Management of Organization Flashcards
1
Q
an organized body of people with a particular purpose
A
Organization
- from Greek “organon” = “organ”
- a system/entity that result from people joining together in pursuit of a common cause
2
Q
a self-contained collection of interacting & interdependent components working toward a common purpose
A
System
- input -> transformation -> output
- social system = a group of people
3
Q
types of organization
A
a. legal
b. hybrid
c. voluntary association
d. secret organization
4
Q
organizations that are registered
A
Legal organizations
- legally acknowledged with (or by) the country
- corporate orgs
- government orgs
- NGOs
- political, educational institutions
- charities
5
Q
organizations that operate in both public & private sectors
A
Hybrid organizations
- simultaneously fulfill public duties & develop market activities
6
Q
a group of volunteers who operate without legal formalities
A
Voluntary associations
- clubs, fraternities
7
Q
organizations that operate undergroun
A
Secret organizations
- “illegal organizations”
- secret societies
- black markets
- resistant movements
- criminal organizations
8
Q
characteristics of organizational systems
A
- Holistic & synergistic
- interdependent & supportive - Have a primary task
- duties that are necessary because of the nature of the system’s products/services (dedicated & deliver timely results to patients) - Internal components change & become progressively more specialized
- adaptation, change, evolution of systems - Operate as open systems
- receiving & delivering products to the environment (eg. other labs) - Seek a state of stability or equilibrium
- managers need to direct or influence the team towards the common goal - Must have a mechanism for self-regulation
- effective feedback network must be in place
9
Q
functions of organizational systems
A
a. input
b. transformation
c. output
10
Q
describe input
A
- EXTERNAL SOURCES in which a system receives instructions or resources
- needed resources acquired & replaced
- supplies, knowledge, machines, labor
- lab: budget, lab requests, reagents, supplies
11
Q
describe transformation
A
- the INTERNAL PROCESSING following input
- inputs converted into products & services
- lab: tests, equipment, people
12
Q
describe output
A
- delivering the FINISHED GOODS, SERVICES to external users
- lab: results, lab wastes
13
Q
organizational forces shaping the manager’s job
A
- life cycle of the organization
- external environment
- internal culture
14
Q
life cycle of the organization
A
starting point -> stabilizing period -> termination/begin again
15
Q
external environment (factors) that shapes the character & capabilities of the institution
A
- general economic conditions
- law & regulations
- national & local customs
- transportation routes
- funding sources
- available work force
- weather condition
16
Q
status quo of the organization’s internal culture
A
“we have always done it this way”
17
Q
organizational structures
A
a. Formal bureaucracy
- officially sanctioned lines of authority assigned by the owners
b. Informal groups
- alliances that form outside the boundaries of the formal bureaucracy
- formed from the allegiance & interaction of people with common interest
18
Q
identify organizational structure:
- leaders = appointed
- followers = recruitment incentives
- purpose = profit, social goals
- shared opinions (how things should be done) = organizationally driven
- performance & commitment expectations = job, task standards
- sanctions = organizational rewards & punishment policies
A
FORMAL structure
19
Q
identify organizational structure:
- leaders = charisma
- followers = personal attraction
- purpose = peer motives
- shared opinions (how things should be done) = social norms
- performance & commitment expectations = issue-focused
- sanctions = peer pressure
A
INFORMAL structure
- peer pressure = praise vs. temporary rejection
20
Q
factors in assessing the structural design of an organization
A
- design elements & factors
- appropriate options, design models, strategies
- delegation of authority
- formal organizational charts
21
Q
design elements & factors include..
