Health Science Faculty

1. Health Science Faculty ORGANIZATIONAL BEHAVIOR (ENV 417) By HJ. Mohd Pozi Bin Mohd Tahir

2. Types of organization Topic: Types of organization Objective: At the end of the lesson students should be able to: Define ‘organizations’. Describe types of organizations. Describe the advantages and disadvantages of informal organizations. Reference: Ivancevich,J.M. & Matteson,M.T.(1996).Organizational Behavior and Management (4th ed).Irwin Inc. Co.USA. 2

3. WHAT ARE ORGANIZATIONS? A collection of interacting and interdependent individuals who work toward common goals and whose relationship are determined according to a certain structure 3

4. organizational behavior Definition Actions and attitudes of individuals and groups toward one another and towards the organization as a whole, and its effect on the organization'sfunctioning and performance.

5. ORGANIZATIONAL BEHAVIOR The study and application of knowledge about how people, individuals, and groups act in organizations. The purpose is to buildbetter relationships by achieving human objectives, organizational objectives, and social objectives 5

6. Type Of ORGANIZATION • Formal • Informal

7. 1. Formal organizations • Formal organizations are characterized by a clear and relatively strong formal structure. • Must be compatible with any change made or proposed. • Established intentionally by those with authority and charged to perform specific tasks and accomplish organizational objectives. • Examples: Schools, office, committees, departments, etc.

8. Formal organizations 4. Permanent formal organization. • Longstanding planning committees. • Board of trustees. 5. Temporary formal organization. • Created as task forces or ad-hoc committees to deal with specific problems. • When the problem in question is solved the organization disbands. • Example: Operational task force for cholera outbreak.

9. Characteristics of formal organization • They are specifically goal oriented. • The work to be done is divided into subtasks & assigned as official duties to established positions in the organization. • These positions are arranged hierarchically, and authority relationships are clearly established.

10. Informal organization • Emerge through the efforts of individuals trying to satisfy personal needs such as support, friendship, and recreational desires. • Membership is not assigned. • Member identity is based upon common interests and mutual attraction.

11. Advantages of informal organization • They solidify social values that organizational members hold in common. • They provide a social satisfaction that members would be unlikely to experience as individual worker. • Members always become friends, the organization provide a sense of identity. • When members pool their knowledge, isolated facts and observations often become relevant.

12. Disadvantages of informal organization • Can reinforce resistance to change. • Members independently decides or acts to initiate change. • Erroneous facts and false rumors move fast. • Inaccurate information can increase anxiety, decrease morale, raise false hopes, and cause numerous misunderstandings • Serve to stifle constructive conflict and creativity.

13. DEKAN JURUTRENGKAS TIMBALAN DEKAN (SUMBER & HEP) TIMBALAN DEKAN (KUALITI & PENYELIDIKAN) AKADEMIK PENTADBIRAN PERKHIDMATAN SOKONGAN KETUA PROGRAM KEJURURAWATAN TEKNOLOGI PERUBATAN PENGIMEJAN PERUBATAN KESIHATAN PERSEKITARAN FISIOTERAPI PEMULIHAN CARA KERJA KEWANGAN PERPUSTAKAAN PENYELENGGARAAN KESELAMATAN PENOLONG BENDAHARI PUSTAKAWAN PENOLONG PENDAFTAR PENSYARAH / PEN. PENSYARAH PEGAWAI EKSEKUTIF (AKADEMIK) PEGAWAI EKSEKUTIF (PENTADBIRAN) PEGAWAI KERJA AKAUN JURUTEKNOLOGIS MAKMAL PERUBATAN JURUTEKNIK TINGKATAN KANAN PENGAWAL KESELAMATAN KANAN KERANI T/KANAN PEMBANTU TADBIR KEWANGAN PEMBANTU PERPUSTAKAAN / PEGAWAI KERANI PEMBANTU MAKMAL / JURUTEKNIK KOMPUTER PEGAWAI KERANI JURUTAIP PEKERJA RENDAH AM PENGAWAL KESELAMATAN PEMBANTU AM RENDAH PEMBANTU AM RENDAH

14. Organizational structures Topic: Organizational structures. Objectives: At the end of the lesson students should be able to: Describe the fundamental requirement of an organizational structure. Describe the element of organizational structure. Explain bureaucracies, their principle and their advantages and disadvantages. 14

15. An organizational structure It is a mostly hierarchical concept of subordination of entities that collaborate and contribute to serve one common aim Usually set up in many a style, dependent on their objectives and ambience Allows the expressed allocation of responsibilities for different functions and processes to different entities Ordinary description of such entities is as branch, site, department, work groups and single people. Contracting of individuals in an organizational structure normally is under timely limitedwork contracts or work orders or under timely unlimitedemployment contracts or program orders. 15

16. FUNDAMENTAL REQUIREMENT FOR ORGANIZATION STRUCTURE All Organization structure included two fundamental requirement: • Division of staff • subdivision of work separate jobs assigned to difference people. • Line activities refer to functional activity directly related to the principal workflow of an organization. • Staff activities that provide service and adviceto the line personal.

