Organizing

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 Learning Objectives

At the end of this session students able:

 Define organizing
 List Organizing process
 Explain Span of management and Chain of
command
 Define Authority

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 Organizing

 Next step of mgt function after planning.

 Creates a mechanism to put plans into action. How?

 Through Assigning the tasks developed during planning to

individuals/groups within the organization
 structuring the work of the organization.

 Is the process of arranging and allocating work, authority and

resources among organization members to achieve goals.
 Deals with formal assignment of tasks and authority and
coordination
 Is arranging them into a decision-making framework

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 WHAT IS ORGANIZATION?

o Are groups of individual who work together

toward common goals
 Organizations are pattern of relationship
through which people pursue/practice to
achieve common goals

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 Organizing cont’d….
The steps in the organizing process include:
1. Review plans,
2. List all tasks to be accomplished,
3. Divide tasks into groups one person can accomplish - a
job,
4. Group related jobs together in a logical and efficient
manner, (departmentalization)
5. Assign work to individuals, (assignment of duties)
6. Established reporting relationship

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 Organizational structure
• The way, in which an organization’s activities are
divided, organized and coordinated.

• Is the formal decision-making framework by which

job tasks are divided, grouped, and coordinated.

• The organizing process transforms plans into reality

through the purposeful deployment of people and
resources within a decision-making framework
known as the organizational structure.

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 Organizing cont’d….
Organization charts/high level maps/
• The formal organization can be seen and represented
in chart form.
An organization chart
Displays the organizational structure and shows
job titles, lines of authority, and relationships
between departments.
Is helpful for managers as it is an organizational
blue print for deploying human resource.

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 . MoE

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 Characteristics of organizations:
Whatever their purpose, all organizations have four
characteristics:
Division of work
Departmentalization
Hierarchy
Coordination

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 Organizing cont’d….

1. Division of work / Division of labour/ work specialization

Is the degree to which tasks in an organization are divided into
separate jobs.
Is breaking of a complex task into components
 Individuals are responsible for a limited set of activities instead of
the entire task.
 Work process requirements and employee skill level determine the
degree of specialization
Placing capable people in each job ties directly with productivity
improvement.
Opportunity for utilizing talent and interest

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 Organizing cont’d….
2. Departmentalization
• Once work activities are divided in to jobs or jobs
have been classified through work specialization,
they are grouped
• Common tasks can be coordinated and can be
similarly and logically connected.
• Departmentalization is the basis on which work or
individuals are grouped into manageable units.
• An organization chart shows the formal relationships
 Each single box in an organizational chart represents
departments
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 Organizing cont’d….
Departmentalization Formats
• The five basic departmentalization formats,
Functional
Product-service,
Geographic location,
Customer classification, and
Work flow process departmentalization

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13
 Organizing cont’d….
3. Hierarchy
 A pattern of multiple levels of an organizational
structure
 At the top the senior manager
 Bottom - low-ranking managers located
 Which Create Span of management control (or span of
management)
 Span of management or span of control is the
number of people/departments directly reporting to a
given manager.

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 Hierarchy cont’d…
Chain of command
• The plan that specifies who reports to whom
• Fundamental feature of an organization
The result of the two decisions lead to a pattern:
hierarchy

Span of management control

• Number of subordinates & departments that
report directly to a particular manager
• It affects an organizational design
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 Too wide span of control
• A. Too wide: Create flat hierarchies (fewer
management levels between the top and the
bottom)
Manager

secretary

Case team Case team

D
Case team Case team Case team
C F
Case team
A B E

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 Hierarchy cont’d…
B. Too narrow: Create tall hierarchies (many levels
between the highest and lowest managers)
Manager

secret

Directorate Directorate
A B

Program
Program
B
A

Unit 1 Case Team A

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Q

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 Factors affecting span of control
• Consider varied factors in determining appropriate
spans of control
 Level of profession & training of staff:
• Skilled staff require less close supervision (Wider
spans of control)
 Level of uncertainty in the tasks to be done :
• Complex & varied works require close supervision
(narrower spans of control )

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 Factors cont’d…
 Degree of standardization of tasks :
• Standardized tasks require less frequent supervision
compared to less standardized ones
( wider spans of control )
 Degree of interaction between managers &
subordinates :
• Effective interactions require narrower spans
 Degree of work integration :
• Integrating work of few people requires a narrower
spans compared to large group of people
 Abilities & personal qualities of the managers
themselves 20
 Degree of decentralization and delegation

• The optimum span of control depends on the ability of a manager

to
– delegate effectively and
– create an atmosphere of participation.

