Organizing, Directing, Controlling, &
Staffing
ORGANIZING
- A process of structuring activities, materials,
and personnel for accomplishing
predetermined objectives
- Efforts and expenditures = minimized
- Output = maximized
Organizations
- Social entities that are goal directed,
deliberately structured and coordinated activity
systems and are linked to the external
environment but with an identifiable boundary
- Open system
Characteristics of organization systems
1. Holistic and synergistic with clearly defined
boundaries
2. They have purposeful activity and primary task
3. Hierarchy of systems
4. Operates as an open system = exchange of
resources w intern & external environment
5. Seeks a state of stability and equilibrium
6. Self-regulating
Organizational Charts
- The formal written map of the structural plan
and authority delegation
- It attempts to clarify the bureaucratic
relationships between both individuals and
work groups
- The positions of greater responsibility are
located at the top while those of lesser
accountability appear on correspondingly lower
levels
1. Tall Structure – have relatively more than 1
supervisor/manager; staff know who is
accountable for them
2. Flat Structure – disadvantage: decision
making is centralized (CEO); used when
company has small quantity of employees
Principles of Organizational Structures and
Authority
a. Departmentalization – related activities are
grouped together to expedite the production
process, that is, specialization.
b. Decentralization – Decision-making process is
brought to those who are actually performing
the work as possible
- Involves the personnel who are actually doing
the work
c. Span of Control – Definable limit to the number
of people one person can effectively supervise,
within the limits of specific work conditions
d. Exception Principle – Manager and staff are
able to do their job without having to check with
a supervisor about every detail
e. Unity of Command – Each individual must
have only one boss
f. Scalar principle – Supervision should be a
linear system providing a direct vertical link
from board of directors to lowest level worker
DIRECTING
- Influencing people’s behaviour through
motivation, communication, group dynamics,
leadership and discipline
- Purpose: channel the behaviour of all personnel
to accomplish the organization’s mission and
objectives while simultaneously helping them
with their own career objectives
- Directing function in the management is called
“leadership”
- Active > Passive role in employee roles
- Managers accomplish their objectives through
people
Supervision
- A critical adjunct to directing and entails
responsibility for assuring that policies and
procedures are followed
- Includes an understanding and agreement with
established goals and an active role in their
formulation and achievement
Principles of Leadership
Employee Product
Oriented oriented
Structure Consideration
Style Style
1. Employee oriented – managers has strong
ties with employees rather than in production
work
 2. Product oriented – emphasize the high
productivity at the expense of all other factors
3. Structure style – managers direct the staff
toward getting work done
- Paying attention to assigning particular tasks
- Specifying and clarifying what is expected of
subordinates and the uniformity of the
procedures to be followed
- Personally, deciding what and how work will be
done
4. Consideration style – managers show effort to
explain their action
- Treat workers as equal
- Listen to subordinates’ concern
- Look out for their personal welfare
- Give advance notice of changes
- Generally friendly and approachable
Leadership Systems or Management Styles
Exploitative
Benevolent &
& Authoritative
Authoritative
Consulatitve Participative
1. Exploitative & authoritative – managers view
workers as tools and means of production and
feel no further obligation to them
2. Benevolent & authoritative – paternalistic
approach; managers feel they know what is
best for their employees and need only inform
and direct without seeking their feedback
3. Consultative – manager feels the opinions and
advice of staff are useful, but all decisions
remain the exclusive purview of the manager
4. Participative- input and responsibility for
decision making and performance are placed
directly on the staff with only general guidance
and oversight from management
- Inclusion team approach, in which the worth of
all members is recognized
Leadership Styles
Decentralized Centralized
Authority Authority
Absenteeism Consideration
Inattention
1. Decentralized authority – places major
importance on delegation of responsibility
- Leaders who use this style are concerned with
achievement, but seek it through planned
action
- Highly concerned with the organizational
structure through which the work proceeds
- Concept of authority is vertical with positions of
increasing and decreasing accountability
- Managers who use this style attempts to
influence others by suggesting ideas and
