Beruflich Dokumente
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MANAGEMENT
Leadership and Followership
Not all managers are leaders and not all leaders are managers.
Leaders are able to manage and managers are able to lead.
Leaders do the right thing, and managers do things right.
Factors that inhibited job satisfaction were those that hindered the
ability to accomplish patient care, including
• lack of supplies,
• feeling overloaded,
• difficulties in communicating with physicians.
Span of Control
• Span of control is denoted on the chart as the number
of people reporting to each manager. The span of
control determines how the organizational structure
will appear on paper (Altaffer, 1998). A wide span of
control indicates that many people are reporting to a
manager, and a narrow span of control indicates that
only a few people are reporting to the manager.
DECISION MAKING
• Organization charts also depict how decisions
are made within an organization.
• Centralized decision making occurs when a
few people at the top levels of the
organizational structure make decisions.
• Decentralized decision making occurs when
decisions are made throughout the organ-
ization, at the lowest level possible within the
organization.
Type of Organizational Structures
• TALL/CENTRALIZED/BUREAUCRACY
• FLAT/DECENTRALIZED STRUCTURE
• AD HOC/ADHOCRACY STRUCTURE
• MATRIX STRUCTURE
STRUCTURES SPECIFIC TO HEALTH CARE
• Integrated Health-Care System
MAGNET STATUS
• The American Academy of Nursing (AAN) began
to review and identify as magnet hospitals those
hospitals that had solid organizational structures
and a decentralized, open management style.
There are 14 criteria necessary to obtain magnet status:
• 1. Quality of nursing leadership
• 2. Organizational structure
• 3. Management style
• 4. Personnel policies and programs
• 5. Professional models of care
• 6. Quality of care
• 7. Quality improvement
• 8. Consultation and resources
• 9. Autonomy
• 10. Community and the hospital
• 11. Nurses as teachers
• 12. Image of nursing
• 13. Interdisciplinary relationships
• 14. Professional development
ORGANIZATIONAL CULTURE
• Culture can be defined as the assumptions and beliefs that
organizational members have in com- mon. It is the “shared values
and beliefs within the organization”
ORGANIZATIONAL CLIMATE
• The climate of the organization is the “perception of how it feels to
work in a particular environment”.