• Formed when people come together to
PRINCIPLES OF ORGANIZATION accomplish specific goals and objectives
• It is an official group which has a
particular structure and role where
● Concept (as a System) responsible of the group are defined
● Structure
● Authority
Example:
BUSINESS ORGANIZATION AS A SYSTEM • If you are a big organization or hospital, it
could be the administrative group
• Finance department
System
• A self-contained collection of interacting and
interdependent components, working together
toward a common purpose 2. Informal Groups
• Set of different things or procedures needed to • Develop from the interaction and allegiance of
work together to meet or achieve the common people with common interests
goal of objective • Two or more people come together to
accomplish a specific task, mainly socially geared
• Main idea behind the establishing is for
Example: The way you study for your lessons. satisfaction of both personal and psychological
means
External Environment • Don’t have a structured or a given responsibility
• A factor that may affect the system of workload by the Organization
• Group of factors or condition that are outside the
organization Example:
Input • Union in the hospital
o From the external environment o Usually the Samahan ng manggagawa
Transformation o Cooperative
o Digesting and developing the input
Output
o End product
FORMAL ORGANIZATIONAL STRUCTURE
CHARACTERISTICS OF AN
ORGANIZATIONAL SYSTEM Four main factors
• Design elements and factors
• Appropriate options, design models, and
• Holistic and synergistic with clearly defined strategies
boundaries • Delegation of authority
o Interconnected or part of a whole • Formal organization charts
o Different part or sections wherein put together
makes a whole
• Purposeful activity and a primary task
• Hierarchy of systems DESIGN ELEMENTS AND FACTORS
o Each condition or factor is ranked according to
its importance
• Operates as an open system • Tasks to be performed
• Seek a state of stability and equilibrium • The people involved
• Self-regulating • The workplace
FUNCTIONS
External Environment
• Input
o People
o Test Request
o Information STRUCTURAL STRATEGIES AND MODELS
o Supplies
o Financial
o Resources Bureaucratic models
• Transformation ● Relies on the hierarchies formal chain of
o Test performance ● command
o Personnel ● There is a clear understanding of who i in-charge
o Instrument
o Expertise ● Two types
• Output ○ Centralized System
o Test results ▪ The decision-making
o Consultation authority is concentrated at
o Salaries the higher levels of the
o Information organization
o Wastes ▪ Top level management are
in charge
● Decentralized System
STRUCTURE OF ORGANIZATION ▪ Most decisions are made
by the
middle level
Organizational Structure ● Five basic features
○ Each job has a formally established set
1. Formal Bureaucracy of official duties
• Given the authority and responsibility to carry ○ Hierarchy-based chain of command
out the organizations designated duties
○ Rules and regulations are consistently
applied AUTHORITY
○ “Formalistic personality” of the system
○ Hiring and firing is based on
qualifications and performance The official capacity to make a decision or take an action
Situational Models ● Responsibility and authority
● Job related authority
● Attempt to tailor the organizational structure to
the specific job needs dictated by the work
situation. JOB RELATED AUTHORITY
● Organizational chart: team concept
● Two ways:
○ Technological model 1. Part of Regular Duties
■ Based on the company’s a. No prior checking required; report any
type of production process problems through routine
■ Small batch production communication channels.
■ Large batch production 2. Take Any Action Necessary, Inform Supervisor
■ Long run and continuous ASAP
output a. Take any action necessary but let the
○ Matrix scheme supervisor know as soon as possible
■ Used to identify the need for during normal work schedule.
structural arrangements in 3. Attempt to Check with Supervisor
an organization, grades a. Before intervening but take emergency
crucial variables in each unit action if needed before a supervisor
by grouping them according can be contacted.
to the task performed, types 4. Must Clear Any Decision Before Proceeding
of personnel needed and
history of each section.
