This document defines organizational behavior as understanding, predicting, and controlling human behavior at work. It discusses how organizational behavior examines how individuals, groups, and organizational structure impact behavior in organizations. The document outlines several key questions organizational behavior seeks to answer and levels of analysis including individual, group, and organizational processes. It also discusses fundamental concepts in organizational behavior like motivation, human dignity, and individual differences. The document then covers goals of organizational behavior at the individual, group, and organizational levels. Finally, it identifies challenges and opportunities for organizational behavior, such as managing diversity, improving quality and productivity, and coping with change.

1. Organizational Behavior & Health Services
Management

2. OB - Definition
Understanding, predicting and controlling
human behavior at work. (“Fred
Luthans”)
Field of study that investigates the impact
that individuals , groups , and structure
have on behavior in organizations for the
purpose of applying such knowledge
towards improving an organization’s
effectiveness. (“Stephan Robins”)

3. OB asks the following Questions:
 Why do people behave the way they do
when they are in organizations?
 Under what circumstances will people’s
behavior in organization’s change?
 What impact do organizations have on
behavior of individuals formal groups such
as departments), & informal (such as
people from several department who
meet regularly in the lunchroom).
 Why do different groups in the same
organizations develop different behavior?

4. OB attempts to explain
 Why ind’s & groups behave the way ,they
do within the organizational setting.
 OB tries to predict how individuals &
groups will behave based on internal &
external factors.
 OB provides manager’s with tools to
assist in management of individuals so
that employees can willingly put forth
their best effort to accomplish
organizational goals.

5. Levels of OB
Organizational
Processes
Group Processes
Individual
processes
Change management, Culture
Teams , Conflict, Leadership,
Power & politics
Perception, Personality,
Attitudes, motivation

6. Fundamental Concepts of OB
Discipline of OB has fundamental
concepts revolving round nature of
people & the nature of the
organization.
The concepts are:
 Individual differences
 Whole person
 Motivation
 Human dignity

7. Goals of OB
Individual : Motivation, performance, Retention
Group: Team Performance, Information
sharing , minimizing politics,
direction & support from
leadership, cross functional
partnerships.
Organizational
:
Financial Performance, customer
satisfaction and retention , product
and service quality, flexibility and
readiness to change , achievement
of strategic plan.

8. Health System – Essential Aims
Safe- patients should receive care and be cared for in an
environment that protects them from harm.
Effective: - care should be provided based on the best
scientific information available and services not likely
to benefit patients should be avoided.
Patient Centered:- care should be taken for individual
patient preferences , needs and values.
Timely :- care should be delivered expeditiously to meet
patient needs with the elimination of waiting
time and harmful delays.
Efficient :- care should be provided in a manner that avoids
all waste – of equipment , supplies , ideas , and
energy.
Equitable :- care should not vary because of personal
characteristics such as gender, ethinicity, geographic
location , or socioeconomic status.

9. Changing health Care system
Nine Forces Influencing Health Care
delivery and their Implications For
Management

10. External Force Management Implication
1 Technological advances
in the biological and
clinical sciences
 Expansion of the continuum of care , need for new
treatment sites to accommodate new treatment
modalities.
 Increased capacity to manage care across
organizational boundaries.
 Need to confront new ethical dilemmas.
2 Aging of population &
associated increase in
chronic illness
 Increased demand for primary care, wellness and
health promotion services and chronic care
management.
 Challenge of managing ethical issues associated
with prolongation of life.
3 Increased ethnic &
cultural diversity of
population
 Greater difficulty in meeting patient expectations.
 Meeting the challenge of eliminating disparities in
care provision and outcomes.
 Challenge of managing an increasingly diverse
health services workforce.

