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ME 212 > Module 4 > Flashcards

Module 4 Flashcards

1
Q

Organizing is undertaken:

A
  1. to facilitate the implementation of plans.
  2. to breakdown the total job into more manageable man size jobs.
  3. to facilitate the assignment of authority, responsibility and accountability for certain functions and tasks.
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2
Q

It is a management function which refers to “the structuring of resources and activities to accomplish objectives in an efficient and effective manner.

A

Organizing

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3
Q

The arrangement or relationship of positions within an organization is called the _______.

A

structure

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4
Q

It is the result of the organizing process.

A

structure

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5
Q

The structure serves some very useful purposes. They are the following:

A
  1. It defines the relationships between tasks and authority for individuals and departments.
  2. It defines formal reporting relationships, the number of level in the hierarchy of the organization, and the span of
    control.
  3. It defines the groupings of individuals into departments and departments into organization.
  4. It defines the system to effect coordination of effort in both vertical (authority) and horizontal (tasks) directions
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6
Q

When structuring an organization, the engineer manager must be concerned with the following:

A
  1. Division of labor
  2. Delegation of authority
  3. Departmentation
  4. Span of control
  5. Coordination
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7
Q

Determining the scope of work and how it is combined in job.

A

Division of Labor

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8
Q

It is the process of assigning various degrees of decision making authority subordinates.

A

Delegation of authority

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9
Q

It is the grouping related jobs, activities, or processes into major organizational subunits

A

Departmentation

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10
Q

It is the number of people who report directly to given manager

A

Span of Control

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11
Q

It is the linking of activities in the organization that serves to achieve a common goal or objective.

A

Coordination

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12
Q

After a plan is adapted, management will proceed to ____________________- indicated in the plan.

A

form an organization to carry out the activities

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13
Q

It is “structure that details lines of responsibilities, authority, and position”.

A

Formal Organization

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14
Q

It is “the planned structure” and it “represents the deliberate attempt to established patterned relationships among components that will meet the objectives effectively”

A

Formal Organization

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15
Q

The formal structure is described by management through:

A
  1. Organization chart
  2. Organizational manual
  3. Policy manuals
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16
Q

It is a diagram of the organization’s official positions and formal lines of authority.

A

Organization chart

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17
Q

It provides written descriptions of authority relationships, details the functions of major organizational units and describes job procedures.

A

Organizational manual

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18
Q

It describes personnel activities and company policies.

A

Policy manuals

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19
Q

Following are the advantages of formal organization:

A
  1. Easy to Fix Accountability
  2. No Overlapping of Work
  3. Unity of Command Possible
  4. Easy to Get Goals
  5. Stability in Organization
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20
Q

Since the authority and responsibility of all the employees have been already fixed, inefficient employees can easily be apprehended and in this way their accountability can be fixed.

A

Easy to Fix Accountability

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21
Q

Everything moves in an orderly manner. Therefore, there is no possibility of any work being left out or unnecessarily duplicated.

A

No Overlapping of Work

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22
Q

It is possible to observe the principle of unity of command in view of the presence of scalar chain of authority.

A

Unity of Command Possible

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23
Q

It is easy to achieve the goals of the organization because there is an optimum use of all the material and human resources.

A

Easy to Get Goals

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24
Q

All the people work by observing rules and remain confined within the domain of their authority. This leads to the establishment of good relationship which, in turn, leads to stability to the organization.

A

Stability in Organization

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25
Q

They require the formation of formal groups which will be assigned to perform specific tasks aimed at achieving organizational objectives.

A

Formal organizations

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26
Q

There are instances when members of an organization spontaneously form a group with friendship as a principal reason for belonging. This group is called an ______________.

A

informal group

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27
Q

It is not a part of the formal organization and it does not have a formal performance purpose

A

Informal group

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28
Q

They are oftentimes very useful in the accomplishment of major tasks, especially if these tasks conform to the expectations of its members.

A

Informal groups

29
Q

It is “vulnerable to expediency, manipulation and opportunism,” according to Valentine

A

Informal organization

30
Q

Its low visibility, Valentine added, makes it “difficult for management to detect these perversions and considerable harm can be done to the company.”

A

Informal organizations

31
Q

True or False. The engineer manager is warned that he must be on the lookout for the possible difficulties that the informal groups may do to the organization.

A

True

32
Q

The delegation of authority is a requisite for effective organizing. It consists of three types. They are as follows:

A
  1. Line Authority
  2. Staff Authority
  3. Functional Authority
33
Q

A manager’s right to tell subordinates what to do and then see that they do it.

A

Line Authority

34
Q

A staff specialist’s right to give advice to a superior.

A

Staff Authority

35
Q

A specialist’s right to oversee lower level personnel involved in that specialty, regardless of where the personnel are in the organization.

A

Functional Authority

36
Q

It performs tasks that reflect the organizations primary goal and mission.

A

Line department

37
Q

In a construction firm, the department that negotiates and secures contracts for the firm is ________.

A

line department

38
Q

The construction division is also a ____________.

A

line function

39
Q

It includes all those that provide specialized skills in support of line departments.

A

Staff departments

40
Q

Staff officers may be classified into the following:

A
  1. Personnel Staff
  2. Specialized Staff
41
Q

Those individuals assigned to a specific manager to provide needed staff services.

A

Personnel staff

42
Q

Those individuals providing needed staff services for the whole organization.

