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IPAML MIDTERM > M2 > Flashcards

M2 Flashcards

1
Q

Major policies are made only by ___

A

the top management

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2
Q

It is the process of thinking about and
organizing the activities required to achieve
a desired goal.

A

Planning

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3
Q

FORETHOUGHT

A

Planning

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4
Q

It represents the purposeful efforts taken
by an organization to maximize its future
success.

A

Planning

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5
Q

It involve more than just managers at high
levels, but it also involve front line
employees

A

Planning

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6
Q

Time and resources are invested in this stage for better outcome

A

Planning

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7
Q

8 Steps in planning process

A

Define or orient the planning process to a singular
purpose or a desired result
2. Assess the current situation.
3. Establish goals.
4. Identify strategies to reach those goals.
5. Establish objectives that support progress toward those
goals.
6. Define responsibiliti and timiliness for each objective
7. Write and communicate the plan.
8. Monitor progress toward meeting goals and objectives.

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8
Q

French Industrialist

A

Henry Frayol

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9
Q

The first to issue a complete statement on
a theory of general management

A

Henry frayol

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10
Q

His greatest contribution was the
discussion of management principles and
elements.

A

Henry Frayol

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11
Q

He provided the “14 Principles of
Management

A

Henry frayol

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12
Q

Assignment of specialized jobs
to various departments and/or
positions

A

Division of work

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13
Q

The best
way to use the human resources
of the organization

A

Work specialization

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14
Q

Work specialization is under

A

Division of work

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15
Q

The specific and limited number of subordinates that a manager
can effectively handle and control

A

Span of control

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16
Q

Range of control

A

Span of control

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17
Q

there are only so many
employees a manager can effectively supervise.

A

Principle of span of control

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18
Q

Managers must be able to give
orders.

A

Parity of Authority &
Responsibility

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19
Q

Authority gives them this right to give orders.

A

Parity of Authority &
Responsibility

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20
Q

Responsibility arises wherever
authority is exercised.

A

Parity of Authority &
Responsibility

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21
Q

____ arises whenever ____ is excercise

A

Responsibility, Authority

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22
Q

Every employee should
receive orders from only one
superior.

A

Unity of command

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23
Q

There should be one boss and
one plan for a group of activities
having the same objective.

A

Unity of direction

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24
Q

In any organizational structure,
ultimate authority rests at the top
and flows downward.

A

Scalar chain

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25
Q

Scopes of the limits to authority
and responsibility must be well
delineated on paper as well as in
the minds and actions of
employers and employees.

A

Scalar chain

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26
Q

This is especially true in hospitals
where there potentially can be
many “bosses” – hospital
administrators, physicians serving
as chiefs of staffs, etc

A

Scalar chain

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27
Q

The interest of one employee or
group of employees should not
prevail over the interest of the
business.

A

Subordination of individual interest to general interest

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28
Q

It is the extent to which authority is
concentrated.

A

Centralization

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29
Q

It is a system of management
wherein major policies are made
only by the top management.

A

Centralization

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30
Q

Employees should be given
enough time and period to prove

A

Stability of tenure

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31
Q

This can be applied through
probationary appointment

A

Stability of tenure

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32
Q

Training period for a newly employee usually max of ___ months

A

Probationay appointment, 6 months

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33
Q

This principle explains that “in
union there is strength”.

A

Esprit de Corps

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34
Q

Unnecessary elements should
be eliminated from all activities
as well as from the process and
procedures established for
carrying them

A

Simplicity

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35
Q

Ensure that there is a place for
everything.

A

Order

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36
Q

It results from kindness and
justice.

A

Equity

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37
Q

The method of payment should
be fair and should afford the
maximum possible satisfaction
to employees and employer.

A

Renumemeration

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38
Q

The method of payment should
be fair and should afford the
maximum possible satisfaction
to employees and employer.

A

Renumeration

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39
Q

To ensure that the organization
is doing the right things.

A

Strategic

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40
Q

Addresses what business the
organization is in, or ought to be
in

A

Strategic

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41
Q

To ensure that the organization
is prepared perform the
immediate tasks and objectives
to meet the goals and strategy of
the organization.

A

Operational

42
Q

To ensure that the organization is doing things
right

A

Operationam

43
Q

Long term (5–20 years);
scope includes all aspect
s of the organization;

A

Strategic

44
Q

external—
how the organization inte
racts with or controls its
environment.

A

Strategic

45
Q

short term (1–5 years);
scope is specific to the
immediate actions that
need to be taken to
move the organization
forward;

A

Operational

46
Q

viewpoint is internal -day
-to-day accomplishment
of tasks

A

Operational

47
Q

To determine the feasibility of a
specific business or program.

A

Business

48
Q

used to
make a decision about investing
in and moving forward with a program.

A

Business

49
Q

Short term (1–5 years);
can be used to make
decisions to start a new
business, expand a
business, or terminate a
business.

