1. THEORIES OF ORGANISATION & MINIMUM REQUIREMENT OF ORGANISATION
SUB: NURSING MANAGEMENT
PREPARED BY:MEDIPHOBIA TEAM

2. DEFINITION OF ORGANISATION THEORY
O.T
STUDY OF ORGANISATION
SOLVING PROBLEM
MEETING THE NEED OF THE STAKEHOLDERS
INCREASE EFFICIENCY & PRODUCTIVITY

3. TYPES OF ORGANIZATIONAL THEORIES
1) Classical organization theory
a) Taylor‘s scientific management approach
b) Weber‘s bureaucratic approach
c) Administrative theory
2) Neoclassical theory
3) Modern theories
a) The systems approach
b) Socio-technical approach
c ) The contingency or situational approach
4) Individual processes:
a) Motivational theory
b) Role theory
c) Personality theory

4. Classical organization theories
A) Taylor's scientific management approach :
-Is based on the concept of planning of work to achieve efficiency, standardization, specialization and simplification.
-Taylor suggested that, to increase productivity was through mutual trust between management and workers,

5. -Taylor developed the following four principles of scientific management for improving productivity:
Science, not rule-of-thumb
Old rules-of-thumb should be supplanted by a scientific approach to each element of a person's work.
Scientific selection of the worker
Organizational members should be selected based on some analysis, and then trained, taught and developed.
Management and labor cooperation rather than conflict
Management should collaborate with all organizational members so that all work can be done in conformity with the scientific principles developed.
Scientific training of the worker
Workers should be trained by experts, using scientific methods.

6. B) Weber's bureaucratic approach
Weber (1947) based the concept of the formal organization on the following principles:
1. Structure: In the organization, positions should be arranged in a hierarchy, each with a particular, established amount of responsibility and authority.
2. Specialization: Tasks should be distinguished on a functional basis, and then separated according to specialization, each having a separate chain of command.
3. Predictability and stability
The organization should operate according to a system of procedures consisting of formal rules and regulations.
Rationality:
Recruitment and selection of personnel should be impartial.
Democracy:
Responsibility and authority should be recognized by designations and not by persons

7. C) Administrative theory
The elements of administrative theory (Henri Fayol, 1949) relate to accomplishment of tasks, and include
Principles of management,
The concept of line and staff,
Committees and
Functions of management.

8. i) Principles of management
• Division of work
• Authority and responsibility
• Discipline
• Unity of command
• Unity of direction:
• Subordination of individual interest to general interest
• Remuneration of personnel
• Centralization
• Scalar chain
• Order
• Equity
• Stability of tenure of personnel
• Initiative
• Esprit de corps

9. b) The concept of line and staff
The concept of line and staff is relevant in organizations which are large and require specialization of skill to achieve organizational goals.
Line personnel are those who work directly to achieve organizational goals.
Staff personnel include those whose basic function is to support and help line personnel.

10. c) Committees Committees are part of the organization.
Members from the same or different hierarchical levels from different departments can form committees around a common goal.
They can be given different functions, such as managerial, decision making, recommending or policy formulation.
Committees can take diverse forms, such as boards, commissions, task groups or ad hoc committees.
Committees can be further divided according to their functions.
For e.g. In agricultural research organizations, committees are formed for research, staff evaluation or even allocation of land for experiments

11. d) Functions of management
Fayol (1949) considered management as a set of Planning, Organizing, Training, Commanding and Coordinating functions.
Gulick and Urwick (1937) also considered organization in terms of management functions such as, Planning, Organizing, Staffing, Directing, Coordinating, Reporting and Budgeting

12. 2) Neoclassical theory
Classical theorists recognized the importance of individual or group behavior and emphasized human relations.
Based on the Hawthorne experiments, the neoclassical approach emphasized social or human relationships among the operators, researchers and supervisors
Productivity increases as a result of high morale, which was influenced by the amount of individual, personal and intimate attention workers received.

13. Principles of the neoclassical approach
The individual :
An individual is not a mechanical tool but a distinct social being, with aspirations beyond mere fulfillment of a few economic and security works. Individuals differ from each other in pursuing these desires. Thus, an individual should be recognized as interacting with social and economic factors.
The work group:
The neoclassical approach highlighted the social facets of work groups or informal organizations that operate within a formal organization. The concept of 'group' and its synergistic benefits were considered important.
Participative management :
Participative management or decision making permits workers to participate in the decision making process. This was a new form of management to ensure increases in productivity.

