TOPIC:

ORGANIZATIONAL
STRUCTURE, LEVELS,
EFFECTIVENESS,
CLIMATE
ORGANISATION
STRUCTURE
 Organisational structure refers to the way tasks are divided
up, how the work flows, how this flow is coordinated the
forces and mechanisms that allow this coordination to occur.

 Each organisation has a formal and informal structure that

governs work flow and interpersonal relationship. The formal
structure is planned and revealed whereas the informal
structure is unplanned and concealed.
CHARACTERISTICS OF GOOD
ORGANIZATION STRUCTURE
1. Simplicity

2. Flexibility and Continuity

3. Clear Line of Authority

4. Application of Ultimate Authority

CHARACTERISTICS OF GOOD
ORGANIZATION STRUCTURE
5. Proper Delegation of Authority

6. Unity of Command and Direction

7. Minimum Possible Managerial

Levels

8. Provision for Top Management.

 SIGNIFICANCE OF
ORGANIZATIONAL STRUCTURE
 Properly designed organization can help to improve team
work and productivity by providing a frame work within
which the people can work together most effectively.

 Organization structure determines the location of decision

making in the organization.

 Sound organization structure stimulates creative thinking

and initiate among organisational members by providing
well defined patterns of authority.
 It facilitates growth of enterprise by increasing its capacity
to handle increased level of authority.

 It provides the pattern of communication and co-

ordination

 The organisation structure helps a member to know what

his role is and how it’s related to other roles.
 DEVELOPING AN
ORGANIZATIONAL STRUCTURE
 An organisational structure for a division as written in the
statements of mission, philosophy, vision, value, and
objectives.

 The organizational forms determine the decision making

environment.

 It delimits responsibilities and communication channels,

controls the decision making environment.

 In nursing, Managers should seek broad input from clinical

nurses. This can be done through committees or project
teams.
COMMITTEES STRUCTURE IN AN
ORGANISATION
 Managers are responsible for designing and implementing
appropriate committee members.

 Committee may be advisory or may have a communicate

upward and downward and encourage the participation of
interested or affected employees, they assist the organisation
in receiving valuable feedback and important information.
 The committee should be composed of people who want to
contribute in terms of commitment, energy and time.

 The membership should have a variety of work experience

and educational backgrounds.

 Six to eight members is usually ideal.

TYPES OF ORGANISATION
STRUCTURES

• Bureaucratic
1.

• Ad hoc
2.

• Matrix
3.

• Flat or various combinations of these

4.
Bureaucratic organizational designs are commonly called line
structures or line organizations. Those with staff authority
may be referred to as staff organization.
 Both of these types of organizational structures are frequently
in large health care facilities because of most people
familiarity with these structures, these is little stress battered
with orienting people to these organizations. In these
structures authority and responsibility are clearly defined,
which levels to efficiency and simplify of relationships.
Disadvantages:
 They often produce monotony, elevate worked and make
adjusting racially to altered circumstances difficult.
 Thus adherence to chairs of communication which restricts
up ward communication.
The ad hoc design is modification of the bureaucratic
structure and is sometimes used or a temporary basis to
facililitate completion of a project within a formal line
organisation.

This structure survey as a way for professionals to handle

the increasing large amounts of available information. This
structure disadvanges are decreased strength in the formal
chain of command and decreased employee loyalty to the
parent organisation.
A matrix organisation structure is designed to focus on both
product and function is described as all the tasks required to
produce the product and the product is the function. This
structure has a formal vertical and horizontal chain of
command.

Flat organization designs are an effort to remove hierarchical

layers by flattening the scalar chairs and decentralizing the
organization. These continue to be the authority, but because
the organizational structure is flattened more authority and
discussion making can occur when the work is being carried
out.
 ANALYZING ORGANIZATIONAL
STRUCTURE IS A DIVISION OF
NURSING

Step 1: Compile a list of the key activities determinant by the

mission and objectives of patient care, the written philosophy
and vision statements will help by indicating important values
to be considered.
 Once this list is completed it must be analyzed and group
similar activities together whenever the strategy changes, the
organisational structure should be reviewed and analyzed this
include changes is mission, philosophy, vision, Objectives and
the operational plan for accomplishing the objectives.
 Step 2: Based on the work function to be performed,
decide on the units of the organisation.
 It will be necessary to analyse the impact of
decisions an other functions, the members of
function involved being an important factor.
 Qualitative factors such as decisions involving
ethical values, principles of conduct and social and
political belief will have to be analyzed.
 Step 3: Decide which units or components will be joined
and which separated.

 Step 4: Decide on the size and shape of units of

components.

 Step 5: Decide on appropriate placement and relationships

of different units or compartments.

 Step 6: Draw or diagram the design and put it into operation

this will result in an organizational chart or scheme.
 STRUCTURE

Departmental Authority
Job Design
Design Designations

Establishing
Departmental
Job Grouping Organizational
Coordination
Hierarchy
 Job design begins with determining who does what. Focus on the
division of labor, meaning certain specialization areas such as
accounting, sales, purchasing, transportation and human resources.
 The job grouping element of organizational structure enables
illustration of the office of the director, operational departments
and administrative departments.
 Departmental design is actually operational design.

 Establishing Organizational Hierarchy:  the next logical step in

developing the organizational structure is to determine who reports
to whom.
 Authority Designations: Avoid having too many people who have
conflicting or duplicate authority. There must be checks and
balances
 Departmental Coordination: all of the people in various
departments and roles are coordinating with each other or are
working collaboratively.
 LEVELS OF
ORGANIZATION
IN MANAGEMENT:
 The term “levels of organization in Management” refers to
line of demarcation between various managerial positions in
an organization.

