unit 3

• Factors contributing to less supervisor involvement and thus favor larger spans of control
• Organizing and Staffing the Laboratory

  1. Characteristics of Organization

  2. Concept of Organization
• Delegation

  1. Line authority

  2. Staff authority

  3. Span of management

  4. Tall structure

  5. Flat structure
• Organizing the Vertical Structure

  1. Concept of Organization

  2. Organization Chart

  3. Work Specialization

  4. Chain of Command

  5. Authority
• Staffing

  1. Job Description

  2. Job Specification

  3. Job Analysis

  4. Work Schedule
• Reorganization

  1. Reengineering

  2. Process
• Organizational Chart
• Organizing for Horizontal Coordination

  1. Coordination

  2. Organizing for Short-term Functions

  3. Reorganization
• Organizing for Short-term Functions

  1. Task Force

  2. Project Manager
• Authority—Responsibility—Delegation


  1. Responsibility

  2. Accountability

  3. Delegation
• Organizing

  • Denotes an effort to divide total operations into size and type of units by which efficient and effective services are best assured and needs and weaknesses most easily identified
  • It is the deployment of organizational resources in its efforts of achieving its short- and long-term goals
• Centralization vs Decentralization

  1. Centralization

  2. Decentralization

  3. Factors that typically influence Centralization vs Decentralization
• Concept of Organization

  • Herd Concept
  • Man to man Concept
  • The Social Concept
• Characteristics of Organization

  • Division of labor
  • Well-Defined Authority-Responsibility Relationships
  • Coordination
  • Substitution of personnel
• Organization Chart


  The visual representation of the organizational structure
• Organizing the Vertical Structure


  The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated
• Chain of command


  An unbroken line of authority that links all individuals in the organization and specifies who reports to whom
• Work specialization


  • Shows the degree to which organizational tasks are subdivided into separate jobs
  • Divides organization into different functional units
  • Units specialized in certain fields
• Work specialization

  An approach to efficient and effective achievement of organizational goals (sometimes called division of labor)
• Organization chart


  Visual representation of an organization's structure
• Authority

  The formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes
• Authority is limited by zone of acceptance, not responsibility


  We should not be scared of acceptance theory
• Responsibility


  The duty to perform the task or activity as assigned
• Authority—Responsibility—Delegation

  • Authority is vested in organizational positions, not people
  • Authority is accepted by subordinates
• Accountability

  • Mechanism by which authority and responsibility are brought to alignment
  • People with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command
• Delegation

  1. The process managers use to transfer authority and responsibility to positions below them in the hierarchy

  2. Succession planning: process of identifying critical positions within the organization and developing action plans for individuals to assume those positions

  3. Abdication: palming something off and leaving the other person to fend for themselves
• The manager does not take accountability for the responsibility and authority bestowed upon them
• Staff Authority


  A form of authority granted to staff specialists in their area of expertise
• Most organizations today encourage managers to delegate authority to the lowest possible level to provide maximum flexibility to meet customer needs and adapt to the environment in clinical laboratories
• Span of Management

  The number of employees reporting to a supervisor; also called span of control or management ratio
• Line Authority


  A form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates
• Long line of authority going to the bottom or lowest


  Attributed to the main contributor of the organization. If functions are similar, 12 positions are ideal; if functions are dissimilar, 4 positions are ideal
• Old Tall Structure


  • Considered as an old structure, likely used in hospitals
• Organizational Charts

  Is a diagram or chart that identifies the major operational units of an organization and their attending job positions. It provides an important means of managing and monitoring all activities and helps members understand their station and how they relate to one another
• Factors contributing to less supervisor involvement and thus favor larger spans of control:
• One position should have a span of control (direct supervision) of 4-12 positions, 12 if functions are similar and 4 if functions are dissimilar
• New Flat Structure

  • Less authority and more individuals leading
• Staffing


  Filling positions in the organization by identifying workforce requirements, inventorying available people, recruitment, selection, placement, promotion
• Ginagamit ng mga hospital

  • NeLjȻ Flaƨ Sƨrưcƨưre
  • STAFFING
  • JOB DESCRIPTION
  • JOB SPECIFICATION
  • WORK SCHEDULE
  • BASIC RULES OF SCHEDULING
• Job Description


  Is a written declaration of a given job position