ENTREP | LESSON 2 Flashcards

1
Q

Two forms of Purpose

A

• Current Purpose - MISSION • Future Purpose - VISION

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2
Q

a clear, concise, and enduring statement of reasons for an organization’s existence today

A

Mission

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3
Q

represents future purpose providing a mental picture of the aspirational existence that an organization is working toward.

A

Vision

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4
Q

Supporting both the current and future purpose are

A

Values

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5
Q

the ideals and principles which guide the thoughts and
actions of an organization and define its character.

A

Values

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6
Q

provide a powerful directional force

A

Mission, vision and values

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7
Q

is an assumed responsibility of the company born from its
social goals.

A

Mission

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8
Q

reflects the way in which vision can be transformed into a tangible existence for the company.

A

Mission

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9
Q

represents the reason for existence and for creating value for society.

A

Mission of an organization

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10
Q

A good mission statement should answer the following four questions:

A
  1. What function is performed?
  2. How is the function performed?
  3. For whom is the function performed?
  4. Why is the function performed?
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11
Q

A good mission statement meets the following criteria:

A

• Clear
• Concise
• Answers What? How? Who? Why?
• Captures uniqueness • Reflects values

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12
Q

DLSMHSI VISION N MISSION

A

De La Salle Medical and Health Sciences Institute shall be the preferred institution and employer for medical and health education, patient care, and research.

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13
Q

answers “Where is our purpose headed in the future?”

A

Vision statement

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14
Q

excites the imagination and challenges people to work for something they do not yet know how to do.”

A

Vision (Greenleaf in Horwath, 2005)

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15
Q

Six characteristics of a sound vision statement (Kotter in Horwath, 2005).

A

• Imaginable • Desirable
• Feasible
• Focused
• Flexible
• Communicable

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16
Q

general guidelines that explain what you want to achieve in your organization

A

Goals (Bryan and DiMartino, 2010).

17
Q

are usually set first, followed by objectives that help you measure your progress toward those goals

A

Goals (Hill, n.d.)

18
Q

are broader, more general statements of what you intend to achieve. They are pursued over a longer term than objectives are

A

Goals (Hill, n.d.)

19
Q

define strategies or implementation steps to attain the identified goals. They are specific, measurable, and have a defined completion date. They are more specific and outline the “who, what, when, where, and how” of reaching the goals

A

Objectives (Bryan and DiMartino, 2010

20
Q

are descriptions of exactly what is to be done in order to meet your goals. They are clear and specific statements of what you plan to accomplish. They are short-term, measurable, and achievable over a specified period of time. It is normal to have several objectives for each goal

A

Objectives (DSO, California State University - Fullerton, 2010)

21
Q

a way by which organizational activities are divided, organized, and coordinated

A

Organizational structure (Ahmady, Mehrpour, and Nikooravesh, 2016)

22
Q

the framework of reporting relationships in an organization

A

Organizational structure (Clawson and Pitts, 2008).

23
Q

Six (6) Components of Organizational Structure

A
  1. Chain of Command
  2. Span of Control
  3. Centralization
  4. Specialization
  5. Formalization
  6. Departmentalization
24
Q

It is an unbroken line of authority that extends from top of the organization all the way down to the bottom

A

Chain of command (Devaney, 2014).

25
It clarifies who reports to whom within the organization
Chain of Command
26
It refers to a company's hierarchy of reporting relationships – from the bottom to the top of an organization, who must answer to whom
Chain of command (Johnson, 2019).
27
not only establishes accountability, it lays out a company’s lines of authority and decision-making power.
Chain of command
28
refers to the number of people reporting to a supervisor
Span of control
29
This refers to the number of subordinates a superior can effectively manage
Span of control
30
The higher the ratio of subordinates to superiors, the
wider the span of control.
31
Also known as the division of labor
Specialization
32
It is the degree to which activities or tasks in an organization are broken down and divided into individual jobs
Specialization
33
It describes the degree to which tasks in an organization are subdivided into separate jobs
Specialization
34
is the key differentiator as it takes into account the degree to which an employee’s tasks and activities are governed by rules, procedures, and other mechanisms
Formalization
35
It refers to the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures
Formalization
36
refers to the process of grouping jobs together in order to coordinate common activities and tasks
Departmentalization
37
Forms of Departmentalization
Functional Product Geographical Process Customer