2. *
*Read Fallon & Zgordzinski Ch.3 (Ch. 10 is being
moved to week 9)
*Take midterm exam
*Participate in class discussion
3. *
*Available on Blackboard from June 24 through June 30
*You will have 3 hours to complete it
*You will be able to choose the time you wish to start
during a 1 week period
*The exam will cover the assigned textbook readings
(only) for weeks 1-5
*There will be 30 questions
*The questions will be multiple choice and true/false
in format
5. *
How organizations are structured plays an important
role in their performance
*Formal organizational design
*Communication flow
If you want to change organizational behavior, start
with the structure
*Supervision & authority
*Group dy
*Public health performance standards
6. *
*Where is excellence required to reach organizational objectives?
*Base on key activities or load-bearing functions?
*Control by activities that are important (legal requirements) or
key to success?
*What activities belong together and which apart?
* Top management—incompatible with the others, need the big
picture
* Results producing (which may be less obvious in the public sector)—
never make subordinate to results-contributing functions
* Results contributing or staff activities—never mix up with results-
producing, keep lean and fresh (without a lot of career advisors)
* Hygiene and housekeeping—keep it separate or it won‘t happen
Starling, Grover. Managing the Public Sector. Wadsworth, Cengage Learning, 2011
7. *
*What are your necessary activities?
*How can you divide them?
*By objective—IL Dept. of Public Health
*By geography—regions, UIC is in DHHS Region V
*By process—usually for technology or
equipment, e.g. accounting, IT, or HR
*By client—Bureau of Indian Affairs, VA, Chgo Dept
on Aging
8. *
*Shared specialization leads to loyalty to
specialization over organization ‗product‘
*Can lead to reduced communication
*Advancement based on specialty ability rather
than management ability
*Conflicts with need for interdisciplinary efforts
9. *
*The Scalar Principle: ―Authority and responsibility
should flow in a direct line vertically from the
highest level of the organization to the lowest
level‖
*Flow: chain of command, incl.
authority, responsibility, and unity of command
*Problems with bureaucracy, or hierarchy for the
sake of control
* Reduction of personalized relationships reduces coordination
* Rules take on a life of their own
* Problem solving thinking becomes narrow
Starling, Grover. Managing the Public Sector. Wadsworth, Cengage Learning, 2011
10. *
*The number of people one person can effectively
supervise (8-12 max.)
*The wider, the more efficient—all are closer to the top
*Best to keep individual number of people reporting to
specific manager small, they have to work together
*Need to keep in mind upward and lateral
responsibilities too—the span of managerial
relationships
*More managers=more $ in salaries
13. *
*Division of labor based on functional specialization
*Well-defined hierarchy of authority
*System of rules covering rights and duties of
employment
*System of procedures for dealing with work
situations
*Impersonality of interpersonal relations
*Promotion and selection based on technical
competence
14. *
*Pros:
*Need some specialization
*Need line of authority—who is in charge?
*Safeguards employee rights and duties
*Ensures staff know what to do and how
*Cons:
*Not innovative—designed to carry out, not to
create
*Impedes spread of knowledge
15. *
* Mixture of project/team management with
specialty/technical/functional management
* Shared supervision—employee has both functional and team
supervision
* Do not use for standardized work with high volumes
* Best for specific, narrowly defined projects
* Cons:
* Personnel don‘t gain the same expertise as when specialized within a
function
* Personnel moving frequently between projects won‘t feel as if they
have an organizational ‗home‘
* Hard to build organizational wisdom as can with functional
departments
17. *
*What they are
*3+ people, but less than 15, best size is 5
*Shared performance goal
*Mutual accountability
*Unique relationships and functioning—team
performance is more important than individual
*Use because makes organization more
flexible and responsive
18. *
*Boost productivity and innovation
*Improved functioning & communications means more
likely to reach goals
*Cross-functional teams have benefits of functional
departments and benefits of teams
*Long-term teams function better than new groups of
highly qualified employees
*Shared goals
*Increased trust
*Increased job satisfaction
*Decreased turnover
19. *
*Conflicts of loyalty and interest (team vs.
organization)
*More time spent in meetings and on
coordination
*Over decentralization can occur—someone has
to see the big picture
20. *
*Informal groups exist in most formal
organizations
*Informal groups consist of individuals with
similar status and prestige
*Informal groups satisfy complex human needs
21. *
*Employees with minimal or no opportunity for social
contact find jobs unsatisfying
*Groups provide guidance for appropriate behavior
relative to the group
*Group members accept guidance better from peers
rather than supervisors
*Nonconformity results in extra duty or withholding help
*Group membership relates to technology and the pace of
work
*Groups take on lives of their own
*Groups often develop informal organizational structures
22. *
*Erratic groups can display inconsistent behavior
towards management
*Strategic groups are calculating
*Conservative groups are secure and powerful
24. *
*Clarity – everyone knows their role and how they fit
*Economy – minimum effort is needed to get
performance
*Direction of vision – structure directs towards
performance
*Understanding one‘s task and the common task (what
we are doing, not just my job)
*Decision making – org design supports and speeds
*Stability and adaptability – able to do work despite
changing conditions
*Self-renewal – produce leaders from within and be
open to new ideas
25. *
*Multiplication of management levels
*Recurrence of problems
*Attention of key people is on irrelevant or
secondary problems
*Too many meetings attended by too many people
*Rely on positions whose job it is to not have a job
*Constant reorganization
26. *
*Effective leaders must promote good attitudes
toward the organization
*Discuss new projects or programs
*Promoting subordinates‘ careers and career paths
is essential
*Successful mangers have successful subordinates
*Managers must assume the task of absorbing and
preventing stress
27. *
*Groups have a major role in all organizations
*Organizations are composed of formal and
informal groups
*Organizational structures must be changed
before informal group norms and values can be
modified or altered
*Managers must understand organizational
forces
*Listening is a tool that is greatly needed and
used most often by successful managers
