M3 Flashcards
process of grouping together of
men and establishing relationships among
them, defining the authority and
responsibility of personnel
Organizing
establishing orderly
uses for all resources within the
management system.
Organizing
Primary focus on organizing
determining what individual
employees will do and how their individual efforts will be combined to attain the objectives.
5 Main Steps of the Organizing Process
- Reflect on plans & obj.
- Establish major tasks
- Divide major tasks into sub-task
- Allocate resources & directives for subtasks.
- Evaluate the result of organizing process
— FEEDBACK
The structure must reflect: (3)
- Objectives & plans
- Authority
- External environment
The structure must be:
Manned- consider people’s custom & traditions (based on principles)
Primary mechanism that managers use to
activate the plans.
Organizing
creates and maintains relationship
Organizing
minimize costly
weaknesses,
Organizing
the designated structure of the
activities, processes and people who make up the
business.
Nature of Organization
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.
Organization
the division of activities for
executives, departments and group of workers.
Organizational structure
If the structure is _____, the business has laid much of
the groundwork towards eventual achievement of goals.
logically designed, functionally correct
and competently staffed
> Principles of org
the division of activities for
executives, departments and group of workers.
Organizational structure
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 chart of its organization
refers to the degree to which
jobs in the organization are standardized
Formalization
refers to extent to which
decision making is concentrated at a single
point in the organization.
Centralizatiom
Complexity refers to the
degree to which units are dissimilar.
Differentiiation
3 Major Aspects of Organizational Theories
- Diffrentiation
- Formalization
3.Centralization
Degree of differentiation based on how many different types of either people or units are
included in the organization.
Horizaontal differentiation
take the form of multi-ownership of a variety of related
industries
Hori Differentiation
depth of the organizational hierarchy.
Verical hierarchy
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.
Vertical differentiation
Chain of command/no. of levels between the owner or president of the organization and the staff.
Verti organizational
It is a formalized design of intentional structures,
roles, and positions.
Nature of the Organization
It typically is represented by what is known as an ORGANIZATIONAL CHART.
Vertical differentiation
depicts the reporting relationships and the hierarchy of authority
in an organization.
Organizational chart
An organizational chart, depicts the _____ and the _____
in an organization.
reporting relationships & hierarchy of authority
The solid lines represent _____ important to the overall
objectives of the organization (line authority).
Direct reporting relationships
line authority
Solid line
The ____ represent direct reporting relationships important to the overall
objectives of the organization (line authority).
Solid line
degree to which the location of an organization‘s units is
in one place or spread across several locations.
Spatial differentiation
the degree to which the behavior of
organizational members is subject to organizational control
Presence of rules
-the extent to which organization
members must follow organizationally defined techniques in
dealing with situations they encounter
Procedural specifications
-the extent to which organizationally
defined ―universal standards are used in the personnel
selection and advancement process
Technical competencs
the extent to which both organization
members and outsiders are treated without regard to individual
qualities.
Impersonality
extent to which decision making is
concentrated at a single point in the organization.
Centralization
make most of the policy
decisions in a centralized organization.
The very top level of management
Formalization includes:
- Presence of rules,
- Procedural specification
- Technical competence
- Impersonality
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.
decentralize decision making
Satellite pharmacies in hospitals are decentralized in location only if
decision making
concerning the satellites still rests at one centralized point
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.
Division of labor
Pharmacists can ____
specialize in a particular field (e.g., geriatrics,
pediatrics, or disease states
Division of labor results in
more efficient use of the specialized skills of the
individual.
Negative cons of division of labor
the
professional may become very narrow in his or her abilities, and the
job could become routine
While responsibility for decisions cannot be passed on, authority to
make them can be vested with others.
Parity of authority & responsibility
As pharmacy organizations have tried to decentralize, employees
may have more than one person to whom they are reporting
Unity of command
A
structure that makes the most of unity of command concept is called
Matrix organization
takes the form of different specialists across several
departments working in teams on specific projects.
