organizing and staffing Flashcards
Is a management function that provides the relationship between people and the activities that they will undertake to fulfill their organizational objectives
Organizing
Structure/ organizational structure:
- Job description
- Job designation
- Manpower/ human resource
Is an entity that results from people joining together in pursuit of a common cause.
Organization
Identify on who will claim the role for every task:
- Role identification
- Task specification
- Organizational structure
Is defined as a self-contained collection of interacting interdependent components, working together toward a common purpose.
Organizational system
- The manner on how the roles in every task is being executed and delivered to achieve the common goal.
Functions of Organizational System
Input Mechanism:
The process through which needed resources are acquired and replaced.
- People (who work for u)
- Test request
- Specimen
- Information supplies
- Financial resources
Transformation:
The internal process whereby resources received through the input channels.
Detect unequipped personnel and test that has delays
- Test performance
- Personnel
- Instrument
- Expertise
Output Mechanism:
The process of delivering the goods and services produced to the external environment. (test results, outputs, expected outcomes)
- Test Result
- Consultation
- Salaries
- Information
- Wastes
Characteristics of Organization
- Holistic and synergistic with clearly defined boundaries
- Share responsibilities must be done in a team
- Specific tasks must have a defined rule so that no responsibilities and accountability will be overlapped. - Have purposeful activity or primary task
- Set accordingly to the primary goals in a timely manner
- Fr ex: STAT vs Routine Test - Develop into hierarchy of system
- Clear picture on who will monitor/ supervise on tasks that are being done/ planned. - Organizations operate as open systems
5. Seeks a state of stability and equilibrium
6. Self - regulating
- Start of organization. Every member of the organization should have their own initiatives.
- Sense of responsibility
- Cooperative behaviour
Types of Organizational Structure
- Flat
Decentralized structure
Span of control and authority is widened
There is participation in the lower level of management - Pyramid
Common type of organizational structure
Centralized structure
decision-making authority is concentrated at the top levels of management
The managers have full control of members - Bureaucratic/ Line/ Hierarchical
Tall organizational chart
Has many existing chain
Oldest and simplest form
Rule centered structure
Associated with chain of command
Downward communication - Shared governance
Combination of flat and pyramid type
Introduced in 1976
The Intention is to used in the healthcare place setting
Characteristics of Organizational Structure
- Division of labor
tasks are being delegated - Chain of command
who will relay the set of instructions for each tasks
- Span of control
Boundaries of each level/department
- Level of management position
Hierarchy of command
- Organizational relationship
Formal - direct relationship, uninterrupted.
Informal - dotted line, coordinated relationship.
Forms of Organization
1. Formal Bureaucracy (formal groups)
2. Informal groups
Lines of authority assigned by the owners of the organizatiom
Formal Bureaucracy (formal groups)
- The members of this group known whom they work,
- Whom they supervise
- How their department relates to other groups and even who supervise their boss
[The rules and delegation of tasks are CLEAR and it is clear on who will report to.
No emotions/personal life should be involved. Purely for work.]
Alliance that form outside the boundaries of the formal bureaucracy from the interaction and allegiance of people with common interest.
Informal groups
- External relationship outside the organization.
- The managers will implement the rules/ functions.
Types and Roles of Authority
Line Authority:
Authority taking the straight-line route (direct).
Managers are directly responsible for achieving organizational goals based on legislative power.
Staff Authority:
Type of authority the personnel office exerts (indirect).
Functional Authority:
Exercise control within the boundaries of a professional’s specialty.
Structural design of an Organization
A. Design Element and Factors
- Task to be performed
includes type of equipment, level of automation, nature of the product or service to be produced. - People Involved
the number of people needed and availability to perform the work are very important in an organization. Motivation also plays a very important factor.
- Workplace
includes the total space available, amount of storage room, the visibility and accessibility of workers, supervisors and proximity of test areas.
Fr ex: lab for testing - shld be comfy and safe
B. Design Strategies and Models
- Bureaucratic Models
all decisions be checked with headquarters before action can be taken.
efficient way to set up an organization.
-!! Important Features: !!
Modern job description - each job has a formally established set of official duties
Hierarchy - based chain of command.
Rules and regulation - are consistently applied.
Hiring and firing - are based on - Situational Models
specific job needs.
Routine strategy -
Engineering strategy -
Craft strategy -
Discover strategy -
Routine strategy - repetitive tasks and need minimally trained workforce.
Engineering strategy - non repetitive work performed by a professionally prepared staff (needs continuous training)
Craft strategy - is applied to produce best, unique products whereby workers are extremely skilled. (research)
Discover strategy - for work that requires investigation such as structural development.
*There is no management style that is better than the other.
The formal written presentation of the structural plan of organization.
Organizational Chart
- Can see the relationship
- The relative ranks
- The job title designation
Principles of Organizational Structure and Authority
- Departmentalization
Purpose: to confine specialization in 1 department
- Decentralization
Decision making
- Unity of command
If there are many problems in the lab, we are only getting ONE orders from the supervisor
- Scalar principle
Follow the chain of command
- Span of control
- Exceptions principle
Delegate tasks equally with management
Organizational chart: approved from al that is involved in that chart = successful management
The empowerment by formal job classification of an individual to make commitments and act on behalf of the organization.
concepts of authority
[authority in an organization]
- Classify staff members according to their contribution, commitment and shared tasks in the organization.
When are rewards given to employees?
Why are penalties used in an organization?
- Great contributions (e.g., international research award)
Great commitment (e.g., working for 10+ years)
2.
To ensure that designated goals and responsibilities are achieved.
Authority and responsibility should always go hand in hand for effective management.
Power of ACT
Why is balancing authority and responsibility important?
To ensure a harmonious flow of organizational energy toward completing its tasks and mission.