A

Specialized Staff

43
Q

It is one given to a person or a work group to make decisions related to their expertise even if these decisions concern other departments.

A

Functional authority

44
Q

This authority is given to most budget officers of organizations, as well as other officers

A

Functional authority

45
Q

When certain formal groups are deemed inappropriate to meet expectations, they are oftentimes harnessed to achieve organizational goals. Many organizations, large or small, make use of it.

A

Committee

46
Q

It is a formal group of persons formed for a specific purpose.

A

Committee

47
Q

As described by Millevo, it is “often staffed by top executives from marketing, production, research, engineering, and finance, who work part-time to evaluate and approve product ideas.”

A

Product Planning Committee

48
Q

When a certain concern, like product development, is under consideration, a committee is usually formed to _______________________________/

A

provide the necessary line-up of expertise needed to achieve certain objectives

49
Q

Committees may be classified as follows:

A
  1. Ad Hoc Committee
  2. Standing Committee
50
Q

One created for short-term purpose and has a limited life. An example is the committee created to manage the anniversary festivities of a certain firm

A

Ad Hoc Committee

51
Q

It is a relatively permanent committee that deals with issues on an ongoing basis. An example is the grievance committee set up to handle initially complaints from employees

A

Standing Committee

52
Q

True or False. Stevens suggests that “it might be useful to set up some procedures to make the committee a more effective tool to accomplish our goals.

A

Delany

53
Q

There are three types of organizations. They are the following:

A
  1. Functional Organization
  2. Product or market organization
  3. Matrix Organization
54
Q

This is a form of departmentalization in which everyone engaged in one functional activity, such as engineering or marketing, is grouped into one unit.

A

Functional organization

55
Q

This refers to the organization of a company by divisions that brings together all those involved with a certain type of product or

A

Product or Market Organization

56
Q

It is an organizational structure in which each employee reports to both functional or division.

A

Matrix Organization

57
Q

What are the reasons for joining or forming an informal group?

A
  1. Friendship
  2. Common Interest
  3. Proximity
  4. Need Satisfaction
  5. Collective Power
  6. Group Goals
58
Q

According to Thompson and Strickland, “is a structure with two (or more) channels of command, two lines of budget authority, and two sources of performance and reward.”

A

Matrix organization

59
Q

Higgins declared that “the ____________ was designed to keep employees in a central pool and to allocate them to various projects in the firm according to the length of time they were needed.”

A

matrix structure

60
Q

The matrix organization is afforded with the following advantages:

A
  1. There is more efficient use of resources than the divisional structure.
  2. There is flexibility and adaptability to changing environment.
  3. The development of both general and functional management skills are present.
  4. There is interdisciplinary cooperation and any expertise is available to all divisions.
  5. There are enlarged tasks for employees which motivates them better
61
Q

The matrix organization has some disadvantages, however. They are the following:

A
  1. There is frustration and confusion from dual chain of command.
  2. There is high conflict between divisional and functional interests.
  3. There are many meetings and more discussion than action.
  4. There is a need for human relations training for key employees and managers.
  5. There is a tendency for power dominance by one side of the matrix
62
Q

They are very effective in smaller firms, especially “single-business firms where key activities revolve around well-defined skills ad areas ofspecialization.

A

Functional organization

63
Q

Functional organizations have certain advantages. They are the following:

A
  1. The grouping of employees who perform a common task permit economies of scale and efficient resource use.
  2. Since the chain of command converges at the top of the organization, decision-making is centralized, providing a
    unified direction from the top.
  3. Communication and coordination among employees within each department are excellent.
  4. The structure promotes high quality technical problem-solving.
  5. The organization is provided with in depth skill specialization and development.
  6. Employees are provided with career progress within functional departments.
64
Q

The disadvantages of the functional organizational are the following:

A
  1. Communication and coordination between the departments are often poor.
  2. Decisions involving more than one department pile up at the top management level and are often delayed.
  3. Work specialization and division of labor, which are stressed in a functional organization, produce routine, no
    motivating employee tasks.
  4. It is difficult to identify which section or group is responsible for certain problems.
  5. There is limited organizational goals by view of employees.
  6. There is limited general management training for employees
65
Q

It is “appropriate for a large corporation with many product lines in several related industries.”

A

Product or market organization

66
Q

The advantages of a product or market organization are as follows:

A
  1. The organization is flexible and responsive to change.
  2. The organization provides a high concern for customer’s needs.
  3. The organization provides excellent coordination across functional departments.
  4. There is easy pinpointing of responsibility for product problems.
  5. There is emphasis on overall product and division goals.
  6. The opportunity for the development of general management skills is provided.
67
Q

The disadvantages of the product or market organization are as follows:

A
  1. There is a high possibility of duplication of resources across divisions.
  2. There is less technical depth and specialization in divisions.
  3. There is poor coordination across divisions.
  4. There is less top management control.
  5. There is competition for corporate resources.
68
Q

Functional organizations have certain advantages. They are the following:

A
  1. The grouping of employees who perform a common task permit economies of scale and efficient resource use.
  2. Since the chain of command converges at the top of the organization, decision-making is centralized, providing a
    unified direction from the top.
  3. Communication and coordination among employees within each department are excellent.
  4. The structure promotes high quality technical problem-solving.
  5. The organization is provided with in depth skill specialization and development.
  6. Employees are provided with career progress within functional departments

ME 212 (5 decks)

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