DR.

DIYANA KAMARUDIN
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 Coordination
 Achieving unity in pursuit of shared objectives

 Integration
 Intraorganizational coordination

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 Intraorganizational Coordination
 Mintzberg’s five coordinating mechanisms:

1) Mutual adjustment
2) Direct supervision
3) Standardization of work processes
4) Standardization of work outputs
5) Standardization of worker skills

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 Approaches to standardizing processes and outputs
 Critical Pathways
 Clinical guidelines or protocols
 Outcomes assessments

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 Approaches to standardizing processes and outputs of patient care
activities:
 Project-management design
 Organizational redesign

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• Interorganizational Coordination
 Market transactions
 Voluntary relationship transactions
 Involuntary relationship transactions

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 Managing Interorganizational Linkages
 Identify linkages and coordinating mechanism
 Three types of costs must be recognized

1) Obvious
2) Cost of compromise
3) Cost of inflexibility

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 The Communication Process
 The Sender
 The Communication Channels (or Methods)
 The Receiver

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 Barriers to Communication
 Environmental barriers
 Personal barriers

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 The Communication Process

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 Ways for Managers to Overcome Barriers
 Cross-organizational lines
 Include cross-organizational dimensions
 Facilitate cooperation among organizations in a system
 Resolve conflicts among organizations in a system

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• Elements of Effective Communication
 Desire to communicate
 Understanding how others learn
 Cue receiver to purpose of message
 Establish communication channels
 Credibility of sender affects how message will be received

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 Types of Flows
 Downward flow
 Upward flow
 Horizontal
 Diagonal

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 Communication Networks

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 Intraorganizational Communication

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 Communicating with external stakeholders
 Communicating with the public sector

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 Communicating in Marketing
 Potential patients/customers (or markets)
 Current service mix or product line
 Exchanges between organization and target markets

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 Stakeholder Analysis
 Identify important stakeholders
 Forecast trends in stakeholders' views
 Assess implications
 Disseminate results of analysis

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 Communicating when Something Goes Wrong
 Preventing things from going wrong
 Containing and minimizing damage
 Addressing consequences

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Cooperation is not always an easy thing to achieve in the
workplace, but the effort is worth it because it leads to a
harmonious and productive space. Cooperation can make
the difference between success and failure for many
businesses. When employees dedicate more time to their
duties in a cooperative workplace, they are more productive
and things get done more quickly and efficiently. Valuable
time is not lost resolving bickering and conflict between
employees and management when there is cooperation at the
workplace.

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Teamwork is a mark of cooperation at the workplace. ‘Teamwork makes the
dream work” says author John C. Maxwell. In a cooperation-rich workplace,
individuals will voluntarily engage in open discussion. Management and
employees work together and try to keep arguments to a minimum.

It takes empathy and skill, to bring a group of employees to cooperate

and come together as a team. The basic role of a leader is to inspire. If
you are a leader, in any sense, never forget the influence you have on
others. As a boss, supervisor or leader, your attitude affects your
employees and co-workers. Remember, that as your attitude affects
your employees, in turn their attitudes affect your customers. And, as
we all know, your customers are the lifeblood of your business.

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Discussion is healthy but workplaces are not enjoyable places when
there are arguments and bickering. Managers can make the workplace
more welcoming by working to foster cooperation between employees
and management and reduce problems that can leave employees
dissatisfied or eager to quit their jobs.

Cooperation also means taking turns and helping each other out. The
two most important ingredients to get along in this world are sharing and
taking turns. Effective teams take time to take turns, to learn from each
other. Ineffective teams are too busy for they have their work to do and
can’t waste their time on connecting with other team members.

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If you want to increase your employees’ engagement and commitment
and encourage teamwork there are a few things you can do to make them
feel valuable which will lead to committed employees.

It is easy for workers to feel like cogs in a big machine and having no
real impact when they are not shown recognition. In cooperative
workplaces, where employees are treated like a valuable part of the
organization, management commonly reaches out to lower-level
employees seeking their input as to what should be done or how a task
should be completed. When employees are afforded the opportunity to
provide this input, they feel they have a voice in the organization and a
stake in its success.

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If you want employee engagement you have to find a way to make
them part of the process. There is a difference between commitment
and compliance. Compliant employees do what is required and no
more. Committed employees become part of a team, looking for ways
to benefit the company with their expertise, their ideas and their energy.

In a cooperative workplace employees feel like valuable

components when management reaches out to employees
seeking input as to what should be done or how a task should be
completed. When employees are afforded the opportunity to
provide input, they feel involved in the company and have a
stake in its success.

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If you ever had a boss who did not show much respect, but,
now being on the other side of the fence, perhaps you do
understand that leaders get tired of employee complaints, and
frequently talk about how drama in the workplace hampers
productivity. As a leader, you must set the tone of how
complaints are registered, and you must develop the wisdom to
respond appropriately instead of reacting to an employee’s
negativity. You would be surprised at how you can shift an
employee’s attitude simply by using good listening skills.

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The worst thing that a manager can do when an
employee comes to him/her with a problem is to
criticize or ignore. Do not make your employee feel
insignificant. Pretending to listen or be sympathetic is
even worse. Even if you hear what is being said, if you
are distracted by checking e-mail, or looking at a
message on your phone, you are unintentionally
communicating that the person in front of you is not
important enough to give your full attention.

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The benefits of developing existing staff more than outweigh the cost of
the time and money required to find new workers.  The best companies
make their employees even better and the least of them become better
than what they thought they would ever be! In today’s competitive
business economy, Managers are pushed towards minimizing labour
costs rather than developing the long terms goal of increasing
employees’ potential.

Recent research shows that employees who feel welcome to

express their authentic selves at work exhibit higher levels of
organizational commitment, individual performance, and a
tendency to help others.

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