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IPAML MIDTERM > M3 > Flashcards

M3 Flashcards

1
Q

process of grouping together of
men and establishing relationships among
them, defining the authority and
responsibility of personnel

A

Organizing

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2
Q

establishing orderly
uses for all resources within the
management system.

A

Organizing

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3
Q

Primary focus on organizing

A

determining what individual
employees will do and how their individual efforts will be combined to attain the objectives.

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4
Q

5 Main Steps of the Organizing Process

A
  1. Reflect on plans & obj.
  2. Establish major tasks
  3. Divide major tasks into sub-task
  4. Allocate resources & directives for subtasks.
  5. Evaluate the result of organizing process

— FEEDBACK

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5
Q

The structure must reflect: (3)

A
  • Objectives & plans
  • Authority
  • External environment
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6
Q

The structure must be:

A

Manned- consider people’s custom & traditions (based on principles)

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7
Q

Primary mechanism that managers use to
activate the plans.

A

Organizing

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8
Q

creates and maintains relationship

A

Organizing

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9
Q

minimize costly
weaknesses,

A

Organizing

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10
Q

the designated structure of the
activities, processes and people who make up the
business.

A

Nature of Organization

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11
Q

executive structure of a business, a framework or
backbone by which the work of a business provides the
required channels, points of origin, and flow of
management direction and control.

A

Organization

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12
Q

the division of activities for
executives, departments and group of workers.

A

Organizational structure

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13
Q

If the structure is _____, the business has laid much of
the groundwork towards eventual achievement of goals.

A

logically designed, functionally correct
and competently staffed

> Principles of org

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14
Q

the division of activities for
executives, departments and group of workers.

A

Organizational structure

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15
Q

Every company should have a____ so
that the structure may be visualized as a whole, every
department as function is properly related to the rest, and
a weakness is revealed for correction.

A

a chart of its organization

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16
Q

refers to the degree to which
jobs in the organization are standardized

A

Formalization

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17
Q

refers to extent to which
decision making is concentrated at a single
point in the organization.

A

Centralizatiom

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18
Q

Complexity refers to the
degree to which units are dissimilar.

A

Differentiiation

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19
Q

3 Major Aspects of Organizational Theories

A
  1. Diffrentiation
  2. Formalization
    3.Centralization
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20
Q

Degree of differentiation based on how many different types of either people or units are
included in the organization.

A

Horizaontal differentiation

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21
Q

take the form of multi-ownership of a variety of related
industries

A

Hori Differentiation

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22
Q

depth of the organizational hierarchy.

A

Verical hierarchy

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23
Q

One key feature of an organization is the chain of command, or the number of levels
between the owner or president of the organization and the staff.

A

Vertical differentiation

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24
Q

Chain of command/no. of levels between the owner or president of the organization and the staff.

A

Verti organizational

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25
Q

It is a formalized design of intentional structures,
roles, and positions.

A

Nature of the Organization

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26
Q

It typically is represented by what is known as an ORGANIZATIONAL CHART.

A

Vertical differentiation

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27
Q

depicts the reporting relationships and the hierarchy of authority
in an organization.

A

Organizational chart

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28
Q

An organizational chart, depicts the _____ and the _____
in an organization.

A

reporting relationships & hierarchy of authority

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29
Q

The solid lines represent _____ important to the overall
objectives of the organization (line authority).

A

Direct reporting relationships

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30
Q

line authority

A

Solid line

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31
Q

The ____ represent direct reporting relationships important to the overall
objectives of the organization (line authority).

A

Solid line

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32
Q

degree to which the location of an organization‘s units is
in one place or spread across several locations.

A

Spatial differentiation

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33
Q

the degree to which the behavior of
organizational members is subject to organizational control

A

Presence of rules

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34
Q

-the extent to which organization
members must follow organizationally defined techniques in
dealing with situations they encounter

A

Procedural specifications

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35
Q

-the extent to which organizationally
defined ―universal standards are used in the personnel
selection and advancement process

A

Technical competencs

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36
Q

the extent to which both organization
members and outsiders are treated without regard to individual
qualities.

A

Impersonality

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37
Q

extent to which decision making is
concentrated at a single point in the organization.

A

Centralization

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38
Q

make most of the policy
decisions in a centralized organization.

A

The very top level of management

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39
Q

Formalization includes:

A
  • Presence of rules,
  • Procedural specification
  • Technical competence
  • Impersonality
40
Q

More recently, the trend has been to ______
and move it down in the organization to lower levels of management
and/or even to staff-level employees.

A

decentralize decision making

41
Q

Satellite pharmacies in hospitals are decentralized in location only if

A

decision making
concerning the satellites still rests at one centralized point

42
Q

This can be seen in pharmacy when there is a separation of
pharmacists into those who only participate in dispensing functions
and those who only participate in clinical functions.

A

Division of labor

43
Q

Pharmacists can ____

A

specialize in a particular field (e.g., geriatrics,
pediatrics, or disease states

44
Q

Division of labor results in

A

more efficient use of the specialized skills of the
individual.

45
Q

Negative cons of division of labor

A

the
professional may become very narrow in his or her abilities, and the
job could become routine

46
Q

While responsibility for decisions cannot be passed on, authority to
make them can be vested with others.

A

Parity of authority & responsibility

47
Q

As pharmacy organizations have tried to decentralize, employees
may have more than one person to whom they are reporting

A

Unity of command

48
Q

A
structure that makes the most of unity of command concept is called

A

Matrix organization

49
Q

takes the form of different specialists across several
departments working in teams on specific projects.

