organizing-delegation of authority
TRANSCRIPT
Organizing-Delegation of Authority, Organizational
Design, Authority And Responsibility
By: Shivam Bharti
Motivations To allow people to delegate roles to other people, so that they can
perform tasks that were previously denied to them. To ease the management of permissions through distribution and
delegation, which aids scalability (as opposed to centralised control).
To facilitate inter-organisation federations, by allowing one organisation to leverage the role allocations in another organisation and thereby give them access to their resources in a controlled manner.
Assigning and Delegating Privileges in Organisations
ResourceOwner
“I authorise this Privilege Holder to use this resource in the following ways”signed The Resource Owner
Privilege Holder
“I delegate authority to this End User to use this resource in this limited way”signed The Privilege Holder
End User(PrivilegeHolder)
Assignsprivilege
Delegates privilege
Bill
Alice
Bob
SOA
AA
EndEntity
IssuesAC to
IssuesAC to
DelegationIssuing
Service (DIS)
IssuesAC to
AC
Points to issuer
Points toholder
Points to Issued OnBehalf Of
The X.509 Delegation Service
PolicyDelegationPolicy
DIS Web Service
DISJava
SSL orShibboleth
Apache
Webbrowser
Web ServiceInterface
DIS Communications
LDAPserver
AuthenticateDIS Client
DIS PEP
IssueACWeb serviceinterface
publishAC
Mapidentities
Authnname
PERMIS RBAC
CredentialValidation
PDP
SignAC
Authznname
DIS Web Service
Request
Authorisation DelegationIssuingPolicy
PolicyIssuer’sAC
Organizational Design
Purpose and Overview
Overview The Meaning of Organizational Design Levels of Organization Design Systematic Assessment Before Design Designs for a Variety of Health Services Organizations Influences on Future Organization Designs Organization in Transition
Purpose To explore how decisions are made about designing organizational structures
The Meaning of Organizational Design
A dynamic process controlling outcomes and process. Building blocks of organization are arranged to improve
effectiveness and adaptive capacityAuthorityResponsibilityAccountabilityInformationRewards
The Meaning of Organizational Design Management’s Role
Redesign: needs change as organization's needs change
The Meaning of Organizational Design
Management’s Role
The Meaning of Organizational Design When a design should be reconsidered
Severe performance problems Change in environment that affects internal policies New programs or product lines Leadership change
Levels of Organization Design
Levels of Organization Design
Designing a Position Identify:
Major responsibilities and rolesSkills and training necessaryTo whom the person and work are accountableThe relationship of other peer positions
Levels of Organization Design
Designing a Work Group Clarify
Specific purpose of groupTime frame for completing problem solvingBoundaries of group's authority
Appoint a leader
Levels of Organization Design Designing Work Groups
Group units to maximize use of: Knowledge and skillWork processTimeCommonality of clients or patientsGeographic location
Levels of Organization Design
Designing a Total Organization Enormous challenge Extensive investment Behavioral flexibility
Levels of Organization Design
Designing a Network Coordination of services and client flow Analyze interorganizational relationships
Decide which organizations should have most power
Identify resource transactions Diffusing innovations
Levels of Organization Design
Designing a Health System Centralization vs. decentralization
Setting policy Initiating activities Granting final approval
Systematic Assessment Before Design
Designs for a Variety of Health Services Organizations Differentiation Integration All organizations must do both
Designs for a Variety of Health Services Organizations
The Continuum of Organizational Design
Designs for a Variety of Health Services Organizations Functional Design
Specialized labor divided into departments Most useful when organization has few products or goals
Designs for a Variety of Health Services Organizations Functional Design
Enables decision making on a centralized, hierarchical basis Unsuitable when:
Organization growsOrganization diversifies Poor departmental coordination allows top heavy
decision making
Designs for a Variety of Health Services Organizations
Functional Design
Designs for a Variety of Health Services Organizations Divisional Design
Organizational divisions and semiautonomous units Decentralizes decisions to lowest level Difficulties arise when priorities are determined at higher organizational levels
Designs for a Variety of Health Services Organizations
Divisional Design
Designs for a Variety of Health Services Organizations Matrix Design
Improves coordination and communication across organization Characterized by dual authority system Reporting to managers Disadvantages due to dual authority system
Designs for a Variety of Health Services Organizations
Matrix Design
Designs for a Variety of Health Services Organizations
Parallel Design Bureaucratic or functional organization
Responsible for routine activities Parallel side
