concepts of organizational design
DESCRIPTION
DesignTRANSCRIPT
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Abby Swanson Kazley
HAP 719
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Why do managers need to know about certification/regulation/licensure?
Hospitals joining health care systems is an example of what kind of integration?
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Is the process, composed of interrelated social and technical functions and activities, occurring within a formal organizational setting for the purpose of accomplishing predetermined objects through the use of human and other resources.
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Management function Continuous process Involves integrating structure,
tasks/technology, and people
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Senior managers-Broad aspects of organizing, authority and
responsibilityDepartmentation, coordinating
components, and formation of systems of organizations
Middle-level managers- Organizing workgroups and clusters of
workgroups First-level managers-
Organizing individual positions including job design, work process flow, and work methods and procedures
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Structure- formally designated arrangements
Organizing is done to achieve cooperation
Design changes may be necessary if:Poor performanceEnvironmental changeNew products or services are addedChange in Leadership
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WeberBureacracy
Organization guided
Fayol14 principals of management (p.115)
SmithEconomic benefits of specializationDivision of work
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Authority Responsibility Departmentation (Gulick and Urwick)
(Mintzberg)Purpose, Process, Persons and things, Place
Knowledge and Skills Work Processes and Functions Time Output Client Place
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Common Supervision Sharing Resources Common Measures of Performance Encourages Communication
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Too much division of work can be disfunctional
Rigid Structures don’t always work Delegation- depends on
centralization More Grouping by Patient in HSOs Power
ExpertLegitimateRewardCoerciveReferent
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How many employees can one directly manage?ExecutiveOperativeTall versus Flat organizationContemporary view
Level of professionalism/training of subordinates Level of uncertainty in the work being done Standardization of the work Interaction required Task integration
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What if departments are not coordinated?
Classic view- coordination linked various parts of an organization and was vital for management
The contemporary view builds upon this deeming coordination a critical task for managers, but it differs based on the organizational level of managersSenior-levelMiddle-levelFirst-level
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Pooled Sequential Reciprocal
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LittererVoluntaryOrganizational HierarchyAdministrative System
HageProgramming, planning, customs, and feedback
MintzbergMutual AdjustmentDirect SupervisionStandardization of Work ProcessesStandardization of Work OutputsStandardization of workers’ skills
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Committees Manuals Job descriptions Rules Personnel Procedures Customs Feedback Written Reports Integrators Quality Improvement Teams (QIT)
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Boss
Worker One Worker Two Worker Three
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Depart
ment
of
Health
&
Human
Services
Organizational
Chart
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V PV P Research &
Corporate Development
B. MacLeod
ExecutiveExecutive V PV PClinical Operations
B. Flaherty
V PV P ProfessionalAffairs & CNE
Nancy Fram
*I V P*I V P Patient Services
C. DanielsExecutive Lead - General
*I V P*I V P ER Services
Winnie Doyle
*I V P*I V P Mental Health
Winnie Doyle
Executive V PExecutive V PCorporate Affairs
M. Glendining
V PV P Medical
Dr. J. Everson
PresidentPresidentJuravinski Cancer
Centre
Dr. B. EvansExecutive Lead - Henderson
CritiCall – T. Simmons, Interim Director Regional Mgmt Contracts P. Noel, CEO, Wellington Health Care Alliance D. Bird, Executive Director, West Lincoln Memorial Hospital D. Bird, CEO, West Haldimand General Hospital
Clinical Appropriateness & Efficiency – T. Smith, Assistant VP Finance & Integrated Health Info. Ser. – K. Watts, Assistant VP Human Resources – G. Holmes, Assistant VP Internal Audit – D. Henne, Director ICT – M. Farrow, Director Engineering – A. Olinyk, Interim Director Capital Development – Q. Pollice, Interim Director Decision Support Services – W. Gerrie, Director General Counsel – K. Mellin
Surgical & Radiation Prg. – C. Potvin, Director & Site Admin Systemic, Supportive & Regional Cancer Prg. – C. Rand Academic & Quality Prg. – A. Snider Oncology – H. Hirte Orthopedic & Medicine Prg. – G. Johnson
Clinical Practice & Education – A. Banks, Director Chiefs of Professional Practice
J. HendersonM. TonkinF. SerediukL. KicakD. VelikonjaC.L. MeyerL. Issenman
Chiefs of Nursing Practice R. LeeS, IrelandJ. WiernikowskiK. Alvarado
Senior Consultant- V. Fortier Regulatory Advisor - K. Alvarado
Cardiac & Vascular – S. Gregoroff, Director Neuro & Trauma – P. Leonard, Director & Site Admin. Perioperative – K. Campbell, Director Regional Rehabilitation Program, C. Anderson, Director
Research – D. Henne, Director Economic Development – B. Manganelli, Director Laboratories – B. Grant, Director
Emergency Services – I. Hayward, Director Mental Health – B. Johnstone, Director
President and CEO
Murray Martin
Organizational Effectiveness – J. Shaver, Assistant VP Public Relations & Communications – J. Vallentin, Director
Hamilton Health Science – Corporate Roles
Medical ChiefsR. McLeanP. KrausJ. MernaghB.KrizmanichJ. H. SherD. PriceM. McQueenA. PanjuK. GulenchynR.J. HutchisonH. HirteP. SteerD. T. HarveyC. ManciniM. Marcaccio
Corporate & Medical Affairs – A. Lemon, Director
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Hawthorne studies (1930s) Organizational Culture Social Relationships (group leader,
primary group, fringe status, out status) Groups
Forming, storming, norming, performing, adjourning
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Simple structure Machine Bureaucracy Professional Bureaucracy Divisionalized Form Adhocracies
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Physician’s laboratory Profit Maximizing entity Cathedral-Temple-Mosque Social System Political system Instrumental entity
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If you were Ken, how would you start? How would you proceed?
How can you rationally make these choices?
What kind of organizational does this company need?