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Organizing

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Organizing

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  1. Organizing

  2. By D/ Ahlam EL-Shaer Lecture of Nursing Administration Faculty of Nursing - Mansoura University

  3. Outlines • Definition of organizing. • Importance of organizing. • Basic elements of formal organizing. • Centralization and decentralization. • Delegation of authority and responsibility. • Span of control or supervision. • Division of work. • Departmentation

  4. Definition Organizingisthe process of identifying the work, classifying activities, assignment of responsibilities and delegate authority. It is theprocess of coordinating the work to be done within the organization

  5. Importance of organizing • Creating relationships that will minimize friction. • Focus on objectives, and facilitate attaining them. • Cleary define responsibilities and line of authority of all members of staff. • Arrangement of positions, and jobs within the hierarchy.

  6. Basic elements of formal organizing 1-Centralization and decentralization. 2- Delegation of authority and responsibility. 3- Span of control or supervision. 4- Division of work. 5- Departmentation.

  7. 1-Centralization and decentralization. Centralization is concerned withdecision making and action by top management

  8. Advantages of centralization 1-Power and prestige are provided to the chief executive. 2-Duplication of functions and efforts are minimized. 3-Extensive controlling procedures and practices are not required.

  9. Disadvantages of centralization The functions that are usually performed by middle manager are neglected so they become demotivated.

  10. Decentralization Means systematic and consistent delegation of authority tothe levels were the work is performed.

  11. Advantages of decentralization 1- Raises moral and promotes interpersonal relationships. 2- Brings decision making close to action. 3- Develops managers by allowing them to manage. 4- Coordination improves, especially for services.

  12. Disadvantages of decentralization 1- Top administration may not desire decentralization, they may feel it would decrease their status. 2- Increased costs. It requires, more managers and large staff. 3- It may lead to overlapping an duplication of effort. 4- Emergency decisions may not be possible. 5- It may lead to lack of uniformity and lowering of standards in decision making.

  13. 2-Delegation of authorities and responsibilities 1-Delegation is a two-way process by which responsibility and authority for performing tasks is assigned to certain nurse

  14. The delegation process 1- Analyzing the delegate's job 2- Analyzing the subordinate’s job strengths and weaknesses 3- Determining the specific tasks to be delegated 4-Delegating appropriate tasks to the subordinate. 5- Providing feedback and following up

  15. Factors affecting delegation a. Organization’s size. b. Importance of duty or decision. c. Task complexity. d. Organizational culture. e. Qualities of subordinates.

  16. Main principles of delegation - Responsibilities cannot be delegated. - Avoid dual subordination. - Authority and responsibilities should be equal.

  17. Barriers to delegating - Lack of experience of both delegator and delegate. - Lack of confidence in subordinates. - Failure to delegate authority that equal with responsibility. - Fear of being disliked. - Refusal to allow mistakes.

  18. 2-Authority Authority is defined as official power to act. It is the power given by the position to direct the work of others. Manager have the authority to hire, fire and discipline others When authority is delegated, there are two decisions to be made 1- what areas of authority? 2- what will be the limits?

  19. Types of authority I- ultimate authority It deals with original source , health sector, ministry of health. II- Legal authority Hospital director delegates to director of nursing service to act on behalf of the organization. III- Operational authority This is giving someone permission to do certain things. IV- Technical authority It refers to a person who is a recognized expert in some particular field.

  20. Types of relationship a- Line relation Refers to levels of hierarchy, Line authority is sometimes called direct operative authority. It is depicted by a solid line in the organizational chart b- staff relation Personnel have only the right to advise, assist, support line authority. It is depicted by a doted line in the organizational chart.

  21. 3-ResponsibilityIs the obligation involved when one accepts an assigned task. 4-Accountability Refers to liability. The subordinates must be held answerable properly carry out their duties

  22. 3- Span of control or supervision The number of subordinates that can be adequately supervised by one executive 1- Narrow span of control 2- Wide span of control

  23. Narrow span of control • Advantages • Close supervision. • Close control. • Fast communication • Disadvantages - Many level of management. • High costs due to many levels. • Excessive distance between lowest level and top level.

  24. 2- Wide span of control • Advantages • Superior are forced to delegate. • Clear policies must be made. • Subordinates must be carefully selected. • Disadvantages • Danger of superior’s loss of control. • Requires exceptional quality of managers.

  25. Factors determining the span of control 1-The competence of both the supervisor and subordinates. 2-Lower level managers have a wider range of span than top level manager. 3-The similarity or dissimilarity of activities being supervised. 4-The incident of new problems in the units. 5-The extent of standardized 6-Stability of work nature and complexity of work

  26. 4-Division of work Divisionof work mean dividing large task into smaller packages of work to be distributed among several people. 5- Departmentation Grouping activities into units for the purpose of administration .It can be classified by function, product, geographical, processandconsumer.

  27. Thank You Thank You Thank You Thank You