Organisation 3

• Organizing is the 2nd key management function which coordinates human efforts, arranges resources and incorporates the two in such a way which helps in the achievement of objectives
• Group


  Two or more individuals who contribute to a joint task or goal
• Formal Group


  Groups created by the management of the organization for performing a specific task
• Informal Group


  Groups that form naturally in an organization, to satisfy the social or psychological human needs
• Team


  A special kind of group whose members share a common goal and accountability for outcomes and coordinate tasks, skills, and resources interdependently
• Team


  • Synergy - the team can achieve much more as the members can achieve individually
  • Cohesion
  • Confrontation
  • Collaboration
• Committee


  A formal group with an official purpose and official relationships with other parts of the organization
• Teams in Jordan


  • Sports Units Team
  • Medical Team in Hospitals
• Committees in Jordan


  • Central Human Resources Committee
  • Planning, Organization and Follow-up Committee
  • Regional Therapeutic Medical Committee and Central Therapeutic Medical Committee in Al-Bashir Hospital
• Councils in Jordan


  • Supreme Council for Youth
  • Higher Council for Human Rights
  • House of Representatives
  • Supreme Council of the Armed Forces
• Task Forces in Jordan

  • Epidemiological Investigation Teams
  • Data Analysis Work Teams
• Some groups have line authority to make decisions; others only make recommendations
• Groups vary in how much they are self-directed and able to manage themselves
• Some groups exist within a single functional department of an organization, yet many have members from multiple functional departments, multiple disciplines, or multiple organizations
• Groups exist at all levels of hierarchy, from the board of directors on down
• Groups may be permanent for ongoing work, or they may be temporary for specific, one-time work
• Role of groups and teams in HCOs

  • Combine and coordinate fragmented work
  • Enable worker growth and development
  • Expand worker knowledge beyond their department
  • Enable skill, knowledge and learning sharing
  • Obtain stakeholder input and support
  • Improve problem solving and decision making
• Disadvantages of having groups and teams

  • Require many organization resources to start and prepare
  • Group meetings take time and workers away from essential work
  • Too many long meetings
  • Slower decision making than individual
• Team structure

  How roles and responsibilities are segmented within a team and assigned to individual members
• A strong team structure paves the way for healthy communication, effective team collaboration, and high productivity
• Structural characteristics to consider when forming a group

  • Purpose
  • Size
  • Membership
  • Relation to organization structure
  • Authority
  • Leader
  • Culture
• Purpose

  Each group must have a clear purpose to guide the group
• Size

  The size of a group strongly influences how well it performs
• Advantages of big groups

  • More opportunity to obtain diverse views, ideas, expertise and inputs
  • More people committed to the group's purpose and work
  • More stakeholders who feel they have a say and are represented
  • Tasks and work spread among more people
• Advantages of small groups

  • Easier and faster to reach agreement
  • Less time needed for members to get acquainted and be comfortable with each other
  • More group cohesiveness and cooperation; time for all members to speak
  • Less formality, fewer administrative tasks, easier to manage
• Disadvantages of big groups

  • Require more time and effort for all members to become comfortable working with each other
  • Hard to manage because there is less cohesion and cooperation among members
  • More time and effort needed for meetings, discussions, and decision making
  • Costs rapidly increase
  • Communication and interaction become more formal and controlled
• Membership

  The composition of a group strongly affects its performance
• Questions to consider when choosing group members

  • Who can provide the pertinent knowledge, skills, and attitudes?
  • Who works well with people in groups and has sufficient time?
  • Who could add diversity?
  • Who can represent certain stakeholders, constituents, and groups?
• Roles of group and team members

  • Task roles
  • Maintenance roles
  • Personal roles
• Relation to organization structure


  How the team relates to the HCO's overall organization structure and hierarchy affects its performance and effectiveness
• Levels of authority in HCOs

  • To establish a policy
  • To recommend
  • To advise leader
• Leader


  The formal leader position should be filled by someone with the right knowledge, skills, abilities, and role behaviors
• Culture

  The values, attitudes, and norms (behaviors) that are considered proper and guide the group's members
• The culture should fit the purpose of the group and should not strongly conflict with the HCO's overall culture
• Processes of groups and teams in HCOs

  • Developing
  • Leading
  • Communicating and interacting
  • Decision making
  • Learning
• Developing

  The process of forming, storming, norming, performing, and adjourning that groups go through
• Stages of team development model

  • Forming
  • Storming
  • Norming
  • Performing
  • Adjourning
• Tuckman's group development model

  • Suggests that groups go through five stages of development
  • Provides a useful guide for understanding how to manage and participate in groups
  • Managers use this model to understand group behavior, realizing that some groups may not go through all five stages or develop in a linear way
• Forming stage

  1. Members get acquainted, act polite, and try to figure out what is OK and not OK

  2. Members learn the group's purpose, roles, and behaviors

  3. Members reduce barriers with icebreakers

  4. The leader should set a positive tone and stimulate new thinking and motivation
• Storming Stage

  1. Members more openly express opinions and argue about the group's goals, methods, rules, and tasks; conflicts arise

  2. Some members strive for control, creating conflict

  3. The leader should demonstrate cooperation and teamwork and emphasize team purpose