Presentation1 ORGANIZATION.pptx principles,objectives,theories and organizational climate and effecrtiveness

SEMINAR ON ORGANIZATION
PREPARED BY
ANJALY MOHAN
2ND
YEAR MSC NURSING
TMM COLLEGE OF NURSING

INTRODUCTION
An organization refers to a group of individuals who come together with a shared
purpose, working collaboratively to achieve common goals. Organizations can
vary widely in size, structure, and function, ranging from small teams to large
corporations or institutions. They can be formal or informal, profit-driven or non-
profit, and may operate in various sectors such as business, education,
healthcare, government, or social services. An organization serves as a
structured means for individuals to collaborate and accomplish tasks that they
might not be able to achieve alone.

DEFINITION
An organization is a structured group of individuals who come together
with a shared purpose, working collaboratively to achieve specific goals. It
involves a systematic arrangement of roles, responsibilities, and resources,
enabling efficient coordination of efforts and the effective accomplishment
of objectives. Organizations can take various forms, including businesses,
non-profits, government agencies, and social groups, and they operate
within a defined environment that influences their activities and outcomes

CONCEPT OF ORGANIZATION
The concept of an organization revolves around the idea of a structured
group of people working together to achieve specific goals. It's a
fundamental building block of modern society, enabling complex tasks and
large-scale projects to be carried out efficiently and effectively.

ELEMENTS OF CONCEPT OF ORGANIZATION
1.Purpose and Goals

•6.Resources
•7.Environment

NATURE OF ORGANIZATION
The nature of an organization refers to its inherent characteristics and qualities
that define how it functions, operates, and interacts with its environment.
Understanding the nature of an organization helps in grasping how it is
structured, how it evolves, and how it accomplishes its goals.

ASPECTS OF NATURE OF AN ORGANIZATION
PURPOSE DRIVEN
SOCIAL SYSTEM
STRUCTURED AND HIERARCHIAL
DYNAMIC AND ADAPTIVE
GOAL ORIENTED
RESOURCE BASED
OPEN SYSTEM
COMPLEX AND MULTI DIMENSIONAL
FORMAL AND INFORMAL COMPONENTS
CULTURAL ENTITY
CONTINUOUS AND COOPERATIVE PROCESS.

IMPORTANCE OF ORGANIZATION
Achievement of goals and objectives
Efficient resource management
Employment and economic growth
Innovation and development
Social responsibility and community support
Structured coordination and collaboration
Knowledge and skill development
Adaptation to change
Creation of Value and wealth.
Support for governance and policy implementation
Global impact and connectivity
Cultural and ethical influence

OBJECTIVES OF AN ORGANIZATION
1.PROFITABILITY
2.GROWTH AND EXPANSION
3.CUSTOMER SATISFACTION
4.INNOVATION AND DEVELOPMENT
5.OPERATIONAL EFFICIENCY
6.EMPLOYEE DEVELOPMENT AND
SATISFACTION
7.SOCIAL RESPOSIBILITY
8.COMPLIANCE AND RISK
MANAGEMENT
9.MARKET LEADERSHIP
10.STAKEHOLDER VALUE
11.QUALITY AND EXCELLENCE
12.SUSTAINABILITY
13.ADAPTABILITY AND RESILIENCE
14.COMMUNITY ENGAGEMENT

ORGANIZATIONAL SKILLS
Organizational skills are essential in managing tasks efficiently,
maintaining productivity, and ensuring that resources (time,
energy, and materials) are used effectively.

1.Time Management
Skill: Prioritizing tasks and allocating time appropriately.
Application: In nursing or hospital management, schedule shifts,
allocate staff resources, and ensure timely delivery of patient care.

2.Prioritization
Skill: Recognizing which tasks are most urgent or important.
Application: During a busy shift, it’s important to prioritize critical care
patients or urgent sterilization of equipment.

3.Multitasking
Skill: Handling multiple tasks simultaneously without losing efficiency.
Application: In hospital departments, especially ancillary services,
multitasking helps in handling patient records, managing
appointments, and coordinating between departments.

4.Detail Orientation
Skill: Focusing on and keeping track of the finer details.
Application: Important in tasks like medication administration or
maintaining sterile environments in the central sterile supply
department.

5. Delegation
Skill: Assigning the right tasks to the right people.
Application: In nursing management, delegation helps to distribute
workload, improving overall efficiency and reducing burnout.

