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Objectives
- 1. Describe key concepts associated with organizational structure
- 2. Identify the nature and purpose of bureaucracy
- 3. Describe key aspects of organizational structure and the importance of understanding the reporting relationships in an organization
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Organizational Theory (Marquis & Huston, 2009)
- -defines formation of group or entity
- -articulates lines of communication
- -delineates (outlines) lines of authority
- -outlines who has decision-making jurisdiction (a legal theory [based on rationality])
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Formal vs. Informal Structure
- Formal:
- -planned
- -visible
- -framework for authority
- -responsibility/accountability
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Terms to Understand
-Chain of command
-Line and staff positions
-span of control
-centrality
- Chain of command
- -those having greatest decision-making authority are located at top; those with the least are at the bottom
- Line & Staff Positions
- -equal/flat
- Span of Control
- -number of people directly reporting to any one manager represents that manager's span of control and determines number of interactions expected of him or her
- Centrality
- -refers to location of a position on an organization chart where frequent and various types of communication occur
- -ie. middle level managers communicate with lower levels of hierarchy and top-level managers
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Terms to understan
-Top level managers
-Middle level managers
-First level managers
- Top level managers
- -ie. chief operating officer (COO) or CEO, chief nurse
- -looks @the organization as a whole, coordinating internal and external influences, and generally make decisions with few guidelines or structures
- Middle-level managers
- -ie. unit supervisor or manager (lots of centrality)
- -coordinate efforts of lower levels of the hierarchy and are the conduit (passageway) between lower and top-level managers
- -carries out day-to-day operations but are still involved in some long-term planning and making unit policies
- First-level managers
- -ie. primary care nurses, team leaders, case managers, and charge nurses
- -concerned with their specific unit's workflow. Deal with immediate problems in unit's daily operations...etc
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Types of Organizational Structures
-bureaucratic: line, staff, line-staff
-ad hoc
-matrix
-flat designs
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1. Elements of "Bureaucracy"
-definition?
-advantages?
-disadvantages?
- Definition
- -Commonly called line structures/line organizations
- -Found frequently in large health care facilities and usually resemble Weber's original design for effective organizations
- Advantages
- -fast decision making
- Disadvantages
- -produce monotony
- -alienate workers
- -make adjusting rapidly to altered circumstances difficult
- -restriction to upward communication
- Delineates/defines:
- -hieracrchy
- -division of labor
- Provides rules (ie. policies)
- -system of procedures
- -ensures competency
- Defines relationships
- -"legitimate authority"
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2. Ad hoc
- -modification of bureaucratic structure and is sometimes used on a temporary basis to facilitate completion of a project within a formal line of organization
- -serves as a way for professionals to handle large amts of available information
- Disadvantages
- -decreased strength in formal chain of command and decreased employee loyalty to parent organization
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3. Matrix Structure
-definition
-advantages
-disadvantages
- Definition
- -designed to focus on both product and funciton
- -has normal vertical and horizontal chain of command
- Advantages
- -best pt outcome
- -good staff education ie. oncology units
- -communication good
- Disadvantages
- -decision making slow bc of necessity of information sharing = produce confusion and frustration for workers bc of its dual-authority hierarchical design
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4. Flat designs
-definition
-adv
-disadvantages
- Definition
- -an effort to remove hierarchical layers by flattening the chain of command and decentrealizing the organiziotn
- -there's a line of authority, but more authority and decision making can occur where the work is being carried out
- Advantages
- -decision making faster
- -reduce cost
- -good pt outcome
- -education specialized
- Disadvantages
- -main dude has too much power: risk for favoritism
- -staff has to do increased manegerial work
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Effective Organizational Structure?
- clear design
- utilizes few managers
- sound communication
- decision made @lower levels
- informal groups encouraged
- future leader developed
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Shared Governance
-defintion
-characteristics
+
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- Definition
- organizational structure
- potentially bridges differences of traditional bureaucratic models
- integrates core values and beliefs of professional practice
- This is done through
- -equal interdisciplinary decision-making
- -leads to increased job satisfaction and sense of belonging/commitment
- -no organization chart
- Characteristics-in nursing 'councils' are utilized
- -autonomy and independence
- -accountability
- -empowerment
- -participation
- -collaboration
- +
- improves pt outcome
- good education
- increased productivity
- improved work environment
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Organization Culture
-definition
Organization Climate
-defintion
- Organization Culture Definition
- -system of symbols and interactions unique to each organization
- -ways of thinknig, behaving, and believing that members of a unit have in common
- **total of organization's: beliefs, hx, taboos, formal and informal relationships, communication patters
- Organization Climate Definition
- -how employees perceive an organization
- -ie. fair friendly, and informal or as formal and very structured
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