• ORGANIZING must

 Consist of the structure and process which allow exist

the agency to enact its philosophy and itilized its tem
conceptual framework to achieve its goals. rules
 It refers to a body of persons, methods, policies, and cove
procedures arranged in a systematic process g the
through the delegation of functions and right
responsibilities for accomplishment of the purpose. and
dutie
 Process of establishing formal authority that
of ea
provides the best possible coordination or use of
posit
resources to accomplish unit objectives.
must
 RESOURCES are organizational assets and include:
in pl
 Manpower
 Sele
 Machinery
n for
 Materials
emp
 Money and
men
 Information as well as Skills
and
• ORGANIZATIONAL THEORY
prom
 Established by Max Weber on is
 German social scientist (Father of Organizational base
Theory) on
 Believed that the growth of large-scale organizations tech
require a more formal set of procedures for l
administrators comp
• ence
 Postulated that “ideal types of authority” are Disadvantages of Bureaucratic Structure
reasons why people throughout history have obeyed  Predisposed to authoritarian leadership style
their rules  Use of rewards and punishment
 Argued that the great virtue of bureaucracy was that  Competition for the advancement of an individual
it was an institutional method for applying interest
general rules to specific cases thereby making  Aloofness secondary to specialization
the actions of management fair and predictable.  Faceless decision making
• Characteristics of Bureaucracy  Impersonal management
 Clear Division of Labor  Lack of Flexibility
➢ All work must be divided into units that can be  Lack of Accountability
undertaken by individuals or group of individuals  Establishment of Organizational Barriers
competent to perform those tasks Elements of Organizing
 Well-Defined Authority and Responsibility  Setting up the organizational structure
➢ Superiors are separated from subordinates  Staffing
on the basis of hierarchy of authority,  Scheduling
remuneration and privileges  Job descriptions
 Impersonal Rules and Impersonality of Organizational Structure
Interpersonal Relationships  Furnishes the format framework in which the
➢ In other words, bureaucrats are not free to management process takes place
act in any way they please  Refers to the way in which a group is formed, its
 System of Procedure for Dealing with lines of communication, and its mean for
Work Situation channeling authority and making decisions.
➢ Regular activities to get a job done must Organizational Charts
exist  A drawing that shows how the parts of the
organization are linked
 System of rules
 Depicts the format organizational relationships,
covering the right
areas of responsibility, persons to whom one is
and duties of each
accountable and channels of communication
position must be in
place
 Helps to identify their roles and expectations
• Advantages
 Maps line of decision-making authority
 Helps people understand their assignments and
 System of rulesthose of their co-workers
coveringtheReveals to their managers and new personnel how
and duties of they
eachfit into the organization
 Contributes
position must be in to sound organizational structure
place  Shows formal lines of communication
• Disadvantages
 Selection forShows only formal relationships

FORMAL ORGANIZATION
employment
promotion  isSeen
basedin the organizational chart part of the agency

on technical Relationships are defined, procedures are outlined,
competence equipment is readied, and tasks are assigned
 Provides framework for defining managerial
 for authority, responsibility accounting
Dealing  Every institution has an informal structure
withINFORMAL Structure
Work  Can be powerful and motivating
Situati  Should never be under estimated by the
n formal leaders because informal structures
activities include employee’s interpersonal
to get a relationships and identification of group
job done
 leaders without formal authority (feeling of  Simplifies the manager-employee
belonging) relationship
 They can either facilitate or sabotage STAFF AUTHORITY OR ADVISORY
planned change  Depicted
 They can determine unit’s norms and on the
behavior chart by
 Frequently found among long term dotted
employees or people in select or
GATEKEEPING POSITIONS broken
 Known as grapevine lines
 Horizontal relationships rather than  A staff
vertical member
 May be found within a formal group provides
 Generally social, with blurred or informat
shifting lines of authority and ion and
accountability assistan
ce to the
 This is composed of small
manager
groups of workers with similar
but has
interest
limited
 Structure is unplanned and organiza
covert, with informal authority tional
and lines of communication authorit
 Does not include degree of authority y
 Although it defines authority, it does not define  Provide
responsibility and accountability for
AUTHORITY specializ
 Official power to act ation
 Given by the organization to direct the work than
of others would
 The person to whom responsibility is given be