6. Documentation and Record Keeping
Skill: Properly recording information in an organized way.
Application: Ensuring accurate patient records, sterilization logs, and
supply inventories.

7.Team Coordination
Skill: Organizing tasks and communication within a team.
Application: Especially crucial in multidisciplinary teams, where
nurses, doctors, and support staff need to work cohesively.

8. Resource Management
Skill: Efficiently using resources like time, staff, and materials.
Application: Managing hospital supplies or ensuring that critical
resources like sterile instruments are available when needed.

ORGANIZATIONAL THEORIES
1.Classical Organizational Theories:
Scientific Management (Frederick Taylor):
Focuses on optimizing efficiency through time and motion studies, standardizing
tasks, and incentivizing workers based on performance. Taylor's approach
emphasizes the scientific study of work methods to improve productivity.

Bureaucratic Theory (Max Weber):
Emphasizes a formalized structure, clear rules, and a hierarchy of authority.
Weber’s theory advocates for an impersonal and rational organization
where tasks are divided, and roles are defined based on competence.

Administrative Theory (Henri Fayol):
Fayol introduced principles of management such as division of work, authority
and responsibility, unity of command, and scalar chain. His focus was on the
functions of management and the importance of managerial practices

2.Human Relations Theory:
• Hawthorne Studies (Elton Mayo):
• Originating from experiments at the Hawthorne Works, this theory highlighted the
importance of social relations, employee morale, and group dynamics in influencing
productivity. It emphasized that workers are motivated not just by financial incentives
but also by social and psychological factors.

3.Behavioral Organizational Theory:
• Focuses on the behavior of individuals within organizations. This theory
suggests that understanding human behavior, motivation, and group dynamics
is crucial for effective management. It builds on insights from psychology and
sociology.

4. Contingency Theory:
• Suggests that there is no single best way to organize or manage an
organization. Instead, the optimal course of action depends on internal and
external factors, such as the organization's environment, technology, size, and
strategy. Organizations must adapt their structures and management practices
to fit these contingencies.

5. Systems Theory:
Views the organization as an open system that interacts with its environment.
Systems theory emphasizes the interdependence of various parts of the
organization (subsystems) and the importance of understanding the organization
as a whole, rather than in isolated parts. It stresses feedback loops and the
dynamic nature of organizational processes.

6.Resource Dependence Theory
Focuses on how organizations depend on external resources, such as raw
materials, information, or financial capital, and how they manage these
dependencies through strategic alliances, mergers, or negotiations. Organizations
are seen as being constrained and shaped by their external environments.

7.Institutional Theory
Examines how organizations are influenced by social and cultural norms, values,
and rules. It suggests that organizations conform to institutional pressures to
gain legitimacy and acceptance, which can lead to similarities (isomorphism)
across organizations in the same field, even if those practices are not the most
efficient.

8. Agency Theory
Focuses on the relationship between principals (owners) and agents (managers).
It explores the conflicts that arise when the goals of the principals and agents are
not aligned, and how contracts, incentives, and monitoring can mitigate these
conflicts.

9.Organizational Culture Theory:
Emphasizes the role of shared values, beliefs, and norms in shaping behavior
within an organization. Organizational culture theory suggests that culture
influences everything from decision-making to employee motivation and is a key
determinant of organizational effectiveness.

10.Organizational Ecology:
Views organizations as populations that evolve over time, similar to biological
species. It focuses on how organizations are born, grow, compete, and
eventually decline or die, influenced by factors like competition, environmental
changes, and innovation.

11.Postmodern Organizational Theory:
Challenges traditional views of organizations by emphasizing
complexity, ambiguity, and the fluidity of organizational boundaries. It
focuses on issues like power dynamics, identity, and discourse,
questioning the idea of objective reality and embracing multiple
perspectives.

12.Knowledge Management Theory
Focuses on how organizations create, share, and use knowledge. It emphasizes
the importance of intellectual capital, learning organizations, and the role of
technology in facilitating knowledge management processes.

TYPES OF ORGANIZATIONAL STRUCTURE
1.Functional Structure
• In a functional structure, the organization is divided into departments
based on specialized functions such as marketing, finance, human
resources, and production. Each department is headed by a manager
who reports to top management.

2.Divisional Structure
• This structure divides the organization into semi-autonomous
divisions, each responsible for a specific product line, market, or
geographic area. Each division operates as a mini-company with its
own functional departments.

