Organization, Development and

Planning

vOrganization design, structure and processes

Prepared by : PRINCIPE , Charmaine S .

Professor : Dr . Jeam
Alojipan

February 27 , 2010
Objectives:
1. Define the organizational design.

2. Differentiate informal from formal organizational

structure.

3. Explain the relationship illustrated in an

organizational chart.

4. Describe the different types of organizational chart.

 What is an organization?

•established social systems designed to carry out

specific objectives.

•includes people working together for a common

purpose while working in different areas.
 ORGANIZATIONAL DESIGN

•process of managing structure.

competitiveness
•Implication
continued survival of business
organization

•process of making choices of different kinds of

structures that exist.
 ORGANIZATIONAL DESIGN

•process of organization design is consciously

adaptive and is guided by
the principle that the
degree to which a particular type of structure will
contribute to the
effectiveness of an organization
depends on contingency factors that
impinge on the organization
and shape its business.
 ORGANIZATIONAL STRUCTURE

•provides framework in which management process is

carried out in an organization.

•It shows:
a.clear lines of authority
b.flow of communication
c.relationships among the various departments
d.pinpoint person/s responsible and accountable.

•Stoner, defines organizational structure or design

as the formal mechanism through which the
organization is managed.
vOrganization Design (OD) is the set of decisions

and procedures used to effect suitable changes in

the Organizational Structure (OS) to make it more

efficient.
 ORGANIZATIONAL STRUCTURE

Two types of Organizational Structure:

1. Formal structure, which is planned and made public.

•Describes positions, responsibilities of those

occupying the positions, and the working
relationships among the various units or departments.
 ORGANIZATIONAL STRUCTURE

There are two basic forms of formal organizational

structure:

a. Hierarchic/ Bureaucratic Model

•designed to facilitate large- scale administration

by coordinating the work of many personnel.

•Gillies describe it as a pure line as straight

forward, and a direct chain of command pattern that
emphasizes superior- subordinate relationship.
 ORGANIZATIONAL STRUCTURE

a. Hierarchic/ Bureaucratic Model

•more efficient because it provides clear authority-

responsibility relationships between workers at all
levels and requires less information transmission
between managers and workers than do more
complex organizations.
 ORGANIZATIONAL STRUCTURE

b. Adaptive/ Adhocracy or Organic Model

•Tomey describe the adaptive or organic model as

newer organizational frameworks that are more free
form, open, flexible, and fluid than the older
bureaucratic models.

•Management is participative.
 ORGANIZATIONAL STRUCTURE

Two types of Organizational Structure:

2. Informal structure, which is unplanned and covert.

•Consist of personal and social relationships among

members of the organization.

•not reflected in the organizational chart.

•has its own channel of communication called the

grapevine
 GRAPEVINE

•the information is disseminated faster than in formal

system of communication.

•Information transmitted through the grapevine may or

may not be accurate.
 ORGANIZATIONAL CHART

•a drawing that shows how the parts of an organization

are linked.

•depicts the formal organizational relationships, areas

of responsibility, persons to whom one is accountable,
and channels of communication.

•Murray and DiCroce describe an organizational chart

as a graphic representation of the chain of authority
from chief executive to each member of the
organization.
 ORGANIZATIONAL CHART

Uses:

1. It outlines administrative control.

2. It is used for policy making and planning.
3. It is used to evaluate strengths and weaknesses
of the present structure.

4. It shows the relationships with other departments

and agencies.

5. It is used to orient new personnel to the organization.

mEm0ry gAme ..
w ith a

I S T !
T W
 RULES and MECHANICS!

• NO cheating! 
•

• There should be a correct placement of the positions.

•

• The facilitator will give each group 5 seconds to memorize the positioning
simultaneously.
•

• The sticking of the positions will start after the GO signal.