A

Business

50
Q

Defines the broad goals and the implementation over the long run

A

Strategic

51
Q

Supports tge strategic plan

A

Operational

52
Q

Ensures that the strategic plan will work

A

Operational planning

53
Q

To ensure the resources
necessary to achieve the goals
and strategy of the organization.

A

Resource

54
Q

can be comprehensive (all resources needed to achieve goals and strategic
plan of the organization) or can
focus on a specific type of
resource

A

Resource

55
Q

Midterm (1–10 years);
scope is specific to the
resource or resources
defined in the plan;

A

Resource

56
Q

viewpoint is internal—the
resource needs of the or
ganization.

A

Resource

> Midterm (1–10 years);
scope is specific to the
resource or resources
defined in the plan;

57
Q

viewpoint is internal—the
resource needs of the organization.

A

Resourcse

58
Q

Key elements include reporting
relationships, definition of
responsibilities, and definition of
authorities

A

Organizational

59
Q

Midterm (1–10 years);
scope specific to the
structural aspects of the
organization

A

Organizational

60
Q

Key elements include reporting
relationships, definition of
responsibilities, and definition of
authorities

A

Organizational planning

61
Q

viewpoint is internal—
how the company
organizes itself

A

Organizational

62
Q

To provide a fall back option or
direction should the original
strategy of the organization fail
or should something unexpected
occur

A

Contingency

63
Q

It can occur for a specific
anticipated situation, the most
common of which are business-
related crises (such as a labor st
rike), natural disasters, and
changes in management
personnel.

A

Contingency

64
Q

Short to long term (1–20
years);
scope is specific to the
particular situation that
may occur;

A

Contingency

65
Q

viewpoint is both external
(if the situation is
created in the
environment)
and internal.

A

Contingency

66
Q

The process of selecting an organization‘s goals,
determining the policies and programs (strategies)
necessary to achieve specific objectives until goals are
met

A

Strateguc planning

67
Q

It is also about establishing methods necessary to ensure
that the policies and strategic programs are implemented
(Steiner, Miner, and Gray, 1982).

A

Strategic planning

68
Q

has a lot to do with defining what a
company is all about and creating a ―”story” about the
organization.

A

Strategic planning

69
Q

Most essential of these statements are the vision
statement and the mission statement.

A

Strategic planning

70
Q

what the pharmacy organization wants to be at some
future time point

A

Vision

71
Q

should be short.

A

Vision

72
Q

should make people think and should
motivate people to strive for something greater.

A

vision statement

73
Q

It should inspire employees to create a
different futures for the organization.

A

Vision

74
Q

used in the strategic planning
process as both the beginning point and the end point.

A

Vision

75
Q

Once the ___ is set, then strategic planning is about how
to reach that end point

A

Vision

76
Q

used to define the mission of the organization

A

Vision

77
Q

the purpose of the company.

A

Mission

78
Q

defines what the company does or is

A

Mission

79
Q

statement of the present going ahead into the near future.

A

Mission

80
Q

It is a document written to create a sense of purpose for customers and
employees.

A

Mission

81
Q

should be short—usually no more than two
sentences.

A

Mission

82
Q

It focuses on the common purpose of the organization and may draw
from the values or beliefs held by the organization.

A

Mission

83
Q

It should help to differentiate the company from
others that provide the same products or services.

A

Mission

84
Q

not only what the
company does but also how it does it - essentially the differentiating
point

A

Mission

85
Q

Decision abt investment

A

Bussiness

86
Q

Identify & require the resources needed to achieve the goal

A

Resource

87
Q

Unifying the org to meet the needs of the company

A

Organizational

88
Q

Back up plan

A

Contingency

89
Q

Creating obj, & mission & vision

A

Strategic planning

90
Q

Will help you reach your goal; will act upon it

A

Objectives

91
Q

are established at
organizational, departmental, or individual level.

A

Objectives

92
Q

prescribes a definite scope and
suggests direction to maximize the efforts of a
manager.

A

Goal

93
Q

It is the process of mapping out the actions
necessary to accomplish short-term objectives

A

Operational

94
Q

It focuses on determining the day-to-day activities
that are necessary to achieve the long-term goals
of the organization

A

Operational

95
Q

___ defines what to do, and
____ defines how to do it.

A

strategic, operational

96
Q

an outline of the tactical
activities or tasks that must occur to support and
implement the strategic plan—sometimes called
tactic

A

Operational plan

97
Q

Tactics

A

Operational plan

98
Q

__ is about how to reach the endpoint (vision)

A

Strateguc planning

99
Q

provides a framework for
more detailed planning and day-
to- day decisions

A

Strategic

100
Q

It is a system of management
wherein major policies are made
only by the top management.

A

Centralization

101
Q

It has something to do with the direction in which
an individual or organization wants to move.

A

Objectives

102
Q

Viewpoint is internal- how the company organizes itself

A

Organization

IPAML MIDTERM (3 decks)

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