2. LIST OF CONTENT
Definition of organization
Principles of organization
Organization structure
Organization chart
Types
Delegation –definition
Delegation- Principle
Types of delegation
Errors of delegation
Barriers of delegation
References
3. DEFINITION
Organization involves grouping of activities
necessary to accomplish goals and plans, the
assignment of activities to appropriate
departments and the provision for authority
delegation and coordination.
Koonts and O’Donnell
4. DEFINITION-2
Organizing is the process of defining and
grouping the activities of the enterprise and
establishing the authority relationships
among them.
Theo Haimann
5. PRINCIPLES OF
ORGANIZATION
Principle of objective
Principle of specialization
Principle of delegation
Authority and Responsibility
Principle of co ordination
6. PRINCIPLE -contd
Principle of flexibility
Principle of span of control
Integration Vs Disintegration
Unity of command
Scalar chain
7. ORGANIZATIONAL
STRUCTURE
Well defined relationships (vertical, horizontal and
lateral)
Well defined duties and responsibilities of all
categories of personnel
Hierarchical relationship between the supervisors
and the subordinates.
8. ORGANIZATION STRUCTURE-
contd
Assignment of tasks to individuals, divisions
and department.
Coordination of activities and tasks
Policies, rules, regulations, procedures and
methods for performance of tasks and
activities, evaluation
9. DEFINITION
An organization structure is a system that outline
how certain activities are directed in order to
achieve the goals of an organization. These
activities can include roles, and responsibilities.
The organization structure also determines how
information flows between levels within the
company
10. IMPORTANCE OF ORGANIZATIONAL
STRUCTURE
It enables members to know what their
responsibilities
It frees the manager and the individual workers to
concentrate on their respective roles and
responsibilities
It coordinates all organization activities so there is
minimal duplication of effort or conflict.
Avoids overlapping of function because it
pinpoints responsibilities.
Shows to whom and for whom they are
responsible
purposes
11. IMPORTANCE OF ORGANIZATIONAL
STRUCTURE
Divides work to be done in specific jobs & dept.
Assigns tasks and responsibilities associated with
individual jobs.
Coordinates diverse organizational tasks.
Establishes relationship b/w individuals, groups
and departments.
Establishes formal lines of authority.
Allocates organizational resources.
Clusters jobs into units
12. TYPES OF ORGANIZATIONAL STRUCTURE
Tall or Centralized/ Organizational
Structure
Flat or Decentralized /Horizontal
Organizational Structure
14. Large, complex organizations often require a
taller hierarchy.
As an organization grows, the number of
management levels increases and the structure
grows taller. In a tall structure, managers form
many ranks and each has a small area of control.
15. ADVANTAGES:
The quality of performance will improve due to
close supervision.
Discipline will improve.
Superior - Subordinate relations will improve.
Control and Supervision will becomeeasy and
convenient.
The manager gets more time to plan and
organize the future activities.
The efforts of subordinates can be easily
coordinated.
Tall Organization encourages development of
staff.
There is mutual trust between superior and
16. Disadvantages
Tall Organization creates many levels
of management.
There are many delays and distortion in
communication.
Decisions and actions are delayed.
It is very costly because there are many managers.
The managers are paid high salaries.
It is difficult to coordinate the activities of different
levels.
There is strict supervision. So the subordinates do
not have any freedom.
Tall Organization is not suitable for routine and
standardized jobs.
Here, managers may became more dominating
17.
18. Horizontal/Flat Structure
This is an organizational chart type mostly
adopted by small companies and start-ups in their
early stage. It’s almost impossible to use this
model for larger companies with many projects
and employees.
The most important thing about this structure is
that many levels of middle management are
eliminated. This enables employees to make
decisions quickly and independently.
19. FLAT ORGANIZATIONAL
STRUCTURE
Flat structures have fewer management levels,
with each level controlling a broad area or group.
Flat organizations focus on empowering
employees rather than adhering to the chain of
command.
20. ORGANIZATION CHART
An organization chart is a “diagrammatical form
which shows the important aspects of an
organization including the major functions and
their respective relationship, the channels of
supervision and the relative authority of each
employee who is in charge of each respective
function”.