11. 4 Changes in supply and
education of health
professionals
 Need for creative approaches in meeting population’s
need for disease prevention , health promotion , and
chronic care management services.
 Need to compensate shortage of professionals.
 Need to develop effective teams of caregivers across
multiple treatment sites.
 Need to develop work setting conducive to recruitment
and retention.
5 Social morbidity (AIDS,
drugs, violence,
bioterrorism “new
surprises”)
 Ability to deal with unpredictable increases in demand.
 Need for increased social support systems and chronic
care management.
 Need to work effectively with public health community
agencies to address “preparedness” issues.
6 Information technology  Training the health care workforce in new info
technologies.
 Increased ability to coordinate care across sites.
 Challenge of managing an increased pace of change due
to more rapid information transfer.
 Challenge of dealing with confidentiality issues
associated with new info technologies.
7 Financial incentives that
reward superior
performance
 Need for increased efficiency, productivity and quality.
 Dev of strategic alliances that add value.
 Increased growth of networks , systems and physician
groups.

12. 8 Increased accountability
for performance.
 Information systems that facilitate patient-centered
care across episodes of illness and “pathways of
wellness”.
 Effective implementation of clinical practice
guidelines and related care management processes.
 Ability to demonstrate continues improvements of
all functions and processes.
9 Globalization and
expansion of the world
economy.
 Need to manage cross-national and cross –cultural
patient care referrals.
 Increasing the competitiveness & productivity of the
labor force.
 Managing global strategic alliances particularly in the
areas of biotech and new technology dev.
 Meeting the challenge of new & reemerging
infectious diseases.

13. Six Challenges
 Redesign care processes
 Effective use of information technologies.
 Knowledge and skill management.
 Development of effective teams.
 Coordination of services across patient
conditions, services , & settings over
time.
 Use of performance & outcome
measurement for continues quality
improvement & accountability.

14. Key dimensions of health services
Organizations
External
Env
Level of
centralization
Ability to
adapt
& change
Level of
integration
Level of
differentiation
Vision /
Mission/
Goals
Strategies

15. Ecology of Health services Organizations

16. Community/enrolled
populations/Patients
CHC
Health dept
Physician
gp
Heart
Centre
Health
network
Health
systems
Nursing
home
Cancer
centre
Consulting
Biotech
Medical
device Multipurpos
e
suppliers
Pharma
Information
tech
Federal
Govt State Govt
Venture
capital Local govt
Insurers
Employers
Accreditation
gps
Research
Foundations
Professional
Associations

17. Differences – Area of management
Health/General
 Defining & measuring output are more difficult
 The work involved is more variable & complex.
 More of the work is of an emergency & non
deferrable nature.
 The work permits little tolerance for ambiguity or
error. the work activities are highly interdependent,
requiring a high degree of coordination among
diverse professional groups.
 The work involves an extremely high degree of
specialization.

18.  Organizational participants are highly
professionalized , & their primary loyalty
belongs to profession rather than to the
organization.
 Little effective organizational or managerial
control exists over the group most responsible
for generating work and expenditures :
physicians
 Dual lines of authority exist in many health care
organizations , particularly hospitals , that
create problems of coordination &
accountability & confusion of roles.

19. Challenges & opportunities for OB
 Responding to globalization.
 Managing workforce diversity.
 Improving quality & productivity.
 Improving people skills.
 Coping with temporariness
 Working in networked organizations.
 Helping employees balance work-life
conflicts.
 Creating a positive work environment.
 Improving ethical behavior.

20. THE MANAGER

21. The Managerial Role
Motivate & Lead
people & group
Operate the
technical System
Chart the Future
Position the ORG
•Satisfy the ind
need and values.
•Providing
Direction.
•Encourage
Cooperation.
•Conflict
Management.
•Work groups &
Design.
•Establish commu
& Coordination
•Power & Politics
•Exerting
influence
•Determining
appropriate
ORG design.
•Managing
strategic
Alliances.
•ORG innovation,
change & learning.
•Efficiency &
Effectiveness.
•Achieve
competitive
advantage.
•Anticipate
the future.
•Creating &
manging future
Need TO
Opportunities & Challenges involving
Commitment,
Turnover, Apathy,
Conflict among
Professional
Productivity,
Efficiency, Safety,
Quality,
Preparedness,
Consumer Satisfaction
Environmental Complexity
& uncertainty.
Technological & Social Change.
Competitive Forces.
Multiple Performance demands
Long run survival
Long run performance
& growth
BY