Concepts of Organizational Design

Abby Swanson Kazley

HAP 719

Why do managers need to know about certification/regulation/licensure?

Hospitals joining health care systems is an example of what kind of integration?

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.

Management function Continuous process Involves integrating structure,

tasks/technology, and people

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

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

WeberBureacracy

Organization guided

Fayol14 principals of management (p.115)

SmithEconomic benefits of specializationDivision of work

Authority Responsibility Departmentation (Gulick and Urwick)

(Mintzberg)Purpose, Process, Persons and things, Place

Knowledge and Skills Work Processes and Functions Time Output Client Place

Common Supervision Sharing Resources Common Measures of Performance Encourages Communication

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

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

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

Pooled Sequential Reciprocal

LittererVoluntaryOrganizational HierarchyAdministrative System

HageProgramming, planning, customs, and feedback

MintzbergMutual AdjustmentDirect SupervisionStandardization of Work ProcessesStandardization of Work OutputsStandardization of workers’ skills

Committees Manuals Job descriptions Rules Personnel Procedures Customs Feedback Written Reports Integrators Quality Improvement Teams (QIT)

Boss

Worker One Worker Two Worker Three

Depart

ment

of

Health

&

Human

Services

Organizational

Chart

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

Hawthorne studies (1930s) Organizational Culture Social Relationships (group leader,

primary group, fringe status, out status) Groups

Forming, storming, norming, performing, adjourning

Simple structure Machine Bureaucracy Professional Bureaucracy Divisionalized Form Adhocracies

Physician’s laboratory Profit Maximizing entity Cathedral-Temple-Mosque Social System Political system Instrumental entity

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?