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CLINICAL LABORATORY MANAGEMENT

PRESENTER:

1. ANIS AMIRA BT AB RAHMAN2. AHMAD FAIZUDDIN BIN RAZALI3. MARYAM BT ZAINAL4. NUR ELEZA BT ZA’ABA5. RUZAIKA BT RUZAIN6. SITI SARAH BT ABDULLAH7. ZAHID BIN ZULKIPLI

LECTURE 2:ORGANIZATION

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CONTENTS

1.0 OUTCOME2.0 OVERVIEW3.0 DEFINITION4.0 TYPE OF ORGANIZATION5.0 ORGANIZATIONAL STRUCTURE6.0 ORGANIZATIONAL BEHAVIOUR

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OUTCOMES• Able to define what is an organization• Able to differentiate the types of organization• Able to discuss the nature of the organizational

environment and identify the components.• Able to differentiate the structure of

organization• Able to differentiate the behavior of

organization

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OVERVIEW

• From a Greek Word, ORGANON meaning TOOL.• A group of people intentionally organized to

accomplish an overall, common goal or set of goals.

• Business organizations can range in size from two people to thousands.

• Goals: EXPLICIT (deliberate and recognized) or IMPLICIT (operating unrecognized, “behind the scenes”)

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WHAT IS ORGANIZATION?

ACT PROCESS MANNER

Source : Dictionary.com

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TYPES OF ORGANIZATION

1. CORPORATION2. GOVERNMENT 3. NON-GOVERNMENT4. INTERNATIONAL ORGANIZATION5. ARMED FORCES 6. CHARITIES7. CO-OPERATIVES8. UNIVERSITIES

EXAMPLE• Non-government organization - any non-profit,

voluntary citizens' group which is organized on a local, national or international level. E.g : MERCY Malaysia

Source: http://www.ngo.org/ngoinfo/define.html

• International organization - An organization with global mandates, generally funded by contributions from national governments.

E.g International Committee of the Red Cross Source: http://www.thefreedictionary.com/international+organization

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TYPES OF ORGANIZATION

1. Hierarchical Organization

2. Market Organization

3. Family organization

4. Adhocracy

Source: http://factoidz.com/four-types-of-organizations/

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THE ENVIRONMENT OF ORGANIZATIONS

• General environment is everything outside an organization’s boundaries—economic, legal, political, socio-cultural, international, and technical forces.

• Task environment is composed of specific groups and organizations that effect the firm.

• Internal environment is conditions and forces within an organization

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Source: Fundamentals of Management , Third Edition Ricky W. Griffin, Texas A&M University.

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The Organization and Its Environments

• Owners• Employees

• Physical environment• Board of directors

• Culture

• Competitors

• International• dimension

• Political-• legal

• dimension

• Technological• dimension

• Sociocultural• dimension

• Economic• dimension

• Regulators • Customers

• Strategic• partners

• Suppliers

Internal environmentTask environment External

environmentGeneral environment Source: Fundamentals of Management , Third Edition Ricky W. Griffin, Texas A&M University.

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Example of task environment:

• MELTECH’s

• Private • Lab

• Competitors• •• Gribbles• •• Amcare Lab• •• Pathlab

• Customers• •• Individual

• consumers• •• Clinics

• Suppliers• •• Biorad• •• Sysmex

• Strategic Partners• •• UiTM• •• MOH

• Regulators• •• Food and Drug

• Administration• •• Securities and

• Exchange• Commission

• •• Environmental• Protection• Agency

• Internal environment• Task environment

Source: Fundamentals of Management , Third Edition Ricky W. Griffin, Texas A&M University.

ORGANIZATIONAL STRUCTURE•It refers to the way that an organization arranges people and jobs so that its work can be performed and its goals can be met.•Employees responsibilities typically are defined by what they do, who they report to, and for managers, who reports to them.•The best organizational structure for any organization depends on many factors including:

•The work it does•Its size in terms of employees, revenue, and the geographic dispersion of its facilities•The range of its businesses (the degree to which it is diversified across markets).

