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1. DEFINITION OF BASIC
ORGANIZATIONAL
SKILLS
The way in which an organization divides
its labour into tasks and then achieves
coordination among them

2. MINTZBERG’S 5PS FOR
ORGANIZATIONAL SKILL

3. PLAN
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4. PLOY
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5. PATTERN
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6. POSITION
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7. PERSPECTIVE
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8. PARTS OF THE ORGANIZATION
 Strategy Apex:
 Consist of top administrators
 Charged with the responsibility to ensure that the organization
effectively serves its missions.
 Techno-Structure
 The administrative component
 Charged with the responsibility of planning
 Support Staff
 Specialized Unit
 To provide support for the organization outside the operating
workflow
 Middle Line
 Connect the strategic apex with the operating core
 Operating Core
 Comprised of those who perform the work.
 Heart of the organization
 Produces essential output

9. MINTZBERG’S TAXONOMY
 Largely determined by the variety one find
in its enviroment
 Four types:
Simple Complex
Machine Professional
Bureaucracy Organization
Stable Standardized Standardized
Work Processes Skills and Norms
and Outputs
Entrepreneurial Adhocracy
Dynamic Startup
Direct Mutual
Supervision Adjustment

10. Description of each form according to
environmental factors Adhocracy
Profession
al
Organizatio -High
Entrepreneuri n complexity
al Startup -Stable
Machine Environmen -Rapid pace
Bureaucrac t of change
y -Low
complexity -High
-Stable complexity
Environment -Rapid pace
-Low of change
complexity

11. FIVE BASIC SUBUNIT
Subunit Example Position
Strategic Apex CEO, Board of Directors
Strategic Planning, Personnel Training,
Techno-Structure
Operations Research Design
Legal Counsel, Public Relations,
Support Staff Payroll, Mailroom Clerks, Cafeteria
Workers
VP Operations, VP Marketing, Plant
Middle Line
managers, Sales managers
Purchasing Agents, Machine
Operating Core Operators, Assemblers, Sales persons,
Shippers

12. MACHINE BUREAUCRACY
The organization shows following policies:
 Standardization of procedures and outputs
 Dominated by Technocrats
 Dominated by Rules
 Decision-making authority tend to be centralized
 The key parameter is efficiency

13. PROFESSIONAL ORGANIZATION
This form elaborate the followings:
 System of training and indoctrination to create an internal
compass allowing them to control over their work
 Quality standards are enforced by internal expectations
 Resistance to external control
 No central control -cumulative effect of individual
 It responds to changes in an evolutionary fashion

14. ENTREPRENEURIAL STARTUP
This would elaborate :
 No procedure manuals
 No precised tabs for what everyone is doing
 Managerial structure is small and loose
 No strategic planning - and people generally
train ”on the job”
 No bureaucracy -reporting directly to the leader
who is usually the founder
 Founder or Leader oriented

15. ADHOCRACY
 Mutual Adjustment of ad-hoc teams
 Teams from professional rely on this “mutual adjustment” to
coordinate their effort
 No efficiency -just problem solving
 Interdepartmental exchange
 The key is getting people together to share problems and
perspectives
 Work settings ( under pressure - committed -challengeable -
)

16.  According to what explained we can
conclude the following:
The healthcare organization is a dynamic
entities that usually facing changes and
development with high complexity level
of organization

17.  Many hospitals and medical schools are
founded from many years ago, so founders
are rarely on hand. Entrepreneurship is not
the word that characterizes the attitude of
many hospitals.

18.  The most suitable form for healthcare
organizations is the professional
bureaucracies although in sometimes it must
adapt adhocracies also to face some rapid
changes.

19.  Hospital A adopt the professional organization form,
applying quality roles and training policies in its
different departments. Putting strategies
and procedures that police itself from external control
 But Hospital A appoints a small group of individuals to
advice, plan, implement, and monitor new information
system as a small group can produce better that
a large one with many tasks on its plate.

21.  Allow adequate time for organization
› Start six to eight weeks before your event
 Promote the educational value of the
event
 Choose a good date and location
› Check for conflicting events
 Chose the right event
› Pick an event that your student will enjoy

22.  Make thank you gifts visible
› Increase interest participants
 Promote the event to participants
› Use flyers, posters,announcements,bulletin
boards
 Involve a student group

23.  Set deadline to collect donation
› Plan to collect money one week before the
event
 Thank to all students, administrators
› Distribute thank you gift
 Complete an event evaluation after the
event
› Let us know what you think

25.  Brainstorm and decide on your event
 Form an event committee
 Get your event into calendar
 Set a budget
 Determine your target audience
 Set the date
 Event logistics
 Promotion
 Thank you
 Congratulate yourself