Organizing

 A key issue in accomplishing the goals identified in the

planning process.
 Structuring the work of the organization.
 Deals with formal assignment of tasks, authority
coordination and arranging it into decision-making
framework.

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 Organizing….

The steps in the organizing process include:

1. Review of plan,
2. List all tasks to be accomplished,
3. Divide tasks into groups one person can accomplish
assign work to individuals,
4. Delegate authority to establish relationships between
jobs and groups of jobs

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 Organizing….

Characteristics of organizations:
Whatever their purpose, all organizations have four
characteristics:
1. Goal or purpose
2. Coordination of effort
3. Division of labor, and
4. Hierarchy of authority.

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 Unique characteristics of HSOs

• Defining outputs are more difficult

• Health being a labor-intensive sector
• Complex relationships between different actors
• More of the works need emergency interventions
• Organization participants are highly professionalized &
their primary loyalty is to their profession rather than
their organization`
 Organizational Design
• The determination of the organizational structure that is
most appropriate for the strategy, people, environment,
technology and tasks of the organization.
• Is the creation or change of an organization’s structure
• Matching goals, strategic plan, capabilities with
environment.

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 Organizational structure
• Is the formal decision-making framework by which tasks are divided,
grouped, and coordinated.
Views(types) of organizational design
1) Mechanistic System (Tall structure )
• Traditional or classical design, common in medium & large sized
organizations.
• The intention is standardization and specialization for consistency and
predictable precision of the procedural results
• Organizational activities are broken down into separate, specialized
tasks

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 Mechanistic System ….
Objectives for each individual & units are precisely
defined by top level managers.
• It is best suited to a stable environment
• Skill specialization is appropriate

2. Organic system (flat structure)

• More flexible, adaptable to a participative form of
management
• Open to the environment
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 Organic system …

• Individuals are more likely to work informally in a

group setting than alone
• It is best suited to a turbulent environment
• Jobs must constantly be redefined to cope up with the
ever changing world
• Organizational members must be skilled at solving a
variety of problems
• Creative problem solving & decision making.
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 Organizing….
Organization charts
• 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.

Dimensions of Organization charts

 vertical hierarchy and

 horizontal division of work (specialization)

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 Organizing….

Functional Steps in Organizing

• The four building blocks are:
Division of work
Departmentalization
Hierarchy
Coordination

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 Organizing….

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

• Is the degree to which tasks in an organization are divided into separate jobs.

 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.

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 Organizing….

2. Departmentalization
• Departmentalization is the basis on which work or
individuals are grouped into manageable units.
 Each single box in an organizational chart represents
departments
 Number and type of departments vary in each
organization

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 Organizing…

3. Hierarchy

a concept that shows how many could be effectively

handled
a pattern of multiple levels of an organizational
structure
at the top the senior-ranking manager
bottom - low-ranking managers located at various
levels
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 Hierarchy

Span of management or span of control

• The number of people/departments directly reporting
to a given manager.
 After work is divided, departments created and span of
control chosen decide on chain of command.

Chain of command
• The plan that specifies who reports to whom
• Fundamental feature of an organization
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 Hierarchy….
Span of control
Does it have an effect: on working relationships? and on the speed
of decision making? How?
A. Determines the working relationships in a department
• Too wide(>10people): Create flat hierarchies

• Implications:
 Overburdened manager,
 Little guidance or control of employee

 Overlooking or ignore serious errors

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 Hierarchy…..

B. The span can affect the speed of decision making

• Too narrow(2-4people): Create tall hierarchies
• Implications:
Managers are underutilized
In-efficient
Affects the speed of decisions (delay) in this
changing environment

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Narrow and Wide Spans of Control
 Contemporary view of spans of control
• Factors affecting span 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…

Degree of standardization of tasks :

• Standardized tasks require less frequent
supervision compared to less standardized ones
( wider spans of control )
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
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 Organizing…
4. Coordination:
• The integration of activities of separate parts of an organization
for accomplishing the organizational goals
Integration: the degree to which various departments work in a
unified 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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 Thank you!!

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