GROUP 2

ORGANIZATION
AL THEORIES
AND
PRINCIPLES
GROUP 2

Name NEREON DECOSTA

Group Member

Name EUNICE DIOPENES

Group Member
GROUP 2

Name JUSTINI FERNANDEZ

Group Member

Name BLAISE LAWRENCE GALLERON

Group Member
GROUP 2

Name KIZA GRACE GAURANA

Group Member

Name MAE ANN GUARRA

Group Member
GROUP 2

Name LAARNIE JORDAN

Group Member

Name MARIBEL LIM

Group Member
GROUP 2

Name B JAY GIBAGA

Group Member
 Organizational theory is the
sociological study of the
structures and operations of social
organizations, including companies
and bureaucratic institutions.
Organizational theory includes the
analysis of the productivity and
performance of organizations and
the actions of the employees and
groups within them.
Max Weber’s theory of Bureaucracy
According to Max Weber’s bureaucratic theory,
organizational efficiency and economic efficacy
can be ensured. It is stated that all corporate
responsibilities must be delegated to employees.
Competencies and functional specialties should
serve as the foundation for task division. Weber
advocated for a more organized, rigid
organizational structure known as “bureaucracy”.
A bureaucracy is a terrific approach to show
management and administration the organization’s
power structure.
Etzioni’s theory of Compliance
Etzioni developed an innovative approach to the
structure of organizations that he calls “Compliance
Theory”. He classifies organizations by the type of
power they use to direct the behavior of their members
and the type of involvement of the participants.

Motivation Theory
The motivational theory includes the study of what
drives and inspires members of an organization to work
toward their professional goals. This may require
leaders to thoroughly understand their employees'
behavioral patterns and preferences to recognize the
most beneficial way to support them.
Taylor’s Classical Theory
Each element of Employees and
01 work can and should 03 employers must
have a science to it collaborate

Employers should select,

Employers should
train, and develop
divide work and
02 employee using a specific
approach
04 responsibilities
Classical Theory
This theory discusses how to divide up
professional tasks in the most efficient and
effective way. This theory pays particular
attention to the professional dynamics and
relationships within an organization and how
these relationships may impact a company’s
function and production.
Neo-Classical Theory
This theory argues that a sense of belonging and social
acceptance is an important aspect of positive performance
in the workplace. This means that effective leaders
understand how the group dynamics may contribute to the
organization's overall success.

Modern Theory
This theory considers interactions between people within an
organization and the surrounding environment, as well as the
interpersonal interactions between members of the organization.

Theorists based this approach on systems analysis and used both

quantitative and behavioral sciences to develop it. This means
that professional leaders who adopt this theory may use
statistical and mathematical information to make business
decisions while also considering the satisfaction and happiness of
their employees.
Contingency Theory
Contingency theory, also called decision theory, views
organizations as a structure composed of choice-makers,
and argues that there is no one right way to decide.
Herbert A. Simon, a primary contributor to this theory,
found that while people make business decisions at all
levels of an organization, employees working at higher
levels make the most valuable or impactful choices.

This theory argues that the ideal decision or choice may

differ from one organization to another, so choices are
dependent on various internal and external factors. This
means that the success of a business is contingent on the
decisions made by the organization's leaders.
01 Organizationa
l Structures
TYPES, COMPONENTS,
ORGANIZATIONAL CHARTS
TYPES OF ORGANIZATIONAL
STRUCTURES
Hierarchal Structure It’s the most common type of organizational structure—the chain of command goes from the top (e.g.,
the CEO or manager) down (e.g., entry-level and lower-level employees), and each employee has a
supervisor.

Functional structure starts with positions with the highest levels of responsibility at the top and goes down from there.
Primarily, though, employees are organized according to their specific skills and their corresponding
function

Horizontal or Flat fits companies with few levels between upper management and staff-level employees
Structure

Matrix Structure looks like a grid, and it shows cross-functional teams that form for special projects

Network Structure makes sense of the spread of resources. It can also describe an internal structure that focuses more on
open communication and relationships rather than hierarchy.

