Personnel Management pt 1
Lino Linford Bangayan BSPT-4
Organization
In a group, coordination is required to meet goals A mission cannot be accoplished by one individual and that requires the coordinated effort of the people who make up the organization As the number of members increases, the more complex the activity, the more coordination is needed
The act of organizing involves arranging activities by systemic planning and united effort in a coherent whole. Organizational design The outcome of the process is an Organizational Structure
Organizing human activity is a balance between:
Division of tasks Coordinating tasks with individuals
Coordinating tasks can be achieved through
Mutual Adjustment Standardization of Tasks Direct Supervision
Mutual Adjustment it is the simplest form of coordination. Used in the simplest or most complex situations Direct supervision The one supervising coordinates all activities of the others. Standardization reduces the need of supervison.
As an organization grows larger the more complex and diverse the tasks done For increased efficiency and effectivity, subdivisions are created Subdivisions cause specialization with in individual members
Organization Characteristics
Parts of an organization
Operating core - produces goods and services, as the org gets larger the less it uses mutual adjustment Management part manages the operating core, as the org gets larger the more it relies on direct supervision Support part supports the mgt and operating core, as the org gets larger the more it relies on standardization
Executive mgt supervisors organization workers Middle mgt
Executive management deals with strategic decisions for the goals of the organization, create activities to achieve goals, and assign responsibilities Middle management (2nd mgt) deals with everyday operations As the organization grows, it subdivides and further specialize and relies more on support functions to achieve coordination of activities
Support staff
Technical support staff (analysts) focuses on stndardazing tasks and adapting the organization to the environment 2nd group support staff functions other tasks that is not operational core related (ex. Janitors, PR, cooks and etc)
Management (owner/manager)
Operating core (PTs, PTAs)
Organization Tech support (education coordinator) General Support (clerks, consultants)
Line relationships
AKA chain of command Vertical lines of authority and responsibility connecting each positionwith those above and below the organization
president Vice president Asst. Vice president Director director Director
manager
manager
manager
employees
employees
employees
Structural Configurations
It defines the relationships between organizational parts and its members. It assigns decision making authority and accountability for performance An organizational chart is used to represent the organizational structure.
As the organization grows, the more complex the organizational structure. The developmental stages of an organization
Craft/Simple Entrepeneurial Bureucratic Divisionalized Adhocracy/Matrix
Craft stage
Small Almost no division of labor All members are of equal competent in providing service Working manager
Operating core
Owner/Manager
Operating core
Entrepreneurial stage
Cannot rely on mutual adjustment to coordinate activities Division of labor is necessary + increased efficiency in internal operations - decreased response to environment change
Owner/president
manager employees
manager employees
manager employees
Bureaucratic stage
Organizational structure varies There is specialization in jobs Extensive hierarchy of authority A lot of standardization Large support structures
president Vice president
Support departments
manager
manager
manager
employees
employees
employees
Tall bureaucratic organizational structure
Flat bureaucratic organizational structure
President
president Vice president Vice president Asst. Vice president Director director Director Manager Manager Manager Manager Manager Vice president
manager
manager
manager
All Employees
employees
employees
employees
Divisionalized stage
Dividing the organization to divisions to adopt on differences in output, different geological locations or the service needs of different markets. In the health care vertical integration organization, a single provider can meet the services to the 1st, 2nd, 3rdary, rehabilative, and custodial care the corperate management having a centralized decisions, slower but organization wide effect The divisions having a decentralized decisions, faster but only retains within the division
CEO corporate
Corporate support
CEO division A
CEO Division B
CEO division C
Vice president managers employees
Vice president managers employees
Vice president managers employees
Adhocracy/Matrix stage
Tendency to organize specialists both by functional departments and by product line or program. It relies heavily on standardization of training and mutual adjustment as its primary mechanism of coordination. + Integrates the goals and interests of the functional departments and product lines - potential conflict within the functional departments and product lines
president Vice president
purchasing
nursing
radiology
pharmacy
laboratory
Physical therapy staff
Resp Ther
ICU Med/surg OR oncology Rehab med hospice Day surg obstetrics
staff
staff
staff
staff
staff
staff
Structural configuration and organizational effectiveness
3 areas that can affect organization structure
Response to external competition
Competitor intelligence = gain advantage over competitor
