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MODULE 2 Flashcards

1
Q

It is the PROCESS OF THINKING about and ORGANIZING THE ACTIVITIES required to achieve a desired goal.

A

PLANNING

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2
Q

It REPRESENTS the PURPOSEFUL EFFORTS taken by an organization to maximize its future success

A

PLANNING

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3
Q

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

A

PLANNING

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4
Q

____________ are invested in the planning stage for better outcome

A

TIME AND RESOURCES

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5
Q

FORETHOUGHT

A

PLANNING

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6
Q

STEPS IN PLANNING PROCESS

A
  1. DEFINE OR OREINT 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 RESPONSIBILITIES and timelines for each objective.
  7. WRITE AND COMMUNICATE the plan.
  8. MONITOR PROGRESS toward meeting goals and objectives.
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7
Q
  • French Industrialist
  • The FIRST TO ISSUE a complete statement on a THEORY OF GENERAL MANAGEMENT.
A

HENRY FAYOL

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8
Q

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

A

HERNY FAYOL

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9
Q

He provided the “14 Principles of
Management”

A

HENRY FAYOL

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10
Q

o ASSIGNMENT of specialized jobs to various departments and/or positions.

A

DIVISION OF WORK

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11
Q

is THE BEST WAY to use the human resources of the organization. (Division of work)

A

WORK SPECIALIZATION

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12
Q

Managers must be able to GIVE ORDERS

A

PARITY OF AUTHORITY & RESPONSIBILITY

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13
Q

______ arises wherever authority is exercised.

A

RESPONSIBILITY

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14
Q

The SPECIFIC AND LIMITED number of subordinates that a manager can effectively handle and control.

A

SPAN OF CONTROL

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15
Q

The principle of _______ states that there are only so many employees a manager can effectively supervise.

A

SPAN OF CONTROL

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16
Q

Every employee should RECEIVE ORDERS from only ONE SUPERIOR.

A

UNITY OF COMMAND

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17
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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18
Q

In any organizational structure, ULTIMATE AUTHORITY RESTS AT THE TOP and flows downward.

A

SCALAR CHAIN

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19
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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20
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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21
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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22
Q

It is the extent to which authority is CONCENTRATED.

A

CENTRALIZATION

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23
Q

It is A SYSTEM OF MANAGEMENT wherein MAJOR POLICIES are made only by the TOP MANAGEMENT.

A

CENTRALIZATION

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24
Q

Employees should be given ENOUGH TIME AND PERIOD to prove their worth to the company.

