org structure Flashcards
reactive planning
Done in Response to a crisis/problem
Objective is to return organization to a previous, comfortable state
problems delt with seperately without integration into the whole organization
can lead to hasty responses and mistakes
“wanna return to normal functioning”
Inactivism
seek status quo; spend time and energy resisting change
when change occurs,happens slowly
“happy as is dont see a reason to change”
preactivism
Future oriented and use technology to accelerate change
unsatisfied with present
Proactive planning
Consider, past, present & future and attempt to plan the future of organization
Occurs in anticipation of changing needs of to promote growth within organization
-is required of all leadersmanagers so needs and goals are met
-best planning
Forecasting
Trying to estimate how a condition will be in the future
Need to be well informed on the legal, political, & socioeconomic factors affecting health care
Utilizes input from others
-protects oganization from undesirable changes
strategic planning
Plans for a successful future of the organization by aligning the organizations abilities with the external opportunities in the environment
Includes examination of organizations purpose, mission, philosophy, and goals in the context of environmental opportunities or demands.
ex; planning for future success or nurse shortage
SWOT Analysis
tool for assisting in strategic planning
Strengths, weaknesses, opportunities, threats
Balanced Scorecard
tool for strategic planning
financial, customers, internal business process(what do customers want), learning and growth
the planning hierarchy
mission, philosophy, goals, objectives, policies, procedures, rules
Mission statement
why the org exists , and their princples, and standards of practice
no more 3-4 sentences
identify what is unique abiut it
highest priority in planning because it influeces the rest
philosphy
flows from Mission; identifies values and beliefs that guide actions of the organization
Organizational Philosophy
provides basis for developing nursing service philosophies and unit philosophies
Nursing Service Philosophy
should address fundamental beliefs about nursing and nursing care and how nursing will meet organizational goals.
Unit Philosophies
specifies how nursing care provided on a specific unit will correspond with nursing and organizational philosophies.
Personal Philosophies and Values
Nurses need to consider how their personal values correspond to philosophies and values of organizations and individual nursing units.
ur personal values and philosoph are seenin the decisions you make providing care
-conflict-both internal and external can exist when personal philosophies do not compliment the unit and organizational philosophies.
important to evaluate mission statement and philosophies for a job
Goals
aim of the philosophy
global
measurable
state desired end product
“will have several objectives”
Objectives
more specific than goals
identify how and when goal is to be accomplished
usually goals have several objectives
Policies
statements and instructions that direct oganization decision making
expressed policies
implied policies- not written down but everyone knows it
Procedures
Plans for completing a specific task
Sequence of steps of required action to complete task
Rules
Included in policies and procedure; allow only 1 choice of action
Formal organizational structure
Framework for defining managerial authority, responsibility, and accountability
- formal lines of communication and decision making
- well planned and thought out
Informal structure
Naturally forming social network of employees
Fills in the gaps in communication& relationships
-has its own leaders
-how employees network with eachother to get work done
-has own communication system called the grapevine
Organizational Theory and Bureaucracy- Max Weber
Helps make actions of management fair and predictable
Clear Chain of Command
Rules and Regulations
Specialization of Work
Division of Labor
Impersonality of Relationships
components of org structure
chain of command (top to bottom how decisions get made)
Span of control(ratio of people to manager)
Managerial levels
-1.top level(CEO&medical director decide policies and agreements), middle level(carry out goals and pass up and out info alot of communication day to day planning (unit manager, supervisor), first-level (daily functioning of unit (charge nurse, assistant manager, nurseeducator, team lead)
centrality (smaller span of control)amt they have is determined where they are in the lines of communication. (middle level has alot)/flat structure(larger span control inverse relati)
line structure
tall working top down
matrix structure
focus more on function and product being produced; grouped out
Flat designs
short, flat, wide span of control - in charge of more
more decision making happens at lower levels
Centralized decision making
Managers at top make decisions
Top Down Control
Thinking and decision making of a few, guides the organization’s goals
Decentralized decision making
Decision making throughout
problems solved by lowest level or level they occur
Organizational culture
sum or organizations values expectations experiences traditions expressed by..
shared governance
Shared by directors, managers, nurses, doctors
Joint practice committees
Empowers nurses to have more control over nursing practice
Development of different nursing councils
magnet designation
Recognition of Nursing Excellence in Nursing Services
“Magnet” used because attracts and retains nurses
Five Components Required:
Transformational Leadership
Structural Empowerment
Exemplary Professional Practice
New Knowledge, innovation
Empirical quality results
what are the purposes of committiees
get a job done and ensure things work smoothly
important considerations for forming a committee
mixture of experience levels, leadership qualities, diversity of ppl
responsible committee member behaviors
contribute, show up, listen and willing to compromise, reliable,
fish bone diagram
Method of identifying root causes of a problem.
Head of the fish is the problem.
Bones of the fish are the factors or causes related to the specific problem.
Main bones of fish used for organization of root causes.
Smaller bones identify specific causes.
