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67 Cards in this Set
- Front
- Back
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focuses on the structure of the formal organization
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classical theory
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what is included in the classical theory (5)
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- chain of command
- line authority - staff authority - bureaucracy - span of control |
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what is the chain of command
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heirachy of authority and responsilbilty
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what is the line of authority
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linear hierachy through which acitivity is directed
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what is the most ideal and efficient form of organization
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bureacracy
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what is span of control
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number of employees a manager can supervise
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advisory relationship when advice is offered but the responsibility is assigned to someone else
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staff authority
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a collection of ppl working together under a defined structure to acheive predetermined outcomes using financial, human, and material resources
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organization
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why does one need to understand an organization
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to provide cost effective quality care
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considered efficiency through design
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classical theory
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ppl desire social relationships, respond to group pressures, and search for personal fulfillment
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humanistic theory
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ex of humanistic theory
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hawthorne effect
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what is the hawthorne effect
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the effect that special attention can have on ppl
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studies the system parts and their functions
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systems theory
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what is the belief of systems theory
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that they see productivity as the function of the relationship
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organizations of shaped by external and internal forces
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contingency theory
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sums up contingency theory
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no best way to organize and no best structure
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organizations are living systems that are complex and self adaptive
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chaos theory
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belief of chaos theory
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organizations are doomed to fail bc theyre too concrete (butterfly effect)
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what is chaos more focused on
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initial condition
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random
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complexity
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organizations of shaped by external and internal forces
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contingency theory
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random events interfere with expectations:simple cause and effect does not exist
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complexity theory
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sums up contingency theory
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no best way to organize and no best structure
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organizations are living systems that are complex and self adaptive
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chaos theory
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which organizational theory is helpful in healthcare
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contingency
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belief of chaos theory
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organizations are doomed to fail bc theyre too concrete (butterfly effect)
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what is the breakdown of the systems theory
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input- food
throughput- person output- BM |
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what is chaos more focused on
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initial condition
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I am not procrastinating I am pacing myself
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classical theory
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random
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complexity
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random events interfere with expectations:simple cause and effect does not exist
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complexity theory
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which organizational theory is helpful in healthcare
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contingency
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what is the breakdown of the systems theory
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input- food
throughput- person output- BM |
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I am not procrastinating I am pacing myself
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classical theory
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organizations of shaped by external and internal forces
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contingency theory
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sums up contingency theory
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no best way to organize and no best structure
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organizations are living systems that are complex and self adaptive
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chaos theory
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belief of chaos theory
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organizations are doomed to fail bc theyre too concrete (butterfly effect)
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what is chaos more focused on
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initial condition
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random
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complexity
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random events interfere with expectations:simple cause and effect does not exist
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complexity theory
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which organizational theory is helpful in healthcare
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contingency
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what is the breakdown of the systems theory
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input- food
throughput- person output- BM |
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I am not procrastinating I am pacing myself
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classical theory
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i perform better when you watch
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humanistic
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you get what you get and dont throw a fit
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contingency
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roll with the punches
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chaos
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nsg school does not equal nurse
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complexity
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when the employees are grouped in the dept by specialty
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functional structure
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disadvantages to functional (4)
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- poor coordination amound dept
- managers overloaded - isolation - slower response to change |
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CEO
--------- ' ------------ ' ' ' NSG PHARM NUTRI ' ' ' L&D L&D L&D ICU ICU ICU CC CC CC |
functional structure
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all services needed are put together in a special group
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service-line structure
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adv to service line (3)
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- decentralized decision making
- expert advice on unit - allow for rapid change |
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decisions that are made closer to pt bedside
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decentralized
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disadv to service line (2)
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- in a rut
- hard to provide uniform SOC in all dept |
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CEO
---------------------'--------------------- ' ' ' oncology l&d ICU ' ' ' nsg nsg nsg dietary dietary dietary pharm pharm pharm |
service line
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a second structure in a diff area
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hybrid
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ex of hybrid
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st fran and st joe
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adv to hybrid (2)
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- extending services
- financial resources (poolin) |
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disadv to hybrid (3)
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- spreading resources
- conflicts of the 2 areas (competition) - disagreement b/t upper mgnt and admin |
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product and functional structures and they overlap
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matrix
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diadv to matrix (2)
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- staff answering to 2 bosses
- double to meetings |
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adv to matrix (2)
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-more brains
-more collaboration |
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in the same place with 2 seperate units but the manager of the sep unit communicates with the CEO
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parallel
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CEO-----------------------'
-------------'------------- Phys ' ' ' ' l&D ICU peds med stud |
parallel structure
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this organization answers to their own person not the CEO of the other
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parallel
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