IPAML (Staffing and Organizing)

Organizing

It is the process of grouping together of men and establishing relationships among them, defining the authority and responsibility of personnel.

Organizing

It is the process of establishing orderly uses for all resources within the management system.

Organizing

A primary focus of organizing is determining both what individual employees will do in an organization and how their individual efforts should best be combined to advance the attainment of organizational objectives.

The Five Main Steps of the Organizing Process
STEP 1

Reflect on plans and objectives

The Five Main Steps of the Organizing Process
STEP 2

Establish major tasks

The Five Main Steps of the Organizing Process
STEP 3

Divide major tasks into subtasks

The Five Main Steps of the Organizing Process
STEP 4

Allocate resources and directives for subtasks

The Five Main Steps of the Organizing Process
STEP 5

Evaluate results of organizing strategy

Fundamentals of Organizing (1)

The structure must reflect objectives and plans because the activities of the organization are based on them.

Fundamentals of Organizing (2)

The structure must reflect authority given to top and middle management.

Fundamentals of Organizing (3)

The structure should reflect their external environment to permit contributions by members of the group and to help people gain objectives efficiently and effectively.

Fundamentals of Organizing (4)

The organization must be manned – consider people‘s limitations, customs, and traditions.

Importance of Organizing

Organizing is important to the management system because it is the primary mechanism that managers use to activate the plans.

Importance of Organizing

Organizing creates and maintains relationships between all organizational resources by indicating which resources are to be used for specified activitiesand when, where, and how they are to be used.

Importance of Organizing

A thorough organizing effort helps managers minimize costly weaknesses, such as duplication of effort and idle organizational resources.

Results of Good Organization

❁Establishing responsibility and preventing ―buck passing
Providing easier communication.
❁ Eliminating jurisdictional disputes between individuals.
❁ Helping develop executive ability.
❁ Aiding in measuring a person‘s performance against his charges and responsibilities.
❁ Aiding inequitable distribution of work, functions, and/or personnel supervision.
❁ Permitting expansion and contraction without seriously disrupting the structure.
❁ Pointing out ―dead-end jobs.
❁ Affording movement in the direction of the ―ideal organization in times of change.
❁ Establishing closer cooperation and higher morale.
❁ Delineating avenues of promotion.
❁ Preventing duplication of work.
❁ Making growth possible with adequate control and without literally killing top executives through overwork.
❁ Aiding in wage and salary administration through forced job analysis and description.

The Nature of Organization

● Organization refers to the designated structure of the activities, processes, and people who make up the business. It is a formalized design of intentional structures, roles, and positions.

● It is the executive structure of a business, a framework or backbone by which the work of a business provides the required channels, points of origin, and flow of management direction and control.

Principles of Organizational Structure

●Organizational structure is the division of activities for executives, departments, and groups of workers.

● If the structure is logically designed, functionally correct, and competently staffed, the business has laid much of the groundwork for the eventual achievement of goals.

● Every company should have a chart of its organization so that the structure may be visualized as a whole, every department as function is properly related to the rest, and a weakness is revealed for correction.

Three Major Aspects of Organizational Theories (1)

Differentiation or Complexity - refers to the degree to which units are dissimilar.

Three Major Aspects of Organizational Theories (2)

Formalizationrefers to the degree to which jobs in the organization are standardized

Three Major Aspects of Organizational Theories (3)

Centralization refers to extent to which decision making is concentrated at a single point in the organization.

Horizontal Differentiation ———

● Degree of differentiation based on how many different types of either people or units are included in the organization.

● Horizontal differentiation can also take the form of multi-ownership of a variety of related industries.

Vertical Differentiation ||||||||||||||

● It refers to the depth of the organizational hierarchy.

● One key feature of an organization is the chain of command or the number of levels between the owner or president of the organization and the staff.

● It typically is represented by what is known as an ORGANIZATIONAL CHART.

● An organizational chart depicts the reporting relationships and the hierarchy of authority in an organization.

○ The solid lines represent direct reporting relationships important to the overall objectives of the organization (line authority).

○ The degree of staff authority varies with the size of the organization.

Spatial Differentiation

● It is the degree to which the location of an organization‘s units is in one place or spread across several locations.

Formalization

~Presence of rules - the degree to which the behavior of organizational members is subject to organizational control

~Procedural specifications - the extent to which organization members must follow organizationally defined techniques in dealing with situations the encounter

~Technical competence -the extent to which organizationally defined ― universal standards are used in the personnel selection and advancement process.

