| ORGANIZATIONAL STRUCTURE by Burns and Stalker (1961) | For slow change and relative stability |
| ORGANIC STRUCTURE | Preferred in an environment of high change |
| OPEN SYSTEM | interacts with its environment, draws input from external sources, transforms it into some form of output |
| CLOSED SYSTEM | is self-contained and does not exchange data with any outside system |
| Congruence model (David Nadler) shows a detail of the elements of an organization as an open system. | shows a detail of the elements of an organization as an open system |
| FORMAL ORGANIZATION | formal structures, policies, procedures for performing the work |
| INFORMAL ORGANIZATION | is an organizational structure with many levels of hierarchy. |
| TALL | is an organizational structure with many levels of hierarch |
| FLAT | is an organizational structure with a limited number of levels of hierarchy |
| Formal Group Characteristics | leaders- appointed, followers- recruitments incentive, purpose- profit or social goals, shared opinion of how things should be done- job and tasks standard, sanctions- organizational rewards and punishment policies |
| Informal Group Characteristics | leaders- charisma, followers-personal attraction , purpose- peer motives , shared opinion of how things should be done- social norms and mores, sanctions- peer pressure |
| Formal Elements | Vision, Values, and Strategies
Reporting Structure
Processes & System
Performance management |
| Infromal elements | Pride and motivation
political environment
information flow
teamwork |
| CONGRUENCE MODEL | diagnostic tool for organizations that evaluates how well the various elements within these organizations work together. |
| PEOPLE-FORMAL ORGANIZATION | individual needs are met by the organization |
| PEOPLE - WORK ORGANIZATION | ndividual needs are met by the work. |
| PEOPLE - INFORMAL ORGANIZATION | individual needs are met by the informal organization. |
| . WORK - FORMAL ORGANIZATION | Organization arrangements support the task. |
| WORK - INFORMAL ORGANIZATION | The organization helps or hinders the performance of the work. |
| FORMAL - INFORMAL ORGANIZATION | he elements of the informal organization are consistent with the formal organization. |
| FACTORS INFLUENCING THE DESIGN AND STRUCTURE OF THE ORGANIZATION | Organizational goals & strategic location
Technologic capabilities, including information technology
Size ( the lab subsystem and the larger health system)
Environment ( client/patient needs)
Leadership style, member behaviors, & organization culture |
| STRUCTURAL MODELS | illustrate the range from mechanistic to organic networks |
| 7 STRUCTURAL MODELS | FUNCTIONAL
DIVISIONAL OR SELF-CONTAINED UNIT STRUCTURE
MATRIX
TEAM
NETWORK |
| A.FUNCTIONAL | is the departmentalization by common skills and work tasks |
| DIVISIONAL OR SELF-CONTAINED UNIT STRUCTURE | is the departmentalization by common product, program or geographical location. |
| MATRIX | complex combination of functional & divisional that takes advantage of skills & function. |
| TEAM | is the departmentalization by teams of people brought together to accomplish specific tasks. |
| NETWORK | Refers to the independent departments providing functions for a central core breaker. |
| AUTHORITY | Empowerment
Should be coterminous with responsibility |
| ROLES AND TYPES OF AUTHORITY | LINE AUTHORITY
STAFF AUTHORITY
FUNCTIONAL AUTHORITY |
| LINE AUTHORITY | takes 2 forms in a hospital-based laboratory |
| STAFF AUTHORITY | exercised through staff departments- those areas that provide services in an indirect fashion. Ex. Safety officer, quality assurance officer |
| FUNCTIONAL AUTHORITY | s best illustrated by the relationship of physicians with the laboratory and hospital. |
| 21ST ORGANIZATIONAL TRENDS | Globalization
Diversity
Flexibility
Flat
Networks |
| TYPES OF AUTHORITY | LINES
STAFF
FUNCTIONAL |
| TALL GROUP CHARACTERISTICS | control- narrow
structure- more time due to many levels of personnel to consider
costs-costly due to layers of staff
opportunity- high for promotion |
| FLAT GROUP CHARACTERISTICS | control- wife
structure- speed decisions due to wide span of control
costs- low
opportunity- limited for promotion |
| MECHANISTIC | rigid hierarchal relationships
fixed duties
many rules
formalized communication channels
centralized decision authority
taller structure |
| ORGANIC | collaboration (horizontal and vertical)
adaptable duties
few rules
informal communication
decentralized authority
flatter structures |