Respond to market changes
Focus on the needs of the customers
Efficiency and effectiveness of internal operations
Expertise of the workers, quality of output, effiecency or resource usage, and speed
Organizational goals (mission and vision)
Every organization must have one so their performance can be measured The goals are results-oriented productivity = commitment to organization s goals Employees with goals opposite to the organization s goals are miserable
Factors that influence organizational design
Factors in mgt literature that affect organizational structure
The organization s fundamental priciples (values and mission) Organization s environment, technology, competitive strtegy, size and age, past history and ownership Trends in Organiztional design
Fundamental principles
Adopted set of values by which the executive mgt evaluates the performance of the organization and its members. Values are: explictly generated, consciously managed and clearly desseminated
Organizational characteristics that must be specified in the organization s fundamental principles
Scope of activities Critical functions Style of managing people Ethics in business decisions Organiztion s self-image Attitudes towards employees, costumers, competitors, and external groups
Management and supervision
Managers have the power to make decisions Supervisors oversee work Supervising is a human relations skill PT director s does both roles in their department The roles of supervisor and manager is interchangable
Supervisory relationship and roles
Supervisors are:
Getting out of production Maintain quality Mgt s hand servant
Supervisor s place in the org:
Inc. the size and complexity in the work place Subdivisions in production Unionzation of subordinates Technolgical and specialization functions Social legislation Government incursions in the work place
The supervisor role is inbetween reporting to the mgt and representing the mgt to the employees 5 relationships
With self: intra-personal With other supervisors: peer group With subordinates: authority-responsibility Devt relationship between subordinate to superior As dependent upon a wider culture in which one operates
Mangerial and supervisory functions
Both have functions bearing directly on personnel mgt: motivation, communication, recruitment and selection, performance appraisal and retention and development. Other functions may include: planning, organizing, directing, cost analysis and budgeting, and evaluation
Management style
Defensive supervision high fear and low trust participative position high trust and low fear
Seven deadly sins of a manager
Using snap judgment of selecting employees Letting the eager beaver s job grow like topsy while letting the goldbrick get away with substandard performance Failure to make assign and instructions clear, in a polite and firm manner Being a boss rather than a leader Being indifferent towards discipline and reward when they are warranted Being too busy training, rather than in pressuring productivity Playing everything close to chest
6 virtues of a good supervisor
Confidence to lead, confidence in his subordinates Climate of involvement Maintains channels of communication Delegates responsibility with authority Delineates clearly assigned responsibility in keeping with the staff member s capacity to carry out responsibility Offers staff members opportunities for professional growth
Manager as a leader
Resolve conflicts early allow Participation in decision-making for the common good Encourages creativity and innovation Manage by results Provide control and feedback Maintain morale Negotiate and maintain a mutual commitment to goals Use performance appraisal for setting future objectives Provide subbordinates opportunities for growth Exert postive impact for longevity and growth
Management for motivation
Primary function is to motivate subordinates to do org goals as if their own
Nature of man
Rational-economic man believes empoyees are motivated by economic incentives and gain. Lacks initiative, self-discipline, and self-control Mgt must motivate via economic incentives, control discipline, and adhere to goals by mgt authority or force, achieve planning and motivation by planning and organizing Primary emphasis or task efficiency
Social man employees are motivated by social needs. Mgt must give more attention to the needs of the employees in acceptance, belonging, and identity
Self-actualizing man employees find meaning in work not so much through meeting their social needs as through achieving self-esteem, autonomy, and maximum use their capacities and skills.
Motives are in hierarchy: basic needs and security, social needs, needs for self-esteem, needs for autonomy, and maximum usage of their resources
Complex man
are complex, highly variable individuals who have motives arranged in some hierarchy of importance to them individually, and this hierarchy may change from time to time Learning new motives and new patterns or combinations of motives through their organizational experiences Motives may change in different lines of work in different organizations Maybe productively involved with an organization on the basis of many different motives Respond differently to any one management style, just as they can respond effectively to different management styles.
Personnel Motivation problems in the clinic
Main problem of management is always how to induce productivity from employees by offfering rewards to be enjoyed off Employees are frustrated at all attempts to get job satifaction The Problem employees