■ Combines the traits and TYPES AND ROLES OF AUTHORITY
skills of the management
and allows for a more
flexible style
■ Routine strategy Line Authority
■ Repetitive
■ Minimally trained ● Within the confines of the department itself
workers ● Bureaucratic relationship
● Engineering strategy
○ Non repetitive
○ Professionally Staff Authority
prepare staff
● Areas that provide supportive services in a more
indirect fashion
● Craft strategy Functional Authority
○ Products are unique
○ Basic production process is similar ● Allows specialists with expertise in a particular
○ Extremely skilled workers area of exercise to control within the boundaries
● Heuristic discovery of their specialty.
○ Involves making a decision by ● Restricted kind of authority
comparing the present situation to the ● Given authority but within their boundaries
most representative mental prototype
○ Abstract products
Delegation of Authority
○ Allows expanded investigation
● Passing on to someone else the authority and
CHARACTERISTICS OF FORMAL AND responsibility to get a job done
INFORMAL GROUPS ○ Delegation routes
○ When to delegate
○ Fear of delegation
ORGANIZATIONAL CHART
● Formal written map of the structural plan and
authority delegation
● Not an end in itself, but a visualization of the
structural plan
Tall Structure Design
PRINCIPLE OF ORGANIZATIONAL
STRUCTURE AND AUTHORITY
● More elaborate/specific positions that is
integrated in the chart
Departmentalization
● Related activities are grouped together to
expedite the production process, that is
specialized
● Example: If the activities are clinical laboratory
diagnosis, then it is the laboratory or pathology
department.
Decentralization
● The decision-making process is brought as close
as to those who are actually performing the work
as possible.
Unity of Command
● Each individual must have only one boss
Flat Structure Design Scalar Principle
● More simple way ● Supervision should be linear system providing a
● Generalized "sub-positions" direct vertical link from the board of directors to
the lowest level worker.
Span of Control
● There is definable limit to the number of people
one person can effectively supervise, within the
limits of specific work conditions.
Exception Principle
● The manager and staff are able to do their jobs
without having to check with a supervisor about
every detail
● Example: Standard Operating Procedure (SOP)
Team Structure Design
● Design in which organization is made up of teams
and each team works together towards a
common goal.
6. Legal aspects
STAFFING 7. Workflow
8. Work itself
9. Work Process
● The setting of long-term goals and objectives for FUNCTIONAL JOB ANALYSIS
the number and types of personnel needed to
meet the labor requirements of the laboratory.
● Get the right people for the right job. ● Employees are assigned to jobs for which they
have appropriate training and competence, a
major factor in assuring quality health care
FACTORS IN STAFFING services.
Types of personnel needed JOB DESCRIPTION
● Depends on complexity of procedures, amount of
● A written statement that designates the tasks,
supervision and support for the person,
duties, working conditions and reporting
workload, turnaround time, testing methodology
relationships for a specific job
● A tool that provides a means of communication
Staffing levels between the staff and the organization
● A tool for assuring that the employee, supervisor
● Level of service expected from each unit and the and organization understand the duties of the
workload position.
Performance Training
BASIC INFORMATION IN THE JOB DESCRIPTION
● Make sure employees are properly trained
starting from orientation
Identification and Headings
Workload Projections
● Name of the facility
● Anticipating needs and matching the right people ● Location of the work
with the workload ● Short descriptive title of the position (Position
● Summary)
Job Specification
JOB
● A summary in abridged form of the formal
A collection of tasks, duties, and responsibilities assigned education skills and experience required to
to an individual perform the duties of the job and also included
are any unusual physical requirements or working
conditions.
JOB DESIGN
Reporting Relationships
● The process of organizing work into jobs ● The person to whom the employee reports,
supervisees
FACTORS THAT INFLUENCE THE MAKEUP OF A JOB
Duties
● Organizational Factors ● List of the duties, task, and responsibilities and
● People Issues functions that define the job with the authority
● Legal and Union Requirements scale
● Priority of Duties → ranked according to their
importance
● Format of duty descriptions
JOB ANALYSIS
● Authority scale
● The process of collecting and analyzing
information about the tasks workflow and jobs
being done in an organization so that job
descriptions, work standards, and performance
appraisal systems can be developed.
