Organizations structures processes and outcomes pdf
Organizations : structures, processes, and outcomes / Richard H. Hall - Details - TroveAn organizational structure is a system that outlines how certain activities are directed in order to achieve the goals of an organization. For example, in a centralized structure, decisions flow from the top down, while in a decentralized structure, decision-making power is distributed among various levels of the organization. Businesses of all shapes and sizes use organizational structures heavily. They define a specific hierarchy within an organization. A successful organizational structure defines each employee's job and how it fits within the overall system. Put simply, the organizational structure lays out who does what so the company can meet its objectives.
All relevant data are within the paper and its Supporting Information file e. To address the complex needs of patients, staff nurse involvement in clinical and organizational decision-making processes within interdisciplinary care settings is crucial. A qualitative study was conducted using individual semi-structured interviews of 11 staff nurses assigned to medical or surgical units in a bed university hospital in Belgium. During the study period, the hospital was going through an organizational transformation process to move from a classic hierarchical and departmental organizational structure to one that was flat and interdisciplinary. Staff nurses reported experiencing structural empowerment and they were willing to be involved in decision-making processes primarily about patient care within the context of their practice unit.
An emphasis on structure that overlooks process can be found in many research efforts directed toward managers and management. Overlooked process questions include what produced a structure, how to use a structure, and how to evolve or transform a structure to meet new circumstances and conditions. Exploring the duality allows the enfolded order in process to emerge and associates outcomes with the processes used in various aspects of the management of organizations. Such an approach also connects with emergent ideas in various fields that have been drawn to structure-process dualities. Modes of study for process are proposed and distinguished from the standards applied to process research. These arguments are used to show how research into the structure-process duality can point to a new action theory that captures issues of crucial interest to management, such as transformational leadership. Nutt, P.
Professor Pamela Tolbert is the Lois S. She is broadly interested in processes of organizational change, the role of organizations in social stratification, and the reciprocal relations between occupational arrangements and organizational structures. Her current research includes studies of the use of tenure systems by higher education organizations, state-level influences on the admission of women to state bar associations, and the composition of corporate boards of directors. She has served on the editorial boards of a variety of organizational and sociological journals, as the book review editor for Administrative Science Quarterly, and as a senior editor for Management Science; Academy of Management Review, and Organization Science. She is currently serving as an associate editor for Administrative Science Quarterly. Professor Richard H.