An organisation

cihm.leeds.ac.uk

An organisation

Organisations providing Health Care

Diane Plamping


An organisation is a device to coordinate behaviour to

get done the work the owners want done. The delegation

of the legitimate authority of the owners is organised

through a stratified management hierarchy

In both the public and private sector most are

so-called ‘bureaucratic hierarchies’. These are stratified

employment systems in which the employment contracts

are central.

It is not about style but about formalisation of power

through the delegation of authority and tasks

In this context we give attention to designing roles and

structures.


Structure

process

organisational design

is a key device to achieve

the organisations core

functions

Task ( job description)

Person

(person specification)

Role

job segmentation is a

core part of an

organisation’s design


A management/governance description

Strategic

Apex

Techno/analytical

services

‘Middles’

Support services

service production

Mintzberg’s Organisation by 5’s


Permanence)

Age Sex

Low D High P

Professional roles

High D High P

Appointed/elected offices

e.g. PM CEO

Social Networks

Friendly clubs

low D low P

Structural roles

e.g. Wife Father

low

High

detachability (D)


The Organisation – functional description

Administration

Front line

Operations

Leadership

Management


Being a bureaucracy v being bureaucratic

Levels of decisions making authority – time span

Each level has to contribute something to the task over and

above delegating tasks and holding others accountable.

A stratified employment system

‘Fair ‘employment contracts

The relationship between the levels has to support

•review as control

•review as motivation

•review as learning


Professional Organisations

We can choose to see professional organisations as ‘organised

anarchies’ which resist strategy making or we can focus on how

decisions and behaviour order themselves into patterns over time.

(Henry Mintzberg On Management 1989 Collier Macmillan).

The problem with this social compact of professional autonomy

has been that not only did the profession as a whole assume

autonomy for itself, but so did each practitioner

(Donald W Light After Bristol the new Professionalism

City University London Lecture 27th November 2001)

Or we can see them as distinctive

Managing with multiple hierarchies


Other ways of organising

Designed systems

and

Adaptive or Living Systems


Expectations (rights) of participating in control of change

Professional

Hierarchies

Management

hierarchy

organisation

general

mgt.

subordinate

networks


How Resilience Works

A staunch acceptance of reality

Strongly held beliefs that life is

meaningful

An uncanny ability to improvise

Diane L Coutu

Harvard Business Review

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