14. 3) Modern theories
It is based on the concept that the organization is a system which has to adapt to changes in its environment.
Notable characteristics of the modern approaches to the organization are:
A systems viewpoint
A dynamic process of interaction
Multileveled and Multidimensional
Multi motivated
Probabilistic
Multidisciplinary
Descriptive
Multivariable
Adaptive

15. a) The Systems Approach
views organization as a system composed of interconnected - and thus mutually dependent - sub-systems.
Sub-systems can have their own sub-sub-systems.
A system can be perceived as composed of some components, functions and processes (Albrecht, 1983).
The organization consists of the following three basic elements (Bakke, 1959):
(i) Components :
The individual
The formal and informal organization,
Patterns of behavior emerging from role demands of the organization,
Role comprehension of the individual, and
The physical environment in which individuals work

16. . (ii) Linking processes
Communication:
Is a means for eliciting action, exerting control and effecting coordination to link decision centers in the system in a composite form.
Balance :
Is the equilibrium between different parts of the system so that they keep a harmoniously structured relationship with one another.
Decision analysis:
Decisions may be to produce or participate in the system. Decision to produce depends upon the attitude of the individual and the demands of the organization. Decision to participate refers to the individual's decisions to engross themselves in the organization process. That depends on what they get and what they are expected to do in participative decision making.

17. (iii) Goals of organization:
The goals of an organization may be growth, stability and interaction.
Interaction implies how best the members of an organization can interact with one another to their mutual advantage.

18. b) Socio-technical approach
The socio-technical systems approach is based on the premise that every organization consists of the people, the technical system and the environment (Pasmore, 1988).
People (the social system) use tools, techniques and knowledge (the technical system) to produce goods or services valued by consumers or users (who are part of the organization's external environment).
Therefore, an equilibrium among the social system, the technical system and the environment is necessary to make the organization more effective.

19. c) The contingency or situational approach
The situational approach is based on the belief that there cannot be universal guidelines which are suitable for all situations.
Organizational systems are inter-related with the environment.
The contingency approach suggests that different environments require different organizational relationships for optimum effectiveness, taking into consideration various social, legal, political, technical and economic factors

20. 4) Individual Processes
a) Motivational Theory :
• Motivation drives behavior; it is the force behind an individual‘s decision to commit or not commit to certain acts or behaviors.
• An individual calculates an ―E‖ (energy, enthusiasm, effort) the product of need, and prediction for likelihood of achieving the desired results.
• When a person enters into a contract with an organization some calculation will be made in regards to the individual‘s ―E‖ put forth.
• Organizations also put forth an ―E‖, either by resources alone (salary), or by other items such as prestige and stature. This exchange sets the limits of a physical and ―psychological contract‖ between the organization and the person
• Management must carefully consider how to maintain or adjust the psychological contract in order to keep the person a productive member of the team.

21. b) Role Theory
In an organization roles can help to clearly define boundaries between individuals .
Organizations need to acknowledge that its employees manage many roles and that problems or conflicts can arise and create tensions that can change the ability of the individual to reach their goals.
Organizations should be sure to support their team members in meeting new roles by giving time for transition, or offering training and support.
When role conflict arises the organization can nurture employee‘s ability to relieve tension by allowing time to devote to caring for roles outside the office.

22. C) Personality Theory :
Personality can either aid or hinder meeting work goals dependent on fit.
For e.g. Personality types are Type A vs. Type B
Type A personalities are competitive, impatient, seekers of efficiency and always seem to be in a hurry.
Type B personalities are laid back and possess more patience and emotional stability, but tend to be less competitive.
In a work environment Type A‘s tend to be more productive in the short term and pursue more challenging work. However, they also have a greater tendency towards health risks and are less likely than Type B.
Organizations can play a role in developing their staff for success. Workshops, seminars, even book clubs that focus on developing or strengthen an organizational success.
Allowing for a diverse set of experiences, with appropriate support can maximize and expand the capabilities of each employee

23. Minimum requirements for organization
Clarity:
• Employee need to know
Where they belong, -Where they stand in relation to the quality and quantity of their performances -Where to go for assistance.
Economy:
• Employees’ need as much self-control of their work as they can possibly be given.
• They need to be self motivating.
• There should be the smallest possible number of overhead personnel necessary to keep the division and units operating and well maintained.
Direction of vision-
• Managers must direct their vision and that of their employees toward performance,-toward the future and toward strength.

24. Stability and Accountability-
CONTINUE
Decision making-
• Manager should be organized to make decisions on the right issues and at the right levels.
• They should be organized to convert their decisions into work and accomplishments.
Stability and Accountability-
•Manager should be organized to feel community belongingness .
• They can adapt to show objectives requiring changes in their functions and productivity.
Perception and Self renewal-
• They should be organized to produce future leaders.
• The organizational structure should produce continuous learning for the job each employees holds and for promotion.

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