Team-based Structure meant to disrupt the traditional hierarchy, focusing more on problem-solving, cooperation, and giving
employees more control

Circular Structure puts leaders of the organization at the center rather than the top so they can share information outward
rather than pass it down a chain of command
COMPONENTS OF ORGANIZATIONAL
STRUCTURES
Delegation Delegation is a component of an organizational structure used to give
authority to a person to assist in managing a particular activity's
performance.

Job Description A job description is an organizational structure component that provides

an overview of job qualifications and requirements. Therefore, the job
description makes an employee understand their duties.

Departmentalization Departmentalization is the third component of an organizational

structure used to assign tasks to different departments in an organization.
WHAT IS AN
ORGANIZATIONAL
CHART?
An organizational chart, often referred to as
an organizational chart, is a graphical
representation that is a powerful tool for
illustrating the complex framework of an
organization. This visual representation
provides a comprehensive view of the inner
workings of the company and provides a
clear and structured representation of the
various parts of the organizational hierarchy.
TWO PURPOSES OF
ORGANIZATIONAL CHART

they can provide zoom in and

a high-level view focus on a
of the entire specific
organization department or
unit
 STAFFIN
G
02
Recruitment, Selection, and Placement
RECRUITMENT
Recruitment can be defined as all
activities directed towards
locating potential employees. The
aim of recruitment is to get the
BEST PERSON suited to the job
based on objective criteria for a
particular job.
RECRUITMENT
⇨ Rules of Recruitment and Selection:
 Commonality
 Openness
 Competitiveness
 Legality
 Non-discrimination
 Constancy of criteria
 Neutrality
 Objectivism
 Transparency
 Personal Data Security
 Acting w/o delay
RECRUITMENT
⇨ Purpose of Recruitment

1. Increase pool of potential job candidates

2. Increase success rate of the selection
process
3. Make ensure the right people is selected
against vacant position
4. Meeting legal and social obligation of
workforce composition
5. Identify and encouraging potential
candidates/job applicants
6. Evaluating the effectiveness of available
sources and techniques of recruitment
RECRUITMENT
⇨ Steps in the recruitment
process are to:
 Identify the job vacancy
 Carry out a job analysis
 Prepare a Job Description
 Prepare a Person Specification
 Advertise the job
 Sent out application forms
PLACEMENT
Placement includes the initial
assignment of a new employee and
promotion, transfer, or demotion
of present employee. Placement
involves assigning a specific job
to each one of the selected
candidates.
PLACEMENT
⇨ SIGNIFICANCE OF PLACEMENT
⇨ > It improves employee morale.
⇨ > It helps in reducing employee turnover.
⇨ > It helps in reducing absenteeism.
⇨ > It helps in reducing accident rates.
⇨ > It avoids misfits between the candidate
and the job.
⇨ > It helps the candidate to work as per the
⇨ predetermined objectives of the
organization.
⇨ > It helps the candidate to work as per the
predetermined objectives of the organization
 STAFFIN
G
PROCESS
03
Principles, Predicting Staff Needs,
Skill Mix and Scheduling
STAFFING PROCESS

