MANAGEMENT OF ORGANIZATION Flashcards
- organized body of people with a particular purpose
organization
- greek word for organization
organon
- T/F - an organization is a system
true
- people joining together in pursuit of a common cause
organization
- self contained collection of interacting and interdependent components working towards a common purpose
system
- input. transform, output
system
- external sources in which system receive instruction
- maybe in a form of requests or budget from stakeholder
input
- internal processing followed after input, in the form of lab tests and equipment
transformation
- deliver the finish goods or services to external users
- in the form of lab results
output
- registered or legally acknowledge with the country
legal
- corporate
- government and non government orgs, political, educational institutions and charity
legal
- operated both public and private sector
hybrid
- group of volunteers to operate without legal formalities
voluntary association
- fraternities, clubs
voluntary association
- illegal organization
- operates underground
secret organization
- secret society, black markets, resistant movements, criminal orgs
secret organization
- characteristic of organizational system
- holistic and synergistic
- primary task
- more specialized
- open systems
- stability or equilibrium
- self regulation
- needed sources acquired and replaced
- skill, supplies machines and labor
input
- input converted to product and services
- in lab its in the form of lab tests using equipment and machines
transformation
- output mechanism , products and services produced and are delivered to the customers
- in the lab its in the form of lab results given to patients or doctors or any hc personnel
output
- reagents, supplies and test requests
input
- use of instruments and people to perform test procedures
transformation
- deliver results to patients and doctors
output
- ORGANIZATIONAL FACTORS shaping the manager’s job :LIFE CYCLE
starting point, stabilizing period, termination or begin again
- ORGANIZATIONAL FACTORS shaping the manager’s job
- factors which an outside influence the managed shaped the character and capabilities of the institution
- external environment
- general economic conditions
law and regulations
national and local customs
external environment
- the status quo is “ weve always done this way”
internal culture
- officially sanctioned lines of authority ASSIGNED BY THE OWNERS
formal bureaucracy
- alliances that form outside the boundaries of formal bureaucracy
- form the allegiance and interaction with common interest
informal groups
- Leader
formal: appointed
informal: ?
charisma
- Followers
formal: ?
informal: personal attraction
appointed
- purpose
formal:
informal:
recruitment incentives
peer motives
- shared opinions on how things should be done
formal: organizationally driven
informal:
social norms
- performance and commitment expectations
formal: ?
informal: issue focused
job and task standards
- sanctions
formal:
informal:
organizational rewards and punishment policies
peer pressure
- refers to the type of equipment, level of automation and nature of product or service
task to be performed
37, refers to the skill and knowledge of employee
people involved
- refers to the total space available the visibility and accessibility of the workers
workplace
- relationship between people within a group and the group themselves
appropriate options, design models and strategies
- focus entirely on the relationship between people and rely on THE HEIRARCHY’S FORMAL CHAIN OF COMMAND
- clear understanding of who is in charge and who is responsible for specific areas of work
Bureaucratic model
- who proposed or developed the bureaucratic model
Max Weber
- T/F- each job has a formally established set of official duties in a bureaucratic model
TRUE
- T/F- there is no hierarchy based chain of command in bureaucratic model
FALSE
44.T/F- rules and regulations are consistenly applied in a bureaucratic model
TRUE
- T/F - the system works its own” formalistic personality” in a bureaucratic model
TRUE
- T/F- hiring and firing are based on qualifications and performance
TRUE
- a model that attempts to tailor to organization structure to specific job needs dictated by the work situation.
