Professional Documents
Culture Documents
NURSING, NOIDA
ASSIGNMENT
ON
ORGANIZATIONAL CHARTS
(SUBJECT: NURSING MANAGEMENT)
SUBMITTED TO SUBMITTED BY
Classification of organisation
The organisation can be classified on the basis
It is properly planned.
It is based on delegated authority.
It is deliberately impersonal.
The responsibility and accountability at all levels of organisation should be clearly
defined.
Organisational charts are usually drawn.
Unity of command is normally maintained.
It provides for division of labour.
Advantages of formal organisation:
1. The definite boundaries of each worker is clearly fixed. It automatically reduces conflict
among the workers. The entire building is kept under control.
2. Overlapping of responsibility is easily avoided. The gaps between the responsibilities of
the employees are filled up.
3. Buck passing is very difficult under the formal organisation. (Normally exact standards
of performance are established under formal organisation. It results in the motivating of
employees).
4. A sense of security arises from classification of the task.
5. There is no choice for favouritism in evaluation and placement of the employee.
6. It makes the organisation less dependant on one man.
Keith davis observes that formal organisation is and should be our paramount organisation
type as a general rule. It is the pinnacle of man’s achievement in a disorganised society. It is
man’s orderly, conscious and intelligent creation for human benefit.
Criticisms:
In certain cases, the formal organisation may reduce the spirit of initiative.
Sometimes authority is used for the sake of convenience of the employee without
considering the need for using the authority.
It does not consider the sentiments and values of the employees in the social organisation.
It may reduce the speed of informal communication (rules/reg’s).
Informal organisation:
Rules, duties and responsibilities of No such written rules and duties followed in
workers are given in writing. informal organisation.
Formal organisation comes from Informal organisation comes from those persons
outsiders who are superior in the line of who are objects of its control.
organisation.
Formal authority flows from upwards to Authority flows upwards to downwards from or
downwards. horizontally.
It is created for technological purpose. It arises from man’s quest for social satisfaction.
Board of Director/Management
Chief executive
Medical superintendent
Nursing superintendent
There are possibilities that more subsections/ divisions may exist under each branch.
In this type of organisation the direction flows from top, transmitted through the
managers to the supervisors and then to the workers or staff.
The hierarchy is maintained as per the figures shown.
There is no scope for downward to upward or upward to lower downward movements.
(The authority is only the chief executive and what he describes must be carried out. If
one has to say something to the lower level he/she can only approach the immediate boss
and not anyone above).
Only one supervisor issues command and the number of persons normally limited less
than one supervisor.
Simplicity
Unity of control
Better discipline
Fixed responsibility: responsibities are well defined and persons are accountable to
someone in the line form.
Flexibility: the executives generally enjoy autonomy and freedom within their defined
sphere of activities.
Prompt decision: because of the chain of command, unified control and fixed
responsibilities, it is possible to take prompt decisions.
Demerits:
Lack of specialization: this system does not provide any scope for employing specialists.
Overloading or overreliance: the departmental head is all in all of his department/
division in this type of organisation.
Inadequate communication: there is no down to upward communication in this type of
organisation.
Favouritism: since one man is the decision maker and also opinion maker it is possible
he/she may be influenced by a few people.
Functional organisation:
Under line organisation, a single person is incharge of all the activities of the concerned dept.
Here the person incharge finds it difficult to supervise all the activities efficiently. The
reason is that the person does not have enough capacity and require training.
In this the functional departments are created at the factory, office or enterprise level to
deal with the problems of business at each successive level. (Although the expert and
specialized services are mainly concentrated on the top, every section or unit can make
use of their services).
The functions under this type of organisation may be classified as purchasing, marketing,
production, research and development, finance, office management, personnel etc in a
business enterprise.
Functional dept as patient care services, pharmaceutical services, laboratory services etc
in a hospital setting.
Although agreed to be a scientific type of system, there are certain prerequisites for this
system:
All activities must be divided into functions carefully and then allotted to functional
departments.
Only interrelated jobs are allotted to one department
There should be no duplication i.e activity allotted to one dept cannot be allotted to
another.
The figure below illustrates a functional organization:
M.D or Genel.Mg
Functional authority has right and power to give command throughout the line with
reference to his specified area.
The decision is taken only after making consultations with the functional authority
relating to his specialised area.
1. Benefit of specialisation:
Under the functional organisation, each work is performed by a specialist. It helps to
maintain efficiency of the organisation. Each work is divided among the workers
scrupulously.
Planning function and execution function are divided separately and each function is
entrusted to a specialist in the line organisation. So the specialists can use their expert
knowledge in the actual performance of work.
