Organizational Structure and Strategic Planning Flashcards
(75 cards)
1
Q
Why bother having organizational structure
A
it helps ID roles and expectations
allows arrangement of the work group to maintain command, reinforce authority, and provide a formal system of communication
Designs foster the organizations survival and success
2
Q
Organizational Design
A
Process of aligning an organizations structure with its mission
3
Q
Formal Organizational Structure
A
emphasis on organizational positions and formal power
Framework for providing managerial authority, responsibility and accountability
4
Q
What things are present in formal structrure
A
roles and functions defined
people have different roles
rank and hierarchy are evidence
ex: manager –> nurse –> nurse assistant
5
Q
Informal Organizational Structure
A
focus on naturally forming social network of employees and their relationships
6
Q
What things are present in informal structure
A
typically based on camaraderie
rely on the informal structure if the formal structure becomes ineffective
“grapevine” communication within the informal group
ex: nurse to nurse colleagues
7
Q
Classical Theory of Organizational Structure (1900s)
A
Founder: Max Weber
Bureaucracy design - the ideal, intentionally rational, most efficient form of organization
“Efficiency through design”
8
Q
Max Weber’s Characteristics of Bureaucracies
A
- Defining Characteristic: Bureaucracy is an institutional method for applying general rules to specific cases, thereby making the actions of management fair and predictable
- Division of Labor Present
- Well Defined Hierarchy of Authority
- Impersonal rules and Impersonality of Interpersonal Relationships - prevents bureaucrat’s from acting in any way they want
- System of procedures for dealing with work Situations
- System of rules covering the rights and duties of each position must be in place
- Selection for employment and promotion is based on technical competence
9
Q
4 Elements of Classical Theory of Organizational Design
A
- Division and Specialization of Labor -
dividing work reduces number of tasks each employee must do ==> increased efficiency and improved organizational product occur as a result — Also, a manager can standardize work for greater control - Chain of Command
- Organizational Structure
- Span of Control
10
Q
Chain of Command
A
Hierarchy of authority and responsibility within the organization
11
Q
Line Authority
A
linear hierarchy chain of command
things go up and down a chain
12
Q
Staff Authority
A
Advisory Relationship in the chain of command without formal control over another
13
Q
Unity of Command
A
Differs from line authority
A solid vertical line where one person/one boss exists and everyone reports to them
14
Q
3 Levels of Management from Highest to Lowest
A
- Top Level (Board of directors, CEOs, Administrators)
- Middle Managers (Nursing supervisors, Dept. Heads)
- First Level Managers (Team Leaders, Charge Nurses, Primary Care Nurses, Case Managers)
15
Q
Span of Control
A
Number of people reporting (direct reports) to any one manager
Determined by the amount of people designated to respond to this manager
16
Q
What happens if a managers span of control is too wide
A
Too many people report to the same manager thus delaying decision making
17
Q
What happens if a managers span of control is too narrow
A
too few people are reporting to the same manager resulting in inefficient, top heavy organization
18
Q
“Tall” Organization
A
Complex Organization with numerous departments, highly specialized and differentiated, and authority is centralized
19
Q
“Flat” Organization
A
Less complex organization where authority is decentralized and several managers supervise large work groups
20
Q
Stakeholders
A
Entities that play a role in the organization’s health and performance
21
Q
Internal Stakeholder Examples
A
nurses
Other hospital staff
22
Q
External Stakeholder Examples
A
managed care providers
nursing homes
schools of nursing
chamber of commerce
23
Q
Every organization should be viewed as being…
A
part of a greater community of stakeholders
24
Q
Centrality
A
