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Managers in every organization face the question about how to organize for maximum efficiency and
effectiveness.
Definition:
Importance:
ORGANIZING PROCESS
Steps:
1. Reflect on plans and objectives – determine the how the pharmacy’s time and resources will be
used to execute the plans.
2. Establish major tasks – identify and define each task to be completed
3. Divide major tasks into subtasks
4. Allocate resources and directives for subtasks – assign the established tasks to an individual of a
group of individuals. Group employees into job units that are related in some manner and assign
manager to each unit, providing him/her with the necessary authority and responsibility to
ensure the completion of tasks within the unit.
Arrange these units relative to one another both horizontally and vertically and establish who
reports to whom.
5. Evaluate results of implementing the organizing strategy – establish a control system for
monitoring the progress and achievements of each unit.
ORGANIZATION
Refers to the process of structuring activities, procedures, and people within the business. It is a
formal and intentional design of structures, roles, and positions.
Organization Structure
-the framework in which the organization defines how tasks are divided, resources are
deployed, and departments are coordinated.
It is defines as:
The set of formal tasks and formal reporting relationships provide a framework for vertical control of the
organization.
A. Horizontal Differentiation
– differences among workers or units which may include their education, type of
training, and the tasks assigned to them.
- may also refer to the multi-ownership of different firms from a variety of related
industries.
B. Vertical Differentiation
C. Spatial Differentiation
- Involves location or sites of an organization’s units, whether they are in one place or
spread across several areas.
- Ex. Chain pharmacy operation (multiple units in several areas), organization with
different departments located in different areas
- Coordination is the key among these units especially as an organization grows and
differentiates
II. Formalization
Greater change and uncertainty in the environment are usually associated with
decentralization.
The amount of centralization should fit the firm’s strategy. (Ex. Google –
decentralization fit with the strategy of allowing creative people to innovate and
respond quickly to customer needs)
In times of crisis or risk of company failure, authority may be centralized at the top.
The trend now is toward broader span of management and greater decentralization.
-is the degree to which organization tasks are subdivided into separate jobs.
Advantage: When work specialization is extensive, employees specialize in a single task. Jobs
tend to be small, but they can be performed efficiently.
Disadvantage: employees are isolated and do only a single, boring job; creates separation and
hinders the coordination.
V. Chain of Command
-is an unbroken line of authority that links all employees in an organization and shows who
reports to whom.
All individuals in the organization should know to whom they report, as well as the successive
management levels all the way to the top.
Generally, when supervisors must be closely involved with subordinates, the span should be small, and
when supervisors need little involvement with subordinates, it can be large.
Factors that are associated with large span of control (less supervisor involvement):
Flat structure – has a wide span, is horizontally dispersed, and has a fewer
hierarchical levels
- With balanced responsibility and authority, the responsibilities of each individual in the
organization are clearly defined.
- Each individual is also given the authority necessary to meet these responsibilities and is held
accountable for meeting them.
Authority – is the formal and legitimate right of a manager to make decision, issue orders,
and allocate resources to achieve the organizationally desired outcomes. It is
distinguished by three characteristics:
When to Delegate
Accountability - It is the mechanism through which authority and responsibility are brought
into alignment. It means that the people with authority and responsibility are
brought into alignment.
Line and Staff Authority – these are terms that reflect whether managers work in line
department or staff department in the organization’s structure.
Line authority – means that people in the management positions have formal authority
to direct and control immediate subordinates.
Staff authority-is narrower and includes the right to advise, recommend and counsel in
the staff specialists’ area of expertise.
VIII. Departmentalization
-the basis for grouping positions into departments and departments into total organization.
The basic difference among structures is the way in which employees are departmentalized and
to whom they report.
3. Matrix Approach
- Combines aspects of both functional and divisional structure simultaneously.
- It is evolved as a way to improve horizontal coordination and information sharing
- It has a dual line of authority. The vertical structure provides traditional control within
functional departments, and the horizontal structure provides coordination across.
- The two lines of authority are geographic and product. The matrix provides excellent
coordination simultaneously for each geographic region and each product line.
