scholarly journals Span of control van afdelingsmanagers in ziekenhuizen

2005 ◽  
Vol 79 (3) ◽  
pp. 78-86
Author(s):  
P. R. Algra
Keyword(s):  
Span Of Control

De span of control van afdelingsmanagers verschilt gemiddeld een factor twee tussen verschillende medische afdelingen van drie vergelijkbare, grote algemene ziekenhuizen. Het verschil is terug te voeren op het type afdeling. De span of control kan volgens de organisatietheorie afhangen van vier clusters van oorzaken: de invloed van de manager, de afdelingsorganisatie, de kenmerken van de ondergeschikten en de aard van het werk. Deze factoren verschillen echter niet zodanig in de onderzochte ziekenhuizen, dat zij een bevredigende verklaring kunnen bieden voor het gevonden verschil in span of control. De taakopvatting en professionele doelstellingen van de afdelingshoofden bieden hiervoor een beter aanknopingspunt. Wij noemen dit een bedrijfspolitieke verklaring.

Size does matter – span of control in hospitals

2017 ◽  
Vol 31 (2) ◽  
pp. 192-206 ◽  
Author(s):  
Christina Holm-Petersen ◽  
Sussanne Østergaard ◽  
Per Bo Noergaard Andersen
Keyword(s):  
Design Methodology ◽  
Hospital Staff ◽  
Leadership Capacity ◽  
Decision Makers ◽  
Span Of Control ◽  
Content Type ◽  
Frontline Leaders ◽  
Practical Implications

Purpose Centralization, mergers and cost reductions have generally led to increasing levels of span of control (SOC), and thus potentially to lower leadership capacity. The purpose of this paper is to explore how a large SOC impacts hospital staff and their leaders. Design/methodology/approach The study is based on a qualitative explorative case study of three large inpatient wards. Findings The study finds that the nursing staff and their frontline leaders experience challenges in regard to visibility and role of the leader, e.g., in creating overview, coordination, setting-up clear goals, following up and being in touch. However, large wards also provide flexibility and development possibilities. Practical implications The authors discuss the implications of these findings for decision makers in deciding future SOC and for future SOC research. Originality/value Only few studies have qualitatively explored the consequences of large SOC in hospitals.

scholarly journals Brief Critiques on Chain of Command, Unity of Command, Span of Control and Leadership in Health Sector of Nepal

2018 ◽  
Vol 10 ◽  
pp. 27
Author(s):  
Shravan Kumar Nayak
Keyword(s):  
Health Sector ◽  
Span Of Control ◽  
Chain Of Command

DOI: http://dx.doi.org/10.3126/hprospect.v10i0.5644Health Prospect Vol.10 2011, pp.27

Rules, Regulations, and the Rural Thai Bureaucracy

1980 ◽  
Vol 11 (1) ◽  
pp. 50-73 ◽  
Author(s):  
Herbert J. Rubin
Keyword(s):  
Cultural Factors ◽  
Span Of Control ◽  
Organizational Theories ◽  
Develop Theory ◽  
Bureaucratic Organizations

An important problem in comparing bureaucratic organizations in different societies involves separating “cultural” from “structural” explanations of behaviour. Theories involvingstructural characteristics such as size and span of control permit uniform, parsimonious statements to be made. Yet such explanations fail to account for observed differences in output, goal choice, adjustment, etc., between structurally similar organizations in different settings. A requirement exists to develop theory which integrates cultural factors into organizational theories without resulting in mere reductionist arguments.

V. A. GRAICUNAS AND THE SPAN OF CONTROL

1974 ◽  
Vol 17 (2) ◽  
pp. 349-354
Author(s):  
L. F. Urwick
Keyword(s):  
Span Of Control
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