LMGT 311 I 2024

LABORATORY OUR LADY OF FATIMA UNIVERSITY

MANAGEMENT
LECTURE I LABORATORY BACHELOR OF SCIENCE IN MED LAB SCI
THIRD YEAR I 1ST SEMESTER TRANSCRIBED BY: J. HERSHEY REYES

WEEK 2: ORGANIZING AND STAFFING

Organizing
Characteristics of Organization

● Definition: Is a management function that
provides the relationship between people and
the activities that they will undertake to fulfill their
organizational objectives.
● Organization: Is an entity that results from people
joining together in pursuit of a common cause.
● Holistic and synergistic with clearly defined
boundaries
● Have purposeful activity or primary task
● Develop into hierarchy of system
● Organizations operate as ope n systems
● Seeks a state of stability and equilibrium
● Self – regulating

● Organizational System: Is defined as

Types of Organizational Structure
self-contained (all that you need) collection of
interacting interdependent components
(between the element), working together toward a Definition: A process where a group is formed including
common purpose the lines of communication channeling of authority, span of
control and making decision
Functions of Organizational System
● The type of lab according to ownership, and
according to level of service
1. Input Mechanism - The process through which
needed resources are acquired and replaced. 1. Flat

● People ● Decentralized structure

● Test request ● Span of control and authority is
● Specimen widened
● Information supplies ● There is participation in the lower level of
● Financial resources management

2. Transformation - The internal process whereby 2. Pyramid

resources received through the input channels.
● Centralized structure.
● Test performance ● The managers have full control of
● Personnel members.
● Instrument ● One authority at a one place
● Expertise
3. Bureaucratic / Line / Hierarchical
3. Output Mechanism - The process of delivering
the goods and services produced to the external ● Oldest and simplest form
environment. ● Rule centered structure
● Associated with chain of command
● Test Result ● Downward communication
● Consultation
● Salaries 4. Shared Governance
● Information
● Wastes ● Combination of flat and pyramid type.

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 Characteristic of Organizational Structure Design Strategies and Models

● Division of labor Bureaucratic Models – all decisions be checked with

● Chain of command
● Span of control
● Level of management position
● Organizational relationship
➔ Formal – direct relationship,
uninterrupted. Generated and developed
in terms of pattern and structure
➔ Informal – dotted line, coordinated
relationship. Unethical or unprofessional
Forms of Organization
headquarters before action can be taken.
Important Features:
a. Modern job description – each job has
a formally established set of official
duties.
b. Hierarchy – based chain of command.
c. Rules and regulation are consistently
applied.
d. Hiring and firing – are based on
qualification and performance.
Situational Models – specific jobs needs.

1. Formal Bureaucracy (formal groups) a. Routine strategy – repetitive tasks and need
minimally trained workforce
● Lines of authority assigned by the
owners of the organization. b. Engineering strategy – non repetitive work
● The members of this group know whom performed by a professionally prepared staff
they work,
● whom they supervise, c. Craft strategy- is applied to produce best, unique
● How their department relates to other products whereby workers are extremely skilled
groups and even who supervise their
boss d. Discover strategy – for work that requires
investigation such as the structural development
2. Informal Groups

● Alliance that form outside the ● Organizational Chart- the formal written
boundaries of the formal bureaucracy presentation of the structural PLAN OF THE
from the interaction and allegiance of ORGANIZATION
people with common interest.
Principles of Organizational Structure and
Authority
Structural Design of an Organization 1. Departmentalization
2. Decentralization
3. Unity of command
Design Element and Factors 4. Scalar principle
5. Span of control
6. Exceptions principle
1. Task to be performed – includes type of
equipment, level of automation, nature of the
product or service to be produced. Concepts of Authority

2. People Involved – number of people needed and

availability to perform the work are very important
in an organization. Motivation also plays a very
important factor.
3. Workplace – includes the total space available,
amount of storage room, the visibility and
accessibility of workers, supervisors and proximity
of test areas.
● The empowerment by formal job classification of
an individual to make commitments and act on
behalf of the organization.
● To decide how resources, rewards and penalties
are used.
● To ensure that designated goals and
responsibilities are achieved.
● Power of ACT.

➔ Authority and responsibility should go

hand in hand.

➔ To ensure harmonious flow of

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 organizational energy toward completion
of its task and mission.

Types and Roles of Authority

● Line Authority – Authority taking the straight-line

route (direct). Superior and subordinate in terms
of decision making. Giving order in terms of
production or sales and finance

● Staff Authority – Type of authority the personnel

office exerts (indirect). Improving the
effectiveness of the line personnel to perform their
tasks.

● Functional Authority – Exercise control within

the boundaries of a professional's specialty.
Covers only specific tasks.

Organizational Forces influencing the Manager’s

Job

1. External environment of organization

● General economic condition

● Laws and regulations
● National and local customs
● Transportation routes

2. The internal culture of the organization

● History
● Lifestyle
● Images