention phase is
completed but, rather, require a carefully monitored refreezing period to ensure lasting change.
This follow-up phase has two objectives: the effectve ness of OD interventions needs to be
evaluated, and steps need to be taken to maintain the changes that have been introduced. These
two objectives are explained below:
a) Evaluating the OD program
b) Maintaining positive change

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 ORGANIZATIONAL EFFECTIVENESS

DEFINITION:-Organization Effectiveness is the tool to which a goal that has been set for an
operating task is attained in terms of quality and completion.

OR

Organization Effectiveness is the degree to which an organization realized its goals.

DETERMINANTS OF ORGANIZATION EFFECTIVENESS

Managerial characteristics

• Strategies, policies and Practices

• Standards
• Leadership Skills
• Decision Making
• Effective communication
• Human Resources Management
• Staff Training and Development
• Rewards and incentives
• Performance Management
Organization Characteristics

• Structural Design • Methods • size

Environmental characteristics
• Internal supply of human resources, budget etc.
• Complexity
• Public Opinion

Employees Characteristics
• Individual goals
• Skills
• Motives
• Attitudes
• Value

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MODELS

•Competing values model:- According to this model, there are three different opposing values
that set within the organization. There should be balance between these three values.
 The first is the tension between internal versus external focus.
 The second is flexibility versus control
 The third is concerned with the feelings, needs etc.
•Human relation model:-focus on human values and relationship.
•Open System model:- shows interaction between input, throughput, output and environment.
•Internal process model:-shows interaction between input, throughput and outputof
organization.
•Rational goal model: focus on rational ways to achieve goal and find out whether the goals has
been achieved or not by giving rational explanation.
•System resource model: it focus on decision-makers ability to effectively distribute among
various subsystems needs.
•Bargaining model:- it presumes that an organization is a cooperative, sometimes competitive,
resource distribution system. Each decision-maker bargains to others when scarcity of
resources occurs which are vital in solving problems and meeting goals.
•Managerial Process model:- it assesses the capability and productivity of various managerial
processes- decision making , planning budgeting etc
•Organization Development Model: this model appraises the organizations to work as a team
and developing the practices like team spirit, confidence, trust etc.
•Structural Functional approach:- it focus on the durability and flexibility of an organizational
structure.
•Strategic Constituencies Model:- According to this model, effectiveness of the organization is
the ability to satisfy multiple strategic constituencies (stakeholders) both within an outside
the organization.
•High performing system model:- here one organization compares its performance with other
similar organizations.
PLAN PROCESS OF CHANGE

Plan

Act Do

Check

METHODS TO PROMOTE ORGANIZATION EFFECTIVENESS

• Develop Leadership Skills for Organization Change

• Use of improved process and tools
• Develop Individual effectiveness

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 ORGANISATION CLIMATE
DEFINITION:-Organization Climate is a psychological, multidimensional, complex
phenomenon that has an effect on learning, performance, turnover, absenteeism and tenure.

OR

Organization Climate is a relatively ending quality of the internal environment that is

experienced by the members, influences their behavior and can described in terms of values of a
particular set of characteristics of the Organization.

WHY TO MEASURE ORGANIZATION CLIMATE

• To know either it is bad or good.

• Bad: measured in terms of stress, sickness, performance etc
• Good: measured in terms of job satisfaction, confidence in management, open
communication etc.

FACTORS INFLUENCING ORGANIZATION CLIMATE

•Overt
•Covert
– Organization context – Physical environment
– Structure – System values and norms
– Process
DIMENSIONS

General dimensions

• Innovation • Citizenship and ethics

• Flexibility • Quality performance
• Appreciation and recognition • Involvement and empowerment
• Concern for employee well-being • Leadership
• Learning and development

Sociological dimensions of organizational climate

• Clarity in specifying organizational goals and policies.
• Commitment to goal achievement through employee involvement.
• Standards of performance that challenge promote pride and improve individual performance.
• Responsibility for one's own work fostered and supported by managers.
• Teamwork- a sense of belonging, mutual trust and respect.

Environmental dimensions of climate

• Room attractiveness • Illumine • Shape of the furniture
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 IMPORTANCE OF ORGANIZATIONAL CLIMATE
• It influences performance of employees because it has major impact on motivation and job
satisfaction of individual employees.
• Organization climate determines the work environment in which employees feels satisfied or
dissatisfied. Satisfaction determines or influences the efficiency of the employees.

DEVELOPING SOUND ORGANIZATION CLIMATE

• Effective communication
• Concern for people
• Participative decision-making

ROLE OF NURSE MANAGERS IN ORGANIZATIONAL CLIMATE

• Nurse Managers should emphasize management tasks or activities that stimulate motivation in
nursing employees.
• Should establish a management strategy to support new nurses and involve them in decision
making.
• Should establish a climate in which discipline is applied fairly and uniformly.

Nurse manager will work to establish an organizational climate that provides

-Incentives for clinical nurses
-Places them on right post
-Is creative and equitable in all staffing matters
-Emphasizes pride
-Promotes participation
-Rewards seniority and achievements
-Reduces boredom and frustrations.

REFERENCES:

 BT. Basvanthappa (2009); “ Nursing Administration”; 2nd Edition; Jaypee publishers; Pp-
35-68.
 Shabnam Masih (2011); “ Essentials of nursing management in service and education;1st edition;
Lotus publishers; Pp-3-18.
 http://en.wikipedia.org/wiki/Nursing_management

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