Introduction to Organization and Administration PDF

OT10210 ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY SHIFT 1 Introduction to Organization and Administration LES...

OT10210 ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY SHIFT 1 Introduction to Organization and Administration LESSON Mr. Jose Rafael D. Ramos OTRP, MBA | 09/06/24 02 TABLE OF CONTENTS ORGANIZATION, ADMINISTRATION, AND MANAGEMENT 1. Organization, Administration and The purpose of a management course is to teach Management students about management, not to teach them to be 1.1. Organization managers 1.2. Administration 1.3. Management 1.3.1. Supervision ORGANIZATION 1.3.2. Management A number of people in pursuit of a common goal, 1.3.3. Supervisory Process purpose, or mission 1.4. Levels of Manager 1.4.1. Designer 1.4.2. Leader ADMINISTRATION 1.4.3. Strategist Management of institutional affairs 2. Management Styles and Principles People tasked to make decisions 2.1. Managerial Grid 2.1.1. CountryClub 2.1.2. Team Management MANAGEMENT 2.1.3. Impoverished Management Attainment of organizational goals in an effective and 2.1.4. Authority Compliance efficient manner through planning, organizing, leading 2.1.5. Middle of the Road and controlling organizational resources 2.1.6. Laissez-Faire Drive to attain organizational goals (ex: profit) 2.1.7. Authoritarian Knowing how to direct people 2.1.8. Participatory Making sure that everybody is doing their roles 2.1.9. Rules-Oriented 2.2. Collaborative vs Comeptitive Making sure everything is going smoothly 3. Management Functions 3.1. Management SUPERVISION 3.1.1. Planning A dynamic, interactive process in which the supervisor 3.1.2. Organizing has been assigned or designated to assist in the direct 3.1.3. Leading/Directing 3.1.4. Controlling work and growth of the supervisees 3.2. Organizational Performance Direct contact relationship between supervisor and 4. Management Skills supervisees 4.1. Conceptual 4.2. Human MANAGEMENT 4.3. Technical 5. Manager Roles A process by which a cooperative group directs actions 5.1. Informational Roles toward common goals 5.2. Interpersonal Roles Not necessarily interaction 5.3. Decisional Roles 6. Ethics And Social Responsibility SUPERVISORY PROCESS 7. Corporate Social Responsibility Two or more people participate in a joint effort to promote, establish, maintain or elevate a level of performance and service LEVELS OF MANAGER DESIGNER Organizational structure, innovation and change, information systems, quality improvement, human resources LEADER Influence to members, organization core values Imparting the values we must posses STRATEGIST Characteristics, needs and demands, market orientation UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 1 OT10210 SHIFT 1 | LESSON 2 | Introduction to Organization and Administration MANAGEMENT STYLES AND PRINCIPLES TEAM LEADERSHIP Includes the environment in which the manager works, Main assumption: High production - high people belief and value system, personality of the manager Premise: employees understand the organization's purpose and are involved in determining production MANAGERIAL GRID needs by Blake Mouton ○ Core values are imbedded to employees Concern for People: the degree to which a leader When employees are committed to and have a stake in considers the needs of team members, their interests, the organization's success, their needs and production and areas of personal development when deciding how needs coincide best to accomplish a task Team environment based on trust and respect → high ○ Concerned about employee satisfaction satisfaction and motivation → high results Concern for Results: the degree to which a leader emphasizes concrete objectives, organizational efficiency AUTHORITY COMPLIANCE and high productivity when deciding how best to Main assumption: High results - low people accomplish a task Authoritarian, autocratic leaders ○ Concerned about output Employees are simply a means to an end Follow strict work rules, policies, and procedures Punishment as the most effective means to motivate employees MIDDLE OF THE ROAD Main assumption: Medium results - medium people Balance of the two competing concerns, and it may at first appear to be an ideal compromise ○ Just there to do your job Problem: neither production nor needs are met Settle for average performance as the most of what can be expected LAISSEZ-FAIRE "Leave alone" Manager has low involvement with people and contributes minimally towards organizational purpose Basic incompatibility between production requirements and the needs of the people Most common in Bureaucratic, non-competitive COUNTRY CLUB organizations with routine operations and repetitive Main assumption: High people - low task concern actions Production requirements are contrary to the people's needs AUTHORITARIAN ○ Demands will not be met Goals are quotas for the people who work to achieve Feelings and attitudes of people are important them Manager expects devoted loyalty from supervised staff Human relations are at a low point Work environment is very relaxed and fun but production Efficiency is a result of the arrangement of work suffers due to lack of direction and control conditions that human elements will interfere minimally ○ More bonuses and leaves ○ Lenient toward absences and tardiness PARTICIPATORY People want to work and assume responsibility IMPOVERISHED MANAGEMENT If people can be trusted, they will bring forth their best Main assumption: Low results - low people effort Ineffective leader People are motivated by internal factors (satisfaction with Manager has no regard for creating systems for getting assigned task, self-esteem, and recognition for a job well the job done done Not concerned with creating a work environment that is ○ Employees feel valued satisfying and motivating Delegation as an important factor Disorganization, dissatisfaction, and disharmony UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 2 OT10210 SHIFT 1 | LESSON 2 | Introduction to Organization and Administration RULES-ORIENTED CONTROLLING People require reinforcement from the manager to Monitoring