NURSING LEADERSHIP AND MANAGEMENT GROUP REPORT

GROUP 2 MEMBERS:
CAYTILES, JEANETTE A.
CATLY, CLARRISE
CAUDOR, KAYE KATHERINE
CORDERO, KRISTELE JOY
CRUZ, HANNA SUZAINE
DAQUIS, JEAN MARIEL
DACOYCOY, MARGIE
DECENAN, IRISH
DELA CRUZ, ARFELA JOY
DELA PENA, ANGELU

G. Organizational Structure in Nursing

Why do we need an Organizational Structure?

 All Organizations have a management structure that determines the relationships

between functions and positions and subdivides and delegates roles, responsibilities
and authority to carry out defined tasks.

Organizational Structure

 It is a framework within an organization arranges it’s lines of authorities and

communications and allocates rights and duties.

What is the importance of organizational structure?

 It enables members to know what their responsibilities

 It frees the manager and the individual workers to concentrate on their respective roles
and responsibilities
 It coordinates all organization activities so there is minimal duplication of effort and
conflict
  Avoids overlapping of function because it pinpoints responsibilities
 Shows to whom and or whom they are responsible.

What is its purpose?

 Divides work to be done in specific jobs and department

 Assigns tasks and responsibilities associated with individual jobs
 Coordinated diverse organizational tasks
 Establishes relationships between individuals, groups, and departments.
 Establishes formal lines of authority
 Allocates organizational resources.
 Cluster jobs into units

Types of Organizational Structure

1. TALL OR CENTRALIZED ORGANIZATIONAL STRUCTURE
2. FLAT OR DECENTRALIZED ORGANIZATIONAL STRUCTURE
3. AD HOC/ ADHOCRACY STRUCTURE
4. MATRIX STRUCTURE

TALL OR CENTRALIZED ORGANIZATIONAL STRUCTURE

 Large, complex organizations often require a taller hierarchy.

 In its simplest form, a tall structure results in one long chain of command similar to the
military.
 As an organization grows, the number of management levels increases and the structure
grows taller. In a tall structure, managers form many ranks and each has a small area of
control.

FLAT OR DECENTRALIZED ORGANIZATIONAL STRUCTURE

 Flat structures have fewer management levels, with each level controlling a broad area
or group.
 Flat organization focus on empowering employees rather than adhering to the chain of
command.
 By encouraging autonomy and self-direction, flat structures attempt to tap into
employees’ creative talents and to solve problems by collaboration
AD HOC/ ADHOCRACY STRUCTURE
  The organic or adhocracy structure of organization is an open, free-form system.
 Type of structure that used specialized teams to complete a specific task.
 From an organizational perspective, the entire organization consists of specialized
teams, each assigned to complete a specific task.
 The major disadvantage is the lack of a formal chain of command.
o The team works together, but when the problems are encountered there is no
assigned person within the structure on whom they can rely for resolution.

MATRIX STRUCTURE

 The matrix structure is a combination of two structures, consisting of the product

(output) and the function (service), linked into one structure.
o FUNCTION – consist of all the activities and duties needed to produce an end
product. It is the task required to complete the product.
o PRODUCT – the result of the function.
 The structure works to balance the function and the service of the organization into one
operational outcome.
 The manager of the product division works with the manager of the function division,
creating two lines of authority, accountability, and communication.
 The disadvantage include the vague chain of command and goal variation between two
structures.

H. Organizational Culture and Climate

 Organizational culture and climate consist of shared values, norms, attitudes, and
perceptions that influence how people in an organization behave.
 An agency’s priorities, leadership commitments, and staff motivation reflect its culture
and climate. For new programs and practices, an agency’s culture and climate may
affect how people accept and support change.
 While people often use the terms "culture" and "climate" interchangeably, Charles
Glisson, a leading researcher in this area, makes the following distinction:
 Organizational culture refers to the shared behavioral expectations and norms in a work
environment. This is the collective view of “the way work is done.”
 Organizational climate represents staff perceptions of the impact of the work
environment on the individual. This is the view of “how it feels” to work at the agency
(e.g., supportive, stressful)

WHAT IS ORGANIZATIONAL CULTURE

  Organizational Culture is defined as the assumptions and beliefs that the organizational
members have in common.
 It is the “shared values and beliefs within the organization” (Huber, 2000, p. 437)
 It contains the norms that characterize the environment. (Sleutel, 2000)
 It gives a sense of identity to its members and their commitment to the organization,
and it helps to determine the behaviour of the organization.
 It drives the work and the quality of the care within the organization. (Gershon, Stone,
Bakken & Larson, 2004)
 It consist of things that are not written down but are known by all members.

WHAT IS ORGANIZATIONAL CLIMATE

 Organizational Climate is the “perception of how it feels to work in a particular

environment” (Snow, 2002)
 It comprises the social aspects of the organization that make the members feel like they
are part of the team.
 Some characteristics of organizational climate includes:
o Amount of involvement members can have
o Supervisor support given
o Amount of responsibility given
o Commitment of the members
o Flexibility of the work setting
o Standards set for improving practice

Why is Organizational Culture and Climate Important?

 An agency’s culture and climate influence how child welfare staff at all levels do their
work and how they feel about their work. Staff with the right skills and knowledge may
not achieve an agency’s objectives if the culture discourages their appropriate use.

 For example, caseworkers may receive training on family engagement skills, but they
may not apply those skills unless the agency culture also supports and rewards working
in partnership with parents in meaningful ways.

 Further, if the agency climate causes staff to feel overwhelmed and unmotivated, they
may not be ready for new initiatives and may resist changing responsibilities.

 Organizational culture and climate can influence staff morale. Low morale can result in
staff turnover, which in turn, can have a negative impact on agency functioning and
service delivery to children and families.
Sub dimensions of Organizational Culture and Climate

Culture and climate can be broken down into three key sub dimensions:

 Organizational norms, values, and purpose: Written and unwritten guidance and
expectations for how people behave and how things are done in the organization. These
include an agency’s stated mission, values, and goals and how a new program or
innovation fits within the overall mission, values, and goals.
 Workforce attitudes, morale, motivation, and buy-in: Staff perceptions of the agency
environment, programs, and practices. This includes workers’ commitment to the
organization, their motivation and buy-in for desired practices, and their perception of
the importance and sustainability of a practice or an innovation. This sub dimension also
reflects staff clarity on their expected roles and responsibilities and their openness to
change.
 Leadership vision and commitment: The view provided from the top. This includes
agency leaders’ commitment to a new practice or program and their communication of
intended change to stakeholders. How agency leaders prioritize a practice or program,
align it with other ongoing initiatives, and dedicate resources to support it also will
reflect leadership commitment and dedication to the practice or program.