- The success of the matrix structure depends on the abilities of the people in the key
matrix roles.
o Two-boss employees – those that report to two supervisors simultaneously.
They need excellent human skills with which to confront managers and resolve
conflicts.
o Matrix Boss – is the product or functional boss, who is responsible to the one
side of the matrix.
o Top Leader – oversees both the product and functional chains of command. His
responsibility is to maintain a power balance between the two sides of the
matrix.
4. Team-based Approach
- Most widespread trend in departmentalization
- Gives managers a way to delegate authority, push responsibility to lower levels and be
more flexible and responsive in a complex and competitive global environment.
o Cross-functional team – consist of employees from various functional
departments who are responsible to meet as a team and resolve mutual
problems. They can provide needed horizontal coordination to complement an
existing divisional or functional structure. It is usually for change project such as
new products or service innovation.
o Permanent team – group of employees who are organized in a way similar to a
formal department. Emphasis is on horizontal communication and information
sharing because representatives from all functions are coordinating their work
and skills to complete a specific organizational task. Team members may share
or rotate team leadership.
The trend is towards breaking down barriers between departments, and many companies are
moving towards horizontal structures based on work processes rather than departmental functions.
- New positions and departments are added to deal with factors in the external
environment or with strategic needs.
- Senior managers have to find a way to tie all these departments together
The organization needs systems to process information and enables communication among people in
the different departments and at different levels.
Coordination – managerial task of adjusting and synchronizing the diverse activities among
different individuals and departments.
Collaboration – a joint effort between people from two or more departments to produce
outcomes that meet a common goal or shared purpose and that are typically greater than what
any of the individuals or departments could achieve working alone.
Although the vertical function structure is effective in stable environments, it does not provide the
horizontal coordination that is needed in times of rapid change. Innovations such as cross-functional
teams, tasks force, and project managers work within vertical structure but provide a means to increase
horizontal communication and cooperation.
Task Forces – a temporary team or committee designed to solve a problem involving several
departments. Task force members represent their departments and share information that enables
coordination.
Cross-functional Teams – participants from several departments meet regularly to solve ongoing
problems of common interest. It works with continuing rather than temporary problems and might exist
for several years.
Project Managers (also called product manager, integrator, program manager or process owner)- is a
person responsible for coordinating the activities of several departments for the completion of a specific
project. Project managers are located outside the departments.
They set budget goals, marketing targets, and strategies and obtain cooperation from advertising,
production, and sales personnel needed for implementing product strategy.
They are included in the organization chart, drawn to one side of the chart to indicate authority over the
project, but not over the people assigned to it. The dashed lines to the project manager indicate
responsibility for coordination and communication with assigned tram members.
It refers to frequent, timely, problem-solving communication carried out through relationships of shared
goals, shared knowledge, and mutual respect. In an organization with a high level of relational
coordination…coordination is carried out through a web of ongoing positive relationship rather than
because of formal coordination roles or mechanisms. Employees coordinate directly with each other
across the units. Rather than having people separated into cubicles, companies are using open offices
(huddle rooms) designed for conversation and impromptu problem solving.
Must have trainings for people in skills needed to interact with one another and resolve cross-
departmental conflicts based on shared goals. Rewards are based on team efforts and accomplishments.
Department Organizational Structures
A. Formal
B. Informal
a. Organization by Time – base on working hours (Figure)
b. Organization by Number – To manage a large group of employees with a similar skill set
or specialization, members are grouped by numbers (Figure)
c. Organization by Function – applied when there is a considerable diversity in jobs and
skills required to accomplish a task satisfactorily.
i. Professional functions – prescription dispensing, patient consultation, patient
drug record system, compounding, clinical pharmacy functions,
pharmacovigilance, and professional relations
ii. Merchandising functions – purchasing, inventory management, marketing
(promotions and sales), warehousing
iii. Financial functions – general accounting, budgeting, operational analysis and
control
iv. Personnel functions – hiring and recruitment, performance evaluation, training,
salary and benefits determination, plantilla review, job leveling, and other
employee relations including fringe benefits.