Where a position falls on an organizational chart and the degree of communication of a particular management position
25
What position has most centrality
middle managers
they have a broader view of the organization up and down
decisions are made by these few managers at the top of the chart
26
Scalar Chain
Decision making hierarchy (or pyramid)
it is a chain of all supervisors from top management to the person at the lowest rank indicating who makes decisions
27
Centralized Decision Making
Top Down Decision making
one or a few individuals make decisions from the top of the scalar chain pyramid
decision making is rapid
28
Decentralized Decision Making
allows problems to be solved by the lowest management level
decision making may be delayed if several levels get involved so this may help that
it prevents delays from having to go all the way to the top
29
The larger the organization, the greater the need for ___ decision making
decentralized
30
Gang Plank
middle managers that make decisions in decentralized decision making
31
Advantages of using an Organization Chart
maps lines of decision making authority
helps people understand assignments
reveals to managers and personnel how they fit into the organization
contributes to sound organizational structure
shows formal lines of communication
Basically - shows who is in the chain of command and who to report to, and know what their own role in the chain of command is
32
Disadvantages of an Organization Chart
does not show informal structure of organization
does not indicate DEGREE of authority held by each line position
difficult to keep up to date, may show how things should be rather than how they are
may confuse authority with status
33
Types of Organizational Structures
Functional Structure
Line Structure
Ad Hoc Design
Matrix Structure
Service Line Organization
Flat Designs
34
Functional Structure
employees are grouped by specialty/function, similar tasks performed by the same group (ex: all nursing tasks fall under nursing, dietary in dietary etc)
centralized form of decision making - one person is calling the shots
35
Line Structure
Bureaucratic Design
Used in LARGE health facilities
authority, responsibility, and relationships are defined
things flow top to bottom - DECENTRALIZED (Middle managers make some decisions)
Issue is it can produce monotony and alienate workers while restricting upward communication
36
Ad Hoc Design
modification of bureaucratic structure
used temporarily to facilitate project completion and provide flexibility
project teams usually - and they usually disband once project complete
allows professionals to handle large amounts of information
may result though in decreased loyalty to parent organization
contains both self contained and functional units -- usually result of growing organization
37
Matrix Organization
both horizontal and vertical chain of command!!!
fewer formal rules and fewer levels of hierarchy - but slows decision making due to information sharing and potential overload of middle manager
can produce confusion and frustration for workers due to Dual Authority
integrates product and functional structure into one overlapping structure
different managers are then responsible for function and product
38
Focus of matrix organization is on both...
product and function
39
Service Line Organization
used in large organizations to address shortcomings that occur in large traditional bureaucratic organizations - smaller in scale than large bureaucratic systems
All functions needed to produce a product or service (i.e. healthcare) are grouped together into self contained units (primary, oncology, etc)
Decentralized in Structure
Preferred by large, complex organizations as there is rapid response in an unstable environment
Used when organizations require frequent adaptation and innovation
like a chain
40
Strengths of Service Line Organization
easy coordination across function (nursing, dietary, etc)
reduced role conflict
client satisfaction is usually high
easy coordination
41
Weakness of Service Line Organization
possible duplication of resources
lack of in-depth technical training and specialization (who do I report to?)