It is the process of determining and

providing the acceptable number and mix
of nursing personnel to produce a
desired level of care to meet the
patients' demand of care.
The purpose of all staffing activities
is to provide each nursing unit with
appropriate and acceptable number of
each category of workers to perform the
nursing tasks required.
Core Components of
Staffing
⇨ Appropriate nurse staffing is critical
to the delivery of quality, cost-
effective health care
⇨ • All settings should have well-
developed staffing guidelines with
measurable nurse sensitive outcomes
specific to that setting and healthcare
consumer population that are used as
evidence to guide daily staffing.
⇨
⇨ • Registered nurses are full
partners working with other healthcare
Core Components of
Staffing
⇨ • Registered nurses are full
partners working with other healthcare
professionals in collaborative,
interdisciplinary partnerships.
⇨ • Registered nurses, including
direct care nurses, must have a
substantive and active role in staffing
decisions to assure the necessary time
with patients to meet care needs and
overall nursing responsibilities.
Core Components of
Staffing
Staffing needs must be determined based
on an analysis of healthcare consumer
status (e.g., degree of stability,
intensity, and acuity), and the
environment in which the care is provided.
Other considerations to be included are:
professional characteristics, skill set,
and mix of the staff, and previous
staffing patterns that have been shown to
improve outcomes.
Core Components of
Staffing
Appropriate nurse staffing should be based
on allocating the appropriate number of
competent practitioners to a care
situation; pursuing quality of care
indices; meeting consumer-centered and
organizational outcomes; meeting federal
and state laws and regulations; and
attending to a safe, quality work
environment.
Core Components of
Staffing
⇨ Cost effectiveness is an important
consideration in delivery of safe,
quality care.

• Reimbursement structure should

not influence nurse staffing patterns or
the level of care provided.
PREDICTING STAFF NEEDS
PREDICTING STAFF NEEDS
Skill Mix
 A combination of skills available at a specific time
 A mix of posts in a given facility
 A mix of employees in a post
 A combination of activities that comprises each role
 Differences across occupational groups such as
nurses and physicians or between various sectors of
the health system
Scheduling
Is a timetable showing planned
work days and shifts for nursing
personnel
Factors Considered in Making Schedules
Different levels of Nursing Staff

Adequate coverage for 24 hours, seven days a week

Staggered vacations and holidays

Long Stretches of consecutive working days

Evening and night shifts ang floating

The Scheduling System must function smoothly in terms of :
1. Ability to cover the needs of the unit. A minimum required
number of staff to meet the nursing needs of the patients on
the units at all shifts
2. Quality to enhance the nursing personnel's knowledge,
training, and experience. While being permanently assigned to
one unit enhances skills in caring for a particular kind of
patient (whether obstetrical, medical, surgical, or
pediatrics) many nurses who have future plans of going into
teaching or specialization or even working abroad, would
prefer to experience being assigned to various units first
before settling down to a particular unit of their choice
3. Fairness to the staff. All nursing personnel should get a
fair share of weekends, holiday offs, rotation patterns for
the whole year including assignment to "difficult" or "light"
or "undesirable" units or shifts.
The Scheduling System must function smoothly in terms of :
4. Stability. The nursing personnel should like to
know in advance. their schedule of assignment so that
their personal schedules (whether home, social, and
civic responsibilities) are in harmony with each other
5. Flexibility. Flexibility means the ability to
handle changes brought about by emergency leaves,
scheduled or unscheduled leaves of absence nursing
personnel to the various nursing units.
TYPES OF SCHEDULING
Centralized - one person, usually the Chief Nurse or her designate,
Schedules assigns the nursing personnel to the various units of the
hospital. This includes the shifts of duty and off-duties

Decentralized one person, usually the Chief Nurse or her designate,

Schedules assigns the nursing personnel to the various nursing units.
The shift and off-duties are arranged by the Supervising
Nurse or Head or Senior Nurse of the particular units

Cyclical Schedules the cyclical schedule covers designated number of weeks

called the cycle length and is repeated thereon. It assigns
the required number of nursing personnel to each nursing
unit consistent with the unit's patient care requirements, the
staff preference, their education, training, and experience
The following scheduling variables should be considered:
a. Length of scheduling period whether 2 to 4 weeks
b. Shift rotation
c. Weekends off
d. Holidays off
e. Vacation leaves
f. Special days (birthdays, wedding anniversary, etc.) g.
Scheduled events in the hospital (training programs,
meetings,etc.)
h. Job categories
i. Continuing Education (CPE) programs
THANK
YOU!!