17. FUNDAMENTAL REQUIREMENT FOR ORGANIZATION STRUCTURE 2) Coordinating work activity • Informal communication • Direct communication • Liaison role • Integrator role

18. FUNDAMENTAL REQUIREMENT FOR ORGANIZATION STRUCTURE • Formal Hierarchy • Direct supervision • Corporate structure

19. FUNDAMENTAL REQUIREMENT FOR ORGANIZATION STRUCTURE c) Standardization • Standardization skills • Standardization process • Standardization out put

20. ELEMENT OF ORGANIZATIONAL STRUCTURE Span of control. • How many employees can or should a manager oversee?” That is the issue of span of control • How work is performed, and the organizational structure. • A narrow span of control describes a low number of workers under a manager

21. ELEMENT OF ORGANIZATIONAL STRUCTURE Span of control. The number of people directly reporting to the next level in the hierarchy. Contact required Level of subordinate education and training. Ability to communicate Nature of task. 22

22. ELEMENT OF ORGANIZATIONAL STRUCTURE • Span of control. b) Tall and flat structure

23. ELEMENT OF ORGANIZATIONAL STRUCTURE Tall structure Created by the hierarchical layering required to maintain a low manager-to-employee ratio. The tight supervision inherent in the mechanistic structure is characteristic of bureaucracy. Work is performed under tight controls, little variability of tasks is permitted, and there is high specialization or departmentalization. 24

24. DEKAN JURUTRENGKAS TIMBALAN DEKAN (SUMBER & HEP) TIMBALAN DEKAN (KUALITI & PENYELIDIKAN) AKADEMIK PENTADBIRAN PERKHIDMATAN SOKONGAN KETUA PROGRAM KEJURURAWATAN TEKNOLOGI PERUBATAN PENGIMEJAN PERUBATAN KESIHATAN PERSEKITARAN FISIOTERAPI PEMULIHAN CARA KERJA KEWANGAN PERPUSTAKAAN PENYELENGGARAAN KESELAMATAN PENOLONG BENDAHARI PUSTAKAWAN PENOLONG PENDAFTAR PENSYARAH / PEN. PENSYARAH PEGAWAI EKSEKUTIF (AKADEMIK) PEGAWAI EKSEKUTIF (PENTADBIRAN) PEGAWAI KERJA AKAUN JURUTEKNOLOGIS MAKMAL PERUBATAN JURUTEKNIK TINGKATAN KANAN PENGAWAL KESELAMATAN KANAN KERANI T/KANAN PEMBANTU TADBIR KEWANGAN PEMBANTU PERPUSTAKAAN / PEGAWAI KERANI PEMBANTU MAKMAL / JURUTEKNIK KOMPUTER PEGAWAI KERANI JURUTAIP PEKERJA RENDAH AM PENGAWAL KESELAMATAN PEMBANTU AM RENDAH PEMBANTU AM RENDAH 25

25. ELEMENT OF ORGANIZATIONAL STRUCTURE flat structure The flat pyramid is characteristic of organizations with low hierarchy. Less hierarchy with a larger number of employees per manager means that workers have more autonomy or freedom to perform their tasks. Control is sacrificed for creativity. 26

27. ELEMENT OF ORGANIZATIONAL STRUCTURE • Centralization The formal decision authority is held by a small groupof people typically those at top of organizational hierarchy. • Delegation of authority centralized or decentralized

28. ELEMENT OF ORGANIZATIONAL STRUCTURE • Formalization Standardize behavior through rules, procedures.

29. BUREAUCRACY: WAYS OF LOOKING AT ORGANIZATIONS What are BUREAUCRACY 1. According Max Weber, Bureaucracy was a sociological concept that referred to the rational collection of clearly organized activities. 2. Bureaucracy comes from the French word bureau, which means “office”. 3. Bureaucracy is a collection ofcarefully organized offices performing specialized functions according to clearly defined rules and procedures.

30. Description Bureaucracy By Weber’s included the following identifying characteristic: • A division of staff based on functional specialization. • A well- defined hierarchy of authority • A system of rules covering the right and duties of employees • Impersonal relationship • Promotion and selection base on technical competence • Written communications and record.