needs authority impossib
 Authority to hire, fire or discipline others le for
RESPONSIBILITY any one
 Denotes obligation, duty or assignment manager
 Refers to what must be done to to
complete a task and the obligation achieve
created by the assignment alone
ACCOUNTABILITY  Manager
 Refers to liability or answerability s in
 To be accountable, individuals agree to be positions
morally responsible for the consequences of that give
their actions advice
 May show to lint
things as they manager
are supposed s
to be or used to Example: LEGAL
be rather than 2. Span of Control (Span of Management)
as they are  R
 Possibility e
exists of f
confusing e
authority r
within the s
status
• Components of organizational structure t
• o
RELATIONSHIPS AND CHAIN OF COMMAND
1. Line Authority t
 Depicted on the chart by unbroken h
(solid) lines which can be drawn e
horizontally or vertically
n
 It denotes official chain of
u
command
m
 Managers in the direct chain of
b
command
e
Example: SALES
r
CHAIN of COMMAND
 Formal paths of communication and
o
authority
f
 Lines indicate who reports to whom and by
authority
p
 Level of position on chart signifies status
e
and power
o
 UNITY of COMMAND (One person; One p
boss)
l
 Employees should be responsible
e
to only one superior
 Describes who they report and d
to whom they are responsible
i p
r e
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c t
t e
l d
y
o
r f
e
p h
o i
r m
t
i o
n r
g
h
t e
o r
 S
a p
n a
y n

o o
n f
e
m
m a
a n
n a
a g
g e
e r
r i
a
a l
n
d r
e
d s
e p
t o
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r s
m i
i b
n i
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s i
t
t y
h
e a
n
n d
u
m t
b h
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r
n
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f m
b
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n r
t
e w
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a i
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i
o o
n n
s e

e s
x u
 p  Modification of bureaucratic structure and is
e sometimes used on the temporary basis to
r facilitate completion of a project within a
i formal line organization
o  Means of overcoming the flexibility of the
r line structure
 Uses project team or task approach (task
c force) and are usually disbanded after a
a project is completed
n DISADVANTAGES
 Decrease strength in the formal chain of
a command
s  Decrease employee loyalty to the parent
s organization
i Matrix Structure
s  Designed to focus on both the product (end
t result of the function) and function (task
, required to produce the product)
 Have a formal vertical and horizontal chain
t of command
e  Have fewer formal rules and fewer levels of
a the hierarchy
c  Can cause slow decision-making due to
h information for workers because of dual-
authority hierarchal design
a Service Line Organization
n  Similar to matrix design
d  Smaller in scale
 Sometimes called CARE-Centered
h organizations
e  Used in large institutions to address the
l shortcomings that are endemic to traditional
p large bureaucratic organizations
Flat Designs
3. Managerial Levels  Removes hierarchal layers by flattening the
Top-Level Managers chain of command
 Responsible for the performance of all department
 Workload is increased but communication
and have cross-department responsibility. They
runs faster
establish organizational goals and monitor middle
 Have fewer levels but wide spans of control
managers
 Results in quick communications but can
✔ Board of Directors
lead to overworked managers
✔ Chief Executive Officer
Tall Structures
✔ Administrators (Chief Nurse or
 Have many levels of authority
Directors of Nursing Service)
relative to the organization’s size
Middle-Level Managers
 Carry out daily operations but are still involved in
 As levels in the hierarchy
some long-term planning and in establishing unit increases, communication gets
policies difficult
✔ Nursing Supervisors  Extra levels result in more time
✔ Department Heads being taken to implement decisions
First-Level Managers  Communications can also become
 Responsible for unit’s daily operation garbled as it is repeated through
 They supervise the people performing the activities the firm
required to make the good or service • Decision-Making within the Organizational Hierarchy
✔ Team leaders Scalar Chain (Scalar Principle)
✔ Charge nurses  Decision-making hierarchy or pyramid
✔ Primary care nurses  Authority and responsibility should flow in
✔ Case managers clear and unbroken lines from the highest
4. Centrality executive to the lowest
Centralized Decision-Making
 Refers to the location of a position on an  Few managers at the top of
organization chart where frequent and
hierarchy make the decisions
various types of communication occur
Decentralized Decision-Making
 The middle manager generally has the
 Diffuses decision-making throughout the
largest degree of centrality because
organization and allows problem to be
information is relayed upward, downward,
solved by the lowest practical managerial