A
a. tasks to be performed
- main object of attention
- type of equipment, level of automation, nature of the product or service
- what work needs to be performed & the best method for getting the job done
b. people involved
- skills, knowledge of employees
- personal talents, educational levels, personal/cultural background
c. workplace
- total space available, visibility & accessibility of workers, supervisors
- other physical elements that can influence how the company is organized
22
Q
relationship between people within a group & between the groups themselves
A
Design models, strategies, options
- essentials for any structural organizational plan
- 2 broad groups of models:
- bureaucratic
- situational
23
Q
a model that focuses entirely on the relationship between people & rely on the hierarchy’s formal chain of command
A
Bureaucratic model
- there is a clear understanding of who is in charge, who is responsible for specific areas of work
- basic features introduced by Max Weber
24
Q
basic features of a bureaucratic model by Max Weber
A
- each job has a formally established set of OFFICIAL DUTIES
- there is a HEIRARCHY-BASED COC
- RULES & REGULATIONS are consistently applied
- the system works as its own FORMALISTIC PERSONALITY w/o attachment of human emotions
- hiring & firing are based on QUALIFICATIONS & PERFORMANCE
25
a model that attempts to tailor the organization structure to specific job needs dictated by the work situation
Situational model
- looks at both the type of work to be performed & the ability of the staff to work independently
- technological model developed by Joan Woodward & associates
- - based on the company's type of production process
26
Joan Woodward's situational model
Group 1: small batch & unit production
- low technical complexity
Group 2: large batch & mass production
- moderate technical complexity
Group 3: continuous process production
- high technical complexity
27
a strategy that grades crucial variables in each unit by grouping them according to the task to be performed, type of personnel needed, & history of each section
Matrix scheme
- structural strategies:
- - routine = repetitive tasks; needs minimally trained workforce
- - engineering = non-repetitive work; requires judgment; performed by professionally prepared staff
- - craft = extremely skilled workers; producing unique products
-- heuristic (discovery) = wide latitude in investigation; form more obstruct products (eg. research & development)
28
the empowerment of an individual to make commitments & act on behalf of the firm
Authority
| - "power", "influence", "knowledge", "control", "appointment", "responsibility"
29
passing of authority & responsibility to someone else
Delegation
- manager has to give trust & control to the other person
- can be permanent or temporary
* fear of delegation
- there is lack of confidence (manager or the staff)
- managers may see it as a personal threat to their position, or use it as a way of punishing the staff
30
T/F:
| all authority is delegated from the employees of the organization to the adminstrators
FALSE
| - delegated from the OWNERS to the CHIEF EXECUTIVE OFFICE
31
factors in deciding when, how, & to whom to delegate
- ability of the employee to handle the assignment
- time management skills of the manager
- nature of tasks
32
types & roles of authority
- line authority
- staff authority
- functional authority
33
supervisory responsibility is assigned through the formal delegation of authority
Line authority
- straight line
- 2 forms of line authority in hospital-based labs:
- - within the dept. = admin -> dept. head -> supervisors -> staff
- - within the institution = hospital admin -> other dept. heads -> lab
34
influence is exerted through the control of support services
Staff authority
- provide recommendations to the line manager
- set institution-wide policies
- provide supportive services indirectly
35
allows specialists to exercise control within the boundaries of their specialty although they are outside the formal organization structure
Functional authority
- ex: physician - lab relationship
- - doctors are not part of the lab, but they still exercise authority in handling the results
36
a formal written map of the structural plan & authority delegation
Organizational chart
- attempts to clarify the bureaucratic relationships between the individuals & work groups
- show work responsibilities & reporting relationships
- allow leadership to more effectively manage growth or change
- allow employees to better understand how their work fits into the organization's overall scheme
- improve lines of communication
- create a visual employee directory
- present other types of info (eg. business entity structures, data hierarchies)
37
tyes of organizational charts
- functional top-down
- divisional
- matrix
- flat
38
reflect traditional business structures
Functional top-down
- top to bottom:
- - president
- - senior managers
- - middle managers
- - staff
39
reflects companies organized by division or department
Divisional org. chart
| - from heads to team members
40
reflects companies where employees are divided into teams by project or product
Matrix org. chart
- project/product manager reports to functional division manager
- operating using cross-functional groups
41
shows few or no level of management between executives & all other employees
Flat org. chart
- empowers self-management & greater decision-making ability for every employee
- used by small businesses or organizations
42
forms of organizational chart
a. traditional
- tall
- flat
b. alternative
43
