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ORGANIZING
DEFINITIONS:
◊ Organization comprises structure and process, which allow the agency to
enact its philosophy and utilize its conceptual framework to achieve its
goals

◊ Organization refers to the body of persons, methods, policies, and

procedures arranged in a systemic process through delegation of functions
and responsibilities for the accomplishment of purpose.

◊ Organizing is the process of establishing formal authority. It involves

setting up the organizational structure through identification of groupings,
roles and relationships, determining the staff needed through developing and
maintaining staff patterns and distributing them in the various areas as
needed and developing the job descriptions by defining the qualifications
and functions of personnel.

◊ An organizational chart is a line drawing that shows how the parts of an

organization is linked. It depicts the formal organizational relationships,
areas of responsibility, persons to whom one is accountable and channels of
communication.
 ☺ ELEMENTS OF ORGANIZING☺

1.SETTING UP THE ORGANIZATIONAL STRUCTURE

The creation of an organizational system compatible with the philosophy,
conceptual framework, and goals of the organization provides the means
for the accomplishment of an organization’s purpose.
Refers to the process by which a group is formed, its channels of authority,
span of control and lines of communication.

PURPOSES:
•It informs members of their responsibilities so that they may carry them
out.
•It allows the manager and the individual workers to concentrate on his/her
specific roles and responsibilities.
•It coordinates all organizational activities so there is minimal duplication of
effort or conflict.
•It reduces the chances of doubt and confusion concerning assignments
•It avoids overlapping of functions because it pinpoints responsibilities.
•It shows to whom or for whom they are responsible.
BOXES (in the organizational chart)
may represent individuals in the organization or may indicate the entire
department.

SOLID CONNECTING LINES

Represent direct communication relationship between individuals or
departments.

VERTICAL LINES
Are referred to as line of authority and accountability

•Lines of authority
= represent the responsibility of individuals to supervise other officials

•Lines of accountability
= also known as reporting relationship
= represents a responsibility to report to another person
=the same lines that represent authority when moving down the chart,
represent accountability when moving up the chart.
=Taking together the vertical lines demonstrate the chain of command.

ACCOUNTABILITY/LIABILITY = is being responsible to another person

for your action and use of resources.
•CHAIN OF COMMAND
= is the path of authority and accountability from one individual at the bottom
of the organization to the very top administrative authority.
= also referred to as the hierarchy of the organization

•HORIZONTAL SOLID LINES

= connect individuals who are at the same level in the organization and have
official relationship.
=these individuals are required to work together for certain objectives in the
organization but none has the authority over the others. They are placed in
the same level in the organizational chart and they have to report to the same
superior.

¤Example¤
All unit managers are connected by solid horizontal lines to indicate that they
have official working relationships but none has the authority over the other

•DOTTED LINES
= represent communication relationship in which neither individual has direct
authority or accountability to the others and they do not have the same
superior.
 •SPAN OF CONTROL
= refers to the number of subordinates and different tasks for which a person in
authority is responsible and these people are also responsible for reporting to person
in authority.

TYPES OF ORGANIZATIONAL STRUCTURE:

A.Informal Structure
☼ Consists of personal and social relationships among the members of the
organization, not reflected in the organizational chart.

B. Formal structure
☼ Describes the position and related responsibilities, working relationships among
various departments. It has 2 forms.

a. Hierarchic or Bureaucratic Model

♠ It is straight forward, and has a direct chain of command
pattern that emphasizes superior-subordinate
relationships.

b. Adaptive / Adhocracy or Organic Model

♠ More free form, open and flexible. Motivation is not
derived from supervision but rather from the needs of the system,
peer pressure and task-related, rewards and recognition
are based on results of individual or group work, management in
participative.
TYPES:
♣ Free form
♣ Collegial management
♣ Project management
♣ Task forces
♣ Matrix organization

Organizational Chart
= it depicts chain of command, division of work, levels of management, and
functional communication pattern.

USES:
•Outlines administrative control
•Used for policy making and planning
•Used to evaluate strengths and weaknesses of the present structure
•Shows the relationships with other department and the agencies
•Used to orient new personnel to the organization.
a. VERTICAL / TALL CHART
It depicts the chief executive at the top with lines of authority flowing
down the hierarchy. It clearly defines the relationships between and
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among the different levels in the organization.

b. HORIZONTAL/ FLAT CHART

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It depicts the manager at the top with a wide span of control. Levels of
management are not shown, employees report to one manager.
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c. CONCENTRIC / CIRCULAR ORGANIZATION
Depicts top management in the center represented by the board of
trustees of directors, Chief of hospital or hospital administrator and the
chief nurse. Those in the middle and lower levels of management are in
concentric circles. This shows the outward flow of formal authority,
E
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which is from the center moving outward.
 5 MAJOR CHARACTERISTICS OF AN ORGANIZATIONAL CHART

a.Division of Work
Each box represents the individual or sub-unit responsible for a given task
in the organization’s workload.

b. Chain of Command
Oath of authority and accountability
Lines indicate who reports to whom and by what authority

c. Type of work to be performed

Indicated by labels or descriptions for the boxes

d. Grouping of Work Segments

Shown by clusters of work groups (departments or single units)

e. Levels of Management
Indicates individual and entire management hierarchy

HIERARCHY
Refers to a body of persons or things organized or classified in pyramidal
fashion according to rank, capacity or classes, one above the other.
 TYPES OF ORGANIZATION CLASSIFIED BY NATURE OF AUTHORITY

A.LINE ORGANIZATION
Simplest and most direct type of organization in which each position has
general authority over lower positions in the hierarchy.
Ex. Clinical and Administration

B. INFORMAL ORGANIZATION
Refers to horizontal relationships rather than vertical. This is composed of
small groups of workers with similar interests.

C. FUNCTIONAL ORGANIZATION
Is one where each unit is responsible for a given part of the organization’s
workload. There is clear delineation of roles and responsibilities which are
actually interrelated.
Ex. All Standing and Ad Hoc Communities

D. STAFF ORGANIZATION
Is pure advisory to the line structure with no authority to put
recommendations into action.
Ex. Training and research
 PRINCIPLES OF ORGANIZING P
A.UNITY OF COMMAND
Employees are responsible to only one superior to avoid confusion, R
overlapping of duties and misunderstanding.

B. SCALAR PRINCIPLE or HIERARCHY (Chain of Command)

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Authority and responsibility should flow in clear unbroken lines from the
highest executive to the lowest. Proper definition and delegation of authority N
and responsibility facilitate accomplishment of work.

C. HOMOGENOUS ASSIGNMENT or DEPARTMENTATION

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Workers performing similar assignments are grouped together for a common
purpose:
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•Specialization of activities
•Simplifies the administrator’s work
•Helps maintain administrative work
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D. SPAN OF CONTROL
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It refers to the span of managerial responsibility and the number which one
superior can assist, teach and help to reach the objectives of their own jobs. E
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E. EXCEPTION PRINCIPLE
Recurring decisions should be handles in a routine manner by lower level
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managers whereas problems involving unusual matters should be referred
to the higher level. This will enhance decision making of subordinates. R
F. DECENTRALIZATION or PROPER DELEGATION of AUTHORITY
It is the process of pushing decision making to the lowest levels of
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organization.
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Fig. 5: Organizational chart of Nursing division with assistant chief
nurses for Training and research and for clinical areas.
FLAT ORGANIZATIONAL STRUCTURE
Fig. 4: An organizational
Structure showing the
relationship of the
nursing service / division -------------------
with the College of
Nursing

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