Organizing

Determine what task are to be done, who is to do these, how the

tasks are to be grouped, who reports to whom and what decisions are
to be made.
It is a form of identifying roles and relationships of each staff on order
to delineate specific tasks or functions that will carry out
organizational plan s and objectives.
Process of identifying and grouping the work to be performed,
defining and delegating responsibility and authority and establishing
relationships for the purpose of enabling the people to work more
effectively together in accomplishing objectives.
 As a process, it refers to the building of a structure that
will provide for the separation of activities to be
performed and for the arrangement of these activities in a
framework which indicates their hierarchal importance
and functional association.
Organizing Process Includes

1. Identifying and defining basic tasks.

2. Delegation of authority and assigning responsibility
3. Establishing relationships
Three Forms of Authority

1. Line authority is a direct supervisory authority from supervisor to

subordinates.
Chain of Command unbroken line of reporting relationships that
extends through the entire organization. The line defines the chain of
command and the formal decision making structure.
Unity of Command within the chin states that, each person in the
organization should take orders and reports only to one person.
Span of Control refers to the number of employees that should be
placed under the direction of one leader-manager.
2. Staff Authority authority that is based on the expertise
and which usually involves advising the line managers.
3. Team Authority is granted to committees or work teams
involved in an organizations daily operations. Work teams
are group of operating employees who shared a common
vision, goals and objectives.
Organizational Chart

Drawing that shows how the parts of the organizations are

link.
It depicts the formal organizational relationship, areas of
responsibility and accountability and channel of
communication.
Depicts an organizations structure.
Organizational Structure

Depicts and identifies role and expectations, arrangement of positions

and working relationships.
1) Dotted or Unbroken line represents staff positions/staff authority
(advisor to the line managers).
2) Centrality refers to the location of a position on an organizational
chart where frequent and various types of communication occur.
Determined by organizational distance; those with small
organizational distance receive more information than those who are
more peripherally located.
3. Solid Horizontal Line represent same positions but
different functions.
4. Solid Vertical Line chain of command form authority to
subordinates (line authority)
Managerial Levels
Patterns of Organizational Structure

Tall/Centralized Structure
Responsible for only few subordinates so there is narrow span of control
Because of the vertical in nature, there are many levels of communication
Communication is difficult and messages do not get to the top.
Workers are boss-oriented because of close contact with their supervisor.
 Flat/Decentralized Structure
Characterized by few levels and a broad span of control
Communication is easy and direct
Advantages:
1. Shortens the administrative distance from the top to the lower
2. Solutions to problems are easily carried out/fast response
3. Workers developed their abilities and autonomy
Disadvantage:
1. Impractical in large organization.
Types of Organizational Structure

Line Organization/Bureaucratic/Pyramidal
There is clearly defined superior-subordinate relationship
AR and power are concentrated at the top
Flat/Horizontal Organization
Decentralized type
Applicable in small organization
Nurses become productive and directly involved in the decision making skills
Workers become satisfied
 Functional Organization
Permits a specialist to aid line position within a limited and clearly defined
scope of authority
4. Ad Hoc Organization
Modification of bureaucratic structure
5. Matrix structure
Focus on both product and functions
Most complex
Has both vertical and horizontal chain of command and line of communication
Staffing

Process of assigning competent people to fulfill the roles designated for the
organizational structure through recruitment, selection and development,
induction and orientation of the new staff of the goals, vision, mission,
philosophy etc.
Staffing Process

1. Preparing to Recruit types and number of personnel

2. Attracting a Staff formal advertisement
3. Recruiting and Selecting a Staff interview induction orientation job
order pre-employment testing signing of contract

Staffing Pattern plan that articulates how many and what kind of staff are
needed/shift or per day in unit or in department.
Two Ways of Developing a Staffing Pattern

1. Determine the # of nursing care hours needed/patient

Generating the full time equivalents of an employee
2. Determine the nurse-patient ratio in providing nursing care
3. FTE measure of work committed of full time employee
1.0 FTE = works 5 days/week, 8 hours/day
0.5 FTE = part time employee who works 5 days/2 weeks
Considerations in Staffing Pattern

1. Benchmarking
Management tool for seeking out the best practice in ones industry so as to
improve ones performance.
Process of measuring products, practices and services against best performing
organization as atool for identifying desired standards of organizational
performance.
2. Regulatory Requirements mandated by RA
3. Skill Mix percent or ratio of professionals to non professional
Ex: 40 FTE (20 RN + 20 non RN) = 50% RN mix
4. Staff Support staff support in place for the operations of the units or
department.
5. Historical Information review of any data on quality or staff perception
regarding the effectiveness of the previous staffing pattern
Patient Classification System

Measuring tool used to articulate the nursing workload for specific patient or
group of patients over a specific time.
Patient Acuity measure of nursing workload that is generated for each
patient.
Patient Care is Classified According to:

1. Self care or minimal care patients are capable of carrying ADL, e.g., hygiene,
meals etc.
2. Intermediate or moderate care requires some help from the nursing staff with
special treatments or certain aspects of personal care, e.g., patients with IV
fluids, catheter, respirator, etc.
3. Total care patients are those who are bedridden and who lack strength and
mobility to do average daily living. Ex: patients on CBR, immediate post-op,
with contraptions.
4. Intensive care patients are those who are critically ill and in constant danger
of death or serious injury. Ex: comatose, bedridden etc.
Scheduling

Timetable showing planned work days and shifts for nursing personnel.
Issues to consider in scheduling staff:

1. Patient type and acuity

2. Number of patients
3. Experience of Staff
4. Support available to the staff
Shifting Variations

Traditional Shifting Patterns

3 shift (8 hr shift)
12 hr shift
10 hr shift
Weekend option
Rotating work shift
Self-scheduling staff makes their own schedule
Permanent work shift
Floaters on-call
Forty Hour Week Law based on
RA5901
No work, no pay
Entitled to 2-week sick leave and off duty for 2 days
Special Holidays with pay