© 2006 Thomson-Wadsworth. Learning Objectives Describe what the term organization means. Define operative, manager, and span of control. Differentiate.

Learning Objectives

• Describe what the term organization means.

• Define operative, manager, and span of control.

• Differentiate between frontline, middle, and top-level managers.

• Differentiate among the various types of organizational structures.

• Discuss how an organization’s mission and philosophy relate to its structure.

Learning Objectives

• List the characteristics of organizational culture.

• Discuss why internal congruity is important to an organization.

• Outline the systems approach to viewing an organization.

• Describe the skills needed by managers at different levels.

• Identify the functions that managers perform.

Learning Objectives

• Describe what is included in the planning function.

• Describe how managers organize the activities for which they are responsible.

• State how planning and organizing interrelate with the other managerial functions.

• Describe each of the four outcome criteria for management.

Learning Objectives

• Cite examples of each of the three management roles - interpersonal, informational, and decisional.

The Organization

• Organization – A systematic arrangement of people

to accomplish a specific purpose.

Organizational Structure

• Lines of Authority– The vertical relationships within an

organization; chain of command.

Organizational Structure

• Hierarchy - A description of the vertical relationships in an organization, which dictates the reporting relationship among workers and the various levels of management.– Line Managers - Managers whose

reporting relationships, both upward and downward, are vertical.

– Operative - A person who does the work of the organization or produces the product; also called a worker.

Organizational Structure

• Hierarchy– Managers - People who oversee and direct

the work of others.– Management - Planning, organizing,

leading, and controlling the use of resources to achieve objectives.

– Frontline Managers - Managers who oversee employees responsible for production; need a high level of technical skills, good human relations skills, and some conceptual skills.

Organizational Structure

• Hierarchy– Top-Level Managers - Managers who

direct the activities of large segments of an organization rather than the actual production; need a high level of conceptual skills, good human relations skills, and some technical skills.

– Middle Managers - Managers whose level is above that of frontline managers, but who are subordinate to top-level managers; need technical and conceptual skills in equal amounts and good human relations skills.

Organizational Structure

• Hierarchy– Chain of Command - The vertical

relationships between members of an organization that are based on authority and power.

Organizational Structure

• Span of control– A measure of the influence a manager

has on an organization; usually measured by the number of people who report to the manager.

– Downsizing/rightsizing – the process of deliberately increasing the span of control of managers in order to flatten the organization.

Organizational Structure

• Line/staff relationships– Staff Managers - Managers who

oversee supportive departments or groups; they report laterally, not vertically.

Organizational Structure

• Centralization – The concentration of decision making

and power at the upper levels of an organization.

– Decentralization - The ability for individuals at lower levels of an organization to make decisions appropriate to their own areas of responsibility.

Organizational Structure

• Departmentalization – The specialization of groups in an

organization, which may be based on product, function, clients, location, or work processes.

– Inherent problems: • Lack of coordination between groups• Competition

Organizational Structure

• Departmentalization – Approaches to dealing with these

problems:• Total quality management (TQM)• Dual-reporting model, also called matrix

management

Organizational Structure

• The Organization Chart– A graphic representation of an

organization’s structure.– Cannot show:

• Manager’s non-vertical work• Centralization/decentralization of power•Division of Labor - The practice of

assigning each worker a few specialized tasks to perform, rather than a large number of more general tasks.

Organizational Mission

• Mission Statement – The statement of philosophy or purpose that

drives an organization.– ex:

• “We’re here for the children.”• “Every Cal Dining employee is a leader, a

stakeholder, and an invaluable part of our team. Each one of us is committed to: SERVCAL: Service 1st, Enthusiasm, Respect, Value, Communication, Accountability, Learning.”

Organizational Mission

• Organizational Culture– The “personality” of an organization.

• Internal Congruity – Consistency within the organization,

related to managers, employees, processes, communications, philosophy, culture, and so on. It is the thread that unifies the whole.

The Organization as a System

The Organization as a System

• Inputs – Resources brought into a system; for

example, money, people, technology, and materials.

• Transformation – The production or work of an organization

that changes inputs into outputs.

• Outputs – The results that occur when inputs are

transformed in a system.

The Organization as a System

• Outcomes – The term used for outputs in clinical

or community nutrition settings.

• Feedback – Outputs from a system that are

recycled as inputs to prevent errors or to improve the system in the future.

Foodservice

Clinical practice

Community nutrition

Management

• Skills needed by managers– Technical Skills - Managerial skills related

to the production work of the organization.– Human Skills - A managerial skill set

composed of personal attributes, knowledge, and learned behavior that enables managers to work effectively and communicate with others.

– Conceptual Skills - Managerial skills related to working with abstract ideas and concepts.

Management Functions

• Planning – A management function that involves

developing mission statements, setting goals, and outlining the steps needed to meet those goals.

– Short-Term Plans - The interim plans of an organization geared toward fulfilling long-term goals; usually projected in days, weeks, or months. A.K.A. process goals.

Management Functions

• Planning – Long-Term Plans - The projected

outcomes or strategic plans of an organization based on its mission or philosophy; usually covering a period of from three to five years. A.K.A. outcome goals.

– Strategic Plans - Global plans that set the direction for the organization within the context of its internal and external environments.

Management Functions

• Organizing – A management function that deals with

establishing an orderly, systematic method of dealing with issues.

• Leading – A management function that deals with the

direction, motivation, and coordination of staff and their activities.

Management Functions

• Controlling – A management function that involves

inspecting the work that is done, ensuring that standards are met, and monitoring to see that the work is done as planned.

• Other management functions

Outcome Criteria

• Efficient - A criterion for management defined as doing things in the best way relative to resource utilization.

• Effective - A criterion for management focused on meeting defined goals and objectives.

• Appropriate - A criterion for management based on the ability to adapt to the specific environment.

Outcome Criteria

• Adequate - A criterion for management that considers whether what was done was done in the correct amount.

Outcome Criteria

Roles of Managers

• Interpersonal Role– A managerial

role in which a manager acts as a figurehead, a leader, or a liaison.

Roles of Managers

• Informational Role– A managerial role in which the manager

monitors and disseminates information or acts as a spokesperson for the organization.

• Decisional Role– A managerial role based on being an

entrepreneur, disturbance handler, resource allocator, and negotiator; this role allows a manager to take charge, make changes, handle conflicts, determine how resources are used, and arrange deals.

Conclusion

• The elements that characterize an organization’s structure are hierarchy, span of control, line/staff relationships, centralization, and departmentalization.

• The organization’s purpose is reflected in both its mission and its culture.

• The organization can be viewed as a system, in which inputs are transformed into outputs.

Conclusion

• The skills needed by all managers are technical, human, and conceptual, though different levels of managers need these in differing amounts.

• Functions of managers are planning, organizing, leading, and controlling.

• The criteria for measuring management outcomes are efficiency, effectiveness, appropriateness, and adequacy.

• Roles of managers are interpersonal, informational, and decisional.

In Health Care Facilities, Where Do Nutrition Services Belong?

• Dietitians were once responsible for food preparation

• Foodservice and nutrition services in hospitals were closely linked

• Since then, they have grown apart, and the gap continues to widen

In Health Care Facilities, Where Do Nutrition Services Belong?

• Nutrition services are patient-focused; foodservice may be geared to non-patient customers

• Hospitals must decide whether to separate foodservice from dietetics based on the individual situation