Professional Documents
Culture Documents
ORGANIZATION BEHAVIOR
PREPARED BY
Dr.Ola Gamal Khashaba
MD,CPHIMS,CPHQ,TQM
Consultant of Clinical Pathology
Cairo University Hospitals
AMERICAN BOARD OF HEALTHCARE QUALITY
drolakhashaba@yahoo.com
The Healthcare Quality Handbook: A Professional Resource and Study Guide by Janet A. Brown, RN, CPHQ, and The 2010 /2011 (25th
Annual) Edition
OBJECTIVES
Dr.Ola gamal
1 Khashaba,MD,CPHIMS,CPHQ,TQM
TOPICS
TOPICS
Dr.Ola gamal
2 Khashaba,MD,CPHIMS,CPHQ,TQM
TOPICS
TOPICS
By the end of this course participants should be able to
cover the following topics:
Part IV: MANAGING HUMAN RESOURCES Janet Chapter 9
• Chapter 11: Employee recruitment and selection
Chapter VI-9
• Chapter 12: Staff QM/PI orientation, Training, and
education. Chapter VI-10
• Chapter 13 : Staff Performance Appraisal Chapter VI-11
Janet
• Chapter 14: Case Study Presentations
Dr.Ola gamal
3 Khashaba,MD,CPHIMS,CPHQ,TQM
PEOPLE MANAGEMENT AND
ORGANIZATION BEHAVIOR
PART I ORGANIZATION BEHAVIOR
*
The Healthcare Quality Handbook: A Professional Resource and Study Guide by Janet A. Brown,
RN, CPHQ, and The 2010 /2011 (25th Annual) Edition
TOPICS
Dr.Ola gamal
4 Khashaba,MD,CPHIMS,CPHQ,TQM
The Concept of organization
• When people come together to combine their
talents and efforts, they form organizations.
• Organizations are practices, procedures and
relationships entered into to coordinate
human talents and efforts toward common
goals.
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Dr.Ola gamal
5 Khashaba,MD,CPHIMS,CPHQ,TQM
FORMAL
ORGANIZATION
Structure
Hierarchy
division of labor
Environmental Rules,procedures Environmental
resources Business processes outputs
Process
Rights/obligations
Privileges/responsibilities
Values
Norms
People
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Dr.Ola gamal
6 Khashaba,MD,CPHIMS,CPHQ,TQM
What is Organizational
Behavior?
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Dr.Ola gamal
7 Khashaba,MD,CPHIMS,CPHQ,TQM
Purposes for Organizing
• Dividing work into specific jobs.
• Assigning tasks and responsibilities.
• Coordinating tasks.
• Clustering jobs into units.
• Establishing relationships.
• Establishing lines of authority.
• Allocating resources.
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Outcome of Organizing
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Dr.Ola gamal
8 Khashaba,MD,CPHIMS,CPHQ,TQM
The System Approach in
Organizations
• A system can be defined as a set of parts
coordinated to accomplish a set of objectives.
• The system approach in organizations considers the
interrelation of three main elements
• Inputs
• Processes
• Outputs
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Dr.Ola gamal
9 Khashaba,MD,CPHIMS,CPHQ,TQM
“System” & Deming
• A network of interdependent components
that work together to try to accomplish an
aim.
Dr.Ola gamal
10 Khashaba,MD,CPHIMS,CPHQ,TQM
Organizational Principles
• Each organization should have:
• Clear mission, vision, goals and objectives
• Organizational structure and design
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VISION
• A vision is a statement of where the
organization is headed.
• Describes what the organization hopes to be
in the future
• Spells out the highest ideas and wishes
• Idealistic aspirations
• “If you can dream it , you can make it
happen”
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Dr.Ola gamal
11 Khashaba,MD,CPHIMS,CPHQ,TQM
MISSION
• A mission is a statement of why an
organization exists.
• The mission is a statement of purpose (why
are we here?)
• What are the main services?
• Who is our customer?
• How do we offer this service?
• Mission is flexible, dynamic, and capable of
responding to services as they occur.
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Goal
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Dr.Ola gamal
12 Khashaba,MD,CPHIMS,CPHQ,TQM
Objectives
• Should be SMART
• Specific
• Measurable
• Appropriate / relevant
• Realistic / attainable
• Time-bound
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Dr.Ola gamal
13 Khashaba,MD,CPHIMS,CPHQ,TQM
I. Organizational Structure
1. Work Specialization
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I. Organizational Structure
2. Departmentalization
Dr.Ola gamal
14 Khashaba,MD,CPHIMS,CPHQ,TQM
29
Hospital General
Manager
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Dr.Ola gamal
15 Khashaba,MD,CPHIMS,CPHQ,TQM
1. Functional Structure
• Advantages
• Efficiencies from putting together similar
specialties and people with common skills,
knowledge, and orientations
• Coordination within functional area
• In-depth specialization
• Disadvantages
• Poor communication across functional areas
• Limited view of organizational goals
• Focus on departmental versus organizational
issues
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2. Geographic Structure
• Grouping jobs on the basis of territory or
geography
Dr.Ola gamal
16 Khashaba,MD,CPHIMS,CPHQ,TQM
2. Geographic Structure
• Advantages
• More effective and efficient handling of
specific regional issues that arise
• Serve needs of unique geographic markets
better
• Adaptable to local needs
• Disadvantages
• Duplication of functions
• Can feel isolated from other organizational
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Preventive and Endemic Curative Health Care Population and FP Projects and Technical Other sectors…….
