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DESIGNING ORGANIZATIONS - Coggle Diagram

- - - - Classical approaches to organizations, focuses heavily
        on:
        
        Nature of the work to be accomplished
        
        Creating structures to achieve the work
        
        Dissecting the work into component parts
      - Leaders who use this model aim to
        
        Subdivide work
        
        Specify tasks to be done
        
        Fit people into the plan
      - Built around four elements
        
        Organizational structure
        
        Delineates/ describes work group arrangements
        based on the concept of departmentalization.
        
        Means to
        
        Reinforce/ maintain authority
        
        Provide a formal communication network
        
        Maintain command
        
        bureaucracy
        
        Chain of command
        
        Described on an organizational chart through job titles
        listed in magnitude of authority and responsibility.
        
        Gives the appearance of orderliness and clarity
        around who is in charge
        
        Staff authority
        
        Individuals yield considerable expertise to advise and
        influence others
        
        Line authority
        
        Person holding supervisory authority over other
        employees
        
        Division and specialization of labor
        
        Dividing work reduces the number of tasks that each
        person carries out
        
        Ties proficiency/ talent and specialization together
        
        Division of work and specialization economically
        benefit the owner.
        
        Span of control
        
        Addresses the issue of effective supervision expressed by the number of direct reports to someone with line authority
        
        Complex organizations have numerous highly
        specialized departments
        
        Centralized authority results in a tall organizational
        structure with small differentiated work groups
        
        Less complex organizations have flat structures
        
        Authority is decentralized, with several managers
        supervising large work groups
    - - Primary care physician oversees holistic concerns of
        patient.
      - Specialists are called in to detail each
        subcomponent part
  - - - Tendency for people to perform in an expected
        manner because of special attention and focused
    - - Formal authority does not work without willing
        participants
    - - Desire/ focus social relationships
      - Respond to group pressure
      - Views social relationships, group pressure, and
        search for personal fulfillment as motivators
      - Search for personal fulfillment in work settings
  - - - Consequently, rules developed about how
        organizations thrived or were challenged
    - - Creativity and flexibility are necessary to adapt to
        change
      - The leader's role is to build resilience, maintain
        balance, and encourage creativity.
      - Organizations are living, self-organizing systems
        that are complex and self-adaptive
      - Principles that ensure flexibility, variability, speed of
        adaptability, and cultural sensitivity are emerging
        
        Such as those found in virtual organizations –
        example Facebook
      - Linked to the field of complexity science
        
        Concept of cause and effect is rarely predictable in work settings where the stakes/ risks are high multiple variables interact, and predictive outcomes are not feasible
    - - A system is interrelated parts arranged in a unified
        whole
      - Systems can be open or closed
      - Organization is a recurrent cycle of input-throughput-
        output
        
        Input – materials, money, equipment, expertise
        
        Throughput – processes are designed,
        coordinated (enter and leave the healthcare sys)
        
        Output - goods and services
      - The manager is the facilitator for the process
      - Each healthcare organization:
        
        Designs services to treat illness, restore function provide rehabilitation, and protect or promote wellness,
        
        Requires human, financial, and material
        resources
      - Throughput today is commonly associated with access to care, and how patients enter and leave the healthcare system
    - - Leaders match an organization’s human and material resources in creative ways to respond quickly to social and clinical needs
      - Environment includes people, objects, and ideas outside
        the organization that influence it.
      - Leaders attend to and interact directly with the unique
        characteristics occurring in a changing environment
      - Optimal form of the organization depends on the
        environment in which it operates
      - Developed to explain performance is enhanced by
        matching the organization's structure to its environment
- - - - Functional structures tend to centralize decision
        making because the functions converge at the top of
        the organization.
      - Individuals performing common work close together,
        but coordination between, among other functional
        areas maybe limited
      - In a functional nursing structure, all nursing tasks fall
        under nursing service
      - Employees grouped in departments by specialty
    - - Also are called product-line or service-integrated
        structures
      - Clinical services are organized around patients with
        specific conditions
      - Appropriate when environmental uncertainty is high,
        the populations serviced are high volume and have specific needs, and the organization requires frequent adaptation and innovation to distinguish itself.
      - Service lines coexist with functional structures
        
        A nurse may work in a service line as an oncology nurse but also have ties to the functional area of nursing
      - Service goals receive priority under this organizational
        structure.
        
        Employees see the service outcomes as the primary
        purpose of their organizational position
      - Most common structures found in academic health
        science centers and larger urban organizations
    - - For example – the nurse manager for the oncology
        clinic may report to Vice President for nursing and Vice
        President for Outpatient services
      - Appropriate in a highly uncertain environment that
        changes frequently but also requires organizational
        expertise
      - Manager is responsible for both the function and the
        product line, require strong interpersonal skills
      - Major weakness is dual authority.
        
        Can frustrate and confuse departmental managers
        and employees
      - Integrates product and functional structures in one
        overlapping structure
    - - The field of medicine contends that it requires its own
        organizational structure because of the complexity of
        its field and the desire to self-monitor its own member.
      - Involves two lines of authority
        
        Authority of the organization (nursing)
        
        Authority of its medical staff
      - Unique to health care
      - Becoming less successful as healthcare organizations
        integrate into newer models
    - - Nursing response to organizational structures
        
        Represents the voice of the nursing profession in
        healthcare agencies
      - Gives nurses a forum in which to shape nursing
        practice within the healthcare organization
      - Requires nurses to be accountable to the latest
        standards and knowledge in the field
      - Decisions are made by agreement rather than by the
        manager’s order or majority rule
        
        Allows staff nurses an active voice in problem
        solving
      - unit counsil and divisional counsils
      - Human factors can impede implementation of the
        model.
        
        Lack of leadership, lack of staff or manager
        understanding of shared governance or the
        absence of knowledgeable mentors.
- - - - May be classified as general or special-care facilities
    - - Role of nurse may differ from teaching to nonteaching
        hospital
    - - Hospitalist manages the care of hospitalized patients on
        behalf of the primary care provider
  - - - May offer services other than nursing such as
        
        physical therapy
        
        medical equipment technicians
        
        social workers