In order to strike a balance between the line and functional organisation, it is believed that the
best system to adopt in any progressive and elite organization is the line and staff organisation.
The line officers have authority to take decisions and implement them to achieve the
objectives of the orgn.
The line officers may be assisted by the staff officers while framing the policies and plans
and taking decisions.
In the fast developing industrial world, the line officers are not in a position to acquire the
technical knowledge. For eg., while taking decisions regarding the production, technical
knowledge is needed to take correct decisions.
This type of gap may be bridged with the help of staff officers. The staff officers may be
experts in a particular field.
Then the line officers can get expert advice from the staff officers before taking the final
decisions.
Here there is scope for having experts and advisors to advice the commander or leader of
the team whenever and wherever required. The suggestions are honoured and
implemented by the manager to the extent possible.
The staff or workers are permitted to voice their views in this type of organisations. Their
views and concerns are appreciated, implemented wherever necessary.
While maintaining the line type of organisation it also takes care of the staff and
coordination between / among the staff with in hierarchial framework makes a good
organisation.
Staff or worker and their functions get lot of prominence in this type of organisation.
While staff advice relates to staff functions at the higher levels; the staff service relates to
staff functions at lower levels.
General staff: they are normally located at the head quarters or regional offices to assist, support
and advise top management on day to day activities and problems in the organisation in general
and are shared by different divisions.
Specialised staff: each line official has special assistants or advisors to provide advice and
services to the executives with whom they are attached.Nurses, doctors and other professionals
belong to the category of staff advice, in the industrial concerns.
Merits:
Demerits:
Staff tend to assume line authority and thus may become a cause of friction between the
two.
Sometimes staff do not give sound advice because the staff are not accountable for the
implementation of the advice.
Staff steal credit, although the direction and planning are done by the manager through
sheer hard work and intelligence.
Staff fail to see the whole picture as they lack the mind of relating advice to the task and
objectives of the enterprise.
Figure:
All heads of depts Dy.Chief (admn) Nsg suptdt Dy.chief (finance &
surgery, accounts)
Medicine, obs & gyn,
paediatrics
(Here the Heads of departments of surgery, medicine etc and nursing superintendent while acting
as line managers for their respective departments, act as specialised staff for advising matters
related to their respective disciplines like surgery, medicine, nursing etc.,
Fig 2.
Marketing
(L) manager
Personal asst
to the (S)
(L) managing (personal staff)
director
Asst managing
director
Clerks(s) clerks(s)
Committee organisation
Project organisation:
Matrix organisation:
Matrix structures are characterised by teams built directly into the organisational
structure.
These teams are coordinated both vertically (within the hierarchy) and horizontally
(among the groups involved).
The team has formal authority to make and enforce decisions.
Matrix structure involves less rigid adherence to rules and procedures.
Free form organisational structures are called matrix organisations.
The matrix organisation design enables timely response to external competition and to
facilitate efficiency and effectiveness internally through cooperation among disciplines.
Characteristics:
Advantages:
Disadvantages:
Adhocracy:
Adhocracy models of organisation are like matrix models. There are simple teams or task
forces that exists on an adhoc basis.
They are formed, complete their goals and are disbanded.
New groups are then formed to meet changing and dynamic mission and objectives. It
employs participatory management.
SUMMARY:
Nursing is vital aspect of health care and needs to be properly organized. A nurse is infrequent
contact with of the patients hence his/her role in educational aspect and service aspect inrestoring
health and confidence of the patient is of utmost importance. The quality of nursing care andthe
management of the nursing staff, reflects an image of the hospital/ nursing home. Many
changeshave taken place in the health care delivery system as it struggles with cost and
providing .
CONCLUSION:
Carecorresponding to changes in the education of health professionals and their function within t
hesystem. According to their educational qualification and patient acuity they are delivering care
tothe patients throughout their hospital stay. The structures of the delivery of care have taken
many different formats.
.
REFERENCES:
1) Basavanthapa BT, Nursing administration, 2nd ed. New Delhi: Jaypee brothers
publications; 2009.
2) Vati Jogindra . Principles & practice of nursing management and administration, Ist ed.,
New Delhi: Jaypee Brothers Medical publisher; 2013.
3) Patricia S Yoder.“Leading and Managing in Nursing” (2003) 3rd Ed. Philadelpia:
Elsevier publishers.
4) Deepak. K, Sarath Chandran. C. “A Comprehensive Textbook on Nursing Management”
(2013),1st edition, EMMESS medical publishers
5) Robert Dredge. Hospital global budgeting. [cited 2004 Sep]:
6) Available from: URL:http://www.who.int/management/facility/hospital