LABMAN211 - ORGANIZING AND STAFFING.docx

**ORGANIZING** - ***Is a management function that provides the relationship between people and the activities that they will undertake as to fulfill their organizational objectives*** - **[involves assigning tasks, grouping tasks into departments, delegating authority, and allocati...

**ORGANIZING** - ***Is a management function that provides the relationship between people and the activities that they will undertake as to fulfill their organizational objectives*** - **[involves assigning tasks, grouping tasks into departments, delegating authority, and allocating resources across the organization]** - **During the organizing process, managers coordinate employees, resources, policies, and procedures to facilitate the goals identified in the plan.** - ***Organizing is highly complex and often involves a systematic review of human resources, finances, and priorities.*** ------------------ **ORGANIZATION** ------------------ - ***entity that results from people joining together in pursuit of a common cause.*** --------------------------- **ORGANIZATIONAL SYSTEM** --------------------------- - ***Defined as a self-contained collection of interacting interdependent components, working together toward a common purpose.*** **Functions of Organizational System** ---------------------------------------- **Input Mechanism** - ***The process through which needed resources are acquired and replaced.*** - - - - - -------------------- **Transformation** -------------------- - ***The internal process whereby resources received through the input channels.*** - - - - ---------------------- **Output Mechanism** ---------------------- - ***The process of delivering the goods and services produced to the external environment.*** - - - - - -------------------------------------- **Characteristics of Organizations** -------------------------------------- - ***Holistic and synergistic with clearly defined boundaries*** - ***Have purposeful activity or primary task*** - ***Develop into hierarchy of system*** - ***Organizations operate as open systems*** - ***Seeks a state of stability and equilibrium*** - ***Self -- regulating*** --------------------------------------------------------- **ORGANIZATIONAL FORCES INFLUENCING THE MANAGER'S JOB** --------------------------------------------------------- - **External environment of organization** - - - - - **Internal culture of the organization** - - - ------------------------------ **ORGANIZATIONAL STRUCTURE** ------------------------------ - ***process where a group is formed including the lines of communication channeling of authority, span of control and making decisions.*** - **type of lab according to ownership, and according to level of service** - ***a well thought out and strategic business configuration clarifies reporting relationships and supports good communication -- resulting in efficient and effective work process flow*** **Types of Organizational Structures** ---------------------------------------- **Flat** - ***Decentralized structure*** - ***Span of control and authority is widened*** - ***There is participation in the lower level of management*** ------------- **Pyramid** ------------- - ***Centralized structure*** - **Managers have full control of members** ------------------------------------ **Bureaucratic/Line/Hierarchical** ------------------------------------ - ***Oldest and simplest form*** - ***Rule centered structure*** - **[Associated with chain of command ]** - ***Downward communication*** ----------------------- **Shared Governance** ----------------------- - ***Combination of flat and pyramid type*** ------------------------------------------------ **Characteristics of Organizations Structure** ------------------------------------------------ - ***Division of labor*** - ***Chain of command*** - ***Span of control*** - ***Level of management position*** - ***Organizational relationship*** - - **Forms of Organization** ---------------------------------------- **Formal Bureaucracy (formal groups)** - ***Lines of authority assigned by the owners of the organization*** - ***[The members of this group know whom they work, and whom they supervise]*** - ***How their department relates to other groups and even who supervise their boss*** --------------------- **Informal Groups** --------------------- - ***Alliance that form outside the boundaries of the formal bureaucracy from the interaction and allegiance of people with common interests.*** **Structural Design of an Organization** ------------------------------------------ **A. Design Element and Factors** 1. **Task to be performed** - 2. **People involved** - - 3. **Workplace** - ------------------------------------- **B. Design Strategies and Models** ------------------------------------- 1. **Bureaucratic Models** - **Important Features:** a. b. c. d. 2. a. b. c. d. -------------------------- **ORGANIZATIONAL CHART** -------------------------- - ***The formal written presentation of the structural PLAN OF THE ORGANIZATION.*** ---------------------------------------------------------- **Principles of Organizational Structure and Authority** ---------------------------------------------------------- 1. 2. 3. 4. 5. 6. --------------------------- **Concepts of Authority** --------------------------- - ***The empowerment by formal job classification of an individual to make commitments and act on behalf of the organization*** - **[To ensure that designated goals and responsibilities are achieved. ]** - ***[To decide how resources, rewards and penalties are used. ]*** - POWER OF ACT. - Authority and responsibility should go hand in hand. - ***To ensure harmonious flow of organizational energy toward completion of its task and mission.*** ---------------------------------- **Types and Roles of Authority** ---------------------------------- - **Line Authority** - - **Staff Authority** - - **Functional Authority** -