ORGANIZING AND

STAFFING
ORGANIZING
🡪process of identifying and grouping the work to
be performed, defining and delegating
responsibility and authority and establishing
relationship for the purpose of enabling the people
to work most effectively together in accomplishing
objectives
🡪process of structuring activities, materials, and
personnel for accomplishing predetermined
objectives
🡪back bone of management
 OVERVIEW OF ORGANIZATIONAL
SYSTEM
Organization
🡪collection of people working together under a
defined structure for the purpose of achieving a
predetermined outcome
🡪formalized intentional structure of roles or positions
System
🡪self-contained collection of interacting and
interdependent components working together toward a
common goal
 CHARACTERISTICS OF
ORGANIZATIONAL SYSTEM
A. PRIMARY TASK
🡪defined duties that are necessary because of the
nature system’s products or services
B. HEIRARCHY OF SYSTEM
🡪process of whereby self-contained subsystem
developed within a parent organizational
C. OPEN SYSTEM
🡪systems that interact with their environment by
both receiving and delivering product services
 CHARACTERISTICS OF
ORGANIZATIONAL SYSTEM
D. EQUILIBRIUM
🡪state of stability within and between the system and
its environment
E. SELF-REGULATION
🡪feedback process by which the system monitors
performance and provides information to its
members
 THREE DISTINCT OF
ORGANIZATIONAL SYSTEM
1. Input Mechanism
🡪process thru which needed resources are acquired
and replaced
2. Transformation
🡪internal process whereby resources received
through the input channels are converted into the
products and services produced by the organization.
3. Output Mechanism
🡪process of delivering the goods and services
produced to the external environment
 FOUR IMPORTANT ASPECTS OR
ELEMENTS OF A CONGRUENCY MODEL
1. FORMAL ORGANIZATION
🡪official sanctioned lines of authority assigned by the owners of
the organization
2. INFORMAL ORGANIZATION
🡪alliances that from outside the boundaries of the formal
organization from the interaction allegiance of people with
common interest
3. PEOPLE
🡪workforce or staff who perform their duties and responsibilities
4. WORK
🡪division of task so that everyone is indispensable.
ORGANIZATIONAL DESIGN
1. FUNCTIONAL COMPONENT
🡪hierarchal organizational levels
🡪clear understanding of responsibilities and
authority
🡪functions best when the departments are engaged in
repetitive efficient and routine task
 A. ORGANIZATIONAL CHART
🡪diagram or chart that identifies the major operational
units of an organization and their attending job position
🡪formal written map of the structural plan and
authority delegation
🡪shows hierarchical relationships between functional
areas
🡪visual depiction of the organization
🡪helps to clarify workflow, reporting lines, and areas
of responsibility by explicitly listing delineated work
areas, be it by division, laboratory, or medical specialty
 HOSPITAL ADMINISTRATOR

PATHOLOGIST

CHIEF MEDICAL
TECHNOLOGIST

INDIVIDUAL DISCIPLINES

LABORATORY ORGANIZATION STRUCTURE

 TRADITIONAL ORGANIZATIONAL
CHART FORMAT
1. Tall Structure
🡪composed of many management layers
2. Flat Structure
🡪composed of few management layers
2. SELF-CONTAINED COMPONENT
🡪arranged along a common platform.
🡪subdivision of work areas according to
specialization
Specialty
Testing

Anatomic Management Clinical

Services Services

Transfusion
services
3. MATRIX COMPONENT
🡪shows the different areas of work and person
assigned as section head
Administrative Director

Technical Director Operations Manager

Routine Test Special STA
Tests T
Hematology      
Clinical Chemistry      

Clinical Microscopy      

Microbiology      
Blood Bank      
Immuno-serology      

Histopathology      
4. NETWORK COMPONENT
🡪reflects an information technology model
🡪consist of units or realignment of work to reduce
duplication and expand revenue generating services
 FACTORS THAT INFLUENCE THE
DESIGN AND STRUCTURE OF THE
ORGANIZATION
• Organizational goals and strategic direction
• Technological capabilities
• Size
• Environment
• Leadership style, member behavior
• Organizational culture
 ELEMENTS OF LABORATORY
ORGANIZATION
1. LEVEL OF AUTHORITY
Authority
🡪 legal right to command actions by others to and
forced compliance
a. Position Authority
🡪derived from holding the position
b. Personal Authority
🡪characteristics of a leader
 ELEMENTS OF LABORATORY
ORGANIZATION
TYPES AND ROLES OF AUTHORITY
A. LINE AND STAFF AUTHORITY
B. LINE AUTHORITY
🡪superior exercises direct supervision over a subordinate
C. STAFF AUTHORITY
 ELEMENTS OF LABORATORY
ORGANIZATION
2. LEVEL OF COMMUNICATION
3. DIVISION OF WORK
🡪designated function of a department head to divide
and delegate tasks or workload to avoid confusion
and complication
 PRINICIPLES OF
ORGANIZATIONAL STRUCTURE
AND AUTHORITY
1. Departmentalization
🡪related activities are grouped together to expedite the production process
= SPECIALIZATION
 PRINICIPLES OF
ORGANIZATIONAL STRUCTURE
AND AUTHORITY
2. Decentralization
🡪decision-making process is brought as close to those who are actually
performing the work as possible
 PRINICIPLES OF
ORGANIZATIONAL STRUCTURE
AND AUTHORITY
3. Unity of command
🡪each individual must have only one boss
 PRINICIPLES OF
ORGANIZATIONAL STRUCTURE
AND AUTHORITY
4. Scalar Principle
🡪supervision should be a linear system providing a direct vertical link
from the board of directors to the lowest level worker

