ORGANIZATIONAL

STRUCTURE AND
BEHAVIOR
Blaya, Darlene; Canono, Kathleen; Cansino, Maria Olive; Garbosa, Christopher
PHARM 4A
 WHAT IS
ORGANIZATIONAL
BEHAVIOR?
Blaya, Darlene Myrl A.
Organization
• Defined as group of individuals working to reach some common goal.
Organizational Behavior
• the systematic and scientific analysis of individuals, groups, and organizations; its
purpose is to understand, predict, and affect human behavior to improve the
performance of individuals, which ultimately affects the functioning and success of the
organizations in which they work (Tosi, Rizzo, and Carroll, 1994).
Organizational Behavior
P P
S S S
Y O S Y
C C O C
H I C H
O O I O
L L A L
O O L O
G G G
Y Y Y

A
N P
T O
H
L
R
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P T
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G S
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• Shift from independent practitioner to salaried employee
- This shift may appear to be in conflict with one of the hallmarks of a
professional occupation—autonomy.

“The major distinction between a profession and an occupation lies in legitimate

organized autonomy—a profession is distinct from other occupations in that it has been
given the right to control its work. Professions are deliberately granted autonomy
including the exclusive right to determine who can do the work and how it should be
done”
(Friedson, 1970, p. 73)
ORGANIZATIONAL
PRINCIPLES
ORGANIZATIONAL PRINCIPLES
• Structure
- includes such concepts as reporting relationships, communication patterns,
decision-making procedures, responsibility/accountability, norms, and reward structures.

- produces the climate or the psychological atmosphere of the organization.

ORGANIZATIONAL CULTURE
- defined as the system of shared meaning held by members that distinguishes one
organization from another.

Culture refers to the understandings and beliefs regarding how “things are done
around here”
Climate is affected by the organization’s culture.
 ASSESING
ORGANIZATIONAL
CULTURE
ASSESING ORGANIZATIONAL CULTURE
- assist in determining how the organization is responding to both its internal and
external environments.

- observation, informal interviews, and attending meetings to the administration

of carefully developed survey instruments.
These instruments are designed to measure and compare the key cultural characteristics
of a single organization or a number of different organizations (Scott et al., 2003).
ASSESING ORGANIZATIONAL CULTURE
Four types of Culture:

1. Hierarchical (i.e., internal focus,

high control)

2. Group (i.e., internal focus, low

control)

3. Rational (i.e., external focus,

high control)

4. Developmental (i.e., external

focus, low control).
ORGANIZATIONAL
STRUCTURE
ORGANIZATIONAL STRUCTURE
encompasses three major aspects:
• differentiation (also known as complexity)
- refers to the degree to which units are dissimilar. Can occur either horizontally,
vertically, or spatially

• Formalization
- refers to the degree to which jobs in the organization are standardized.
• Centralization
- refers to extent to which decision making is concentrated at a single point in the
organization.
HORIZANTAL DIFFERENTIATION
-describes the degree of differentiation based on how many different types of
either people or units are included in the organization.
VERTICAL DIFFERENTIATION
- 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.
Represented by what is known as an organizational chart.
VERTICAL DIFFERENTIATION:
ORGANIZATIONAL CHART
Organizational Chart
- depicts the reporting relationships and the hierarchy of authority in an
organization.

Authority is the rights given to a certain position in an organization to give orders

and the expectation that those orders are carried out. Along with these rights, the
responsibility for making sure work is completed is accepted.
Line Authority
- solid lines represent direct reporting
relationships important to the overall
objectives of the organization. Positions
include vice presidents, directors,
managers, supervisors, and staff.

Staff Authority
- dashed lines represent advisory
positions that supplement and support the
line-authority positions. Staff-authority
positions include chief personnel officer or
vice president of personnel, finance, legal,
real estate, information systems, etc.
SPATIAL DIFFERENTIATION
- degree to which the location of an organization’s units is in one place or
spread across several locations.

An independent community pharmacy may have only one location that has all
operations in one place. A large health system or chain pharmacy operation can have
multiple units spread across a city, state, or entire regions of the country.

Spatial differentiation can also occur when different departments are located in
different areas.
Spatial differentiation is also related to the amount of horizontal and vertical
differentiation. The more complex the organization, the greater is the extent each of
these will exist.

-End of first part: Blaya-