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Learning Objectives
• Describe what the term organization
means.
• Define operative, manager, and span of
control.
• Differentiate between frontline, middle,
and top-level managers.
• Differentiate among the various types
of organizational structures.
• Discuss how an organization’s mission
and philosophy relate to its structure.
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Learning Objectives
• List the characteristics of organizational
culture.
• Discuss why internal congruity is
important to an organization.
• Outline the systems approach to
viewing an organization.
• Describe the skills needed by managers
at different levels.
• Identify the functions that managers
perform.
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Learning Objectives
• Describe what is included in the
planning function.
• Describe how managers organize the
activities for which they are responsible.
• State how planning and organizing
interrelate with the other managerial
functions.
• Describe each of the four outcome
criteria for management.
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Learning Objectives
• Cite examples of each of the three
management roles - interpersonal,
informational, and decisional.
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The Organization
• Organization
– A systematic arrangement of people
to accomplish a specific purpose.
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Organizational Structure
• Lines of Authority
– The vertical relationships within an
organization; chain of command.
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Organizational Structure
• Hierarchy - A description of the
vertical relationships in an organization,
which dictates the reporting relationship
among workers and the various levels
of management.
– Line Managers - Managers whose
reporting relationships, both upward and
downward, are vertical.
– Operative - A person who does the work of
the organization or produces the product;
also called a worker.
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Organizational Structure
• Hierarchy
– Managers - People who oversee and direct
the work of others.
– Management - Planning, organizing,
leading, and controlling the use of resources
to achieve objectives.
– Frontline Managers - Managers who
oversee employees responsible for
production; need a high level of technical
skills, good human relations skills, and
some conceptual skills.
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Organizational Structure
• Hierarchy
– Top-Level Managers - Managers who
direct the activities of large segments of an
organization rather than the actual
production; need a high level of conceptual
skills, good human relations skills, and
some technical skills.
– Middle Managers - Managers whose level
is above that of frontline managers, but
who are subordinate to top-level managers;
need technical and conceptual skills in equal
amounts and good human relations skills.
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Organizational Structure
• Hierarchy
– Chain of Command - The vertical
relationships between members of an
organization that are based on
authority and power.
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Organizational Structure
• Span of control
– A measure of the influence a
manager has on an organization;
usually measured by the number of
people who report to the manager.
– Downsizing/rightsizing – the
process of deliberately increasing the
span of control of managers in order
to flatten the organization.
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Organizational Structure
• Line/staff relationships
– Staff Managers - Managers who
oversee supportive departments or
groups; they report laterally, not
vertically.
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Organizational Structure
• Centralization
– The concentration of decision making
and power at the upper levels of an
organization.
– Decentralization - The ability for
individuals at lower levels of an
organization to make decisions
appropriate to their own areas of
responsibility.
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Organizational Structure
• Departmentalization
– The specialization of groups in an
organization, which may be based on
product, function, clients, location, or
work processes.
– Inherent problems:
• Lack of coordination between groups
• Competition
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Organizational Structure
• Departmentalization
– Approaches to dealing with these
problems:
• Total quality management (TQM)
• Dual-reporting model, also called matrix
management
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Organizational Structure
• The Organization Chart
– A graphic representation of an
organization’s structure.
– Cannot show:
• Manager’s non-vertical work
• Centralization/decentralization of power
• Division of Labor - The practice of
assigning each worker a few specialized
tasks to perform, rather than a large
number of more general tasks.
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Organizational Mission
• Mission Statement
– The statement of philosophy or purpose
that drives an organization.
– ex:
• “We’re here for the children.”
• “Every Cal Dining employee is a leader, a
stakeholder, and an invaluable part of our team.
Each one of us is committed to: SERVCAL:
Service 1st, Enthusiasm, Respect, Value,
Communication, Accountability, Learning.”
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Organizational Mission
• Organizational Culture
– The “personality” of an organization.