horizontally and diagonally
level
•  Decentralized operations put more authority
TYPES OF ORGANIZATION STRUCTURE at lower levels and leads to flat
Line Structures or Line Organizations organizations
 Traditional bureaucratic organizational  Workers must be able to reach decisions
designs
 Divisions and functions can begin to lose
 Authority and responsibility are clearly
sight of organizational goals and focus only
defined which leads to efficiency and
on their small area
simplicity of relationships
Stakeholders
DISADVANTAGES:
 Those entries in an organization’s environment that
 Rapid adjustment to altered circumstances play a role in the organization’s health and
are difficult
performance, or that are affected by the
 Adherence to chain of command restricts
organization. (Borgatti, 2001)
upward communication (protocol)
• ORGANIZATIONAL CULTURE
Ad Hoc Design
  A system of symbols and interactions unique to each
organization
 Ways of thinking, behaving, and believing that
members of a unit have in common
 A sum total of values, language, past history of
“sacred cows”, formal and informal communication
networks and the rituals of an organization.
 Differs from organizational climate (how individuals
perceive the organization)
 Organization culture is often confused with
organizational climate
Shared Governance
 First introduced in the 1980’s
 Nurses at every level play a role in the decisions that
affect nursing activity throughout the system
 Nurse-managers move out of the traditional
industrial model roles into collegial models,
becoming moderators of the service process
 Usually defined by a structure of rules or bylaws
 Participatory management implies that others are
allowed to participate in decision making over which
someone has control. Thus, the act of “allowing”
participation identifies for the participant the real
and final authority.
• ORGANIZATIONAL
POLITICAL
and
PERSONAL POWER
• “Into the hands of every individual is given a
marvelous power for good and evil – the silent,
unconscious, unseen influence of his life. This is
simply the constant radiation of what man really is,
not what he pretends to be.”
• -William George Jordan
• POWER
 From the Latin verb POTERE (to be able)
 The capacity to act or the strength and potency
to accomplish something or simply one’s
capacity to influence others
• RESPONSIBILITY
 Denotes obligation to act
“With great power comes great responsibility.”
-Ben Parker
“Although power is a universally available resource that does
not have a finite quality, it can be lost as well as gained.”
• AUTHORITY
 The right to command
 Accompanies any management position and is a
source of legitimate power
 Together with power, is necessary for a successful
leadership
“A leader who wisely uses authority, power, and political
strategy is more effective in meeting personal, unit, and
organizational goals.”
“Our first experience with power usually occurs in the family
unit.”
• Gender AND power
• Common Differences in How Men and Women
• View and Use Power
• Some Women…
 Viewed power as dominance over submission
 Associated with personal qualities not
accomplishment
 Dependent on personal or physical attributes, not
skill
 Many women may not believe that they inherently
possess power but instead must rely on others to
acquire it.
• Is power “good” or bad”?
• “Power is likely to bring more power in an ascending
cycle, whereas powerlessness will only generate
more powerlessness.”
• TYPES of POWER
REWARD
 Based on the manager’s ability to give or withhold
rewards
 Pay raises, bonuses, verbal praise
 Effective managers use reward power to signal
employees they are doing a good job
 Tends to develop a great deal of loyalty and devotion
towards leaders
COERCIVE or PUNISHMENT
 Based on fear and ability to punish others if
manager’s expectations are not met
 Ranges from verbal reprimand to threats (often
implied) of transfer, lay off, demotion, pay cuts to
dismissal
 A manager who shuns or ignores, berates or belittle
an employee
 Can have serious negative side effects
LEGITIMATE or POSITION
 Manager’s authority resulting by their management
position in the firm
 Similar to AUTHORITY
 Has the ability to create feelings of obligation or
responsibility
 Can be power to hire/fire workers, assign work
EXPERT or KNOWLEDGE
 Based on special skills of leaders
 Gained through knowledge, expertise, or experience
 Often found in technical ability
 Limited to a specialized area (e.g. research)
 First and middle managers have most expert power
PERSONAL or REFERENT
 Results from personal characteristics (personal
charisma) of the leader which earn worker’s respect,
loyalty and admiration
 Usually held by linkable managers who are
concerned about their workers
 When one gives another person feeling of
acceptance or approval
• The authority-power gap
• Bridging the
Authority-Power Gap
 Gap that exist between a position of authority and
subordinate response
 Widens as the manager expresses a personal interest
in his or her employees (favoritism)
 Overusing commands can stifle cooperation.
