organizing-delegation of authority

Organizing-Delegation of Authority, Organizational

Design, Authority And Responsibility

By: Shivam Bharti

Motivations To allow people to delegate roles to other people, so that they can

perform tasks that were previously denied to them. To ease the management of permissions through distribution and

delegation, which aids scalability (as opposed to centralised control).

To facilitate inter-organisation federations, by allowing one organisation to leverage the role allocations in another organisation and thereby give them access to their resources in a controlled manner.

Assigning and Delegating Privileges in Organisations

ResourceOwner

“I authorise this Privilege Holder to use this resource in the following ways”signed The Resource Owner

Privilege Holder

“I delegate authority to this End User to use this resource in this limited way”signed The Privilege Holder

End User(PrivilegeHolder)

Assignsprivilege

Delegates privilege

Bill

Alice

Bob

SOA

AA

EndEntity

IssuesAC to

IssuesAC to

DelegationIssuing

Service (DIS)

IssuesAC to

AC

Points to issuer

Points toholder

Points to Issued OnBehalf Of

The X.509 Delegation Service

PolicyDelegationPolicy

DIS Web Service

DISJava

SSL orShibboleth

Apache

Webbrowser

Web ServiceInterface

DIS Communications

LDAPserver

AuthenticateDIS Client

DIS PEP

IssueACWeb serviceinterface

publishAC

Mapidentities

Authnname

PERMIS RBAC

CredentialValidation

PDP

SignAC

Authznname

DIS Web Service

Request

Authorisation DelegationIssuingPolicy

PolicyIssuer’sAC

Organizational Design

Purpose and Overview

Overview The Meaning of Organizational Design Levels of Organization Design Systematic Assessment Before Design Designs for a Variety of Health Services Organizations Influences on Future Organization Designs Organization in Transition

Purpose To explore how decisions are made about designing organizational structures

The Meaning of Organizational Design

A dynamic process controlling outcomes and process. Building blocks of organization are arranged to improve

effectiveness and adaptive capacityAuthorityResponsibilityAccountabilityInformationRewards

The Meaning of Organizational Design Management’s Role

Redesign: needs change as organization's needs change

The Meaning of Organizational Design

Management’s Role

The Meaning of Organizational Design When a design should be reconsidered

Severe performance problems Change in environment that affects internal policies New programs or product lines Leadership change

Levels of Organization Design


Designing a Position Identify:

Major responsibilities and rolesSkills and training necessaryTo whom the person and work are accountableThe relationship of other peer positions


Designing a Work Group Clarify

Specific purpose of groupTime frame for completing problem solvingBoundaries of group's authority

Appoint a leader

Levels of Organization Design Designing Work Groups

Group units to maximize use of: Knowledge and skillWork processTimeCommonality of clients or patientsGeographic location


Designing a Total Organization Enormous challenge Extensive investment Behavioral flexibility


Designing a Network Coordination of services and client flow Analyze interorganizational relationships

Decide which organizations should have most power

Identify resource transactions Diffusing innovations


Designing a Health System Centralization vs. decentralization

Setting policy Initiating activities Granting final approval

Systematic Assessment Before Design

Designs for a Variety of Health Services Organizations Differentiation Integration All organizations must do both

Designs for a Variety of Health Services Organizations

The Continuum of Organizational Design

Designs for a Variety of Health Services Organizations Functional Design

Specialized labor divided into departments Most useful when organization has few products or goals

Designs for a Variety of Health Services Organizations Functional Design

Enables decision making on a centralized, hierarchical basis Unsuitable when:

Organization growsOrganization diversifies Poor departmental coordination allows top heavy

decision making


Functional Design

Designs for a Variety of Health Services Organizations Divisional Design

Organizational divisions and semiautonomous units Decentralizes decisions to lowest level Difficulties arise when priorities are determined at higher organizational levels


Divisional Design

Designs for a Variety of Health Services Organizations Matrix Design

Improves coordination and communication across organization Characterized by dual authority system Reporting to managers Disadvantages due to dual authority system


Matrix Design


Parallel Design Bureaucratic or functional organization

Responsible for routine activities Parallel side

Responsible for complex problem solving requiring participatory mechanisms

Commonly seen with CQI/TQM


Parallel Design Advantages

Increased performance and quality Disadvantages

Time in meetingsIncreased cost of operationsConflicts between two structures


Parallel Design


Product/Service Line or Program Design One person in charge of product or group Advantages:

Increased operational efficienciesEnhanced market share


Product/Service Line or Program Design Key Factors for Success Management system linking clinical, financial, and volume data

by product Financial system that disaggregates costs and revenues to

assign accountability


Product/Service Line or Program Design Key Factors for Success Innovation and risk taking rewards Health care provider involvement in:

TechnologyDiagnosis and treatment Quality improvementPatient-centered issues


Product/Service Line or Program Design Key Factors for Success Strong support staff Align authority and responsibility Integrative mechanisms across product lines


Product/Service Line or Program Design Key Factors for Success Comprehensive management development Ability to work with more than one manager Communication skills Conflict management skills Computer literacy Creativity


Product/Service Line

Influences on Future Organization Designs

The Mission Specificity is important to determine design

The Future Environment Changing demographic characteristics Public and consumer sophistication Range of services provided outside traditional hospitals Involvement in community to address underlying health

issues Increasing competition Increasing regulatory pressures

Influences on Future Organization Designs The Future Environment

Changing reimbursement systems Expanding private sector involvement Involvement of trustees, physicians, and other health professionals in strategic

planning External standards for professional conduct Demand for accountability and value Focus on patient safety and quality of care Rapidly developing medical technologies Information demands Development of information systems Artificial intelligence

Influences on Future Organization Designs The Organization

Greater emphasis on teamwork Social contract accountability for governance Corporatization of health services organizations Demands to improve the quality of care Demands to control costs, efficiency, productivity, and value Comprehensive and integrated clinical and financial information systems Constrained financial resources Changing working relationships Increasing use of information technology Increasing need to coordinate activities internally Managing conflict creatively Collaboration among public and private organizations to address preventable

diseases


Focus on "customer" and patient-centered care Patient satisfaction surveys to modify care Broad sets of performance indicators Community-based care

Use of evidence and health outcome measures Challenges to traditional ways of operations Value of employees committed to organization Value of employees who are adaptable

Culture Value of nonhierarchical leaders who can lead change processes Emphasis on teamwork and collaboration with nontraditional

partners

Influences on Future Organization Designs Human Resources

Acute shortage of nursing personnel Emphasis on cross-training vs. traditional professional training Emphasis on horizontal teams and collaborative practices Pressure to substitute "cheaper" health care workers for more expensive health

professionals More women in management require flexibility

Accessibility of day care and job sharing Greater ethnic and cultural diversity of workforce Need to experiment with new work arrangements


Human Resources Physicians becoming employees Shortages of key health services professionals Increasing need for managers with professional training

Increasing unionization of workers Closer scrutiny by unions as some organizations retrench Need to educate all employees in strategic management Adopting a marketing orientation


Human Resources Succession planning, career planning, and management

development Pressure to provide continuing education, especially for clinical

managers

The Political Process Informal leaders may be helpful Better management to identify key players in redesign process

Organization in Transition Life Cycles

Four phases (Starkweather and Kisch):Search Success Bureaucratic Succession

Organization in Transition Designs for Quality Improvement

Quality of care Quality is an organizational problem Emphasize:

Organizing work around patient Reframing role of hospital in health services

system

organizing-delegation of authority

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