Responsible for complex problem solving requiring participatory mechanisms
Commonly seen with CQI/TQM
Designs for a Variety of Health Services Organizations
Parallel Design Advantages
Increased performance and quality Disadvantages
Time in meetingsIncreased cost of operationsConflicts between two structures
Designs for a Variety of Health Services Organizations
Parallel Design
Designs for a Variety of Health Services Organizations
Product/Service Line or Program Design One person in charge of product or group Advantages:
Increased operational efficienciesEnhanced market share
Designs for a Variety of Health Services Organizations
Product/Service Line or Program Design Key Factors for Success Management system linking clinical, financial, and volume data
by product Financial system that disaggregates costs and revenues to
assign accountability
Designs for a Variety of Health Services Organizations
Product/Service Line or Program Design Key Factors for Success Innovation and risk taking rewards Health care provider involvement in:
TechnologyDiagnosis and treatment Quality improvementPatient-centered issues
Designs for a Variety of Health Services Organizations
Product/Service Line or Program Design Key Factors for Success Strong support staff Align authority and responsibility Integrative mechanisms across product lines
Designs for a Variety of Health Services Organizations
Product/Service Line or Program Design Key Factors for Success Comprehensive management development Ability to work with more than one manager Communication skills Conflict management skills Computer literacy Creativity
Designs for a Variety of Health Services Organizations
Product/Service Line
Influences on Future Organization Designs
The Mission Specificity is important to determine design
The Future Environment Changing demographic characteristics Public and consumer sophistication Range of services provided outside traditional hospitals Involvement in community to address underlying health
issues Increasing competition Increasing regulatory pressures
Influences on Future Organization Designs The Future Environment
Changing reimbursement systems Expanding private sector involvement Involvement of trustees, physicians, and other health professionals in strategic
planning External standards for professional conduct Demand for accountability and value Focus on patient safety and quality of care Rapidly developing medical technologies Information demands Development of information systems Artificial intelligence
Influences on Future Organization Designs The Organization
Greater emphasis on teamwork Social contract accountability for governance Corporatization of health services organizations Demands to improve the quality of care Demands to control costs, efficiency, productivity, and value Comprehensive and integrated clinical and financial information systems Constrained financial resources Changing working relationships Increasing use of information technology Increasing need to coordinate activities internally Managing conflict creatively Collaboration among public and private organizations to address preventable
diseases
Influences on Future Organization Designs
Focus on "customer" and patient-centered care Patient satisfaction surveys to modify care Broad sets of performance indicators Community-based care
Use of evidence and health outcome measures Challenges to traditional ways of operations Value of employees committed to organization Value of employees who are adaptable
Culture Value of nonhierarchical leaders who can lead change processes Emphasis on teamwork and collaboration with nontraditional
partners
Influences on Future Organization Designs Human Resources
Acute shortage of nursing personnel Emphasis on cross-training vs. traditional professional training Emphasis on horizontal teams and collaborative practices Pressure to substitute "cheaper" health care workers for more expensive health
professionals More women in management require flexibility
Accessibility of day care and job sharing Greater ethnic and cultural diversity of workforce Need to experiment with new work arrangements
Influences on Future Organization Designs
Human Resources Physicians becoming employees Shortages of key health services professionals Increasing need for managers with professional training
Increasing unionization of workers Closer scrutiny by unions as some organizations retrench Need to educate all employees in strategic management Adopting a marketing orientation
Influences on Future Organization Designs
Human Resources Succession planning, career planning, and management
development Pressure to provide continuing education, especially for clinical
managers
The Political Process Informal leaders may be helpful Better management to identify key players in redesign process
Organization in Transition Life Cycles
Four phases (Starkweather and Kisch):Search Success Bureaucratic Succession
Organization in Transition Designs for Quality Improvement
Quality of care Quality is an organizational problem Emphasize:
Organizing work around patient Reframing role of hospital in health services
system