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JAO, CRISTINA R.N. Bicol University Master in Nursing Organizational chart KINDS & CONCEPTS Definition of terms

‡ CHART -refers to a map that helps managers navigate through patterns in their employees. Help organize the workplace while outlining the direction of management control of subordinates. ORGANIZATIONAL CHART

Often called organization chart, org chart, organigram(me), or organogram(me)) A diagram that shows the structure of an organization and the relationships and relative ranks of its parts and positions/jobs. A necessary management tool, particularly useful when companies reorganize, embark on a merger or acquisition, or need an easy way to visualize a large number of employees. OVERVIEW

‡ An organizational chart of a company usually shows the managers and sub-workers who make up an organization. It also shows the relationships between the organization's staff members which can be one of the following:

1. MD - direct relationship between superior and subordinate.

2. Lateral - relationship between different departments on the same hierarchical level.

3. Staff - relationship between a managerial assistant and other areas. The assistant will be able to offer advice to a line manager.

4. Functional - relationships between specialist positions and other areas. The specialist will normally have authority to insist that a line manager implements any of their instructions. KINDS OF CHARTS

1. Vertical charts Depicting the chief executive at the top with formal lines of authority down the hierarchy. Most common. 2. Left to Right or Horizontal chart Depicts the chief executive at the left with lower echelons to the right. 3. Concentric or Circular chart Show the chief executive in the center with successive echelons of the concentric circles. ADVANTAGES AND LIMITATIONS OF THE ORGANIZATIONAL CHART

‡ ADVANTAGES 1.Maps lines of decision making authority.

2.Helps people understand their assignments and those of their co-workers.

3.Reveals to managers and new personnel how they fit into the organization.

4.Contributes to sound organizational structure.

5.Shows formal lines of communication. LIMITATIONS

‡ Shows only formal relationships. ‡ Does not indicate degree of authority. ‡ May show things as they are supposed to be or used to be rather than as they are. ‡ Possibility exists of confusing authority with status. Benefits of Organizational Charts

Organization charts are an effective way to communicate organizational, employee and enterprise information.

Organizational charts provide the greatest value when used as a framework for managing change and communicating current organizational structure.

Using org chart software, Human Resources professionals can create org charts automatically from HR databases and distribute them to management. Organizational charts provide managers with specific departmental information that can then be used as a baseline for planning, budgeting and workforce modeling. Organizational charts can be linked directly to spreadsheets or budgeting tools for interactive what- if analysis, making planning and decision-making easier. Org charts are ideal for sharing the organization's strategic vision, as well as defining responsibilities, dependencies and relationships. Organizational culture MAJOR CONCEPTS AND DEFINITONS

VALUES Basic convictions and beliefs about what is desirable or important.

ATTITUDES Mental state of readiness.

PERCEPTIONS Consciousness, awareness PERSONALITY Relatively a stable set of characteristics and temperaments.

ROLES Expected behaviors in given situations.

HERO A person honored for outstanding qualities CULTURE Combination of assumptions, values symbols, language and behaviors that manifest the organizations norms and values.

2 Aspects 1. Objective Aspect Exist outside the minds of members of the organization 2. Subjective Aspect Related to assumptions and mind-sets CULTURAL NETWORK Primary informal means of communication in the organization. CULTURAL FORMS

LANGUAGE ‡ Gestures ±nonverbal form of communication ‡ Gossip- talk or rumors about others ‡ Humor- verbal forms of humor could be jokes, whereas visual forms could be cartoons posted on bulletin boards ‡ Jargon-specialized vocabulary or idioms specific to a way of work ‡ Jokes- a funny anecdote ‡ Slang- specialized vocabulary of idioms outside the standard language ‡ Signal- given by a gesture ‡ Slogan- catchword or motto; figures or speech in which one thing is likened to another and spoken of as it is were the other thing Metaphors- used to characterize personalities and work styles

1. Military ‡ Language includes such as terms as battle zone, tight ship, captain, troops, battles, campaigns enemies and stars.

2. Sports ‡ Terms such as teams, stars and quarterbacks are used.

3. Anthropology ‡ Terms include family, novice, big daddy, big momma, elder and prodigal son

4. Television ‡ Terms include sitcom, soap opera, country club, playground, nursery and jungle

5. Mechanistic ‡ Terms such as factory, assembly line, and well-oiled machine are used

6. The ³zoo´ ‡ Terms such as sly fox, chicken and top dog appear. ORGANIZATIONAL CULTURE · The sum total of an organizations beliefs, norms, values, philosophies and traditions.

· The personality of the organization

· The specific collection of values and norms that are shared by people and groups in an organization that control the way they interact with each other and with stakeholders outside the organization. Strong/weak cultures

‡ Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational values.

‡ Weak culture where there is little alignment with organizational values and control must be exercised through extensive procedures and bureaucracy. MYERS-BRIGGS TYPE INDICATOR

‡ A useful method for performing self- examinations to understand one¶s strengths and weakness and how one differs from others.