3.Matrix Structure:
• The matrix structure blends functional and divisional structures,
creating a grid where employees report to both a functional manager
and a project or product manager. This allows for more dynamic
allocation of resources

4.Flat Structure
• A flat structure has few or no levels of middle management between
staff and executives. It promotes a more horizontal flow of
communication and is often used by small organizations or startups.

5.Hierarchical Structure
• The hierarchical structure is a traditional organizational model with
multiple layers of management forming a pyramid shape. Each level
has a clear chain of command.

6.Team-Based Structure
• In a team-based structure, the organization is built around teams rather than
departments or divisions. Teams are formed based on projects or objectives,
and they often have significant autonomy.

7.Network Structure
• A network structure relies on a central organization that collaborates with
external entities (such as suppliers, partners, and contractors) to achieve its
objectives. This structure is often used by organizations that outsource
significant functions.

8.Project-Based Structure
• In a project-based structure, the organization is centered around projects,
with teams assembled specifically to complete a project. Once the project is
completed, the team is disbanded or moved to another project.

9. Circular Structure
• The circular structure places leadership in the center of the organization with
teams or departments radiating outward. It emphasizes communication and
collaboration across all levels.

10.Virtual Structure
• A virtual structure allows an organization to operate remotely, with employees
working from different locations. Technology plays a key role in connecting
team members and facilitating work.

11.Holacracy
• Holacracy is a decentralized organizational structure where traditional
management hierarchies are replaced by self-organizing teams. Roles are
defined around tasks rather than positions, and decision-making is distributed.

ORGANIZATIONAL EFFECTIVENESS
Organizational effectiveness refers to how well an organization achieves its goals
and fulfills its mission, while efficiently utilizing resources and adapting to its
environment. It encompasses various aspects of performance, including
productivity, quality, employee satisfaction, and financial outcomes.

ELEMENTS OF ORGANIZATIONAL EFFECTIVENESS
Goal achievement
Resource utilization
Productivity
Quality of output
Employee satisfaction and engagement
Customer satisfaction
Adaptability and innovation
Financial performance
Operational efficiency
Strategic alignment

MEASURES OF ORGANIZATIONAL EFFECTIVENESS
Key Performance Indicators (KPIs):
Metrics used to evaluate the success of specific activities in achieving
organizational goals. Examples include sales growth, customer retention rates,
and production costs.
Balanced Scorecard:
A strategic management tool that measures organizational performance from
multiple perspectives: financial, customer, internal processes, and learning and
growth.
Benchmarking:
Comparing the organization’s performance against industry standards or best
practices to identify areas for improvement.

Employee Surveys:
Tools used to gauge employee satisfaction, engagement, and morale.
Surveys can provide insights into workplace culture and areas needing
attention.
Customer Feedback:
Collecting and analyzing customer opinions and reviews to assess
satisfaction and identify areas for improvement.
Financial Ratios:
Metrics such as return on investment (ROI), profit margins, and
liquidity ratios that provide insights into financial health and
performance.

Process Analysis:
Evaluating the efficiency and effectiveness of organizational
processes to identify bottlenecks and opportunities for
improvement.
Quality Audits:
Assessments of product or service quality to ensure
compliance with standards and identify areas for
enhancement.
Strategic Reviews:
Regular evaluations of the organization’s strategic plan and its
alignment with goals and market conditions.

STRATEGIES FOR ENHANCING ORGANIZATIONAL EFFECTIVENESS
•Set Clear Goals and Objectives
•Improve Communication
•Invest in Training and Development

• Optimize Processes
Continuously review and improve organizational processes to enhance efficiency
and reduce costs.
• Foster a Positive Culture
Create a supportive and inclusive work environment that encourages
collaboration, innovation, and employee engagement.
• Leverage Technology
Use technology to streamline operations, enhance data analysis, and improve
decision-making

• Monitor and Evaluate Performance
• Encourage Innovation
• Focus on Customer Needs

ORGANIZATIONAL CLIMATE
Organizational climate refers to the shared perceptions and attitudes about the
organization’s work environment, culture, and practices. It encompasses the
overall atmosphere within an organization and affects employee behavior,
satisfaction, and performance. Understanding and managing organizational
climate is crucial for creating a positive work environment and achieving
organizational goals.