FACTORS IN JOB ANALYSIS
1. Working Condition
● Performance and evaluation criteria
2. Technology
3. Job Specifications
4. Availability of labor
5. Personal Interaction
The workplace
Date of preparation and activation
PHILIPPINE WORK SCHEDULE LAW
● Serves as an activation of the job
● Stated the date of start of the job
According to Philippine Labor Code
Approval signatures
● Normal work hours = not > 8hrs./day (40
hrs./week)
● Date of activation is not valid without the ● < 8 hours = part time (in proportion to number of
signature hours worked)
● Overtime is work rendered beyond 8 hours
○ Exemptions: government employees,
JOB DESCRIPTION AND EVALUATION managerial personnel, house-helpers
and piece rate worker
CRITERIA
STEPS IN MAKING SCHEDULE
Knowledge Parameters
1. Select type of Schedule
● Training and education requirements, quality 2. Establish staffing levels
3. Develop staffing personnel pools
Technical abilities 4. Determine format, terminology, and schedule
keys
5. Set posting time frame
● Hands-on experience, physical skills and talents, 6. Prepare skeleton stage
quantity 7. Complete routine scheduling stage
8. Fill in gaps
Judgment factors 9. Post schedule
● Degree of autonomy in decision making
CATEGORIES OF SCHEDULE
Relationships
● Simply lists attendance
● Communication routes, supervision status ● Work assignments
● Combination
Attendance and reliability
STAFFING LEVELS
● Expectations regarding technical and physical
demands of the workload
●
● The staffing requirements for a shift
SCHEDULING
SCHEDULING
● Matching the people presently working in the
laboratory with current workload requirements.
● Builds on staffing information and focuses on
matching people on a day-to-day basis with the
fluctuating workload of the laboratory.
STAFFING PERSONNEL POOLS
ISSUES AND FACTORS INFLUENCING
SCHEDULE DECISIONS
STAFFING PERSONNEL POOLS
Availability of Staff ● Senior Med Techs (specialists) – 2
● Med Techs (generalist) – 8
● Laboratory technicians – 2
● Skills of each worker (generalist/specialist) ● Phlebotomists – 5
● Qualifications (license) ● Med Techs / Phlebotomists – 4
● Flexibility (shift assignments) ● Receptionists – 3
● Number of persons available ● Histopathology technicians – 2
Type and Volume of Work Performed SCHEDULE TERMINOLOGY AND KEYS
● Tests offered, timing elements (what tests will be ● C = Chemistry
performed during what period) ● U = Urinalysis (Clinical Microscopy)
○ Example: Tertiary hospital that has 7 ● H = Hematology
sections but has 5 personnel; ● P = Phlebotomists
multi-tasking is unavoidable. ● OL = on leave
TIME FRAME PROFESSIONAL EXTENDERS
● Schedules are frequently posted for either 1 ● Technical and clerical assistants who do tasks
month or 4 weeks traditionally performed by a professional
● Final schedule should be posted at least 2 week
prior to the end of current cycle
ABSENCE AND ABSENTEEISM
SKELETON STAGE
● Occurs any time a person is not at work when
scheduled
● A working draft that includes weekends and ● Occurrence of an unscheduled absence
requested time off
ABSENTEEISM
● A failure to meet the standard for attendance set
by the laboratory.
ROUTINE SCHEDULING STAGE MANAGEMENT OF ABSENTEEISM
● Clearly defined policy on when absenteeism
becomes a corporate problem
● Measurable and objective criteria for monitoring
attendance.
● Plan for following and correcting a problem at its
earliest stage
FILL IN THE GAPS
● Part Timers
● Volunteers
● Overtime
● Temporary Help
● Schedule Change
FLOATERS
● A person who is able to work in many sections of
the lab and is assigned according to fluctuating
daily and hourly workload needs.