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
