ORGANIZING

BY
MUHINDO HABERT BNS
2018/KNS/0745/F
objectives

 By the end of this lecture, students be able to accurately ;

 Define organization,
 Explain the principles of organization,
 Outline steps of organizing,
 Describe the structure of organization, and
 Structure of organization patterns
Definition….

 Organization. It is a setup where individuals from diverse back grounds, varied interests
come together to work towards a common goal.
 Organizational management is the art of getting people together on a common platform
to make them work for a common predefined goal
 Organizing is the process of establishing relationship between tasks to be performed,
individuals to perform and necessary physical elements. It involves determining what to
be done, who is to do it, how tasks are grouped, who reports to whom and how decisions
are made.
Organizational Principles

• The principle of unity of Command: should be responsible to only one supervisor.

 • The principle of Requisite Authority: when responsibility for a particular task is
delegated to a subordinate, subordinate must also be given authority over resources
needed for task accomplishment.
 The Principle of Continuing Responsibility: When a manager delegates a function to a
subordinate, the manager's responsibility for that function is in no way diminished.
 The Principle of Organizational Centrality: Workers who interact with the greatest
number of other workers receive greatest amount of work related information and become
most powerful in organizational structure.
Steps in organizing.

Organizational process refers to the methods used to achieve organizational goals. It invijves the following steps
 Identify tasks.
 Prioritize and group the tasks.
 Set the target to be achieved.
 Confirm conducive environment. Eg resources needed, etc.
 Get appropriate personnel and assign the asks.
 Give authority to complete the task.
 Ensure good interpersonal relationship.
 Supervise and guide appropriately.
 Evaluate..
Forms of authority

 Line authority – is a direct supervisory authority from supervisor to subordinates.

 Chain of Command – unbroken line of reporting relationships that extends through the entire organization.
The line defines the chain of command and the formal decision making structure.
 Unity of Command – within the chain states that, each person in the organization should take orders and
reports only to one person.
 Span of Control – refers to the number of employees that should be placed under the direction of one leader-
manager. Theoretically, A 1:3 supervisory ratio is common at the top of an organization; a 1:6 ratio is
common at the middle; and a 1:20 or larger ratio is common at the base.
 Staff Authority – authority that is based on the expertise and which usually involves advising the line
managers.
 Team Authority – is granted to committees or work teams involved in an organization’s daily operations.
Work teams are group of operating employees who shared a common vision, goals and objectives.
Organizational Concepts

1. Responsibility- is the obligation to do, to the best of one’s ability, the task that has been
assigned, or delegated. For example, for nurses in a hospital, service or patient care is the
responsibility.
2. Authority- the right of decision and commands. An individual with authority has the right
to make decisions about his or her own responsibilities.
3. Delegation- is the process of assigning duties or responsibilities along with
corresponding authority to another person. Authority must be delegated with the
responsibility.
4. Accountability- is answering to someone for what has been done. It is related with
responsibility.
Organizational Chart/ Organogram

 It refers to the drawing showing lines of authority, communication, and delegation

 It depicts the formal organizational relationship, areas of responsibility and accountability
and channel of communication.
 Depicts an organization’s structure.
Organizational Structure

 Organizational structure refers to the lines of authority, communication, and delegation; can be
formal or informal
 It depicts and identifies role and expectations, arrangement of positions and working relationships.
 Dotted or Unbroken line – represents staff positions/staff authority (advisor to the line managers).
 Centrality – refers to the location of a position on an organizational chart where frequent and
various types of communication occur. Determined by organizational distance; those with small
organizational distance receive more information than those who are more peripherally located.
 Solid Horizontal Line – represent same positions but different functions.
 Solid Vertical Line – chain of command from authority to subordinates (line authority)
Patterns of Organizational Structure

1. Tall/Centralized Structure.
 An administrative structure is a typically hierarchical arrangement of lines of authority. it
provides a visual picture of how a business is organized
 They include specific level of regularization .
 They are preferably suitable for greater scale or multifaceted organizations
 Responsible for only few subordinates so there is narrow span of control
 Because of the vertical in nature, there are many levels of communication
 Communication is difficult and messages do not get to the top.
 Workers are boss-oriented because of close contact with their supervisor.
2. Flat/Decentralized Structure

 It is a traditional hierarchical structure relying on vertical chain of command as the prime method of organizing employees and their responsibilities.
 Military, government and other large companies use a hierarchy to determine the level of control employees have over their work as well as their rank
relative to others
 Hierarchical structures typically feature multiple management and therefore prone to bureaucracy and the creation of silos that prevent cross-team
collaboration
 Characterized by few levels and a broad span of control
 Communication is easy and direct
 Advantages:
 Shortens the administrative distance from the top to the lower
 Solutions to problems are easily carried out/fast response
 Workers developed their abilities and autonomy
 Disadvantage:
 Impractical in large organization.
3. Functional Organization

 Permits a specialist to aid line position within a limited and clearly defined scope of
authority
 Are most common in departments such as human resource , accounting and purchasing
which are organized by separating each of these areas and managing them independently
of the others. E.g. managers of different functional areas all report to one director who has
the responsibility for all the operational areas
4. Matrix structure

 Focus on both product and functions

 Most complex
 Has both vertical and horizontal chain of command and line of communication .
 This kind of structure may have members of different groups working together to develop
a new product line.
 Employees have a responsibility not only for their department but also for the
organizational projects.
Other forms

 Customer organizational structure. It is done in an effort to ensure that specific

expectations are met by customized service approach
 Geographic organizational structure. This is done to better support logistical demands
and differences in geographic customer needs. Typically , a structure that is organized by
geographical regions reports up to central oversight person
 Divisional organizational structure. It is also called product organizational structure.
Each product group falls within reporting structure of an executive and that person
oversees everything related to that particular product line
Benefits of organization

 Staff function according to their role/ job description

 Create group work / team spirit.
 Accomplish unity of direction
 Delegation of work.
 Working environment gets better and coordinated.
 Focused on what you want to achieve.
 Achieve the goal more efficiently.
 More productive
Benefits continued…

 Manage time effectively.

 Work more economically
 Reduce stress levels
 Positive image on the work setting
 Able to prioritize your tasks
Need for organizational management

 It helps to extract the best out of each employee so that they can accomplish their tasks within a
given time frame.
 It binds employees together and gives them a sense of loyalty towards the organization.
 It gives the sense of direction to the employees
 An effective organizational management ensures profitability of the organization
 It enables the optimum use of resources through meticulous planning and control at the place of
work.
 It is required for better coordination among various departments
 When effective, it leads to a peaceful and positive ambience at the place of work
REFERENCES

 BT Basavanthappa 3rd edition textbook of Nursing Administration.

 BSN 6323 Nursing administration and management, Dr KBSarwar. Mosammat Rabia
Khatun (pg 77-83)

THANKS FOR LISTENING