~Impersonality - the extent to which both organization members and outsiders are treated without regard to individual qualities.

Centralization

~Centralization refers to the extent to which decision-making is concentrated at a single point in the organization.

~Usually the very top levels of management make most of the policy decisions in a centralized organization.

~More recently, the trend has been to decentralize decision-making and move it down in the organization to lower levels of management and/or even to staff-level employees.

~A hospital pharmacy that has satellite pharmacies located throughout the hospital is often referred to as being ―decentralized. However, it is decentralized in location only if decision-making concerning the satellites still rests at one centralized point in the organization.

Division of Labor

● This can be seen in pharmacy when there is a separation of pharmacists into those who only participate in dispensing functions and those who only participate in clinical functions.

● Pharmacists can specialize in a particular field (e.g., geriatrics, pediatrics, or disease states

● This should result in more efficient use of the specialized skills of the individual.

● A negative consequence of the division of labor is that the professional may become very narrow in his or her abilities, and the job could become routine.

Parity of Authority and Responsibility

While responsibility for decisions cannot be passed on, authority to make them be vested with others.

Unity of command

● As pharmacy organizations have tried to decentralize, employees may have more than one person to whom they are reporting. A structure that makes the most of this concept is called a matrix organization.

● A matrix organization integrates the activities of different specialists while maintaining specialized organizational departments. Usually, this takes the form of different specialists across several departments working in teams on specific projects.

Span of Control

● Span of control refers to how many people a manager effectively controls.

● In pharmacies, we can see a wide variation in the number of individuals a pharmacist supervises. One pharmacist can supervise only one or two technicians in the pharmacy, or the pharmacist can manage the entire store, including non-pharmacy personnel.

Departmentalization

● Departmentalization refers to grouping individuals according to specific tasks.

● For example, persons responsible for purchasing, distributing, and managing drug products could constitute a department.

● One of the advantages of having departments is that the individuals in a department share a common vocabulary, training, and expertise. This should increase the efficiency and effectiveness of the unit.

ORGANIZATIONAL CHART

Diagram or drawing showing the important aspects of the organization.

Purposes:
a. assists one to view the firm‘s structure as a whole
b. assists management in divide the different duties or functions in the business
c. shows the grouping of departments for easier direction and control of activities
d. sorts the responsibilities of the positions so that time and effort are not duplicated and wasted.

Types of Organizational Structures (Formal)

It serves as a basis for customizing a structure to meet the preferences of the owner and the goals of the pharmacy.

Informal

It can strengthen the cohesiveness within the pharmacy and it can increase the chances of goal achievement for all.

FORMAL ORGANIZATIONAL STRUCTURE

● It is essential that everybody within the pharmacy understand his or her position, reporting relationships, and tasks to be performed.

● Formal organization helps to ensure that this happens.

TYPES OF FORMAL ORGANIZATIONAL STRUCTURE (LINE ORANIZATION)

✤ It refers to a direct straight-line responsibility and control from the top management.

✤ All personnel are involved in some facet of the preparation and sale of the pharmacy’s prescription and non-prescription merchandise.

✤ Managers have the right to demand compliance in their subordinates

✤ Line organization approach is found mostly in small pharmacies that employ relatively few people – typically three to eight.

✤ This method is the most effective and efficient in a small pharmacy.

➡ Direct straight-line responsibility and control is established from the general manager to the department or section head on the same level of authority is independent of the other.

TYPES OF FORMAL ORGANIZATIONAL STRUCTURE Line-and-Staff Organization

§ This form of organization is the most common for larger pharmacies that have experienced degree of success.

§ Line management still is held responsible for the operations of the business, but are now assisted by technical specialists.

§ The staff managers’ functions are to assist, advice and coordinate the function on a company-wide level.

INFORMAL ORGANIZATIONAL STRUCTURE (Organization by Time)

One of the easiest methods for organizing a homogenous group of employees is on the basis of their working hours.

INFORMAL ORGANIZATIONAL STRUCTURE (Organization by Number)

A homogenous group of employees (e.g. pharmacists, technicians) that is too large to be effectively supervised by one person can be grouped on the basis of numbers.