A

Matrix organization

50
Q

integrates the activities of different specialists
while maintaining specialized organizational departments

A

Matrix organization

51
Q

refers to how many people a manager effectively
controls.

A

Span of control

52
Q

wide variation in the number of
individuals a pharmacist supervises.

A

Span of control

53
Q

One pharmacist can supervise _____ in the pharmacy, or the pharmacist can ___.

A

Only 1 or 2 technicians or manage the entire store, including non-pharmacy personnel.

54
Q

refers to grouping individuals according to
specific tasks.

A

Departamentalization

55
Q

persons responsible for purchasing, distributing, and
managing drug products could constitute a department.

A

Departamentalization

56
Q

One of the advantages of having departments is that the individuals
in a department share a ?

A

common vocabulary, training &
expertise.

DEPARTAMENTATION

57
Q

increases efficiency and effectiveness of the
unit.

A

Departamentation

58
Q

Diagram or drawing showing the important aspects of the
organization.

A

Organizational chart

59
Q

4 purpose of organizational chart:

A

a. to view the firm‘s structure as a whole
b. to divide the different duties or functions
in the business
c. shows the grouping of departments for easier direction and
control of activities
d. to sorts the responsibilities of the positions so that time and
efforts are not duplicated and wasted.

60
Q

It serves as a basis for customizing a structure to meet the
preferences of the owner and the goals of the pharmacy.

A

Formal organization

61
Q

It can strengthen the cohesiveness within the pharmacy and it
can increase the chances of goal achievement for all.

A

Informal organization

62
Q

Most common organizational structure

A

Formal

63
Q

It can strengthen the cohesiveness within the pharmacy and it
can increase the chances of goal achievement for all.

A

Informal organizational chart

64
Q

It is essential that everybody within the pharmacy understand
his or her position, reporting relationships, and tasks to be
performed.

A

Formal organizational structure

65
Q

helps to ensure that everybody in the pharmacy understands
his or her position, reporting relationships, and tasks to be
performed.

A

Formal organizational structure

66
Q

direct straight-line responsibility and control from the top
management.

A

Line organizational structure

67
Q

All personnel are involved in some facet of the preparation and sale of
the pharmacy’s prescription and non-prescription merchandise.

A

Line organizational structure

68
Q

Managers have the right to demand compliance in their subordinates

A

Line organizational structure

69
Q

found mostly in small pharmacies that
employ relatively few people – typically three to eight.

A

Line organizational structure

70
Q

This method is the most effective and efficient in a small pharmacy

A

Line organizational structure

71
Q

Direct straight-line responsibility and control is established from the
general manager to the department or section head on the same level of
authority is independent of the other.

A

Line organization

72
Q

This form of organization is the most common for larger pharmacies that have
experienced degree of success.

A

Line & staff organization

73
Q

Line management still is held responsible for the operations of the business, but
are now assisted by technical specialists.

A

Line & staff organization

74
Q

The staff managers’ functions are to assist, advice and coordinate the function on
a company-wide level.

A

Line & staff organization

75
Q

2 types of formal organization

A
  • line organization
    -line & staff organization
76
Q

One of the easiest methods for organizing a homogenous
group of employees is on the basis of their working hours.

A

Organization by time

77
Q

A homogenous group of employees (e.g. pharmacists, technician) that is too large
to be effectively supervised by one person can be grouped on the basis of
numbers

A

Organization by number (informal)

78
Q

It is applied to situations where there is considerable diversity in jobs
and skills required to perform them satisfactorily

A

Organization by function

79
Q

serves to strengthen a work group and a means for sharing
expertise

A

Organization by function

80
Q

3 types of informal organization

A
  1. Organization by time
  2. Organization by number
  3. Organization by function
81
Q

It is the process of entrusting and transferring responsibility and
authority by the top management to the lowest level.

A

Delegation (slide)

82
Q

It is a skill that the manager performs effectively if he practices
it.

A

Delegation

83
Q

To be effective, the manager must _____. & what do u call this?

A

Motovates the subordinates
> Delegation

84
Q

Positive motivation can be done by giving psychological,
monetary, or any tangible benefits.

A

Delegation

85
Q

3 elements of delegation

A
  1. Responsibility
  2. Authority
    3.Accountability
86
Q

this is the work or duty assigned to a particular
position.

A

Responsibility

87
Q

refers to the power or the right to be obeyed.

A

Authority

88
Q

It is
the sum of the power and rights entrusted to make possible the
performance of the work delegated.

A

Authority

89
Q

is the answerability of the obligation to
perform the delegated responsibility and to exercise the authority for the proper performance of the work.

A

Acountability

90
Q

Cannot be delegated

A

Accountability

91
Q

It is given to the people who accepts responsibility and is
accountable only to the extent that he is given the authority to
perform

A

Accountability

92
Q

it is the right to give others orders and the power
to exact obedience.

A

Traditional

93
Q

they believe that authority is
given by subordinate to superior.

A

Behaviorist/Social Scientist

94
Q

authority based on expertise and specialization

A

Functional

95
Q

3 types of authority

A
  • Traditional
  • Behaviorist/ Social scientist
  • Functional
96
Q

Easiest method of organizing a homogenous employees

A

Organization by time

97
Q

Matrix organization is under

A

Unity of command

IPAML MIDTERM (3 decks)

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