Hospital Admistrator

Pathologist

Chief Medical Technologists

Individual Disciplines
 PRINICIPLES OF
ORGANIZATIONAL STRUCTURE
AND AUTHORITY
5. Span of Control
🡪definable limit to the number of people one person can
effectively supervise, within the limits of specific work
condition
🡪one position should have span of control (direct
supervision) of 4 to 12 positions --- 12 if functions are
similar; 4 if functions are dissimilar
6. Exception Principle
🡪manager and stall are able to do their jobs without
having to check with the supervisor about every detail
span of control
 JOB DESIGN
JOB
🡪collection of tasks, duties and responsibilities assigned to an
individual worker
JOB DESIGN
🡪process of organizing work into jobs.
JOB ANALYSIS
🡪process of collecting and analyzing information about tasks,
work flow and jobs being done in an organization so that job
descriptions, work standards and performance appraisal
systems can be developed
🡪three-step process of job analysis, job and assignment
culminates in a formal written document called job
description
 JOB DESIGN
Application of job design information:
1. Staffing
🡪process of matching the number and types of people with jobs that
meet the goals and structure of the organization
🡪done by:
a. Identification of workforce requirement
b. Inventory of people available
c. Recruitment and selection
d. Promotion of staff
e. Appraisal
f. Planning career of employees
g. Training and development
2. Job description and Performance appraisals
🡪written declarations of given job positions.
 JOB DESIGN
Job Description
🡪supplements the table of organization by providing definition to
all position
🡪not only defines and provides baseline for the performance tasks
of the employee, but it defines the employee‘s interactions with
people and how the position is integrated into the entire
organization
🡪basis for preparing an advertisement for the position and the basis
for employee evaluation
🡪used in the interview process and reviewed with the employee
prior to filling the position
 JOB DESIGN
Sections of a job description:
a. Title of the organization
🡪name of the facility, location, department, sections
b. Job Title
c. Job specifications
🡪position summary
🡪represents the requirement for employment of a given job
🡪provides the organization with the personnel
requirements considered to match most efficiently with the
demands of each job
 JOB DESIGN
d. Summary of duties for the position
🡪heart of the document
e. Reporting relationships or authority level
🡪person or position to whom the employee reports is
specified in the supervisor), along with the supervisory
responsibilities of the job (the supervisees)
f. Preparer
g. Date of preparation and activation
h. Approval signatures
 JOB ADVERTISEMENT
▪ Job advertisement should be prepared after studying the job
description
▪ Key elements of a job advertisement include the following points:
a. Title of job
b. Location of job
c. Brief description of job
d. Brief description of the company/organization
e. The minimum requirement regarding education, experience,
training and knowledge
f. Additional comments or information related to job
advancement, travel requirements, or level of responsibility
g. How to apply
h. Deadline for application
i. Equal opportunity statement
 JOB DESIGN
3. Scheduling
🡪builds on staffing information and focuses on
matching people on a day-to-day basis with the
fluctuating workload of the laboratory
🡪in making work schedule, you need to remember
that the staffing of shifts depends upon the demand
and the availability of personnel to meet the demand
 JOB DESIGN
Basic Rules in Scheduling:
1. No more than 5 consecutive working days for each individual
2. Provide 2 consecutive day offs, except in the rare case where the
individual prefers split of day offs
3. Within the possibilities. Give the individual the shift he wants
4. Rotate weekend and holiday off with as much fairness as possible
5. Post schedule at least 3 weeks in advance, even more if possible
6. Stick to the schedule as closely as possible, and make changes only
when essential and only after discussion with others concerned
7. Provide the opportunity to ask for a specific day off on occasion
 OTHER ISSUES IN ORGANIZING
Re-Organization
🡪process which an existing organization undergoes that
brings about changes in size and shape of the
organization structure
🡪reasons for reorganization are growth and adaptation
Reengineering
🡪re-organizing work processes in an organization
🡪Flow diagram the specific work processes to
determine if more effective process could be
implemented
Examples: use of robotics to automate, computerization,
pneumatic tube system to transport specimens
OTHER ISSUES IN ORGANIZING

Benchmarking
🡪process whereby the best process in one
organization is modified to fit similar processes in
another organization.
Examples: cost per test, number of test performed per
full time employee