•

• The 1st group who finished the sticking will CLAP to be recognized.
•

• The group who correctly placed each positions and the fastest group will gain the
points of each figure.
•

• The group who gain the points will also tell something about the figure. (sharing of
insights)
•

• The winning group will receive simple token from the facilitator/ reporter.
•
 ORGANIZATIONAL CHART

Types of Organizational
Charts
 Vertica l /
Tall Chart
 Vertical Chart/ Tall Chart
Hospital
Administration
Chief Nurse
-- - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - -
Nurse Trainer/ Assistant Nurse Clinical Nurse
Educator Specialist

Nurse Supervisor

Head Nurse

Staff Nurse Staff Nurse Staff Nurse

1. Vertical Chart or Tall Chart
•Depicts the chief executive at the top with lines of
authority flowing down the hierarchy.

•Most effective when managers desire better

coordination and effective communication.

•clearly defines relationships between and among

the different levels in the organization.

•Members are given more opportunities to

participate in decision- making activities because of
limited or small span of control.
Horizontal /
Flat Chart
 Horizontal Chart/ Flat Chart
Chief Nurse

Head Nurse Head Nurse Head Nurse Head Nurse

OB Ward MS Ward ICU OR

Order Staf Nurs Order Staf Nurs Order Staf Nurs Order Staf Nurs
ly f e ly f e ly f e ly f e
Nurs Aide Nurs Aide Nurs Aide Nurs Aide
e e e e
2. Horizontal Chart/ Flat Chart
•Depicts the manager at the top with a wide span of
control.
•Employees in this structure report to one manager.

•Head nurses or frontline managers are given

more authority.

•Communication in this structure is direct, simple,

and fast with minimal distortions of messages since
the distance between top and lower levels is
shorter.
 Circular /
Concentric
Chart
 Circular/ Concentric Chart
Staff Staff
Nurse Nurse

Charge Charge
Nurse Nurse

Board of
Staff Trustees Staff
Nurse Nurse

Chief of
Hospital
Nurse Nurse
Supervis Supervis
or or

Staff Staff
Nurse Nurse
Chief
Nurse

Charge
Charge Nurse
Nurse

Staff
Staff Nurse
Nurse
3. Circular/ Concentric Chart

•Top management: center represented by:

a.Board of Trustees or Directors
b.Chief of Hospital or Hospital Administrator
c.Chief Nurse.

•Middle and lower levels of management:

concentric circles such as:
a.Supervisor,
b.Charge Nurse
c.Staff Nurse
3. Circular/ Concentric Chart

•shows the outward flow of formal authority which

is from the center moving outward.

•minimizes or reduces the implications of status or

positions.
LINE AND STAFF
RELATIONSHIP
 LINE AND STAFF RELATIONSHIP

1. Line Authority
•is a chain of command, a manager- staff associate
or leader- follower relationship.

•manager delegates authority to an associate who in

turn delegates authority to the staff.

•For example, the chief nurse who is responsible

for organizing and administering the department of
nursing cannot possibly perform all her duties and
responsibilities may delegate some of her
responsibilities to the assistant chief nurse.
 Line Authority

Chief Nurse

Head Nurse Head Nurse Head Nurse Head Nurse

OB Ward MS Ward ICU OR

Order Staf Nurs Order Staf Nurs Order Staf Nurs Order Staf Nurs
ly f e ly f e ly f e ly f e
Nurs Aide Nurs Aide Nurs Aide Nurs Aide
e e e e
1. Line Authority
•depicted by a solid line{ }

•The manager in this structure has the right to

give orders, demand accountability and discipline
those who violate rules and policies.
 LINE AND STAFF RELATIONSHIP

2. Staff Authority

•Refers to a form of influence used by specialized

individuals who hold unique roles in the
organization and who, while not directly responsible
for employees, are involved with the outcome of the
employees’ work.

•An example is the clinical nurse specialist who

has a staff position in relationship to employees.
Staff Authority
Hospital
Administration
Chief Nurse
-- - - - - - - - - - - - - - - - - - - - - - - - - - - - -
- - - - - - - - - - - - - - - -
Nurse Trainer/ Assistant Nurse Clinical Nurse
Educator Specialist

Nurse Supervisor

Head Nurse

Staff Nurse Staff Nurse Staff Nurse

2. Staff Authority
•depicted by a dashed line {- - - - - -}

•Staff supports line- authority relationship by

serving as consultants or advisers. They are
responsible for locating data, providing details and
offering counsel on managerial problems.
ank You for listening