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

organization

supervisors

Executive mgt

Middle mgt

workers

• 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)

General Support(clerks, consultants)

Organization

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

manager

employees

director

manager

employees

Director

manager

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

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

manager

employees

manager

employees

manager

employees

Support departments

Tall bureaucratic organizational structure

president

Vice president

Asst. Vice president

Director

manager

employees

director

manager

employees

Director

manager

employees

Flat bureaucratic organizational structure

Manager

President

Vice president Vice president

Manager

Manager

Manager

Manager

All 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

CEO division A

Vice president

managers

employees

CEO Division B

Vice president

managers

employees

CEO division C

Vice president

managers

employees

Corporate support

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

purchasing

Vice president

nursing radiology pharmacy laboratory Physical therapy

Resp Ther

ICU

Med/surg

OR

oncology

Rehab med

Day surg

hospice

obstetrics

staff 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