• Delegation is the downward transfer of formal authority from

superior to subordinate
• Delegation without giving authority to execute the task will
– force staff to take up a disproportionate amount of their
manager’s time to get permission to act.
Authority is formal and legitimate right to make decision and
control resource
 Organizing cont’d…
4. Coordination:
• The integration of activities of separate parts of
an organisation for accomplishing the
organizational goals
Integration: the degree to which various
departments work in a combined manner
The degree of coordination depends on:
• Nature of task
• Degree of interdependence of people in the
various units
• Eg. Clinical services
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Controlling

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 Controlling
 Controlling is a mgt practice next to implementing
 The process of ensuring the actual activities in relation to
planned activities.
 Taking preventive or corrective action to keep things on track
 It helps manager’s monitors the effectiveness of planning,
organizing, Leading and take corrective actions as needed.
 Control is not an end by it self rather the primary aim of
control is to improve performance by ensuring that resources
are more effectively deployed, and that mistakes are
rectified/corrected
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Steps of Controlling

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 Steps of Controlling….
1. Establishing standards and methods for measuring
performance.
 Standards are units of measurement established by

management to serve as benchmarks for comparing

performance levels
 standards are the criteria against which actual results are
measured.

2. Measuring Actual Performance

 Measurement is also an ongoing, repetitive
process, the frequency of measurement depends
on the type of activity being measured 26
 Steps of Controlling….
3.Comparing Performance Against Standards
 It is comparing the measured results with
established indicators standards previously set.
 If performance matches the standards; managers
may assume that “ every thing is under control.”
 A slight departure from the standards is normal
and expected; how ever, gross departures from
the standards need immediate corrective action.
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 Steps of Controlling….
4.Taking corrective action
 Corrective action is taken when performance falls
standards and the analysis indicates action is required.
 It involves a change in one or more or activities of the
organization’s operations.
 It must be taken at appropriate time
 Corrective action normally implies changing the current
situation.
.

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 Forms of management control

 Three basic forms of management

control are:
 Supervision ,
 Monitoring, and
 evaluation

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 Supervision
 Health service supervision is defined as "A
process of guiding, helping, training and
encouraging staff to improve their performance
 It’s main function is to maintain and improve the
quality of health care implementation of program.
 It is continues processes to be conducted by the
management in line with controlling

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 Supervision

Conducting a supervision
 Looking at records
 Observing how workers perform the activities
listed in the job description
 Talking with significant other people
 Discuss with the worker at the end of the visit
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 Monitoring
• Monitoring: is a continuous, systematic and
critical review of a project with the aim of
checking progress.
• Continuous follow-up of on going activities
• ‹It is regularly checking to see that program
activities are being done as planned
• Monitoring is the base for effective evaluation
and it guarantees efficiency.

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 Evaluation
Evaluation is a systematical and periodical gathering,
analyzing and interpreting of information on the
operation as well as the effects and impacts of a
development programme/project.

An assessment of;
 the overall project performance and objective
achievement
 Any impact resulted from the program/project
 Reasons contributing for success and failure

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Differences between monitoring and
evaluation

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 Types of Evaluation
 Can be seen in two ways i.e. in periods of
evaluation and by persons involved in the
evaluation process.

• Based on the Period

i. Ex-ante / start-up/ evaluation,

ii. On-going or mid-term /formative/ evaluation,
iii. Terminal /summative/ evaluation; and
iv. Ex-post/impact evaluation.

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Ex-ante/start-up Evaluation:
• It is an evaluation carried out before the start of
implementation
• Includes the initial gathering of data required for project
formulation
• Can be looked as a “base line” study in which the situation
of the project area, the target group and its environment is
described
On-going/mid-term/formative Evaluation:
 It takes place while the implementation of the planned
project is on-progress or in the mid of the project life
 Focuses on project performance and to see immediate
and intermediate results

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 Ex-post Evaluation
 Often called impact evaluation/ assessment
 Designed as in-depth study of the impact of a
project that has been already executed or an
intervention (support) given for certain
development activities

 Carried some time after the programme/project

activity has been terminated in order to determine
its impact on the target group and the local area.

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 Terminal Evaluation
Known as a project completion report
 Conducted when the funding for the project comes to an
end or certain phase of the project is completed.

 The distinguishing features of terminal evaluation are;

o it takes longer time for review of the initial outputs
and effects
o it assess the sustainability of the benefits accruing to
the target area/group from the project

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 Based on Evaluating Persons:
1. Internal Evaluation:
• Performed by persons who have a direct role in
the programme/project implementation

• Can be done by the management team or

persons assigned from the implementing agency

• On-going evaluation can be performed by

internal evaluators

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2. External Evaluation:
• It is carried by persons/institutions from
outside the programme/project
• In most cases it is conducted by the
funding /sponsoring/ agencies with
formally designated persons outside the
project at fixed points in time
• Terminal and ex-post evaluation is often
conducted by external evaluators (in
some cases also ex-ante & on-going
evaluation).
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Evaluation Uses

Program
Improvement

Generating
knowledge

Accountability

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 Use cont..

