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N471 > Organizational Structure and Strategic Planning > Flashcards

Organizational Structure and Strategic Planning Flashcards

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

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2
Q

Organizational Design

A

Process of aligning an organizations structure with its mission

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3
Q

Formal Organizational Structure

A

emphasis on organizational positions and formal power

Framework for providing managerial authority, responsibility and accountability

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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

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5
Q

Informal Organizational Structure

A

focus on naturally forming social network of employees and their relationships

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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

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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”

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8
Q

Max Weber’s Characteristics of Bureaucracies

A
  1. Defining Characteristic: Bureaucracy is an institutional method for applying general rules to specific cases, thereby making the actions of management fair and predictable
  2. Division of Labor Present
  3. Well Defined Hierarchy of Authority
  4. Impersonal rules and Impersonality of Interpersonal Relationships - prevents bureaucrat’s from acting in any way they want
  5. System of procedures for dealing with work Situations
  6. System of rules covering the rights and duties of each position must be in place
  7. Selection for employment and promotion is based on technical competence
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9
Q

4 Elements of Classical Theory of Organizational Design

A
  1. 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
  2. Chain of Command
  3. Organizational Structure
  4. Span of Control
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10
Q

Chain of Command

A

Hierarchy of authority and responsibility within the organization

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11
Q

Line Authority

A

linear hierarchy chain of command

things go up and down a chain

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12
Q

Staff Authority

A

Advisory Relationship in the chain of command without formal control over another

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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

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14
Q

3 Levels of Management from Highest to Lowest

A
  1. Top Level (Board of directors, CEOs, Administrators)
  2. Middle Managers (Nursing supervisors, Dept. Heads)
  3. First Level Managers (Team Leaders, Charge Nurses, Primary Care Nurses, Case Managers)
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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

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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

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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

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18
Q

“Tall” Organization

A

Complex Organization with numerous departments, highly specialized and differentiated, and authority is centralized

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19
Q

“Flat” Organization

A

Less complex organization where authority is decentralized and several managers supervise large work groups

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20
Q

Stakeholders

A

Entities that play a role in the organization’s health and performance

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21
Q

Internal Stakeholder Examples

A

nurses

Other hospital staff

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22
Q

External Stakeholder Examples

A

managed care providers

nursing homes

schools of nursing

chamber of commerce

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23
Q

Every organization should be viewed as being…

A

part of a greater community of stakeholders

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24
Q

Centrality

A

Where a position falls on an organizational chart and the degree of communication of a particular management position

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25
Q

What position has most centrality

A

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

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26
Q

Scalar Chain

A

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

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27
Q

Centralized Decision Making

A

Top Down Decision making

one or a few individuals make decisions from the top of the scalar chain pyramid

decision making is rapid

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28
Q

Decentralized Decision Making

A

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

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29
Q

The larger the organization, the greater the need for ___ decision making

A

decentralized

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30
Q

Gang Plank

A

middle managers that make decisions in decentralized decision making

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31
Q

Advantages of using an Organization Chart

A

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
Q

Disadvantages of an Organization Chart

A

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
Q

Types of Organizational Structures

A

Functional Structure

Line Structure

Ad Hoc Design

Matrix Structure

Service Line Organization

Flat Designs

34
Q

Functional Structure

A

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
Q

Line Structure

A

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
Q

Ad Hoc Design

A

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
Q

Matrix Organization

A

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
Q

Focus of matrix organization is on both…

A

product and function

39
Q

Service Line Organization

A

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
Q

Strengths of Service Line Organization

A

easy coordination across function (nursing, dietary, etc)

reduced role conflict

client satisfaction is usually high

easy coordination

41
Q

Weakness of Service Line Organization

A

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
Q

Flat Organizational Structure

A

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
Q

Centralized Decision Making

A

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
Q

Decentralized Decision Making

A

decision making diffused through the organization

problems solved by the lowest practical managerial level

problems solved at the level they occur

45
Q

Organizational Climate

A

perceived characteristics of the organization (physical attributes, organizational structure, lines of communication, policies)

“the mood”

46
Q

Organizational Culture

A

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
Q

How does organizational culture differ from organizational climate

A

differs from organizational climate (how people perceive the organization) - people in the same organization may have different perceptions about the same organization

48
Q

Shared Governance

A

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
Q

Participatory Management

A

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
Q

What sort of decision making is made in shared governance and participatory management

A

decentralized decision making

51
Q

Magnet Hospitals

A

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
Q

What are some characteristics of Magnet Hospitals

A

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
Q

5 Model Components Required for MAGNET Status

A

Transformational leadership

Structural Empowerment

Exemplary Professional practice

New knowledge, innovation, and improvements

Empirical quality results

(These 5 grew from an original 14 forces)

54
Q

Strategic Planning

A

process of long range and ongoing planning for the future or an organization

guides the direction of the organization

55
Q

How far ahead does strategic planning plan

A

3-7 years ahead

56
Q

Considerations when Strategic Planning

A
  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
Q

What sort of things does strategic planning look at

A

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
Q

___ follows planning as the second phase of the management process

A

Organizing

59
Q

Organizing Phase

A

relationships are defined, procedures are outlined, equipment is readied, tasks are assigned

60
Q

Organizational structure refers to what

A

the way in which a group is formed, its lines of communication, and its means for channeling authority and making decisions

61
Q

Legal Rational Authority

A

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
Q

Function

A

all the tasks required to produce a product (ex: patient outcome)

63
Q

Product

A

end result of the function(s)

64
Q

Service line Organizations are also called

A

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
Q

8 Distinct Organizational Culture Styles

A 
Caring
Purpose
Learning
Enjoyment
Results
Authority
Safety
Order
66
Q

Caring Culture Style

A

focuses on relationships and mutual trust

67
Q

Purpose Culture Style

A

exemplified by idealism and altruism

68
Q

Learning Culture Style

A

exemplified by exploration, expansiveness, and creativity

69
Q

Enjoyment Culture Style

A

exemplified by fun and excitement

70
Q

Results Culture Style

A

exemplified by achievement and winning

71
Q

Authority Culture Style

A

defined by strength, decisiveness, and boldness

72
Q

Safety Culture Style

A

defined by planning, caution and preparedness

73
Q

Order Culture Style

A

focused on respect, structure, and shared norms

74
Q

Pathway to Excellence

A

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
Q

Groupthink

A

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

N471 (12 decks)

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