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