Ih Flashcards
Process of assembling the necessary resources and people for implementing a plan of action
Organizing
Characteristics of organizational systems:
Holistic and synergistic with clearly defined boundaries
Purposeful activity and a primary task
Hierarchy of systems
Operates as an open system
Seeks a state of stability and equilibrium
Self regulation
What are included in the external environment
General economic conditions
Laws and regulation
National and local customs
Transportation routes
Funding source
Available work force
Weather conditions
Input in the External environment
People
Test requests
Specimens
Information
Supplies
Financial resources
Transformation
Personnel
Instruments
Expertise
Output
Test results
Consultation
Salaries
Information
Wastes
Process through which needed resources are acquired
Input mechanism
Internal process whereby resources received through the input channels are converted into products and services produced by the organization
Transformation
Process of delivering the goods and services produced to the external environment
Output mechanism
What are the two organizational structures?
- Informal organizational structure
- Formal organizational structure
This structure is developed from the interaction and allegiance of people with common interests
Informal organizational structure
This structure is officially sanctioned by the owners of the institution and is given the authority and responsibility to carry out the organization’s designed duties
Formal organizational structure
Clear chain of command and chain of responsibility
Formal organizational structure
What are the main factors in assessing the structural design of an organization
Design elements and factors
Design strategies and models
Authority
Organization charts
Principles of organizational structure and design
Departmentalization
Decentralization
Unity of command
Scalar principle
Span of control
Exception principle
Work schedules
Traditional work schedules
Alternative work schedules
Flexible working hours
Job sharing
Exempt and professional status
Work at home programs
Off site testing
Freelance employment
Issues and factors influencing schedule decisions
Availability of staff
Type and volume of work performed
The workplace
Process in staffing:
- HR planning- personnel movement- expansion, additional work
- Job analysis
- Recruitment, selection, and placement
- Specialization and integration
- Training, education, and development
- Performance appraisal and evaluation
- Personnel movement and promotion
- Maintenance, discipline and grievance
- Separation
3 factors in designing organizational structure
- Tasks to be performed
- People involved
- Workplace
Total space available, amount of storage room, the visibility and accessibility of workers and supervisors and the proximity of rest areas
Workplace
Two types of models
Bureaucratic model
Situational model
Focus entirely on the relationship between people and rely on the hierarchy’s formal chain of command
Bureaucratic model
Basic features of bureaucratic model
Each job has a formally established set of official duties
There is hierarchy-based chain of command
Rules and regulations are consistently applied
2 types of system under bureaucratic model
Centralized system
Decentralized system
Maintain tight reporting ties with each subunit and require that all decisions be checked with headquarters before action
Centralized system
Attempts to bring the decision- making process as close to those who are actually performing the work as possible
Decentralized system
Attempt to tailor the organizational structure to the specific job and needs dictated by the work situation
Situational model
Types of model under situational model
Technological model
Matrix model
Structural strategies under matrix model
Routine strategy
Engineering strategy
Craft strategy
Heuristic/ discovery strategy
This is a type of strategy wherein:
Work that consists of repetitive tasks
Needs a minimally trained work force
Routine strategy
This is a type of strategy:
Non repetitive work that requires independent judgement
Performed by a professionally prepared staff
Engineering strategy
A type of strategy where products are unique but the basic production process for each item is similar
X extremely skilled worker
Craft strategy
A type of strategy where:
Work that allows a wide latitude in investigation and for more abstract products, as in research and development
Heuristic/ discovery strategy
Empowerment by a formal job classification of an individual to make commitments and act on behalf of the organization
Authority
Types of authority
Line authority
Staff authority
Functional authority
Supervisory responsibility assigned through the formal delegation of authority
Line authority
Exercised through departments that provide support services in a more indirect fashion
- cannot directly implement changes but their recommendations carry great weight in the policies of the department
Staff authority
Power to enforce directives within the context of a clearly defined specialty and span of control despite being out of the formal organizational structure
Functional authority
Temporary assignment of the authority and responsibility to perform a duty normally performed by a supervisor
Delegation
Factors in deciding when, how, and to whom to delegate
Ability of the employee to handle the assignment
Time management skills of the manager
Nature of the tasks
Formal written presentation of the structural plan of the organization
Organization charts
Type of formats in organization charts
- Traditional organization chart format
- Alternative chart format
Subtypes under traditional organization chart format
Tall structure design
Many management layers between the top manager and the bench worker
Tall structure design
Few management layers between top management and staff
Flat structure design
Focuses in the organizational interdependence rather than the segregation and division of each department
Alternative chart format
Supervision should be a linear system providing a direct vertical link from the board if directors to the lowest level worker
Scalar principle
Each individual must have only one boss
Unity of command
Decision making process is brought as close as possible to those who ade actually performing the work
Decentralization
Grouping together of related activities to expedite the production process
Departmentalization
Process of having an individual or group who are highly trained in as specific and limited area or task, with specialized work space and equipment, to effectively produce a product or service
Specialization
There is definable limit to the number of people one person can effectively supervise, within the limits of specific work conditions
Span of control
The manager and staff are able to do their jobs without having to check with a supervisor about every detail
Exception principle
An individual may work multishifts or extended time period within a 40- hour calendar shifts
Compressed work cycle/ alternative work schedules
Employees are responsible for a set of work but are allowed to establish their own hours around a core period
Flexible working hours
Requires two individual to take full responsibility for the duties and benefits of a position usually filled by one worker
Job sharing
Employees are classified as payroll- status employees, which means they can be exempted by salary levels or professional classification from the overtime provision of wage and hour law
Exempt and professional status
Possible applications under work at home programs
Data entry
Transcription
Information analysis
Worker are not bound physically to the main lab
Off site testing
Was started by the advent of CLIA’ 88 which gave the opportunity of the medical technologist to be technical consultants to laboratories in physician offices
Freelance employment
8 hours per shift, 5 days on, and 2 days off
40 hour work week
10 days on and 4 days off during a 2 week calendar period
8/ 80 hour work cycle
Staff availability issues:
- Skill of each worker, whether generalist or speciality in one or two areas only
2, paper qualifications of the employee (licensure and application)
3, employees flexibility in hours available to work
Technical and clerical assistants who do tasks traditionally performed by a professional
Professional extenders
Generalist; person who is able to work in many section of the laboratory and is assigned according to fluctuating daily and hourly workload needs
Floaters
Must address the following issues under staffing:
A. Set the type of personnel needed by the lanoratory
B determine the number and placement of each type needed
C. Ensure that the staff is suitable trained to perform its duties
D. Project long term variations in personnel needs caused by much factors as changes in workload, tests mix methodology, and extent of automation
