DEFINITION OF BASIC

ORGANIZATIONAL SKILLS

The way in which an organization divides its labour into tasks and then achieves

coordination among them

MINTZBERG’S 5PS FOR ORGANIZATIONAL

SKILL

PLANKnown as Mutual Adjustment.It is a set of consciously intended course of action, a guideline (or set of guidelines) to deal with a situation

Two essential characteristic are:1) They are made in advance of the

actions to which they apply2) They are developed consciously and

purposefully

PLOYKnown as Direct Supervision.It is a specific manoeuvre intended to outwit an opponent or competitor.

A firm may threaten to establish a new practice area in order to discourage a competitor from trying to do the same.

PATTERNKnown as Standardization of Work Processes.

A pattern is a stream of actions.

It is consistent in behaviour, whether or not intended i.e., it may appear without preconception.

POSITIONKnown as Standardization of

Outputs.Position implies a specific means of

locating an organisation in an environment.

It become the mediation force, or match between organization and environment, that is, between the internal and external context

PERSPECTIVEKnown as Standardization of Skills.Perspective is an ingrained way

perceiving the world.It is a perspective shared by

members of an organisation, through their intentions and / or by their actions.

In effect, in this context, we are entering the realm of the collective mind - individuals united by common thinking and / or behaviour

PARTS OF THE ORGANIZATION Strategy Apex:

Consist of top administrators Charged with the responsibility to ensure that the organization

effectively serves its missions. Techno-Structure

The administrative component Charged with the responsibility of planning

Support Staff Specialized Unit To provide support for the organization outside the operating workflow

Middle Line Connect the strategic apex with the operating core

Operating Core Comprised of those who perform the work. Heart of the organization Produces essential output

MINTZBERG’S TAXONOMY

Largely determined by the variety one find in its enviroment

Four types:Simple Complex

Stable

Machine Bureaucracy

Professional Organization

Standardized Work Processes

and Outputs

Standardized Skills and

Norms

DynamicEntrepreneurial

StartupAdhocracy

Direct Supervision

Mutual Adjustment

MachineBureaucra

cy

-StableEnvironment-Low complexity

Entrepreneurial Startup

-Low complexity

-Rapid pace of change

Professional

Organization

-StableEnvironment

-Highcomplexity

Adhocracy

-High complexity

-Rapid pace of change

Description of each form according to environmental factors

Forms….factors

FIVE BASIC SUBUNIT

Subunit Example PositionStrategic Apex CEO, Board of Directors

Techno-StructureStrategic Planning, Personnel Training, Operations Research Design

Support StaffLegal Counsel, Public Relations, Payroll, Mailroom Clerks, Cafeteria Workers

Middle Line VP Operations, VP Marketing, Plant managers, Sales managers

Operating CorePurchasing Agents, Machine Operators, Assemblers, Sales persons, Shippers

MACHINE BUREAUCRACY

The organization shows following policies:

Standardization of procedures and outputs

Dominated by Technocrats

Dominated by Rules

Decision-making authority tend to be centralized

The key parameter is efficiency

PROFESSIONAL ORGANIZATION

This form elaborate the followings:

System of training and indoctrination to create an internal compass allowing them to control over their work 

Quality standards are enforced by internal expectations

Resistance to external control

No central control -cumulative effect of individual

It responds to changes in an evolutionary fashion

ENTREPRENEURIAL STARTUP

This would elaborate :

No procedure manuals No precised tabs for what everyone is doing Managerial structure is small and loose No strategic planning - and people generally

train ”on the job” No bureaucracy -reporting directly to the leader

who is usually the founder Founder or Leader oriented

ADHOCRACY

Mutual Adjustment of ad-hoc teams Teams from professional rely on this “mutual

adjustment” to coordinate their effort No efficiency -just problem solving Interdepartmental exchange The key is getting people together to share problems

and perspectives Work settings ( under pressure - committed -

challengeable -)

WHICH FORM IS THE BEST FOR HEALTHCARE ORGANIZATIONS

According to what explained we can conclude the following:

The healthcare organization is a dynamic entities that usually facing changes and development with high complexity level of organization

WHICH FORM IS THE BEST FOR HEALTHCARE ORGANIZATIONS

Many hospitals and medical schools are founded from many years ago, so founders are rarely on hand. Entrepreneurship is not the word that characterizes the attitude of many hospitals.

WHICH FORM IS THE BEST FOR HEALTHCARE ORGANIZATIONS

The most suitable form for healthcare organizations is the professional bureaucracies although in sometimes it must adapt adhocracies also to face some rapid changes.

CASE PRESENTATION

Hospital A adopt the professional organization form, applying quality roles and training policies in its different departments. Putting strategies and procedures that police itself from external control

But Hospital A appoints a small group of individuals to advice, plan, implement, and monitor new information system as a small group can produce better that a large one with many tasks on its plate.

Steps to Successful

Organization of Events

Allow adequate time for organization› Start six to eight weeks before your event

Promote the educational value of the event

Choose a good date and location› Check for conflicting events

Chose the right event› Pick an event that your student will enjoy

Make thank you gifts visible› Increase interest participants

Promote the event to participants› Use flyers, posters,announcements,bulletin

boards Involve a student group

Set deadline to collect donation› Plan to collect money one week before the

event Thank to all students, administrators

› Distribute thank you gift Complete an event evaluation after the

event› Let us know what you think

Ten Steps to a Successful

Fund Raising Event

Brainstorm and decide on your event

Form an event committee Get your event into calendar Set a budget Determine your target

audience Set the date Event logistics Promotion Thank you Congratulate yourself