ASPECTS OF ORGANIZATIONAL CLIMATE
PERCEPTIONS AND ATTITUDES
WORK ENVIRONMENT
CULTURE AND VALUES
LEADERSHIP AND MANAGEMENT PRACTICES
COMMUNICATION
EMPLOYEE RELATIONS
RECOGNITIONS AND REWARDS

FACTORS INFLUENCING ORGANIZATIONAL CLIMATE
LEADERSHIP STYLE
ORGANIZATIOANL STRUCTURE
POLICIES AND PROCEDURES
WORKLOAD AND RESOURCES
EMPLOYEE ENGAGEMENT
TRAINING AND DEVELOPMENT
CHANGE MANAGEMENT

Measuring Organizational Climate
• Surveys and Questionnaires
• Interviews and Focus Groups

• Observation
Observing workplace interactions, behaviors, and the physical
environment can help assess the climate.
• Performance Metrics
Metrics such as employee turnover, absenteeism, and productivity
can provide indirect indicators of organizational climate.

Enhancing Organizational Climate
• Promote Open Communication
• Foster a Positive Culture
• Support Employee Development
• Recognize and Reward Contributions
• Address Issues Promptly
• Encourage Employee Involvement
• Provide Adequate Resources

CONCLUSION
Organizational effectiveness is a multifaceted concept that encompasses the
ability of an organization to achieve its goals, efficiently use resources, and
adapt to its environment. It is a crucial determinant of an organization's success
and sustainability, reflecting how well it meets its strategic objectives and
satisfies stakeholders. Organizational effectiveness is achieved through a
comprehensive approach that integrates goal-setting, resource management,
productivity, employee and customer satisfaction, adaptability, financial
performance, operational efficiency, and strategic alignment. By addressing
these areas and continuously striving for improvement, organizations can
enhance their effectiveness, achieve their objectives, and sustain their success
in a dynamic and competitive environment.

BIBLIOGRAPHY
• Nisha clement: Essentials of management of nursing service and education; 2nd
edition;
jaypee publications.
• Jogindra Vati: Principles and practice of nursing management and administration;
second edition; jaypee publications.
• Deepak.k.Sarath Chandran.C, Mithunkumar; A comprehensive textbook of nursing
management;2nd
edition; Emmess publications.
• Paul Hersey, Kenneth H. Blanchard, and Dev. S. Bhattacharya; Management and
Organizational Behavior Pearson Education India; ISBN: 978-8177582306.
• Harold Koontz, Heinz Weihrich, and Jitendra V. Gupta; Essentials of Management: An
International, Innovation and Leadership Perspective.
• Jith S. Chandan; Organizational Behavior: Human Behavior at Work; Vikas Publishing
House; ISBN: 978-9325986511.
• P. Subba Rao; Organizational Behavior; Himalaya Publishing House; ISBN: 978-
9352022726.
• www.pubmedcentral.organization.com.
• www.wikkipedia.organization.in.

RESEARCH STUDY RELATED TO ORGANIZATION
Health-promoting organization and organizational effectiveness of health promotion in hospitals: a national
cross-sectional survey in Taiwan.
Yea-Wen Lin and yueh-ysen lin; Health promotion International; vol. 26, no. 3 (September 2017),362-375 (14
pages); published by: oxford university press.
Abstract
To assess the organizational health-promotion (HP) status and its effect on the organizational effectiveness of HP
in a national cross-sectional survey of all hospitals above the local community hospital level in Taiwan's hospitals,
questionnaires were sent to 474 hospitals, of which 162 (34.18%) hospitals returned them and were rendered
valid. The results of the organizational HP status reveal that the standardized overall score achieved is 76.26,
suggesting that there is considerable room for improvement. The results of correlation analysis partially support
the proposition of this study, suggesting that the higher the organizational HP status, the better the self-evaluated
overall organizational and administrative effectiveness of its HP. When hierarchical multiple regression was
performed, support for ownership (private hospitals), hospital accreditation grades (academic medical centers)
and overall score of the Organizational Health of Hospital Assessment Scale were significant predicators of self-
evaluated overall organizational effectiveness (F = 11.097, p < 0.01, R² = 0.369). Moreover, drafted annually, HP
policies and plans and the number of staff HP training activities were found to partially mediate the relation
between the organizational HP status, hospital characteristics and self-evaluated overall organizational
effectiveness. The results contribute to clarify the conception of health-promoting hospital organizations and to
identify a number of dimensions of health-promoting organizations related to the organizational effectiveness of
HP in hospitals, which could allow hospitals to establish a healthier organization and more effective HP programs.
This study also supplies the research field with important data and insights that can be used in future research.

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