Nurs 321 Quiz #2 – Questions With Precise Solutions
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Sherpath: Diabetes Mellitus Chapter 21 Test Case Study 4 (Short
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Terms in this set (86)
Formal Organizational Structure: the Informal Organizational Structure: the focus is on the
emphasis is on organizational positions and employees, their relationships, and the
formal power informal power that is inherent within those relationships
Provides a framework for defining Has its own leaders and communication channel, grapevine
managerial authority, responsibility, and
accountability
Span of Control Too many people reporting to a single manager delays
Refers to the number of people directly decision making, whereas too few results in an inefficient, top-
reporting to any one manager and heavy organization.
determines the number of interactions
expected of him or her
Unity of Command Indicated by the vertical solid line between positions on the
Best described as one person/one boss in organizational chart
which employees have one manager to
whom they report and to whom they are
responsible
Scalar Chain The decision-making hierarchy, or pyramid, is often referred to
as a scalar chain.
Centrality The middle manager often has centrality because he or she
The extent to which an employee is has a broader view of the organization and communicates in
integrated into the network of interpersonal many directions.
relationships within the work system
Levels of Management Board of directors
Top-Level Managers Chief executive officer
Chief nursing officer
Administrators
Levels of Management Nursing supervisors
Middle-Level Managers Nursing directors
Department heads
Levels of Management Team leaders
First-Level Managers Charge nurses
Primary care nurses
Case managers
, Levels of Management In decentralized decision making, decision making is diffused
In centralized decision making, decisions throughout the organization, and problems are solved at the
are made by a few managers at the top of lowest practical managerial level
the hierarchy
Advantages of the Organization Chart 3. Reveals to managers and new personnel how they fit into
1. Maps lines of decision-making authority the organization
2. Helps people understand their 4. Contributes to sound organizational structure
assignments and those of their coworkers 5. Shows formal lines of communication
Disadvantages of the Organization Chart 3. May show things as they are supposed to be or used to be
1. Does not show the informal structure of rather than as they are
the organization 4. Possibility exists of confusing authority with status
2. Does not indicate the degree of authority
held by each line position
Types of Organizational Structures Line structures
Ad hoc design
Matrix structures
Service line organization
Flat designs
Ad Hoc Design Serves as a way for professionals to handle increasingly large
Modification of the bureaucratic structure amounts of information
Sometimes used temporarily to facilitate Uses a project team or task approach and is usually disbanded
project completion within a formal line after a project is completed
organization May result in decreased employee loyalty to the parent
Overcomes the inflexibility of line structure organization
Matrix Organizations Have fewer formal rules and fewer levels of the hierarchy
Designed to focus on both the product and Can cause slow decision making due to information sharing
the function Can produce confusion and frustration for workers because
Have a formal vertical and horizontal chain of dual-authority hierarchical design
of command
Service Line Organizations Sometimes called care-centered organizations
Used in some large institutions to address Smaller in scale than large bureaucratic systems
the shortcomings that are endemic to
traditional large bureaucratic organizations
Flat Organizational Designs Continue to have line authority, but because the
Remove hierarchical layers by flattening the organizational structure is flattened, more authority and
scalar chain and decentralizing the decision making can occur where the work is being carried
organization out
Despite being very flat, often retain many characteristics of a
bureaucracy
Flattened Organizational Structure chief nursing officer = nurse-manager = staff
Stakeholders May be both internal and external
Those entities in an organization's Every organization should be viewed as being part of a
environment that play a role in the greater community of stakeholders.
organization's health and performance or
that are affected by the organization
Accountability is the moral responsibility Responsibility is related to job assignment and must be
that accompanies a position. accompanied by enough authority to accomplish the assigned
task.
Save
Students also studied
Sherpath: Diabetes Mellitus Chapter 21 Test Case Study 4 (Short
30 terms 24 terms 22 terms
jesssbee Preview kenanderson2017 Preview Brittany182
Terms in this set (86)
Formal Organizational Structure: the Informal Organizational Structure: the focus is on the
emphasis is on organizational positions and employees, their relationships, and the
formal power informal power that is inherent within those relationships
Provides a framework for defining Has its own leaders and communication channel, grapevine
managerial authority, responsibility, and
accountability
Span of Control Too many people reporting to a single manager delays
Refers to the number of people directly decision making, whereas too few results in an inefficient, top-
reporting to any one manager and heavy organization.
determines the number of interactions
expected of him or her
Unity of Command Indicated by the vertical solid line between positions on the
Best described as one person/one boss in organizational chart
which employees have one manager to
whom they report and to whom they are
responsible
Scalar Chain The decision-making hierarchy, or pyramid, is often referred to
as a scalar chain.
Centrality The middle manager often has centrality because he or she
The extent to which an employee is has a broader view of the organization and communicates in
integrated into the network of interpersonal many directions.
relationships within the work system
Levels of Management Board of directors
Top-Level Managers Chief executive officer
Chief nursing officer
Administrators
Levels of Management Nursing supervisors
Middle-Level Managers Nursing directors
Department heads
Levels of Management Team leaders
First-Level Managers Charge nurses
Primary care nurses
Case managers
, Levels of Management In decentralized decision making, decision making is diffused
In centralized decision making, decisions throughout the organization, and problems are solved at the
are made by a few managers at the top of lowest practical managerial level
the hierarchy
Advantages of the Organization Chart 3. Reveals to managers and new personnel how they fit into
1. Maps lines of decision-making authority the organization
2. Helps people understand their 4. Contributes to sound organizational structure
assignments and those of their coworkers 5. Shows formal lines of communication
Disadvantages of the Organization Chart 3. May show things as they are supposed to be or used to be
1. Does not show the informal structure of rather than as they are
the organization 4. Possibility exists of confusing authority with status
2. Does not indicate the degree of authority
held by each line position
Types of Organizational Structures Line structures
Ad hoc design
Matrix structures
Service line organization
Flat designs
Ad Hoc Design Serves as a way for professionals to handle increasingly large
Modification of the bureaucratic structure amounts of information
Sometimes used temporarily to facilitate Uses a project team or task approach and is usually disbanded
project completion within a formal line after a project is completed
organization May result in decreased employee loyalty to the parent
Overcomes the inflexibility of line structure organization
Matrix Organizations Have fewer formal rules and fewer levels of the hierarchy
Designed to focus on both the product and Can cause slow decision making due to information sharing
the function Can produce confusion and frustration for workers because
Have a formal vertical and horizontal chain of dual-authority hierarchical design
of command
Service Line Organizations Sometimes called care-centered organizations
Used in some large institutions to address Smaller in scale than large bureaucratic systems
the shortcomings that are endemic to
traditional large bureaucratic organizations
Flat Organizational Designs Continue to have line authority, but because the
Remove hierarchical layers by flattening the organizational structure is flattened, more authority and
scalar chain and decentralizing the decision making can occur where the work is being carried
organization out
Despite being very flat, often retain many characteristics of a
bureaucracy
Flattened Organizational Structure chief nursing officer = nurse-manager = staff
Stakeholders May be both internal and external
Those entities in an organization's Every organization should be viewed as being part of a
environment that play a role in the greater community of stakeholders.
organization's health and performance or
that are affected by the organization
Accountability is the moral responsibility Responsibility is related to job assignment and must be
that accompanies a position. accompanied by enough authority to accomplish the assigned
task.