services operate independently and often compete
department of nursing may not even be shown on organizational chart
42
Flat Organizational Structure
remove hierarchal layers by flattening the scalar chain and decentralizing organization
continue to have line authority, but more authority and decision making occur where the work is actually being carried out
tends to maintain characteristics of bureaucracy
might make workload slower since middle management is not helping make the decisions
43
Centralized Decision Making
decision making at the top of an organization
a few managers at the top of the hierarchy make decisions (top down communication)
decision making can be rapid
44
Decentralized Decision Making
decision making diffused through the organization
problems solved by the lowest practical managerial level
problems solved at the level they occur
45
Organizational Climate
perceived characteristics of the organization (physical attributes, organizational structure, lines of communication, policies)
"the mood"
46
Organizational Culture
values and behaviors that contribute to the unique psychological and social environment of the organization
norms, traditions, and rituals within an organization (what are the rules?) - uniforms or scrubs, when is report given, is tardiness tolerated, etc
47
How does organizational culture differ from organizational climate
differs from organizational climate (how people perceive the organization) - people in the same organization may have different perceptions about the same organization
48
Shared Governance
Nurses at every level play a role in decisions that affect nursing throughout the organization
based on the philosophy that nursing practice is best determined by nurses
nurses gain control over practice, efficiency, and accountability is improved; feelings of powerlessness mitigated (pushes against medical model)
nurse managers move out of traditional industrial roles and uinto collegial roles
49
Participatory Management
lays the foundation for shared governance
others are allowed to participate in decision making
allows nursing staff at the unit level to participate in decisions like practice counsel and various types of committees to help make decisions at the bigger level for a variety of issues like professional practice or QI
50
What sort of decision making is made in shared governance and participatory management
decentralized decision making
51
Magnet Hospitals
AANC looks a the nursing practice culture and outcomes and can recognize hospitals as such to put voice back into nursing staff to be autonomous as a profession
52
What are some characteristics of Magnet Hospitals
well qualified nurse executives in a decentralized environment, with organizational structures that emphasize participatory management
autonomous, self governing, self managing climates
flexible staffing
adequate staffing ratios
clinical career opportunities
professional practire culture
53
5 Model Components Required for MAGNET Status
Transformational leadership
Structural Empowerment
Exemplary Professional practice
New knowledge, innovation, and improvements
Empirical quality results
(These 5 grew from an original 14 forces)
54
Strategic Planning
process of long range and ongoing planning for the future or an organization
guides the direction of the organization
55
How far ahead does strategic planning plan
3-7 years ahead
56
Considerations when Strategic Planning
1. Values - beliefs or attitudes of the organization
2. Vision - described goals
3. Mission - broad, general statement of the organization's reason for existence
4. Philosophy - written statement reflects the values, vision, and mission
5. Goals - specific statements as to what is to be achieved
Extra: Stakeholders, Regulatory Bodies, and things outside the organization influencing it
57
What sort of things does strategic planning look at
follows objectives and specifies actions
ID's personnel responsibility for each activity (meetings, etc)
projected cost
criteria for meeting goals
expected date of completion
current status of the organization
58
___ follows planning as the second phase of the management process
Organizing
59
Organizing Phase
relationships are defined, procedures are outlined, equipment is readied, tasks are assigned
60
Organizational structure refers to what
the way in which a group is formed, its lines of communication, and its means for channeling authority and making decisions
61
Legal Rational Authority
concept for bureaucracy
Based on a belief in the legitimacy of the pattern of normative rules and the rights of those elevated to authority under such rules to issue commands
62
Function
all the tasks required to produce a product (ex: patient outcome)
63
Product
end result of the function(s)
64
Service line Organizations are also called
care centered organizations
smaller in scale than large bureaucracies
overall goals are determined by the large organization but the service line decides what processes are used to achieve the goal
65
8 Distinct Organizational Culture Styles
```
Caring
Purpose
Learning
Enjoyment
Results
Authority
Safety
Order
```
66
Caring Culture Style
focuses on relationships and mutual trust
67
Purpose Culture Style
exemplified by idealism and altruism
68
Learning Culture Style
exemplified by exploration, expansiveness, and creativity
69
Enjoyment Culture Style
exemplified by fun and excitement
70
Results Culture Style
exemplified by achievement and winning
71
Authority Culture Style
defined by strength, decisiveness, and boldness
72
Safety Culture Style
defined by planning, caution and preparedness
73
Order Culture Style
focused on respect, structure, and shared norms
74
Pathway to Excellence
program emphasizing supportive practice environments
shared governance structure valuing nurses contributions in everyday decisions
to earn this designation you must meet 12 practice standards essential to an ideal nursing practice environment
75
Groupthink
group members fail to take adequate risks by disagreeing, being challenged, or assessing discussion carefully
manager needs to be a part of a committee to prevent this
