Professional Documents
Culture Documents
Key Terms
Authority
Bylaws
Centralization of authority
Conceptual skills
Cultural competence
Delegation
Departmentalization
Division of labor
Formalization
Interpersonal skills
Mentoring
Power
Servant leadership model
Span of control
Span of management
Specialization of labor
Staff authority
Technical skills
Unity of command
Values statement
Lecture Notes
I. Introduction
II. Organizing defined
A. Differentiation
B. Degree of regulations
C. Concentration of authority
D. Managerial power and authority
1. Coercive power
2. Reward power
3. Legitimate power
4. Expert power
5. Referent power
E. Resources
F. Unity of Command
G. Span of control
III. Organizational structure
A. Work team structures
1. Self-directed teams
2. Shared leadership teams
3. Temporary work teams
B. Informal organizational structure
1. Organizational culture
2. Cultural competence
3. Bylaws
IV. Role of contingency approaches in organizing
A. Servant leadership
B. Leadership grid
C. Management skills
1. Technical
2. Interpersonal
3. Conceptual
D. Delegation
E. Mentoring
Teaching Strategies
Share examples of the different types of power discussed in the chapter and how each may be
effective.
2. Relate how a manager integrates the planning process into the organizing function.
Some organizations have redesigned their structure and are now following the trend toward
process or customer departmentalization. This trend is likely to increase as needs of the
customers continue to be emphasized as the strategic planning process envisions goals and
objectives.
3. How is power and authority given to an HIM department manager?
Authority refers to the rights inherent in a managerial position to give orders and expect
them to be obeyed. Power refers to the capacity to influence the decision-making process.
4. Describe several aspects of an informal organization that differ from those of a formal
organization.
Informal organizational factors include:
1. Small groups: Small groups come into being to satisfy individual needs that cannot be
fully met by the formal organizational structure.
2. Leaders: Members choose leaders they perceive as important for satisfying their needs.
3. Informal groups: Informal groups are inevitable within HIM departments.
4. Positive aspects: Informal groups can complement the formal organizations and provide
stability to work teams.
5. Negative aspects: Role conflicts can occur when goals of the groups are not compatible
with the goals and objectives of the formal organization.
5. What is the organizing phrase used to describe the structure when the coding specialists are
organized into a team that works independently, making most of the decisions regarding
coding activities?
Self-directed team
2. Give examples of the five types of power you have seen while interacting with employees in
a health care setting.
Examples will vary based on experiences. The five types of power are recognized as:
coercive, reward, legitimate, expert, and referent.
3. Show how automating several record tasks can lead to a change in the span of control for the
managers.
Answers will be individualized.