31. six major principles of bureaucracy noted Weber • A formal hierarchical structure • Each level controls the level below and is controlled by the level above. • A formal hierarchy is the basis of central planning and centralized decision making. • Management by rules a. Controlling by rules allows decisions made at high levels to be executed consistently by all lower levels. • Organization by functional specialty

32. An "up-focused" or "in-focused" mission • "up-focused," the organization's purpose is to serve the stockholders, the board, or whatever agency empowered it. • "in-focused" mission the organization's purpose to serve the organization itself, and those within it • Purposely impersonal a. The idea is to treat all employees equally and customers equally, and not be influenced by individual differences • Employment based on technical qualifications • Predisposition to grow in staff "above the line." a. The management and professional staff tends to grow at predictable rates, almost without regard to what the line organization is doing.

33. ADVANTAGES • Technical efficiency. • Elimination of favoritism • Predictability of performance • Job security • Technical competence • Minimum direction needed • Avoids impulsive action

34. DISADVANTAGES BUREAUCRACIES • Rigidity of behavior. • Bureaucratic personality • Inversion of means and ends • Resistance of change • The peter principle

35. Organizational Theories Topic: Organizational Theories Objectives: At the end of the lesson students should be able to: • Describe Mintzberg’s Theory of Management. • Describe ERG Theory. • Describe Expectancy Theory. • Describe Goal-setting Theory.

36. Mintzberg’s Theory of Management - Henry Mintzberg (Canada) – 1966. • All types of organization in difficult to understandenvironments find ‘sophisticated innovation’ difficult. • Rules might be applied to request for managerialtime giving a more productive work day. • People are difficult to be re-programmed. • ‘I am not a number. I am a free man. I will not be pushed, filed, stamped, indexed, briefed, debriefed, or numbered’.

37. Mintzberg’s Theory of Management Organizational should be: • Simple in structure. • Professional bureaucratic. • Management. • Decision making and problem solving leadership.

38. ERG (Existence, Relatedness and Growth) Theory by Clayton Alderfer • The more the lower needs (Existence & Relatedness) go unsatisfied, the more they will be desired. • But if a growth need is frustrated, the individual will likely regress toward seeking relatedness & existence needs, which are more obtainable.

39. Expectancy Theory (Victor H. Vroom) • Expectancy theory suggests that individuals are highly proactive and not merely reactive. • People do not just respond to events after they occur.

40. Expectancy Theory (Victor H. Vroom) • They expect things will occur and that certain behaviors in response to those events will probably produce predictable consequences. • Human usually confrontpossible alternative behaviors (and their probable consequences) in rational ways.

41. Goal-setting Theory - John J. Kreiger • An employee’s motivation can depend on the manner in which the supervisor directs expectations of job performance. • The most successful supervisors are those who give clear, specific instructions while leaving some leeway for employee’s creativity.

42. Goal-setting Theory - Edwin Locke 3. High energetic goal seeking behavior is more likely if there are reasonably clear, specific and challenging objectives.

43. Goal-setting Theory There are 3 goal-setting conditions: • Goals assigned by management. • Member participation in goal setting. • Being told ‘Do your best’.

44. Organizational management theory Topic: Organizational management theory. Objectives: At the end of the lesson students should be able to: • Define ‘manager and management • Describe the factors involved in an effective management. • Explain the principle of management.

45. Introduction to management • Mary Parker Follet • Management is the art of getting things done through people. • Fayol et al • Managing is planning, organizing, directing (command and coordation) and controlling. • Swansburg, 1990 • Managing is the art of doing, while management is the body of organized knowledge underlying the art.

46. Manager (Ivancevich & Matterson, 1996) Definition: formal authority over an organizational unit, whether that be a whole organization in the case of a chief executive or a division, department or branch, and so on, in the case of a manager within the hierarchy.

47. MANAGEMENT Define of management. As a process, a series of action, or operations that lead to some end

48. Manager A Manager is the person responsible for planning and directing the work of a group of individuals, monitoring their work, and taking corrective action when necessary. For many people, this is their first step into a management career. F. John Reh (2009)

49. management 1. The process of getting activities completed efficiently with and through other people; 2. The process of setting and achieving goals through the execution of five basic management functions: i. planning, ii organizing, iii. directing, and iv controlling; that v. utilize human, financial, and material resources.

50. FACTOR EFFECTIVE MANAGEMENT Managements as a combination of four functions: • Planning • Organizing • Directing • Controlling