•There are multiple structural variations that organizations can take on, but there are a few basic principles that apply and a small number of common patterns.

TRADITIONAL ORGANIZATIONAL STRUCTURE

The structure of every organization is unique in some respects, but all organizational structures develop or are consciously designed to enable the organization to accomplish its work. Typically, the structure of an organization evolves as the organization grows and changes over time.

Researchers generally identify four basic decisions that managers have to make as they develop an organizational structure First, the organization's work must be divided into specific jobs. This is referred to as

the division of labor. Second, unless the organization is very small, the jobs must be grouped in some way,

which is called departmentalization. Third, the number of people and jobs that are to be grouped together must be

decided. Fourth, the way decision-making authority is to be distributed must be determined.

Thus it characterized by: high job specialization Functional departments Narrow spans of control Centralized authority.

Continue

The traditional model of organizational structure is easily represented in a graphical form by an organizational chart.

It is a hierarchical or pyramidal structure with a president or other executive at the top, a small number of vice presidents or senior managers under the president, and several layers of management below this, with the majority of employees at the bottom of the pyramid.

The number of management layers depends largely on the size of the organization.

The jobs in the traditional organizational structure usually are grouped by function.

The Importance of Organizational Structure

For decision making. Enables the distribution of authority. Organizational structure is important for knowing to whom

each employee reports.When a person starts a job, he knows from day one to whom he will report

Most organizational funnel their communication through department leaders. For example, marketing employees will discuss various issues with their director. The director, in turn, will discuss these issues with the vice president or upper management.

The Importance of Organizational Structure

For evaluating employee performance. The linear structure of functional and product organizational structures allow supervisors to better evaluate the work of their subordinates. Supervisors can evaluate the skills employees demonstrate, how they get along with other workers, and the timeliness in which they complete their work.

It important in achieving goals and results. It allows the chain of command and fosters teamwork. Enables to better manage change in the marketplace, including

consumer needs, government regulation and new technology

ORGANIZATIONAL BEHAVIOUR (OB)

• …study and application of knowledge about how people, individual and groups act in organizations.

• Emphasizes the understanding of behavior in organizations - develop competencies in foreseeing how people are likely to behave.

• OB also encompasses a wide range of topics such as human behavior, change, leadership, teams, etc.

• How it does?By interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system.

Models of OB

Autocratic Custodial

Supportive Collegial

• Autocratic – The basis of this model is power with a managerial orientation of authority.

• Custodial – The basis of this model is economic resources with managerial orientation of money.

• Supportive – The basis of this model is leadership with managerial orientation of support.

• Collegial – The basis of this model is partnership with managerial orientation of teamwork.

Purposes of OB

• To build better relationships by achieving:- human objectives organizational objectives social objectives.

• To gain a greater understanding of those factors that influence individual and group dynamics in an organizational setting.

OB Analysis

• OB involves multiple levels of analysis:– Individual level of analysis– Group level of analysis– Organizational level of analysis

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REFERENCES1. Cunningham, J. B. & Eberle, T. (1990). A Guide to Job Enrichment and

Redesign.Personnel, Feb 1990, p.57 in Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York: McGraw-Hill.

2. http://www.unesco.org/education/aladin/paldin/pdf/course02/unit_14.pdf

3. www.enotes.com/management-encyclopedia/organizational-behavior4. www.nwlink.com/clinicalmanagement/

leadershiporganizationalbehavior.htm5. www.profmanishparihar.blogspot.com. Retrieved on 10th October 2011.6. Fundamentals of Management , Third Edition Ricky W. Griffin, Texas

A&M University.7. http://www.ngo.org/ngoinfo/define.html. Retrieved on 10th October

20118. http://www.thefreedictionary.com/international+organization. Retrieved

on 10th October 2011