Introduction
Organisational behaviour (OB), refers to the study of the way people behave within a work setting, such as in ACT Pathology (Robbins et al., 2011). Several characteristics of OB, are reflected in my workplace. Nevertheless, these are dependent on the current conditions of the workplace for pathology service continuation (Wu & Hsieh, 2011). Characteristics like these are caused by the nature of the workplace and the workers themselves, the changes over time can affect the way behaviour develops (Walshe &Smith, 2011). However, behaviour depends on the workplace and expectations of workers among other qualities. They includes; what factors improve productivity and how the employees see themselves as part of the ACT Pathology. ACT …show more content…
The ACT Pathology workforce objective is a concept that is used to aid medical practitioners in the diagnosis of disease, acute care, management of chronic conditions and more based on improving staff members work performance to enable proper cares and reliable productivity with the focus on improving patient and population health this was updated since in 2013 to 2018. The principle used in the work place is to target preventable health issues, promote healthy lifestyles, and to ensure that new work-force initiatives support health care needs. It has a basis that consumer/patient and population needs are key for workforce and it supports a more flexible use of existing employees. Beliefs of health care produce a level of health investment, as primary prevention and health promotion that has the potential to prevent up to 80% of the disease burden and reduce health workforce requirements (ACT Health, 2011-2014). Long term workforce plan for ACT Pathology was updated in 2013 to 2018 to help increase health promotions, qualifies health employees, disease prevention and early intervention in an entire health care system. Optimise work roles begin by …show more content…
In the business world, management structure determines the behaviours, attitudes, dispositions and ethics that create the work culture (Mallack & Lyth, 2003, & Wu & Hsieh, 2011). If a company 's structure is strictly hierarchical, with decision-making power centralised at the top, the company 's culture will likely reflect a lack of freedom and autonomy at the lower levels (Mallack & Lyth, 2011 & Richardson & Vandenberg, 2002). Essentially, if a company 's management structure is decentralised, with shared power and authority at all levels, the culture is likely to be more independent, personalised and accountable (Daniels, 1989). The way a company allocates power and authority determines how employees behave (Burns et al., 2012). ACT Pathology structure, is the way the pathologists arranges its management and lines of authority. It determines roles, responsibilities and the flow of information within the ACT Pathology. Work culture results from those decisions. Most Pathologists around the ACT use a hierarchical structure that looks like a hierarchy on paper (ACT Health, 2011-2014). The Pathology chief executive sits at the very top of the hierarchy. His direct reports, usually the assistant chief scientists, are on a line under him and reports are on a line under them. The hierarchy stretches outward and downward based on the number of levels of management the company needs to operate
Organisational behaviour (OB), refers to the study of the way people behave within a work setting, such as in ACT Pathology (Robbins et al., 2011). Several characteristics of OB, are reflected in my workplace. Nevertheless, these are dependent on the current conditions of the workplace for pathology service continuation (Wu & Hsieh, 2011). Characteristics like these are caused by the nature of the workplace and the workers themselves, the changes over time can affect the way behaviour develops (Walshe &Smith, 2011). However, behaviour depends on the workplace and expectations of workers among other qualities. They includes; what factors improve productivity and how the employees see themselves as part of the ACT Pathology. ACT …show more content…
The ACT Pathology workforce objective is a concept that is used to aid medical practitioners in the diagnosis of disease, acute care, management of chronic conditions and more based on improving staff members work performance to enable proper cares and reliable productivity with the focus on improving patient and population health this was updated since in 2013 to 2018. The principle used in the work place is to target preventable health issues, promote healthy lifestyles, and to ensure that new work-force initiatives support health care needs. It has a basis that consumer/patient and population needs are key for workforce and it supports a more flexible use of existing employees. Beliefs of health care produce a level of health investment, as primary prevention and health promotion that has the potential to prevent up to 80% of the disease burden and reduce health workforce requirements (ACT Health, 2011-2014). Long term workforce plan for ACT Pathology was updated in 2013 to 2018 to help increase health promotions, qualifies health employees, disease prevention and early intervention in an entire health care system. Optimise work roles begin by …show more content…
In the business world, management structure determines the behaviours, attitudes, dispositions and ethics that create the work culture (Mallack & Lyth, 2003, & Wu & Hsieh, 2011). If a company 's structure is strictly hierarchical, with decision-making power centralised at the top, the company 's culture will likely reflect a lack of freedom and autonomy at the lower levels (Mallack & Lyth, 2011 & Richardson & Vandenberg, 2002). Essentially, if a company 's management structure is decentralised, with shared power and authority at all levels, the culture is likely to be more independent, personalised and accountable (Daniels, 1989). The way a company allocates power and authority determines how employees behave (Burns et al., 2012). ACT Pathology structure, is the way the pathologists arranges its management and lines of authority. It determines roles, responsibilities and the flow of information within the ACT Pathology. Work culture results from those decisions. Most Pathologists around the ACT use a hierarchical structure that looks like a hierarchy on paper (ACT Health, 2011-2014). The Pathology chief executive sits at the very top of the hierarchy. His direct reports, usually the assistant chief scientists, are on a line under him and reports are on a line under them. The hierarchy stretches outward and downward based on the number of levels of management the company needs to operate