 The numbers of levels in management increases when the size

of business and workforce increases and vice versa.

 The level of management determines a chain of command,

the amount of authority and status enjoyed by any
managerial position.
THE LEVELS OF MANAGEMENT
CAN BE CLASSIFIED IN THREE
BROAD CATEGORIES
• Top level / Administrative
1. level

• Middle level / Executory

2.

• Lower level / Supervisory

3. Operative / First line Managers
 
TOP LEVEL MANAGEMENT

 It consists of board directors, chief executive or managing

director.

 The top management is the ultimate source of authority

and manages goals and policies for an enterprise.

 It devotes more time on planning and coordinating

functions.
 ROLE OF TOP LEVEL
MANAGEMENT
 Top management lays down the objectives and broad policies
of the enterprise.
 It issues necessary instructions for preparation of development
budgets, procedures, schedules etc.
 It prepares strategic plans and policies for enterprise.

 It appoints the executives for middle level that is departmental

managers.
 It controls and coordinates the activities of all departments.

 It is also responsible for maintaining a contact with outside

world.
 It provides guidance and direction.

 The top management is also responsible towards the

shareholders for the performance of enterprise.
MIDDLE LEVEL
MANAGEMENT
 The branch managers and departmental managers
constitute middle level.

 They are responsible to the top management for the

functioning of their department.

 They devote more time to organizational and directional

functions.

 In small organization, there may be senior and junior

middle level management.
 ROLE OF MIDDLE LEVEL
MANAGEMENT
 They execute the plans of organization in accordance with the
policies and directives of the top management.
 They make plans for the sub units of organization.

 They participate in employment and training of lower level

management.
 They interpret and explain policies from top level management to
lower level.
 They are responsible for coordinating the activities within the
division of department.
 It also sends important reports and other important data to top level
management.
 They evaluate performance of junior managers.

 They are also responsible for inspiring lower level managers

towards better performance.
LOWER LEVEL
MANAGEMENT
 Lower level is also known as supervisory / operative level
of management.

 It consists of supervisors, foreman, section officers,

superintendents etc.

 According to R.C Davis, ‘Supervisory management refers

to those executives whose work has to be largely with
personal oversight and direction and controlling of
management.
ACTIVITIES OF LOWER LEVEL
MANAGEMENT
 Assigning jobs and task to various workers.

 They guide and instruct workers for day to day activities.

 They are responsible for the quality as well as quantity of

production.

 They are also entrusted with the responsibility of maintaining

good relation in the organization.

 They communicate workers problems, suggestions and

recommendatory appeals etc to the higher level goals and
objectives to the workers.
 They help to solve the grievances of workers.

 They supervise and guide the sub-ordinates.

 They are responsible for providing training to the workers.

 They arrange necessary materials, machines, tools etc for getting the
things done.

 They prepare periodical reports about the performance of workers.

 They ensure discipline in the enterprise.

 They motivate workers.

 They are the image builders of the enterprise because they are in direct
contact with the workers.
EFFECTIVENES
S

Definition:
 “The product or output of an organisation is termed
organisational effectiveness.”

 There should be a relationship between organizational

effectiveness and organizational performance.
Nurse Manager should define the goals and provide the
recourses both organizational effectiveness and
organizational performance. They have many dimensions,
which can include:
 Patient satisfaction with care

 Family satisfaction with care

 Self administration of work

 Self satisfaction with rewards, interest and extrinsic

 Staff satisfaction with professional development: Career,

personal and educational
 Staff satisfaction with organisation

 Management satisfaction with staff

 Community relationship

 Organisational health
 CAPACITIES FOR
ORGANIZATIONAL
EFFECTIVENESS

Leadership Capacity

Management Capacity

Technical Capacity

Adaptive Capacity
EFFECTIVENESS:
 ORGANIZATIONAL
CLIMATE

Definition

 “Organisational climate is the collective view of people

within an organisation as to the nature of environment in
which they work.”

 “Organisational climate is something that is sensed rather

than something that is recognised cognitively.”
 DIMENSIONS OF
ORGANIZATIONAL CLIMATE.
• Clarity in specifying certification of the organization goals
1. and policies.
• Commitment to goal achievement through employee
2. involvement.

• Standards of performance that challenge promote pride

3. and improve individual performance.

• Responsibility for one’s own work fostered and supported

4. by managers.

5. • Recognition for doing good work.

• Team work- a sense of belonging mutual and respect.

6.
 ACTIVITIES TO PROMOTE A POSITIVE
ORGANISATIONAL CLIMATE
 Developing an organisational mission, philosophy, vision, goals
and objectives statements with input from practising nurses,
including their personal goals.

 Establishing trust and openness through communication that

includes prompt and frequent feed back and stimulates
motivation.

 Providing opportunities for growth and development including

career development and continuing education programme.
 Promoting team work.

 Asking participating nurses to share their satisfactions and

dissatisfactions during meetings and conferences and through
surveys

 Analyse the compensation system for the entire nursing

organization and structuring it to reward competence and
productivity.

 Promoting self esteem, autonomy and self fulfilment for

participating nurses, including feelings that their work
experience are of high quality.

 Assessing threats and punishment and eliminating them.

 Providing job security with an environment that
enables for expression of ideas and exchange of
opinions without threaten of recrimination, which
may manifest as down scaled performance reports,
negative counselling or job loss.

 Helping participating nurses to overcome their short

comings and to develop their strengths.

 Being a role model of performance desired of

participating nurses.
YOU….