INFORMAL ORGANIZATIONAL STRUCTURE (Organization by Function)

✥ It is applied to situations where there is considerable diversity in jobs and skills required to perform them satisfactorily.

✥ It serves to strengthen a workgroup and a means for sharing expertise

Delegation

● It is the process of entrusting and transferring responsibility and authority by the top management to the lowest level.
● It is a skill that the manager performs effectively if he practices it.
● To be effective, the manager must motivate the subordinates.
● Positive motivation can be done by giving psychological, monetary, or any tangible benefits.

Elements of Delegation (Responsibility)

this is the work or duty assigned to a particular position.

Elements of Delegation (Authority)

– refers to the power or the right to be obeyed. It is the sum of the power and rights entrusted to make possible the performance of the work delegated

Elements of Delegation (Accounatbility)

is the answerability of the obligation to perform the delegated responsibility and to exercise the authority for the proper performance of thework. It cannot be delegated. It is given to the people who accept responsibility and are accountable only to the extent that he is given the authority to perform.

Types of Authority (Traditional)

– it is the right to give others orders and the power to exact obedience.

Types of Authority (ehaviorist/Social Scientist)

– they believe that authority is given by subordinates to superiors.

Types of Authority (Functional)

authority based on expertise and specialization.

STAFFING

- A process of acquiring, deploying and retaining workforce of sufficient quantity and quality, to create positive impacts on the organization’s effectiveness
- Comprises the recruitment processes leading to the employment of the staff.

STAFFING

Done by the Human Resource

○ Planning to identify what the organization requires in terms of the number of employees needed and their attributes (KSA) in order to effectively meet job requirements, selection techniques and methods of assessment to identify the most suitable candidates for a particular job.

HUMAN RESOURCES MANAGEMENT (HRM)

- Human resources management (HRM) is defined as the process of achieving organizational objectives through the management of people.

- Tasks includes recruiting, hiring, training, developing, and firing employees.

PROBLEMS THAT MAY ARISE

● Pharmacists are often poorly managed and led
● A manager may contribute to medication errors by emphasizing quantity of work over the quality of work.
● Poorly managed pharmacists-poor dispensing habits, provide inadequate supervision of technicians, or maintain incomplete medical documentation.
● Poorly managed technicians- bad work habits or do not communicate with pharmacists.

PERSONNEL POLICIES

● Establishing employment policies is a critical importance to the staffing process

● By having these, both management and prospective employees will understand what employment with the pharmacy means.

Licensing and registration

Pharmacist, of course have to be licensed and adhere to requirements for continuing education.

Hours

A major issue is the number of hours per week, the number of days per week, evening and holiday work, and the time and methods of payment for both regular and overtime work.

Compensation

The bulk of a person’s earnings come from a base salary or wage and incentives like bonuses. Competitive wages must be paid to attract and retain competent personnel.

Fringe benefits

Health insurance, discounts on merchandise, pension plans, and other benefits can play a major role in staffing.

Vacations

How long will vacations be? When can they be taken? While it is important for employees to have a vacation time, such scheduling cannot be allowed to disrupt the operation of the business.

Time off

To what extent will employee be allowed time off for personal needs, emergencies, holiday, birthdays, etc.? These are important but can disrupt operations.

Training

Each employee should be given adequate training for the job.

Grievances

Conflicts with employees will occur. The best course of action is to plan for them and establish a procedure for handling grievances in an expeditious manner.

Promotion

A major consideration in the staffing process is whether higher level positions can be filled from within the pharmacy.
Promoting an insider as opposed to hiring an outsider is a sensitive matter, and one that affects the pharmacy’s ability to retain good employees.

Personnel review

Will there be a review of employee performance? What factors will be included in such a review? How will the reviews be used?

Termination

Clear written policies must be developed to make the termination as clear as possible from both an operational and legal standpoint.

RECRUITING APPLICANTS

● Recruitment activities start with a thorough understanding of the position to befilled so the broad range of potential employees can be narrowed intelligently.

● Job analysis is aimed at determining a job description (the activities job entails)

and a job specification (the characteristics of the individual who should be

hired for the job)

STEPS IN RECRUITMENT

● STEP 1-:Job Analysis, Job Specification, and Job Descriptions
● STEP 2-:Requisition of New Employee
● STEP 3-:Actual Recruitment of Applicants

JOB ANALYSIS

Before a manager begins to recruit and select employees, he should perform certain analyses and describe the jobs or functions for his pharmacy.

