ENTREP | LESSON 2

Question 1

Two forms of Purpose

Answer 1

• Current Purpose - MISSION • Future Purpose - VISION

Question 2

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

Answer 2

Mission

Question 3

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

Answer 3

Vision

Question 4

Supporting both the current and future purpose are

Answer 4

Values

Question 5

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

Answer 5

Values

Question 6

provide a powerful directional force

Answer 6

Mission, vision and values

Question 7

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

Answer 7

Mission

Question 8

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

Answer 8

Mission

Question 9

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

Answer 9

Mission of an organization

Question 10

A good mission statement should answer the following four questions:

Answer 10

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

Question 11

A good mission statement meets the following criteria:

Answer 11

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

Question 12

DLSMHSI VISION N MISSION

Answer 12

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

Question 13

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

Answer 13

Vision statement

Question 14

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

Answer 14

Vision (Greenleaf in Horwath, 2005)

Question 15

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

Answer 15

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

Question 16

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

Answer 16

Goals (Bryan and DiMartino, 2010).

Question 17

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

Answer 17

Goals (Hill, n.d.)

Question 18

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

Answer 18

Goals (Hill, n.d.)

Question 19

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

Answer 19

Objectives (Bryan and DiMartino, 2010

Question 20

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

Answer 20

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

Question 21

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

Answer 21

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

Question 22

the framework of reporting relationships in an organization

Answer 22

Organizational structure (Clawson and Pitts, 2008).

Question 23

Six (6) Components of Organizational Structure

Answer 23

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

Question 24

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

Answer 24

Chain of command (Devaney, 2014).

Question 25

It clarifies who reports to whom within the organization

Answer 25

Chain of Command

Question 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

Answer 26

Chain of command (Johnson, 2019).

Question 27

not only establishes accountability, it lays out a company’s lines of authority and decision-making power.

Answer 27

Chain of command

Question 28

refers to the number of people reporting to a supervisor

Answer 28

Span of control

Question 29

This refers to the number of subordinates a superior can effectively manage

Answer 29

Span of control

Question 30

The higher the ratio of subordinates to superiors, the

Answer 30

wider the span of control.

Question 31

Also known as the division of labor

Answer 31

Specialization

Question 32

It is the degree to which activities or tasks in an organization are broken down and divided into individual jobs

Answer 32

Specialization

Question 33

It describes the degree to which tasks in an organization are subdivided into separate jobs

Answer 33

Specialization

Question 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

Answer 34

Formalization

Question 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

Answer 35

Formalization

Question 36

refers to the process of grouping jobs together in order to coordinate common activities and tasks

Answer 36

Departmentalization

Question 37

Forms of Departmentalization

Answer 37

Functional
Product
Geographical
Process
Customer