Program improvement:
 Evaluations conducted with the purpose of improving a
program by informing decision makers to make adjustments
to the implementation approach or strategies, and to decide
on alternatives

 This type of evaluation that serve this purpose is called

formative evaluation

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 Uses cont….
Accountability:
 Evaluations conducted to determine the merit or worth
and value of a program
 And such information from evaluation activities is usually used
by higher level decision makers including donors and political
leaders to decide Whether to continue or discontinue the
program
 Evaluation conducted to serve this purpose is called
summative evaluation

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 Uses cont….

Knowledge generation:
 Evaluations can be conducted with a primary purpose of
generating new knowledge that can be applied to other
contexts and situations
 Evaluation can be conducted to describe the nature of
the program and its effect

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 Commonly used terms in M&E
Program components M&E Activities
• Inputs
 Input Output
monitoring
• Activities
 Monitoring  Process evaluation

• Outputs  Outcome
monitoring and
evaluation
• Outcomes  Evaluation
 Impact monitoring
and evaluation
• Impact

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 Activities (5minutes)
Discuss about the five program components with example?
 Input
 Process
 Output
 Outcome
 Impact

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 Program Components

Inputs
 Resources used in a program

 Include financial, human or material resources

 Examples:
 ART service providing health workers
 Anti-TB drugs
 Laboratory reagents
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Activities
 Program procedures that are implemented to obtain
desired effects
 Examples:
 Training human resources for counseling and testing
 Screening patients for opportunistic infections
 Conducting supervision

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Outputs
 Are the immediate consequences of the inputs utilized and
program activities conducted.

 Examples:
 Number of patients treated
 Number of clients counseled
 Number of HIV tests carried out

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Outcomes
 Effects upon the target population that can lead to the intended
“ultimate goal” of a program
 The effects include several types and may focus on awareness,
attitudes, behavior, utilization etc
 Examples:
 Increase of condom use
 Improvement of quality of HIV/AIDS services
 Reduction of risky sexual behaviors

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Impacts
 Are related to long-term accumulative effects of programs

 They are rarely attributed to a single program or intervention

 Examples:
 Reduction in incidence of HIV infection

 Reduction of HIV/AIDS mortality

 Improvement in quality of life of patients

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Measuring progress & Failure in M&E

• “If you don’t measure results, you can’t tell

success from failure”
• Targets should be matching with INDICATORS
• An indicator is a variable that measures one
aspect of a program/project or health outcome
• Is defined as a number , proportion , or rate
that suggests or indicates the extent of some
program achievement

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 Purposes of health indicators
• Provide a reference point for program
planning, management, and reporting
• Allow you to assess trends and identify
problems
• Can act as early warning signals for
corrective action
• Make comparisons.
• Measure changes over time
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 Common Indicator Metrics
• Counts
– Number of providers trained
– Number of condoms distributed
• Calculations: percentages, rates, ratios
– % of facilities with trained provider
– Maternal mortality ratio, Total fertility rate
• Index, composite measures( many concepts with one
indicator)
– DALY (Disability Adjusted Life Years)
• Thresholds
 Max/min level
Presence, absence
Pre-determined level or standard

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 Examples of Indicators
Indicator 1: # of children fully immunized
Indicator 2: % of facilities providing ANC
services
Indicator3: # of peer promoters trained

Indicator 4: Caesarean section rate

Numerator: # of women having given birth by
caesarean section
Denominator: total # of expected live births
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 Summary
• Management involves the five functions of planning, organizing,
staffing, leading and controlling.

• In order to accomplish organisational goals, managers take on

interpersonal, informational, and decisional roles.

• There are basically three levels of management in an organisation.

• These are top-level, middle-level and first-line (operational)

management.

• The activities to be performed by each manager vary according to

their levels within an organisation.
 Summary…
• What is important to recognise here is that although the size and
responsibility of the managerial task differ from one level of
management to the other,
– all managers in an organisation carry out the four functions of
planning, organizing, staffing, leading and controlling.
– These managerial functions are interrelated

• A manager’s performance is a result of their skills, such as

technical, human, and conceptual skills.

• Technical skill is needed more by the operational-level managers,

whereas for top-level managers a high level of conceptual skill is
needed.

• Interpersonal skills are needed by all levels of management.