JOB SPECIFICATION

● Emphasizes personal qualities
● It provides the basis for selecting the right employees for each position in the pharmacy

JOB SPECIFICATION
Specifically, it answers the following questions::

1. What qualifications are needed for this job?
2. Are any skills involved?
3. Is any experience needed?
4. What personal characteristics, if any, are required – mental, physical, or emotional?

JOB DESCRIPTION

● Emphasizes the work elements to be performed
● It is the statement that identifies what the job consist of and who are the supervisors to whom they are accounted for.

JOB DESCRIPTION
Specifically, it answers the following questions:

1. What is the employee to do?
2. How much authority and responsibility are included?
3. Where does this job fit within the organizational structure?

STEPS IN RECRUITMENT

● STEP 1-:Job Analysis, Job Specification, and Job Descriptions
● STEP 2-:Requisition of New Employee
● STEP 3-:Actual Recruitment of Applicants

STRATEGIC HUMAN RESOURCE PLANNING

● An essential consideration in staffing
● A process of anticipating and providing for the movement of people into, within and out of an organization to support the firm’s business strategy.
● Main goal: To have the right number and the right kind of people at the right time.

4 STEPS OF STRATEGIC HUMAN RESOURCE PLANNING

1. Planning for future needs
2. Planning for future turnover
3. Planning for recruitment, selection and lay offs
4. Planning for training and development

STEPS IN RECRUITMENT

● STEP 1-:Job Analysis, Job Specification, and Job Descriptions
● STEP 2-:Requisition of New Employee
● STEP 3-:Actual Recruitment of Applicants

COMMON SOURCES OF POTENTIAL EMPLOYEES
1. Internal Sources/Internal Recruiting

● Most internal movements are promotions.
● Many organizations post or circulate announcements of anticipated job openingsamong employees before they attempt to recruit applicant externally.
● Human resource inventory
● The focus is on past performance and future potential, and the objective is to keep management up to date about the possibilities for filling a position from within.

COMMON SOURCES OF POTENTIAL EMPLOYEES
2. External Sources/External Recruiting

a. Advertising
b. Drop-ins
c. Public employment agencies
d. Private employment agencies
e. School placement
f. Walk-in
g. Write-in
h. On-line recruiting

SELECTING AN EMPLOYEE

● A process of choosing which people would best fill specific jobs
● Management must have a procedure for screening applicants - a means of sorting out the qualified from the unqualified. An established procedure ensures that all relevant questions are asked and information obtained.
● It also ensures that the employer will not ask questions’ that are discriminatory and thereby put the pharmacy at risk for lawsuit.

STEPS IN THE SELECTION PROCESS

ADMINISTERING EMPLOYMENT TESTS
(Job proficiency test)

● The applicant is given the opportunity to demonstrate occupational skills

ADMINISTERING EMPLOYMENT TESTS
(Integrity test)

● Test that measures “social conscientiousness” the extent of a person’s integrity
as it relates to job behavior.

ADMINISTERING EMPLOYMENT TESTS (Psychological test)

● Includes aptitude tests, personality tests and interests tests.

○ Aptitude test – measure the potential of performing the job satisfactorily,given sufficient training. “Mental ability test”.
○ Personality test – measure personal traits and characteristics that could berelated to job performance.
○ Interests test – measure preferences for engaging in certain activities andinterest in specific occupations; designed to indicate whether a person would enjoy a particular activity or occupation

EMPLOYEE ORIENTATION

Newly Hired Employees

● Be oriented to the pharmacy and the position.
● Be trained so that the work will be done properly.
● Be told that future advancement within the pharmacy will be based on the job
performance.
● Management must strive to acclimatize new employees to the pharmacy, the job, and other personnel.
● Importantly critical for existing employees who are moving to different positions within the pharmacy.

THE ORIENTATION PROCESS

● An orientation program may span several days, weeks, or even months
depending on the job and pharmacy.
● Certainly the first few days will be the most difficult, and the manager should
spend as much time as necessary with the new employee.
● On the first day , the new employee should meet other employees and learn
about the physical facilities and the pharmacy's processes and policies.

EMPLOYEES HANDBOOK

● A document that contains the goals policies, and procedures relevant to the employee and the job he/she is assuming.
● Best to give each employee a personal copy of an employees handbook.

