COORDINATION COORDINATION WITH HOSPITAL SERVICES
 Medical service
- Unites the personnel and services
towards a common objective
- Synchronization of activities among the
various services and departments
enhances collaborative efforts resulting
in efficient, smooth and harmonious
flow of work
- Prevents overlapping of functions,
promotes good working relationships,
and ensures work schedules are
accomplished as targeted.
IMPORTANCE OF COORDINATION
1. Unity in diversity
2. Unity of direction
3. Functional differentiation
4. Lesser disputes
5. Reconciliation of goals
6. Differentiation and integration
7. Optimum Utilization pf Resources
8. Encouragement of team spirit
PRINCIPLES OF EFFECTIVE COORDINATION
1. Early beginning
2. Direct personal contact
3. Reciprocal relationship of factors
4. Continuous process
5. Action plan is the fundamental element
of all coordination activities
6. Coordination tasks can be delegated to
computational processes
7. Unity of Command
8. Scalar Chain
9. Span of Management
TYPES OF COORDINATION
 UPWARD – to superior
 HORIZONTAL – to peers and members
of the health team
 OUTWARD – to patient, family, and
community to worker’s family and
friends
 DOWNWARD – to subordinates
 Administrative service
 Laboratory service
 Radiology service
 Dietary service
 Medical social service
 Medical records service
 Community agencies, other institutions,
and civic organizations
MOTIVATION
- All human beings are motivated by
different goals, ambitions, and
aspirations
- A motive is a need or desire that incites
and directs a person’s actions
- Motivation is a force within the
individual that influences strength or
direction of behavior (Mils, n.d.)
- In setting a motivating climate, the
manager must create conditions that
encourage interdependent work
- A competitive environment that
recognizes and rewards well done
- The manager is the best role model to
his/her workers
- Guidance and counseling is provided for
those who need such, finding solutions
rather than avoiding problems
IMPORTANCE OF MOTIVATION
 Good managers inspire teamwork,
considers the uniqueness of each
worker, communicate clearly and
effectively the expectations from each
worker
 Challenging experiences and
opportunities for continuing growth and
development should be provided
 Good managers utilize positive feedback
or reinforcement to determine unmeet
needs that cause dissatisfaction. They
 support recommendations for - Hygiene Factor and
improvement Motivating Factor
- Hygiene Factor – relate
INTRINSIC VS. EXTRINSIC MOTIVATION to the working
 Intrinsic Motivation conditions such as
- Comes from within the person salary, quality of
driving him or her to be more supervision, job
productive security, interpersonal
- A worker must value his or her relations policies, and
performance to be intrinsically supervision
motivated - “Dissatisfiers”
- Intrinsic motivation to achieve - Do not create job
is directly related to a person’s satisfaction; they simply
aspirations and goals in life must be in place for
shaped earlier on by parents work to get
help established a strong accomplished
achievement standards for their - Motivating Factor –
children relate to the job itself
 Extrinsic Motivation and include
- Enhanced by the environment opportunities for
or external rewards growth and
- This mat come in the form of development and
promotions, increases in salary, advancement
added benefits, or external - Added responsibilities,
rewards challenging aspects of
- fiscal rewards work, recognition and
achievement
 organizations should provide an - ‘Satisfiers”
environment that stimulates both  McClelland’s Three Basic Needs
intrinsic and extrinsic drives to meet Theory by David McClelland
both individual and organizational goals (1961; 1976)
o Need for Achievement – strong
THEORIES OF MOTIVATION desire to overcome challenge,
1. Need Theory to excel to grow, to advance, or
 Abraham Maslow’s Hierarchy to succeed
of Needs o Need for Power – desire to be in
- Self actualization control and to get others to
- Self esteem behave contrary to what they
- Love and belonginess would naturally do
- Safety and security o Need for Affiliation – desire to
- Basic physiologic needs work in a pleasant environment
 The Two-factor Theory by and the desire to be friendly,
Frederick Herzberg (1991) close relationship
2. Expectant Theory
  Victor Vroom (1964) comparison with those
- Expectation Theory of of others
Human Motivation - Perceived inequity
- Felt needs or causes tension which is
individuals in work found to be
settings are increased if proportionate to the
a person perceives magnitude of the
positive relationship perceived tension
between effort and - Perceived equal = the
performance person feels he/she is
- Motivated behavior is treated fairly
further increased if
there is positive
relationship between
good performance and
outcomes or rewards
particularly when these
are valued
3. Operant Theory
 B.F. Skinner’s Operant Theory
(1969)
- An employee’s work
motivation is controlled
by conditions in the
external environment
instead of internal
needs and desires
- Positive and negative
reinforcement
- (+) increases probability
that the behavior will
be repeated
- (-) consequence that if
remove, increase the
probability that the
behavior will be
repeated
4. Equity Theory
 Jo Stacy Adams (1960)
- Employees assess
fairness by considering
their input and their
psychological, social,
and financial rewards in