Therefore, visible exercise of power should only be
used as a last resort
METHODS:
 Leaders make genuine effort to know and care about
each subordinate
 Managers should provide information about
organizational and unit goals
 Managers should be credible
• Empowering Subordinates
 Hallmark of transformational leadership
Empowerment:
✔ Means to develop, enable and allow
✔ Plants seeds of leadership, collegial
relationships, and self-respect
✔ Provides a process of sharing power
• Strategies for building a personal power base
Maintain Personal Energy
 Power and energy go hand in hand
 Leaders need to take time to unwind, reflect and rest
 Take good care of yourself
Present a Powerful Picture to Others
 How people look, act and talk
 Standing tall and poised, assertive, articulate and
well-groomed
 A leader who looks like a victim will undoubtedly
become one
Pay the Entry Fee
 Not achieved by slick, easy or quick maneuvers but
through hard work
 Newcomers should do more, work harder and
contribute to the organization
 Not clock-watchers and attend meetings, do
committee work and the likes without complains
Determine the Powerful in the Organization
 Understanding and working within the informal and
informal power structures are necessary
 You should know their faces
  When looking with powerful people, look for • Do not take political muggings personally
similarities and shared values and avoid focusing on • Be careful in accepting credit for all political
differences successes and prepare to make political errors
Learn the Language and Symbols of the Organization
 Understand the culture and be socialized into the
organization
 Being unaware of institutional taboos and sacred
cows often results in embarrassment
Learn How to Use the Organization’s Priorities
 Helping the organization meet its objectives
 Increase Professional Skills and Knowledge
 One’s performance must be extraordinary to
enhance power
 Increase professional skills and knowledge to an
expert level
Maintain a Broad Vision
 People assigned to a unit often develop a narrow
view of the total organization
 Power builders must look upward and outward
 Must know how the individual unit fits within the
larger organization
 People without vision rarely become powerful
Use Experts and Seek Counsel
 Seek out role models for advice and counsel to
demonstrate you are willing to be a team player
 Aligning oneself with appropriate veterans
Be Flexible
 Should develop a reputation as someone who can
compromise
Develop Visibility and Voice in the Organization
 Must become active in committee or groups; but
must not monopolize committee time
Learn to TOOT your own Horn
 Should be gracious but not passive when praised for
extraordinary effort
 Should not brag about the recognition given but
reflects the self-respect
 Accepting compliments is an art
Maintain a Sense of Humor
 The ability to laugh at oneself and not to take oneself
too seriously
Empower Others
 By empowering others, one gain referent power
• The politics of power
• POLITICS
 Defined as the art of using power effectively
 It requires clear decision making, assertiveness,
accountability and the willingness to express one’s
own views
 Also requires being proactive rather than
reactive
• Political strategies that will help the novice negate
negative effects of organizational politics
Become an Expert Handler of Information and
Communication
 Be cautious in accepting facts
 Avoid discussing something which you know very
little
 Determining who should know, how much they
should know
 Avoid lying to others
Be a Proactive Decision Maker
• Prepare for the future instead of waiting for it
Expand Personal Resources
• Having maneuverability
• This includes having economic stability, higher
education and broadened skill base
Use Alliances and Coalitions
• Could be done through networking: forming alliances
within the group and outside
Be Sensitive to Timing
 Determining when to do and when not to and
determining the right moment
Promote Subordinate Identification
 Recognizing the fine job of the subordinate
View Goals in Organizational Terms
 Activities should be geared towards achieving org.
goals
“Leave your Ego at Home in a Jar.”