Dis. Sector Sector Sector Support
Dep. of Curative
Medical Services
Department of Department of
Environment Pharmacy
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Dr.Ola gamal
17 Khashaba,MD,CPHIMS,CPHQ,TQM
3. Product/ Service Structure
• Advantages:
• Allows specialization in particular products
and services
• Managers can become experts in their
industry/ service
• Closer to customers
• Disadvantages:
• Duplication of functions
• Limited view of organizational goals
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4. Process Structure
• Grouping jobs on the basis of product or
customer flow
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Dr.Ola gamal
18 Khashaba,MD,CPHIMS,CPHQ,TQM
4. Process Structure
• Advantages
• More efficient flow of work activities
• Disadvantages
• Can only be used with certain types of
products/ services
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5. Customer Structure
• Grouping jobs by type of customer and
needs
Deputy Manager for Public Relations
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Dr.Ola gamal
19 Khashaba,MD,CPHIMS,CPHQ,TQM
5. Customer Structure
• Advantages
• 1.Customers’ needs and problems can be
met by specialists
• Disadvantages
• 1.Duplication of functions
• 2.Limited view of organizational goals
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I. Organizational Structure
3. Chain of Command
Authority
• The rights inherent in a managerial position to
tell people what to do and to expect them to
do it.
Responsibility
• The obligation or expectation to perform.
Unity of Command
• The concept that a person should have one
boss and should report only to that person.
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Dr.Ola gamal
20 Khashaba,MD,CPHIMS,CPHQ,TQM
I. Organizational Structure
4. Span of Control
• Span of control is the number of employees
who can be effectively and efficiently
supervised by a manager.
• Width of span could be increased in the
following conditions:
• High skills and abilities of the manager
• Skillful and cooperative employees
• Similarity of tasks
• Standardization of tasks
• Simple, non complicated tasks
• Physical proximity of subordinates
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I. Organizational Structure
5. Centralization and Decentralization
Centralization
• The degree to which decision-making is
concentrated at a single point in the
organizations.
• Organizations in which top managers make
all the decisions and lower-level employees
simply carry out those orders.
What are the Advantages?
What are the Disadvantages?
42
Dr.Ola gamal
21 Khashaba,MD,CPHIMS,CPHQ,TQM
I. Organizational Structure
5. Centralization and Decentralization
Centralization
• Advantages:
• Uniformity of standards
• Use of talented manager
• Uniformity of decisions
• Disadvantages:
• Great demand on few managers
• Top managers may not have a broad view
• Authority and power to few people
• Decrease sense of participation
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Dr.Ola gamal
22 Khashaba,MD,CPHIMS,CPHQ,TQM
Decentralization
• Organizations in which decision-
making is pushed down to the
managers who are closest to the
action.
45
Decentralization
• Advantages:
• Decreased total responsibility
• Encourage involvement of all personnel
• Shortens lines of communications
• Brings decisions closer to those affected
• Disperses authority among many people
• Disadvantages:
• Lack of uniformity of standards
• Decisions might be taken by incapable managers
• Co-ordination problems
• Inter-unit competition
• Requires training
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Dr.Ola gamal
23 Khashaba,MD,CPHIMS,CPHQ,TQM
What are the Factors Encouraging
Decentralization?
• Environment is complex, uncertain.
• Lower-level managers are capable and
experienced at making decisions.
• Lower-level managers want a voice in
decisions.
• Decisions are relatively minor.
• Corporate culture is open to allowing
managers to have a say in what happens.
• Company is geographically dispersed.
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I. Organizational Structure
6. Formalization
• The degree to which jobs within the
organization are standardized and the extent
to which employee behavior is guided by
rules and procedures.
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Dr.Ola gamal
24 Khashaba,MD,CPHIMS,CPHQ,TQM
II. Organizational Design
• Refers to the process of coordinating the structural elements of organizations
in the most appropriate manner.
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Dr.Ola gamal
25 Khashaba,MD,CPHIMS,CPHQ,TQM
Types of Organizational Design
Organic Organizations characterized by:
• Cross-functional teams
• Cross-hierarchical teams
• Free flow of information
• Wide spans of control
• Decentralization
• Low formalization
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Dr.Ola gamal
26 Khashaba,MD,CPHIMS,CPHQ,TQM
Factors Affecting Organizational
Design
1.Overall strategy of the organization
• Organizational structure follows strategy e.g.
• Innovation:
• Pursuing competitive advantage through meaningful and unique
innovations favors …………………………..
• ……………………..
• Cost minimization:
• Focusing on tightly controlling costs requires a
……………………….
• ………………………for the organization.
• Imitation:
• Minimizing risks and maximizing profitability by copying market
leaders requires ………………………..
• …………………………… elements in the organization’s structure.
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Dr.Ola gamal
27 Khashaba,MD,CPHIMS,CPHQ,TQM
Contemporary (modern)
Organizational Designs
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Matrix Organization
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Dr.Ola gamal
28 Khashaba,MD,CPHIMS,CPHQ,TQM
Advantages of Matrix Organization
• Can achieve simultaneous objectives
• Managers focus on two organizational dimensions,
resulting in more specific job skills
Disadvantages of Matrix Organization
• Complex, leading to difficulties in implementation
• Behavioral difficulties from “two bosses”
• Time-consuming from a planning/coordination
perspective
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Boundary-less Organization
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Dr.Ola gamal
29 Khashaba,MD,CPHIMS,CPHQ,TQM
Thank You
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Dr.Ola gamal
30 Khashaba,MD,CPHIMS,CPHQ,TQM