provoking thoughtful reaction
2. Centralized authority – places little value on
orderly chain of command and condones a
variety of info sources in the name on an “open
door” policy
- Managers who use this view authority to be
concentrated at the top
- Centralization of power controls activity and
communication at the highest levels, and with
descent into lower organizational ranks,
individuals are increasingly passive
3. Absenteeism/inattention – leaders allow
employee to make decision (but leader is still
responsible for the decisions made)
- Used when employees are able to analyze the
situation and determine what needs to be done
and how to do it
CONTROLLING
- Process through which standards for
performance of people and processes are set,
communicated and applied
- Effective control systems use mechanisms to
monitor activities and take corrective, if
necessary
- Final link in the functional chain of management
activities
- Process of monitors standards, measurements
and feedback mechanism that were previously
in place to ensure that the plans are being
implemented properly
- Process of looking back
- Supervisor role in controlling is to observe and
make sure that the organization’s performance
is living up with the expectation of the
management
- He must correct below-standard conditions and
bring results up to expectations
Types of Control
1. Pre-action Control (Feedforward)
- Focused on operations before they begin
- Serves as the preventive measure of the
organization on its anticipated problems
2. Concurrent Control
- Enacted while work is being performed which
includes any type of guiding mechanism such
as direct supervision, automated systems and
Style
organizational quality programs
 3. Post-action Control (Feedback)
- Focused on the results of operations
- Guides future planning, inputs and process
designs
STEPS OF CONTROL PROCESS
1. Establish 2. Measure actual
performance standards performance
STAFFING
3. Compare measured
4. Take corrective
performance against
actions
established standards
1. When objectives are set during the planning
process, standards were being created.
- These standards would serve as guidelines for
the organization and the basis for measurement
- It is precise, specific statement of the expected
result of a product, service
- Time controls are focused on deadlines, time
constraints and the just-in-time system
- Financial control facilitates in achieving the
organization’s profit motive. Methods of
financial controls are budget and cost
- Operations control assess how efficiently and
effectively an organization’s transformation
processes create goods and services
- Material control relate to inventory and
material-yield controls. The appropriate amount
to order and how often impacts the firm’s
bottom line
Performance Training
2. Supervisors collect data to measure actual
performance to determine variation from
standard.
- Written data, personal observation, statistical
reports and oral reports can be used to
measure performance
3. Comparison of results against standards
determines variation
- Some variation can be expected in all activities
and the range of variation - the acceptable
variance – has to be established
- Management let the operation continue as long
as the variance fall within the standards
- Difference that exceed the acceptable variance
should alert the supervisor that there is a
problem
4. After identifying the problem, the supervisor
must find out the cause of deviation from
standard.
- He must take actions to remove or minimize the
cause
- If the source is from deficit in activity, the
supervisor can take immediate correction
action and get performance back on track
- Supervisor can also opt to take basic corrective
action, which would determine how and why
performance has deviated and corrects its
source
- Immediate corrective action is more efficient;
basic corrective action is the more effective
- Process of determining personnel and job
needs, recruiting qualified staff, matching them
with the appropriate job and training them to
perform the work assigned
- Staffing established how many and what types
of personnel are needed, whereas scheduling
- Ensuring that the lab has appropriate personnel
to deliver a timely, high quality, service that
meets the needs of its patients
- In clinical lab, the law specifies the minimum
number of staff that should be employed to
operate
- Protects that patients will be attended well and
the employees are not overworked
- Must address the following issues:
1. Set the types of personnel needed by the
laboratory
2. Determine the number and placement of
each type needed
3. Ensure that the staff is suitable trained to
perform its duties
4. Project long-term variations in personnel
needs
- Important aspect of staffing is making certain
that employees are properly trained to perform
their assignments
- Management has a distinct responsibility to
properly educate and train the staff for the tasks
and duties it is expected to perform