an organizational chart that has many management layers
Tall
| - top: president
44
an organizational chart that has few management layers
Flat
| - no clear indication between the top managers & their staff
45
cyclical organizational chart
Alternative chart
- made to get away from the bureaucratic pyramid style org. charts
- focuses on organizational interdependence rather than on segregation & division
46
principles of organizational structure & authority
- departmentalization
- decentralization
- unity of command
- scalar principle
- span of control
- exception principle
47
grouping together of related activities to make production faster
Departmentalization
| - applies the principle of specialization
48
define specialization
- grouping people who are highly trained in a specific area with the specialized workspace & equipment to effectively produce a product or service
- first described by Adam Smith (1776, Wealth of Nations)
49
decision-making is done from those who are close to those actually performing the work
Decentralization
| - frees upper-level managers to focus on other issues (which only they can deal with)
50
"each individual should only have 1 boss"
Unity of command
| - "unity of direction"
51
provide direct vertical link from the BOD to the lowest level worker
Scalar principle
| - linear system of authority
52
definable limit to the number of people one person can effectively supervise within the limits of specific work condition
Span of control
53
the manager & staff are able to do their jobs without having to check with a supervisor about every detail
Exception principle
| - referring for resolution by a superior = only those things that cannot be solved by employees at their own level
54
Sarah Vining
- current workplace generations are divided into groups based on their birth year
- each group has had certain formative influences that helped to determine their attributes
55
people born between 1922-1945
Traditionalists
- "the greatest generation"
- events: Great Depression, WWII, Korean War
- motivations: respect, providing long-term value to the company
- communication styles: personal touch, handwritten notes
- world view: obedient
- age = seniority; advancing through the hierarchy
56
T/F:
| for traditionalist workers, employers should provide satisfying work & opportunities to contribute & emphasize stability
TRUE
57
traditionalist workers are..
- dependable
- straightforward
- tactful
- loyal
58
workers are optimistic, competitive, workaholics, team-oriented
Boomers (1946-1964)
- events: Vietnam War, Civil Rights struggles, Assassination of JFK, MLK, Jr., Watergate
- the sexual generation
- - led them to question authority & social institutions
- typically fill leadership roles; grew up in a prosperous economy; 2-parent families, only 1 worked
- motivation: company loyalty, teamwork, duty
- communication styles: whatever is most efficient; phone calls, face-to-face
- world view: achievers
- - achievement comes after paying one's dues
- - sacrifice for success
59
T/F:
| for boomer workers, employers should provide them with broad, general goals & not offer feedback
FALSE
- employers should provide SPECIFIC GOALS, DEADLINES
- put them into mental roles
- offer coaching-style feedback
60
Gen. X
- born between 1965-1981
- events: AIDS epidemic, Fall of Berlin, Dot Com Boom, Economic uncertainty
- grew up in a world filled with rapid change & without solid traditions
- both parents working or are divorced
- - children are resilient, independent, but cynical
- motivations: diversity, work-life balance, personal/professional interest rather than the company's
- communication styles: whatever is most efficient; phone calls, face-to-face
- world view: someone who favors diversity, quick to move if employer fails to meet their needs, resistant to change at work if it affects personal lives
61
For Gen X workers, employers should give them _____________ & provide ___________, opportunities for personal development
- immediate feedback
| - flexible work arrangements & work balance
62
Gen X workers are..
- flexible
- informal
- skeptical
- independent
63
workers are competitive, civic & open-minded, achievement-oriented
Gen Y: Millennials
- early 1980s - early 2000s
- events: Columbine, 9/11, Internet & Technology, Economic uncertainty
- many grew up in merged families
- - confident, social, have fun, but cynical
- motivations: responsibility, quality of their manager, unique work experiences
- communication styles: IMS, text, e-mails
- world view: someone seeking challenge & development, fun & balanced work-life, likely to leave the organization if they don't like change
64
IMS
Instant Messaging Service
65
T/F:
for Millennial workers, employers should get to know them personally, manage by results, be flexible on their schedules & work assignments, and provide feedback
TRUE
66
Those born between early 2001-2020
Gen. Z
- events: Great Recession
- access technology at a young age
- expects employers to provide formal training
- motivations: diversity, personalization, individuality, creativity
- communication styles: IMS, text, social media
- world view: self-identified digital device addicts, value independence & individuality, prefer to work with millennial managers, innovative with co-workers, good/adaptable with new tech
67
For Gen Z workers, employers should offer opportunities to work for ___________, provide work-life balance, and allow them to be ____________ & _________
- multiple projects at the same time
| - self-directed & be independent
68
Gen Z workers are..
- global
- entrepreneurial
- progressive
- less focused
