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NEP 450 Exam 1 > Ch. 2 Managing within an Organization > Flashcards

Ch. 2 Managing within an Organization Flashcards

1
Q

Organization

A

A systematic arrangement of people to accomplish a specific purpose

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2
Q

3 Components of an Organization

A
  1. People - both managers and workers
  2. Structure - framework within which people work
  3. Purpose - mission, philosophy, or goals
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3
Q

What is Management?

A

planning, organizing, leading and controlling the use of resources to achieve objectives

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4
Q

5 Elements of Organizational Structure

A
  1. Hierarchy
  2. Span of control
  3. Line/staff relationships
  4. Centralization/decentralization
  5. Departmentalization
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5
Q

Hierarchy

A
  • Vertical reporting relationships in an organization
  • The chain-of-command (lines of authority) is related to the level of authority and power
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6
Q

Line managers

A
  • Managers whose reporting relationships are up and down
  • Distinct chain of command (only 1 boss)
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7
Q

Top-level managers

A

direct large segments of the organization

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8
Q

Middle managers

A

report to upper-level managers and supervise frontline managers

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9
Q

Frontline managers

A

direct workers who produce the product

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10
Q

Span of Control (Span of Management)

A
  • Level of influence of a manager.
  • Measured by the number of individuals who report directly to that manager.
  • Trend toward managers to have a larger span of control:
    • Flattened organization (fewer levels of middle management)
    • Termed downsizing or rightsizing
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11
Q

Line/Staff Relationships

A
  • Managers may not have vertical reporting relationships.
  • They may manage departments that support the entire organization, without being directly involved in the actual work of the organization (e.g. HR, Public Relations, Training)
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12
Q

Staff Managers

A
  • Managers who oversee supportive departments or groups (HR, Training, etc.)
  • They report laterally, not vertically
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13
Q

Centralization

A

Concentration of decision making at the upper levels of an organization

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14
Q

Decentralization

A
  • Ability for individuals at lower levels of an organization to make decisions appropriate to their area of responsibility
  • Becoming more popular/common - more involvement from employees
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15
Q

Departmentalization

A
  • The specialization of groups within an organization
  • May be based on product, function, clients, location, or work processes
  • Potential problems: lack of coordination between groups, competition, laying blame
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16
Q

Matrix Management Model

A
  • Helps overcome potential problems of departmentalization
  • Improve interdepartmental, lateral communication
  • In contract management situations, managers report to two organizations, the contracting facility and the management company
  • In this case, a two-way reporting matrix management model may be used
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17
Q

Organization Chart

A

A graphic of an organization’s structure:
- Hierarchical relationships: Working & Reporting relationships
- Levels in an organization
- Departmentalization
Span of Control

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18
Q

What is not apparent from an organizational chart?

A
  • Non-vertical work of the manager (committee work, special projects, networking)
  • Centralization (or decentralization) of power/decision making
  • Division of labor
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19
Q

Division of labor

A

Practice of assigning each worker a few specialized tasks (specialization), rather than a large number of more general tasks

20
Q

Organizational Mission Statement

A

The statement of philosophy or purpose that drives an organization.
- Reflects the purpose of the organization as it exists today
- Sets organizational culture

21
Q

Vision Statement

A
  • Describes how the mission will be fulfilled
  • Future oriented
22
Q

Organizational Culture

A

The “personality” of an organization, driven by the mission

23
Q

Factors influencing culture:

A
  • Shared basic assumptions
  • Size of the organization
  • How employees view their job
  • Risk-taking behavior
  • Centralization of decision making
  • Leadership style of the manager
  • Internal congruity (consistency) in the organization
24
Q

The Organization as a System
(Systems Theory of Management)

A

What the organization does:
inputs –> transformation –> outputs

25
Q

Inputs

A

Resources brought into the organization
(money, raw materials, resources, ideas, technology, information, etc.)

26
Q

Transformation

A

Process to change inputs to outputs
(production, management, processes)

27
Q

Outputs

A

Results of inputs transformed in/by organization (goods & services, profit & loss, information, human results)

28
Q

Feedback

A

Outputs from a system that are recycled as inputs to prevent errors or to improve the system in the future.

29
Q

Skills needed by all managers:

A
  1. Technical Skills
  2. Human Skills
  3. Conceptual Skills
30
Q

Technical Skills

A

Skills needed to do the production work
- mostly needed by frontline managers
- decrease as management level increases
- top-level managers need least amount of technical skills

31
Q

Human Skills

A

Skills to work well/communicate with others
- Personal attributes, knowledge, & learned behavior
- Universal requirement for all managers
- People are the most valuable resource

32
Q

Conceptual Skills

A

Working with abstract concepts and ideas
- mostly needed by top-level management
- less at lower-level management/frontline managers

33
Q

Functions of Managers

A
  • Planning
  • Organizing
  • Leading
  • Controlling
34
Q

Planning

A

Management function that involves developing a mission, setting goals and outlining the steps to meet those goals
- Short-term plans
- Long-term plans
- Strategic plans

35
Q

Short-term plans

A
  • “process goals” that can be completed in - days, weeks, or months
  • geared toward fulfilling long-term goals
    Examples: purchase equipment, train staff
36
Q

Long-term plans

A
  • “outcome goals” which generally cover 3-5 years
    Examples: Move from shared office to private one
37
Q

Strategic plans

A

global plans that reflect the organization’s mission (set the direction for the organization)

38
Q

Organizing

A

Management function that establishes an orderly, systematic method of dealing with work/issues
- Staffing
- Work processes
- Workflow and equipment
- Production Schedules
- Policies and Procedures (P&P)

39
Q

Policies and Procedures

A

Objective: provide guidance to individuals performing tasks and ensure consistency

Policy: states the organizations stance on the topic (all employees will follow proper handwashing procedure); reflects the mission and values of the organization

Procedure: step by step of what should happen (steps for proper handwashing)

40
Q

Leading

A

Management function that deals with the direction, motivation, and coordination of staff and their activities (leadership style must be consistent with the mission)

41
Q

Controlling

A

Management function that evaluates work that is done to ensure that standards are met and that the work is done as planned
- Inspect what you expect
- One of the benefits of MBWA (management by walking around)
- Outcome Criteria may be used to measure how well the work has been done

42
Q

Outcome Criteria

A

Measure how well the work has been done; evaluate manager’s performance/decisions
- Effective: Doing the right thing – meeting goals
- Efficient: Doing the right thing in the right way – using resources appropriately
- Appropriate: Adapted to the circumstances
- Adequate: In the correct amount

43
Q

Management Roles

A
  1. Interpersonal
  2. Informational
  3. Decisional
44
Q

Interpersonal roles

A

Managerial role in which manager acts as a figurehead, leader, or liaison (working with others)

45
Q

Informational roles

A

Managerial role in which the manager processes and disseminates news and data or serves as a spokesperson

46
Q

Decisional roles

A

Managerial role that involves making choices that impact the work and work environment

NEP 450 Exam 1 (6 decks)

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