Matrix organization
integrates the activities of different specialists
while maintaining specialized organizational departments
Matrix organization
refers to how many people a manager effectively
controls.
Span of control
wide variation in the number of
individuals a pharmacist supervises.
Span of control
One pharmacist can supervise _____ in the pharmacy, or the pharmacist can ___.
Only 1 or 2 technicians or manage the entire store, including non-pharmacy personnel.
refers to grouping individuals according to
specific tasks.
Departamentalization
persons responsible for purchasing, distributing, and
managing drug products could constitute a department.
Departamentalization
One of the advantages of having departments is that the individuals
in a department share a ?
common vocabulary, training &
expertise.
DEPARTAMENTATION
increases efficiency and effectiveness of the
unit.
Departamentation
Diagram or drawing showing the important aspects of the
organization.
Organizational chart
4 purpose of organizational chart:
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.
It serves as a basis for customizing a structure to meet the
preferences of the owner and the goals of the pharmacy.
Formal organization
It can strengthen the cohesiveness within the pharmacy and it
can increase the chances of goal achievement for all.
Informal organization
Most common organizational structure
Formal
It can strengthen the cohesiveness within the pharmacy and it
can increase the chances of goal achievement for all.
Informal organizational chart
It is essential that everybody within the pharmacy understand
his or her position, reporting relationships, and tasks to be
performed.
Formal organizational structure
helps to ensure that everybody in the pharmacy understands
his or her position, reporting relationships, and tasks to be
performed.
Formal organizational structure
direct straight-line responsibility and control from the top
management.
Line organizational structure
All personnel are involved in some facet of the preparation and sale of
the pharmacy’s prescription and non-prescription merchandise.
Line organizational structure
Managers have the right to demand compliance in their subordinates
Line organizational structure
found mostly in small pharmacies that
employ relatively few people – typically three to eight.
Line organizational structure
This method is the most effective and efficient in a small pharmacy
Line organizational structure
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.
Line organization
This form of organization is the most common for larger pharmacies that have
experienced degree of success.
Line & staff organization
Line management still is held responsible for the operations of the business, but
are now assisted by technical specialists.
Line & staff organization
The staff managers’ functions are to assist, advice and coordinate the function on
a company-wide level.
Line & staff organization
2 types of formal organization
- line organization
-line & staff organization
One of the easiest methods for organizing a homogenous
group of employees is on the basis of their working hours.
Organization by time
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
Organization by number (informal)
It is applied to situations where there is considerable diversity in jobs
and skills required to perform them satisfactorily
Organization by function
serves to strengthen a work group and a means for sharing
expertise
Organization by function
3 types of informal organization
- Organization by time
- Organization by number
- Organization by function
It is the process of entrusting and transferring responsibility and
authority by the top management to the lowest level.
Delegation (slide)
It is a skill that the manager performs effectively if he practices
it.
Delegation
To be effective, the manager must _____. & what do u call this?
Motovates the subordinates
> Delegation
Positive motivation can be done by giving psychological,
monetary, or any tangible benefits.
Delegation
3 elements of delegation
- Responsibility
- Authority
3.Accountability
this is the work or duty assigned to a particular
position.
Responsibility
refers to the power or the right to be obeyed.
Authority
It is
the sum of the power and rights entrusted to make possible the
performance of the work delegated.
Authority
is the answerability of the obligation to
perform the delegated responsibility and to exercise the authority for the proper performance of the work.
Acountability
Cannot be delegated
Accountability
It is given to the people who accepts responsibility and is
accountable only to the extent that he is given the authority to
perform
Accountability
it is the right to give others orders and the power
to exact obedience.
Traditional
they believe that authority is
given by subordinate to superior.
Behaviorist/Social Scientist
authority based on expertise and specialization
Functional
3 types of authority
- Traditional
- Behaviorist/ Social scientist
- Functional
Easiest method of organizing a homogenous employees
Organization by time
Matrix organization is under
Unity of command