EMPLOYEES TRAINING & DEVELOPMENT

Training is essential for both current job performance and future development in a pharmacy setting. Orientation helps new employees adapt, while job training enhances skills. Development focuses on long-term growth and may involve more formal education, benefiting both the organization and employees.

TRAINING METHODS

The kind of training program used will depend on the type of job and whether the employees are being prepared for management or non-management positions.

MANAGEMENT TRAINING & DEVELOPMENT

1. Must be action-oriented.
2. Must be an ongoing process.
3. Must provide room for mistakes.
4. Must be flexible.
5. All phases of development process must be closely controlled and monitored.

COMMON TYPES OF PROGRAM TO DEVELOP FUTURE MANAGERS
(1. On-the-Job training (OJT))

● While the employee may not be working to full capacity, at least some productivity is gained during the training period.
● For this method to be effective, however, it must be carefully planned and supervised.
● Training involves showing how to do the job and letting the employee actually perform the tasks

COMMON TYPES OF PROGRAM TO DEVELOP FUTURE MANAGERS
(2. Job Rotation))

● Can be used where there are two or more middle managementpositions.
● Employees trade jobs on a relatively frequent basis during the trainingperiod so that each has an opportunity to manage a whole spectrum of positions.
● Not only do employees gain a broader perspective; they develop their expertise in every major aspect of the pharmacy’s operations

COMMON TYPES OF PROGRAM TO DEVELOP FUTURE MANAGERS
3. Creation of “assistant to” positions

● Make the trainee an “assistant to”
● He/she does odd jobs and essentially watches and learns the various processes and procedures and performs in a staff or advisory position

4COMMON TYPES OF PROGRAM TO DEVELOP FUTURE MANAGERS
. Off-the-Job Training

● Training off the premises.
● Seminars, college courses, and the like may be a better preparation for serving the pharmacy’s needs.
● These usually are paid for by the pharmacy and may be taken during working hours.
● Although seldom used as the sole source of training, and quite expensive, this approach does serve to bring new ideas to the pharmacy.

NON-MANAGEMENT TRAINING & DEVELOPMENT

● New employees in nonmanagement job also must be trained -- the process maybe less time consuming, complex and expensive than training future managers.
● Non-management people are the mainstays of the pharmacy, so they should also be trained.
● If they are ineffective or inefficient in performing their tasks, so also will the entire operation.

TYPES OF NON-MANAGEMENT TRAINING
1. On-the-Job Training

● Most frequently used training methods for non-management positions,jobs tend to be routine, and employers typically do not want to invest considerable sums of money in training.
● It demands management time, it does not require much in a way of cash outlays.

TYPES OF NON-MANAGEMENT TRAINING
2. Apprenticeships and Internships

● Jobs that require extensive training and practice often are handled on an apprenticeship or internships basis.
● Such preparation may take several years and utilizes both on- and off-the-job training.
● Typical of this approach are apprenticeships for specialized function in nonprescription sales and services, and internships for pharmacy students.

WAGE

● The salary level of employees must be reasonably close, but it should not be more than the pharmacy can afford or more than what is commensurate with the duties of the job.
● Establishing the salary should include a process of examining what comparable people are making and what the pharmacy can afford to pay.

BENEFIT PROGRAMS

● Benefit programs should be assessed in conjunction with the wage programs, since they can be very expensive if not administered properly.
● Some of the common benefits are vacations, holidays, group insurance, bonuses, saving plans, profit sharing, stock options, and several services

LABOR STANDARD LAWS

1. Minimum wage
2. Holiday pay
3. Premium pay
4. Overtime pay
5. Night Shift Differential
6. Service Incentive Leave (Vacation)
7. Service charges
8. Separation pay
9. Retirement pay
10. 13th Month pay
11. Maternity benefits
12. Paternity leave

WELFARE LAWS

1. Social Security System (SSS)
2. Employees Compensation Commission
3. PhilHealth
4. Pag-IBIG

TYPES OF EMPLOYEE
1. REGULAR EMPLOYEE

● One who by nature of his job performs tasks that are necessary or desirable in the usual business or trade of the employer.
● To emphasize, it is not the regularity or casualness of the employment but the nature of the job.

TYPES OF EMPLOYEE
2. PROBATIONARY EMPLOYEE

● One who is hired to fill a regular position in the company but who is to undergo a trial period dictated by law to be no longer than 6 months.