A

STABILITY OF TENURE

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25
STABILITY OF TENURE can be applied through _______ appointment
PROBATIONARY
26
This principle explains that “IN UNION THER EIS STRENGTH”.
ESPRIT DE CORPS
27
It EMPHASIZES THE NEED FOR TEAMWORK and the importance of communication in obtaining it.
ESPRIT DE CORPS
28
UNNECESSARY ELEMENTS should be ELIMINATED from all activities as well as from the process and procedures established for carrying them.
SIMPLICITY
29
Ensure that THERE IS A PLACE FOR EVERYTHING.
ORDER
30
It results from KIDNESS AND JUSTICE.
EQUITY
31
The METHOD OF PAYMENT should be FAIR and should afford the maximum possible satisfaction to employees and employer.
REMUNERATION
32
Remuneration is based on _________
EQUAL PAY FOR EQUAL WORK
33
To ensure that the organization is DOING THE RIGHT THINGS. Addresses what business the organization is in, or ought to be in, PROVIDES A FRAMEWORK for MORE DETAILED PLANNING and day-to-day decisions.
STRATEGIC
34
Long term (5–20 years); scope includes all aspect s of the organization; viewpoint is external
STRATEGIC
35
how the organization INTERACTS with or CONTROLS its ENVIRONMENT.
EXTERNAL
36
To ensure that the organization is PREPARED TO PERFORM the IMMEDIATE TASKS AND OBJECTIVES to meet the goals and strategy of the organization. To ensure that the organization is doing things right.
OPERATIONAL
37
Short term (1–5 years); scope is specific to the immediate actions that need to be taken to move the organization forward; viewpoint is internal
OPERATIONAL
38
day-to-day accomplishment of tasks
INTERNAL VIEWPOINT
39
To determine the FEASIBILITY of a specific business or program. Business planning is used to MAKE A DECISION about investing in and moving forward with a program
BUSINESS
40
Short term (1–5 years); can be used to make decisions to start a new business, expand a business, or terminate a business.
BUSINESS
41
To ensure the RESOURCES NECESSARY TO ACHIEVE THE GOALS AND STRATEGY OF THE ORGANIZATION. ______ planning can be comprehensive (all resources needed to achieve goals and strategic plan of the organization) or can focus on a specific type of resource
RESOURCE
42
Midterm (1–10 years); scope is specific to the resource or resources defined in the plan; viewpoint is internal—the resource needs of the organization
RESOURCE
43
To ensure that an ORGANIZATION IS ORGANIZED APPROPRIATELY to meet the challenges of the future. Key elements include reporting relationships, definition of responsibilities, and definition of authorities
ORGANIZATIONAL
44
Midterm (1–10 years); scope specific to the structural aspects of the organization viewpoint is internal— how the company organizes itself.
ORGANIZATION
45
To PROVIDE A FALL BACK OPTION or direction should the original strategy of the organization fail or should something unexpected occur. 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
CONTINGENCY
46
Short to long term (1–20 years); scope is specific to the particular situation that may occur; viewpoint is BOTH EXTERNAL (if the situation is created in the environment) and INTERNAL.
CONTINGENCY
47
The process of selecting an organization‘s goals, determining the policies and programs (strategies) necessary to achieve specific objectives until goals are met
STRATEGIC PLANNING
48
It is also about ESTABLISHING METHODS necessary to ensure that the policies and strategic programs are implemented (Steiner, Miner, and Gray, 1982).
STRATEGIC PLANNING
49
has a lot to do with defining what a company is all about and creating a ― “story” about the organization.
STRATEGIC PALNNING
50
Most essential of these statements are the ____ statement and the ____
VISION AND MISSION
51
The ____is what the pharmacy organization wants to be at some FUTURE TIME POINT.
VISION
52
* The vision statement should be ____.
SHORT
53
The vision statement should make people think and should ____ people TO STRIVE FOR SOMETHING GREATER.
MOTIVATE
54
A company vision statement should ______ to create a different future for the organization.
INSPIRE EMPLOYEES
55
The vision of the organization is used in the strategic planning process as both the ________
BEGINNING AND END POINT
56
also used to DEFINE THE MISSION of the organization.
VISION
57
is the PURPOSE of the company.
MISSION
58
defines what the company does or is.
MISSION
59
It is a STATEMENT OF THE PRESENT going ahead into the near future.
MISSION
60
Mission is a document written to create a ______ for customers and employees
SENSE OF PURPOSE
61
The mission statement should be short—usually no more than ____ sentences.
TWO
62
It focuses on the COMMON PURPOSE of the organization and may draw from the values or beliefs held by the organization.
MISSION
63
The mission statement should help to ____________ from others that PROVIDE THE SAME PRODUCT OR SERVICES
DIFFERENTIATE THE COMPANY
64
established at organizational, departmental, or individual level. It has SOMETHING TO DO WTIH THE DIRECTION in which an individual or organization wants to move.
OBJECTIVES
65
prescribes a definite SCOPE AND SUGGESTS DIRECTION to maximize the efforts of a manager.
GOAL
66
It is the PROCESS OF MAPPING OUT the actions necessary to accomplish SHORT-TERM objectives.
OPERATIONAL PLANNING
67
It FOCUSES ON DETERMINING the DAY-TO-DAY ACTIVITIES that are necessary to achieve the long-term goals of the organization.
OPERATIONAL PLANNING
68
defines what to do
STRATEGIC PLANNING
69
defines how to do it
OPERATIONAL PLANNING
70
is an OUTLINE of the TATCIAL ACTIVITIES or tasks that must occur to SUPPORT AND IMPLEMENT the strategic plan
OPERATIONAL PLAN
71
STRATEGIC PLAN IS SOMETIMES CALLED AS
TACTICS

IPAML (7 decks)

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