Terry
22. CONTENT OF ORGANIZATION
CHART
Basic organization structure and flow of authority.
Authority and responsibilities of various
executives.
The relationship between the line and staff officers.
Names of components of organization.
Positions of various office personnel.
23. CONTENT-Contd..
Number of persons working in the organization.
The present and proposed organization structure.
Ways of promotion.
The requirements of management development.
Salary particulars
24. TYPES OF ORGANIZATIONAL
CHARTS
Vertical charts
It shows high-level management at the top with
formal lines of authority down the hierarchy, are
most common.
26. A left-to-right (horizontal) charts:
It shows the high-level management at the left
with lower positions to the right. Shows relative
length of formal lines of authority, helps simplify
understanding the lines of authority and
responsibility
28. Circular charts
It shows the high-level management in the center
with successive positions in circles. It shows the
outward flow of formal authority from the high-
level management. It reduces status
implications.
29. MATRIX ORGANIZATIONAL
CHART
A matrix organizational structure is a company
structure in which the reporting relationships are
set up as a grid, or matrix, rather than in the
traditional hierarchy. In other words, employees
have dual reporting relationships - generally to
both a functional manager and a product
manager.
31. DEFINITION
Delegation refers to ‘a manager’s ability to share
his burden with others. It consists of granting
authority or right to decision making in certain
defined areas and charging subordinates with
responsibility of carrying through an assigned
task’.
Douglas C. Baril
32. PRINCIPLE
Principle in terms of result expected
Authority level principle
Principle of parity of authority and
responsibility
Unity of command
33. NATURE
Implies transfer of certain specified functions by the
superior to the subordinates..
One person constitutes only one man power. Here
superior shares his duties with his immediate
subordinates.
It is when an organization grows that the need for
delegation arises.
Authority and responsibilities along with duties must
be divided.
Depends on individual requirement of the institution,
structure and judgment of the delegator.
34. TYPES
General or specific
Formal or informal
Written or oral delegation
Downward and side ward
35. STRATEGIES FOR EFFECTIVE
DELEGATION
Plan ahead
Identify necessary skills and levels
Select the most capable personnel
Communicate the goal clearly
Set deadlines and monitor progress
Model the role and provide guidance
Evaluate performance
Reward accomplishment
37. BARRIERS
Barriers in the Delegator
Preference for operating by oneself
Demand that everyone knows all the details
Super-nurse syndrome: Feeling that others
cannot do what you can do so you try to do it all
Feeling of overburdening the sub-ordinates
Lack of experience in the job or in delegating.
Lack of role models
38. BARRIERS-CONTD
Lack of self confidence
Insecurity: Manager thinks that they are
incapable if they delegate to others and lack of
trust in others to do the job right way
Fear of being disliked
Fear of criticism
Lack of confidence in subordinates
Perfectionism, leading to excessive control
Lack of organizational skill in balancing work
loads
Poor relationship with the staff will block effective
delegation
39. BARRIERS IN THE DELEGATE
Lack of experience
Lack of competence
Avoidance of responsibility
Overdependence on the boss
Disorganization
Overload of work
40. BARRIERS IN THE SITUATION
One-person show policy
No toleration of mistakes
Urgency, leaving no time to explain
Confusion in responsibilities and authority, lack of
position description
Understaffing
Poor communication
41. HOW TO MAKE DELEGATION
EFFECTIVE?
Clarity for delegation in the management
philosophy and policies.
Proper communication system
Develop appropriate control method
There should be proper delegation planning ie
what to delegate, how much to delegate and how
far down to delegate.
42. Contd..
Create awareness for the need of delegation
Create team spirit and establish conducive
organizational climate
Give proper orientation and training to the
subordinates
Motivate them
Be flexible and have positive attitudes towards
subordinates
Create climate of trust and confidence.
43. REFERENCES
Jogindra Vati, “ Principles and Practice of Nursing
Management and Administration”, Ist edition,
2013, New Delhi: Jaypee brothers Medical
Publishers.
Clement. I, “ Management of Nursing services
and Education” .
MR,Beena; GL HariKrishna; JC Kiruba “ Text
book of Nursing Management & Services” New
Delhi: CBS Publishers.