Study Set Content:
The problem with this structure is the violation of the principle of unity of command. Non-management employees often find themselves being given directions by both line and staff personnel. A common example of this is between a hospital or a chain's chief financial officer and the manager of the pharmacy. Both may try to dictate policy concerning cost control, cash flow management, etc., so the employee-pharmacist may get conflicting directives. The most effective way to control this problem is to give line managers (i.e., pharmacy manager) absolute authority and use staff members (i.e., accountant) as advisors to line management only. The recommendations or suggestions from staff managers should depend on the approval of the concerned line manager before implementation.
Line-and-Staff Organization.
In general, the functions of the staff managers are to provide
assistance and advice, and to coordinate the functions on a company-wide level.
responsible for the execution of line functions, as these functions are assigned to the
Line managers
just like formal ones, are geared toward strengthening the cohesiveness within the pharmacy and increasing the chances of goal achievement for all. The only time severe action should be taken against the informal organization structure is when the organizational goals no longer foster productivity in the pharmacy.
Informal Organization Structure
One of the simplest methods of organizing a group of employees is based on their working hours. For instance, if the pharmacy operates 24/7, workers and managers can be assigned to day and evening shifts.
Organization by Time.
This can be applied when a group of employees with a similar skill set or specialization (e.g., pharmacists, technician) is too large to be effectively supervised by one person. To manage such a large group, the members are grouped by numbers. A disadvantage of this is that employees from different groups may become isolated from each other and may not be able to share information on patient care, physician services, etc.
Organization by number
This structure is applied where there is considerable diversity in jobs and skills required to accomplish a task satisfactorily. The commonality of tasks is not only a logical method of division but it also serves to strengthen a work group and provide a means for sharing expertise.
Organization by Function.
prescription dispensing, patient consultation, patient drug record system, home health aids, and professional relations.
Professional functions
purchasing, inventory control, display advertising and personal selling, except prescription and professional goods.
Merchandising functions
general financing, budgeting, accounting, operational analysis and control.
Financial functions
recruiting, selecting, terminating, training, employee performance evaluation, wage determination, and other employee relations including fringe benefits.
Personnel functions
Results of Good Organization
Well-established responsibilities and the prevention of "buck passing.
• Easier communication between and among employees, managers, and staff.
• Jurisdictional disputes between individuals are eliminated.
• Development of executive ability.
• Effective measurement of a person's performance against his or her charges and responsibilities.
• Equitable distribution of work, functions, and/or personnel supervision.
• Equitable distribution of work, functions, and/ or personnel supervision.
•Expansion and contraction are permitted without seriously disorganizing the structure.
• "Dead-end" jobs are pointed out.
• Business can move toward the direction of the "ideal" organization in times of change.
• Closer and better cooperation and higher morale among employees, managers, and staff.
• Clear and definite delineation of avenues of promotion.
• Preventing duplication of work.
• Adequate control of growth without overworking top executives.
• Wage and salary administration is aided through forced job analysis and description.
refers to the process of assigning responsibility and authority to lower-level employees. It is a skill that the manager can effectively perform through practice and the motivation of his or her subordinates. Positive motivation can be given with psychological, monetary, or tangible benefits.
Delegation
this is the task or duty designated to a particular individual position.
Responsibility
refers to the power or the right to give orders.
It is the sum of the power and rights entrusted to an individual to ensure the performance and accomplishment of tasks.
Authority
it is the condition of being held responsible for the task delegated; whether the task is being performed properly or not. Accountability cannot be delegated. It is given to people who accept responsibility and it holds them accountable for the completion or non-completion of the tasks assigned to them.
Accountability
it is the belief that authority and power is given to the superior by the subordinates.
Behaviorist/Social scientist
it is the right to give orders, assign tasks and jobs, and expect and exact obedience from subordinates.
Traditional
assumes authority based on expertise and experience of a person, and by one's specialization.
Functional
Elements of Delegation
Responsibility
Authority
Accountability