• Internal Congruity
– Consistency within the organization,
related to managers, employees,
processes, communications,
philosophy, culture, and so on. It is
the thread that unifies the whole.
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The Organization as a
System
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The Organization as a
System
• Inputs
– Resources brought into a system; for
example, money, people, technology, and
materials.
• Transformation
– The production or work of an organization
that changes inputs into outputs.
• Outputs
– The results that occur when inputs are
transformed in a system.
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The Organization as a
System
• Outcomes
– The term used for outputs in clinical
or community nutrition settings.
• Feedback
– Outputs from a system that are
recycled as inputs to prevent errors
or to improve the system in the
future.
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Foodservice
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Clinical practice
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Community nutrition
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Management
• Skills needed by managers
– Technical Skills - Managerial skills related
to the production work of the organization.
– Human Skills - A managerial skill set
composed of personal attributes,
knowledge, and learned behavior that
enables managers to work effectively and
communicate with others.
– Conceptual Skills - Managerial skills
related to working with abstract ideas and
concepts.
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Management Functions
• Planning
– A management function that involves
developing mission statements, setting
goals, and outlining the steps needed to
meet those goals.
– Short-Term Plans - The interim plans of
an organization geared toward fulfilling
long-term goals; usually projected in days,
weeks, or months. A.K.A. process goals.
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Management Functions
• Planning
– Long-Term Plans - The projected
outcomes or strategic plans of an
organization based on its mission or
philosophy; usually covering a period of
from three to five years. A.K.A. outcome
goals.
– Strategic Plans - Global plans that set the
direction for the organization within the
context of its internal and external
environments.
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Management Functions
• Organizing
– A management function that deals with
establishing an orderly, systematic method
of dealing with issues.
• Leading
– A management function that deals with the
direction, motivation, and coordination of
staff and their activities.
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Management Functions
• Controlling
– A management function that involves
inspecting the work that is done,
ensuring that standards are met, and
monitoring to see that the work is
done as planned.
• Other management functions
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Outcome Criteria
• Efficient - A criterion for management
defined as doing things in the best way
relative to resource utilization.
• Effective - A criterion for management
focused on meeting defined goals and
objectives.
• Appropriate - A criterion for
management based on the ability to
adapt to the specific environment.
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Outcome Criteria
• Adequate - A criterion for
management that considers
whether what was done was done
in the correct amount.
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Outcome Criteria
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Roles of Managers
• Interpersonal
Role
– A managerial
role in which a
manager acts
as a figurehead,
a leader, or a
liaison.
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Roles of Managers
• Informational Role
– A managerial role in which the manager
monitors and disseminates information or
acts as a spokesperson for the organization.
• Decisional Role
– A managerial role based on being an
entrepreneur, disturbance handler, resource
allocator, and negotiator; this role allows a
manager to take charge, make changes,
handle conflicts, determine how resources
are used, and arrange deals.
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Conclusion
• The elements that characterize an
organization’s structure are hierarchy,
span of control, line/staff relationships,
centralization, and departmentalization.
• The organization’s purpose is reflected
in both its mission and its culture.
• The organization can be viewed as a
system, in which inputs are transformed
into outputs.
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Conclusion
• The skills needed by all managers are
technical, human, and conceptual,
though different levels of managers
need these in differing amounts.
• Functions of managers are planning,
organizing, leading, and controlling.
• The criteria for measuring management
outcomes are efficiency, effectiveness,
appropriateness, and adequacy.
• Roles of managers are interpersonal,
informational, and decisional.
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In Health Care Facilities, Where
Do Nutrition Services Belong?
• Dietitians were once responsible
for food preparation
• Foodservice and nutrition services
in hospitals were closely linked
• Since then, they have grown
apart, and the gap continues to
widen
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In Health Care Facilities, Where
Do Nutrition Services Belong?
• Nutrition services are patientfocused; foodservice may be
geared to non-patient customers
• Hospitals must decide whether to
separate foodservice from dietetics
based on the individual situation
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