employees' activities function Determining whether the organization is on target toward Things must be done by the book, enforcing policies, its goals rules, and procedures Making corrections as necessary Standards and quality control; improve performance: COLLABORATIVE VS COMPETITIVE enhanced professionalism and maintain excellence ○ ISO, quality assurance management ○ Looking at policies, operations, procedures COLLABORATIVE COMPETITIVE New Trends Managerial style where the Rarely meet with peers except ○ Empowerment and trust of employees = training manager works closely with in meetings with superiors, employees to monitor and correct themselves peers, treating them with manager creates an ○ New information technology provides control respect, deals with conflict environment of competition without strict top-down constraints openly; facilitates working rather than collaborative Lack of control information can lead to organizational relationships among staff, efforts, plans in a hands-off failure values teamwork manner MANAGEMENT FUNCTIONS MANAGEMENT The attainment of organizational goals in an effective and efficient manner FOUR MANAGEMENT FUNCTIONS: PLANNING Identifying goals for future organizational performance and deciding on the task and use of resources needed to ORGANIZATIONAL PERFORMANCE attain them Organizations bring together knowledge, people, and raw ○ Brainstorming materials to perform tasks that no individual could do Defines where the organization wants to be in the future alone and how to get there ○ Ensure that people are utilizating resources to ○ Vision and mission attain goals Set up objectives and strategy in anticipation of future Organization: Social entity that is goal directed and actions deliberately structured ○ Can be done at the end of every fiscal year ○ Constant process DEFINITION OF TERMS ORGANIZING EFFECTIVENESS Degree to which the organization achieves a stated goal Assigning tasks, grouping tasks into departments, or succeeds in accomplishing what it tries to do delegating authority, and allocating resources across the Can be effective but not efficient organizations EFFICIENCY ○ Plotting your company to departments → The amount of resources used to achieve an organizational chart organizational goal ○ Flat – no boss PERFORMANCE ○ Tall – a lot of levels Attainment of organizational goals by using resources in Reflects how organization tries to accomplish its plans an efficient and effective manner LEADING/DIRECTING MANAGEMENT SKILLS Use of influence to motivate employees to achieve the organization's goals CONCEPTUAL SKILLS ○ Delegate level of authority The management activity associated with leading is to Cognitive ability to see the organization as a whole motivate employees. system and the relationships among its parts Involves: Delegation, Discipline, Cooperation, Teamwork, Knowing where one's team fits into the total organization Communication and how the organization fits in the industry Ability to think strategically and to take the broad, long term view UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 3 OT10210 SHIFT 1 | LESSON 2 | Introduction to Organization and Administration HUMAN SKILLS ETHICS AND SOCIAL RESPONSIBILITY Manager's ability to work with aid through other people Managers are ethically responsible for seeing that the and to work effectively as a group member organizational resources are used to serve the interests Important for managers at all levels of the organization of stakeholders, including shareholders, employees, customers, and the broader society TECHNICAL SKILLS Unethical managers seek to serve their own needs and Understanding of and proficiency in the performance of interests at the expense of stakeholders specific tasks Confidence in business managers and leaders in all Mastery of methods, techniques, and equipment involved walks in life is at an all-time low in specific functions such as engineering, manufacturing, Managers encounter ethical dilemmas that are tough to or finance resolve Ethical dilemmas involve a conflict between the needs of MANAGER ROLES the part and the whole Set of expectations for a manager's behavior CORPORATE SOCIAL RESPONSIBILITY (CSR) INFORMATIONAL ROLES Management's obligation to make choices and take Activities used to maintain and develop an information actions that will contribute to the welfare and interests of network society, not just the organization Monitor ○ Going green for sustainability (electric cars, less ○ Seeking current information from many sources plastic, paperless, bikes) Disseminator Stakeholders ○ Forward information to other organization ○ Any group or person within or outside the members organization that has some type of investment or Spokesperson interest in the organization's performance and is ○ Transmit information to outsiders through affected by the organization's actions speeches and reports Sustainability (Sustainable development) ○ Economic development that generates wealth INTERPERSONAL ROLES and meets the needs of the current population Relationships with others and are related to human skills while preserving society and the environment for Figurehead the needs of future generation ○ Performs ceremonial and symbolic activities for Triple Bottom Line the department organizations ○ Measuring an organization’s social performance, Leader its environmental performance, and its financial ○ Directs and motivates subordinates; trains, performance counsels, and communicates with subordinates Liaison FOUR PRIMARY CRITERIA Maintain information links inside and outside the Economic organization; email, phone, meetings Legal Ethical DECISIONAL ROLES Discretionary Responsibility Makes choices and takes action Entrepreneur ○ Initiate improvement projects; identify new ideas, delegate idea responsibilities Disturbance handler ○ Take corrective action during conflicts or crises, resolve disputes among subordinates Resource allocator ○ Decide who gets resources; schedule, budget set priorities Negotiator ○ Represents team or department's interests UST OT 2026 | ORGANIZATION AND ADMINISTRATION FOR OCCUPATIONAL THERAPY 4