- accomplished by looking at the type of work performed and ability of the staff to work independently
Situational model
- proponents of a technological model on the company’s type of production process
John Woodward and associates
- production of single pieces to costumer order
production of pieces in small batches
group 1( small batch and unit production)
- production of large batches assembly line type
mass production
group 2(large batch and mass production)
- continuous process of production 0f chemicals in batches
continuous flow of liquids, gases and solid shapes
group 3(continuous process production)
52.a repetitive task, minimally trained personnel
routine strategy
- non repetitive work, requires judgment and is performed by a professionally prepared staff
engineering strategy
- extremely skilled workers that produce unique products
craft strategy
- allows wide latitude in investigation and from more obstruct products
heuristic strategy
- assigned through the formal delegation of authority
line authority
- empowerment by formal job classification
authority
- T/F - manager’s power is not limited
False
- passing of authority and responsibility
delegation
- delegated from the owners to ceo
delegation routes
- factors to delegate
- ability of the employee to handle assignment
- time management skills
- nature of tasks
- straight line of authority
line authority
- two forms of line authority
- within the department
- within the institution
- from the admin to dept head to supervisor to staff of the lab
- within the department
- hospital admin to nursing dept to other depts then to the labs
- within the institution
66.influence exerted through control of support services
staff authority
- allow specialist to exercise control within the boundaries of their specialty
functional authority
- formal written map of the structural pam and authority delegation
organizational chart
- clarify the bureaucratic relationships between individual and work groups
organizational chart
- types of organizational charts
- functional top down
- divisional organization chart
- matrix organization chart
- flat organization chart
- traditional business structures, president at the top, followed by senior managers, middle managers etc
functional top down
72.employees are divided into teams by project
divisional org chart
- shows a company that operates using cross functional groups instead of verticals silos
matrix org chart
- shows few or no level of management between executives and all other employees
flat org chart
- empowers self management and greater decision making ability for every employee
flat org chart
76.types of traditional org chart
tall and flat org chart
- has many management layers, starts from the president last down line
tall
- few management layers, no clear identification between top managers and staff
flat structure
- cyclical in nature
- focuses on the organizational interdependence rather than on segregation and division
alternative chart form
- principles of org structures and authority
- departmentalization
- decentralization
- unity of command
- scalar principle
- span of control
- exception principle
- grouping together of related activities to make production process faster
departmentalization
- grouping people who are highly trained in a specific area
specialization
83.decision making process close to those who are actually performing the work
decentralization
- aka unity of direction
- individual should have only one boss
unity of command
85.linear system of authority providing direct vertical link from the board of directors to the lowest level worker
scalar principle
- limit to the number of people one person can effectively supervise within the limits of specific work conditions
span of control
- referring for resolution by a superior only those things that cannot be solved by employees at their own level
-exception principle
- current workplace generations are divided into four groups
Sarah Vinings
- born between 1922-1945
- the greatest depression, second world war , korean war
traditionalist
- motivated by respect and providing long term value to the company
communication style include personal touch, handwritten notes
traditionalist
- viewed as obedient individuals, age equate seniority advancing through the heirarchy
traditionalist
- employers should provide satisfying work and opportunities to contribute and emphasize stability
traditionalist
- dependable, straightforward, tactful loyal
traditionalist
- born between 1946-1964
fill leadership roles
baby boomers
- vietnam war, civil rights struggles, assassination of John F, kennedy and martin luther king jr and watergate
baby boomers
- grew up in prosperous economy with two parent families, only one worked
- motivated by company loyalty, teamwork duty
baby boomers
- comm styles: whatever is most efficient including phone calls and face to face
- achievers
baby boomers
- employers should provide specific goals and deadlines, put into mental roles, offer coaching style feedback to work properly
baby boomers
99.optimistic, competitive, workaholic, team oriented
baby boomers
- 1965-1981
- grow up in economic world of uncertainty
- parents are both working or divorced wc made children resilient and independent but also cynical
gen x
- shaped by AIDS pandemic, Fall of Berlin, dot com boom
- motivated by diversity, work ife balance personal professional interest
- communication: whatever is the most efficient phone calls face to fcae
gen x
- favors diversity, quick to move, resistant to change
gen x
- employers should give immediate feedback, provide flexible work arrangements and work balance, opportunities for personal development
gen x
- flexible, informal skeptical independent
gen x
- early 1980s- early 2000s
grew up in a time of marked advances in technology, internet 24/7 also economic uncertainty
grew up in merged families
also cynical but confident and social
gen y millenial
- motivated by responsibility quality of their manager and unique work experiences
- comm style: IMS, text emails
- seeking challenge, love challenges, likely to leave org if they dont like change
gen y millenial
107.employers should get to know them presonally, managed by results, be flexible, provide feedback
gen Y millennial
- competitive, civic and open minded, achievement oriented
gen Y millennial
- early 2001-2020
- shaped by great recession
- access technology at young ages
- employers provide formal training
gen z
- motivated by diversity, personalization, individuality, and creativity
- comm style: IMS, text and social media
- self identified, digital device addicts, value independence, prefer to work with millennial managers, innovative with co workers and good with technologies
gen z
- employers should offer opportunities to work for multiple projects at the same time, provide work balance and allow them to be self directed and independent
gen z
112.global, entrepreneurial, progressive, less focused
gen z
