ORGANIZING

• Organizing


  The process of classifying and categorizing personnel, establishing relationships among them, and defining their authority and responsibilities
• Principles of organizational structure

  • Horizontal differentiation
  • Vertical differentiation
  • Spatial differentiation
  • Formalization
  • Centralization
  • Division of labor
  • Parity of authority and responsibility
  • Unity of command
  • Span of control
  • Departmentalization
• Horizontal differentiation


  Describes the differences among workers or units in an organization, including their education, type of training, and the tasks assigned to them
• Vertical differentiation


  Focuses on the differences in hierarchical positions, involving the chain of command in an organization
• Spatial differentiation


  Involves location, specifically the sites of an organization's units, whether they are in one place or spread across several areas
• Formalization


  This organization emphasizes the maintenance of the structure, involving the rules (degree of organizational control of employee behavior)
• Centralization


  Refers to the concentration of decision-making power at a single point in the organization, where the highest levels of management usually make most of the policy decisions
• Division of labor


  Can be observed in pharmacies where pharmacists are assigned with specific functions such as dispensing or caring for patients
• Parity of authority and responsibility


  Responsibility for decisions cannot be passed on while the authority to make them can be shared and/or given to others
• Unity of command


  Refers to the idea that an individual employee must report to only one supervisor or manager
• Span of control


  Refers to the number of employees a manager can effectively control
• Departmentalization


  Refers to the categorization of individuals according to the specific tasks they must perform
• Organizing is important in the overall management of an organization, as it is the primary mechanism used by managers to implement the plans
• Organizing provides the structure for how material and human resources are utilized in the organization, and helps managers maximize the productivity of the organization
• Methods of organizing

  1. Defining the goals of pharmacy

  2. Identify and define each task to be completed

  3. Grouping related tasks into specific job to be assigned to employee or its team

  4. Grouping employees into job units that are related in some manner

  5. Assigning manager to each unit, provide with necessary authority and responsibility to ensure completion of tasks within the unit

  6. Arrange units relative to one another both horizontally and vertically and establish who reports to whom

  7. Establish a control system for progress monitoring
• Organizing


  The process of determining how material and human resources will be utilized to implement plans
• Organizing


  • Provides the structure for how material and human resources are utilized in the organization
  • Helps managers maximize the productivity of the organization
• Methods of Organizing

  1. Defining the goals of pharmacy

  2. Identify and define each task to be completed

  3. Grouping related tasks into specific jobs to be assigned to employees or teams

  4. Grouping employees into job units that are related in some manner

  5. Assigning managers to each unit, providing them with necessary authority and responsibility

  6. Arranging units relative to one another both horizontally and vertically and establishing reporting structures

  7. Establishing a control system for progress monitoring and achievement
• Organizational Chart


  Shows the composition of an entire business, for each department, or for each section of a business. Drawn in a pyramid shape, with only a few at the top and an increasing number of employees at the base.

  
• Line Organization


  A straight and direct line of responsibility and control from the top management, usually found in smaller pharmacies. Coordination among the departments is established and maintained by a supervisory executive at the next higher level.
• Features of Line Organization


  • It is the most simplest form of organization
  • Line of authority flows from top to bottom
  • Specialized and supportive services do not take place
  • Unified control by the line officers can be maintained
  • Helps in bringing efficiency in communication and stability
• Line-Staff Organization


  Combines line positions that make direct contributions to the mission of the company and staff positions that assist the line professionals in achieving organizational goals.
• Line Positions


  • Employees that fulfill line positions make direct contributions to the mission of the company and handle responsibilities to help the business run smoothly. Line managers may design objectives and create milestones.
• Staff Positions


  • Staff employees assist the line professionals in achieving organizational goals and support their line counterparts with handling their occupational responsibilities.
• Informal Organization Structure


  Organization by time, number, and function
• Organization by Function


  Businesses are organized according to their roles and skills into smaller groups or departments, such as professional functions, merchandising functions, financial functions, and personnel functions.
• Delegation


  The process of assigning responsibility and authority to lower-level employees
• Elements of Delegation

  • Responsibility - the task or duty designated to a particular individual position
  • Authority - the power or right to give orders
  • Accountability - the condition of being held responsible for the task delegated
• Types of Authority

  • Traditional - the right to give orders, assign tasks, and expect obedience
  • Behaviorist/Social scientist - the belief that authority and power is given to the superior by the subordinates
  • Functional - authority based on expertise, experience, and specialization