‡ Isabel Briggs-Myers (1995) has identified four dimensions of psychological type. Each of the four dimensions has two categories. MYERS-BRIGGS TYPE INDICATOR

DIMENSIONS CONTRASTING CATEGORIES Attitude toward life Introversion Extroversion

Perception Sensing Intuiting

Judgment Thinking Feeling

Orientation to outer world Judging Perceiving

Shows that people gather information through sensing and intuiting and process or evaluate the information through thinking and feeling. TYPES OF CULTURE or the typologies of organizational cultures

‡ Geert Hofstede identified five dimensions of culture in his study of national influences: ‡ Power distance - The degree to which a society expects there to be differences in the levels of power.

‡ Individualism vs. collectivism - individualism is contrasted with collectivism, and refers to the extent to which people are expected to stand up for themselves, or alternatively act predominantly as a member of the group or organization. ‡ Masculinity vs. femininity - refers to the value placed on traditionally male or female values.

‡ Long vs. short term orientation - describes a society's "time horizon," or the importance attached to the future versus the past and present. Deal and Kennedy

‡ defined organizational culture as the way things get done around here. They measured organizations in respect of:

‡ Feedback - quick feedback means an instant response.

‡ Risk - represents the degree of uncertainty in the organization¶s activities. four classifications of organizational culture:

‡ The Tough-Guy Macho Culture. Feedback is quick and the rewards are high. This can be a very stressful culture in which to operate. ‡ The Work Hard/Play Hard Culture is characterized by few risks being taken, all with rapid feedback. ‡ The Bet your Company Culture, where big stakes decisions are taken, but it may be years before the results are known. ‡ The Process Culture occurs in organizations where there is little or no feedback. Charles Handy

‡ Power Culture which concentrates power among a few. ‡ In a Role Culture, people have clearly delegated authorities within a highly defined structure.

‡ By contrast, in a Task Culture, teams are formed to solve particular problems.

‡ A Person Culture exists where all individuals believe themselves superior to the organization. Edgar Schein

‡ Defines organizational culture as: "A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems". three cognitive levels of organizational culture. ‡ At the first and most cursory level of Schein's model is organizational attributes that can be seen, felt and heard by the uninitiated observer - collectively known as artifacts. ‡ The next level deals with the professed culture of an organization's members - the values. At this level, local and personal values are widely expressed within the organization. ‡ At the third and deepest level, the organization's tacit assumptions are found. These are the elements of culture that are unseen and not cognitively identified in everyday interactions between organizational members. Arthur F Carmazzi

‡ The Blame culture This culture cultivates distrust and fear, people blame each other to avoid being reprimanded or put down, this results in no new ideas or personal initiative because people don¶t want to risk being wrong.

‡ Multi-directional culture This culture cultivates minimized cross-department communication and cooperation. Loyalty is only to specific groups (departments). The lack of cooperation and Multi- Direction is manifested in the organization's inefficiency.

‡ Live and let live culture This culture is Complacency, it manifests Mental Stagnation and Low Creativity. People here have little future vision and have given up their passion. ‡ Brand congruent culture People in this culture believe in the product or service of the organization, they feel good about what their company is trying to achieve and cooperate to achieve it.

‡ Leadership enriched culture People view the organization as an extension of themselves, they feel good about what they personally achieve through the organization and have exceptional cooperation. G. Johnson ‡ The Paradigm: What the organization is about; what it does; its mission; its values. ‡ Control Systems: The processes in place to monitor what is going on. ‡ Organizational Structures: Reporting lines, hierarchies, and the way that work flows through the business. ‡ Power Structures: Who makes the decisions, how widely spread is power, and on what is power based? ‡ Symbols: These include organizational logos and designs, but also extend to symbols of power such as parking spaces and executive washrooms. ‡ Rituals and Routines: Management meetings, board reports and so on may become more habitual than necessary. ‡ Stories and Myths: build up about people and events, and convey a message about what is valued within the organization. William Schneider identified four core cultures with a leadership and management focus.

l. Control Culture Authoritative, conservative, impersonal, tough minded, realistic, systematic, task driven, objective, and prescriptive

ll. Collaborative Culture ‡ Adaptive, Collegial, democratic, informal, participative, personal, relational, supportive, and trusting. lll. Competence Culture Challenging, efficient, emotionless, formal, impersonal, intense, objective, rational, and task driven. lV. Cultivation Culture Attentive, emotional, enabling, humanistic, nurturing, people driven, personal, promotive and relaxed. Robert Cooke and Denise Rousseau (1987) have identified three culture types. l. Positive Culture Members are proactive and interactive to meet their satisfaction needs.

ll. Passive-defensive Culture Reflect expectations for members to interact with people in ways that will not threaten their own security lll. Aggressive-defensive Culture Members are expected to approach tasks in forceful ways to protect their status and security.

*Protect their security and status in reactive, guarded ways. Jeffrey Sonnenfield

identified four types of culture: · Academy Culture Employees are highly skilled and tend to stay in the organization while working their up the ranks · Baseball team Culture Employees are ³free agents´ who have highly prized skills · Club Culture Most important requirement for employees in this culture is to fit into the group.

· Fortress Culture Employees don¶t know if they¶ll be laid off or not. ‡THANK YOU!!!