MT6316 CHAPTER 3 Flashcards
What does organizing mean?
an effort to divide total operations into size and type of units by which efficient and effective services are best assured and needs and weaknesses most easily identified
deployment of organizational resources in its efforts of achieving its short- and long-term goals
What are the characteristics of an organization?
- Division of labor
- Well –Defined Authority – Responsibility Relationships
- Coordination
- Substitution of personnel
What does the leader of an organization do?
Delegate authority
Hold responsible for staff members
What are the different concepts of an organization?
- Herd concept
- Man to man concept
- The social concept
What is the herd concept?
▪ “obey now, question later”
* The subordinates follow the leader who yields exclusive power to decide and enforce unquestionable obedience in his subordinates
What is the man to man concept?
organization sees the individual working, in terms of direct personal relation with his superior
What concept is being described?
The superior and subordinates are members of the team
The relationship is no longer man to man but man to his group
the social concept
What is the framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated?
organization structure
What is described as the visual representation of an organization’s structure?
organization chart
What is an unbroken line of authority that links all individuals in the organization and specifies who reports to whom?
chain of command
What is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes?
authority
What is work specialization?
An approach to efficient and effective achievement of organizational goals (sometimes called division of labor)
It shows the degree to which organizational tasks are subdivided into separate jobs
Authority is vested in?
organizational positions, not people
Authority flows down what?
the vertical hierarchy
Who accepts authority?
subordinates
What does the acceptance theory of authority argue?
a manager has authority only if subordinates choose to accept his or her commands.
If subordinates refuse to obey because the order is outside their zone of acceptance, a manager’s authority disappears.
What is described as the mechanism by which authority and responsibility are brought to alignment?
Accountability
What is accountability as a means ?
that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command
For organizations to function well, everyone needs to know what?
what they are accountable for and accept the responsibility and authority for performing it
T or F: Accountability should be built into the organization objectives.
F; structure
What is a form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates?
Line authority
What is a management structure characterized by an overall broad span of control and relatively few hierarchical levels?
flat structure
the number of employees reporting to a supervisor; also called span of control / management ratio
span of management
a form of authority granted to staff specialists in their area of expertise.
staff authority
a management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.
tall structure
the process managers use to transfer authority and responsibility to positions below them in the hierarchy.
DELEGATION
T or F: most organizations today encourage managers to delegate authority to the highest possible level to
provide maximum flexibility to meet customer needs and adapt to the environment in clinical laboratories
F; lowest possible level
diagram (chart) that identifies the major operational units of an organization and their attending job position
ORGANIZATIONAL CHARTS
What are the factors contributing to less supervisor involvement and thus favor larger spans of control?
- Work performed by subordinates is stable and routine.
- Subordinates perform similar work tasks.
- Subordinates are concentrated in a single location.
- Subordinates are highly trained and need little direction in performing tasks.
- Rules and procedures defining task activities are available.
- Support systems and personnel are available for the manager.
- Little time is required in nonsupervisory activities such as coordination with other departments or planning.
- Managers’ personal preferences and styles favor a large span.
single most concise representation of the organization and provides an important means of managing and monitoring all its activities.
ORGANIZATIONAL CHARTS
Organizational Charts provides the members with what?
an understanding of their station and how they relate to one another
What are the positions in an organizational chart?
One position should have span of control (direct supervision) of 4 -12 positions. 12 if functions are similar; 4 if functions are dissimilar
written declaration of a given job position
Job Description
Represents the requirements for employment in a given job
Job Specification
Who described staffing as the filling position in the organization?
Koontz, O’Donnell and Heinz Weihrich
According to Koontz, O’Donnell and Heinz Weihrich, what is staffing?
Filling position in the organization
Efficient and effective selection, grouping and utilization of personnel
Major management responsibility
Filling position in the organization entails identifying and inventorying what? and holds what values?
identifying workforce requirements, inventorying the
people available
recruitment, selection, placement, promotion, appraisal, compensation, and training
Major management responsibility needs to secure what?
a united and cohesive performance
How does a job description supplement the organizational charts?
Providing definition to all position
Identify operational duties and responsibilities and
Salary classification and order to job performance
provides the organization with the personnel requirements considered to match most efficiently with the demands of each job
JOB SPECIFICATION
Job Description or Job Specification: Sensory demands
Job Specification
Job Description or Job Specification: Job Title
Job Description
Job Description or Job Specification: Machines to be used
Job Description
Job Description or Job Specification: Job duties
Job Description
Job Description or Job Specification: Emotional Characteristics
Job Specification
Job Description or Job Specification: Qualifications
Job Specification
Job Description or Job Specification: Job Location
Job Description
Job Description or Job Specification: Reporting to
Job Description
Job Description or Job Specification: Responsibilities
Job Specification
Job Description or Job Specification: Experience, Training, and Skills
Job Specification
Job Description or Job Specification: Job Location, Summary, and Hazards
Job Description
Job Description or Job Specification: Working Conditions
Job Description
How many hours is the usual method of dividing 24-hour periods?
Into 8-hour halves
T or F: The least number of staff should be scheduled in the first 8-hour shift
F; the most
Whenever possible, one should strive for what and why?
“two deepness” in every position so that at least two people know every job on every shift
What are the basic rules of scheduling?
- No more than 5 consecutive working days for each individual
- Provide two consecutive days off, except in the rare case where the individual prefers split days off
- Within the possibilities, give the individual shift he wants
- Rotate weekend and holidays off with as much fairness as possible
- Post schedules at least three weeks in advance, even more if possible
- Provide the opportunity for individual to ask for a specific day off on occasion
- Stick to the schedule as closely as possible and make changes only when essential and only after discussion with others concerned
location of decision authority near lower organizational levels.
decentralization
location of decision authority near top organizational levels.
centralization
What are the factors that typically influence centralization versus decentralization?
Greater change and uncertainty in the environment are usually associated with decentralization.
The amount of centralization or decentralization should fit the firm’s strategy
In times of crisis or risk of company failure, authority maybe centralized at the top.
basis on which individuals (positions) are grouped into departments and departments into the total organization.
Departmentalization
grouping of positions into departments based on similar skills, expertise, and resource use
functional structure
organization structure in which departments are grouped based on similar organizational outputs.
divisional structure
group of employees from various functional departments that meet as a team to resolve mutual problems.
cross-functional teams
organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization.
virtual network structure
organization structure that uses functional and divisional chains of command simultaneously in the same part of the organization.
matrix approach
The functional, divisional, and matrix are traditional approaches that rely on the _______ to define departmental groupings and reporting relationships along the hierarchy.
chain of command
Two innovative approaches are the use of teams and virtual networks, which have emerged to?
to meet changing organizational needs in a turbulent global environment.
What are traditional approaches that rely on the chain of command? and why do they do so?
The functional, divisional, and matrix
to define departmental groupings and reporting relationships along the hierarchy.
What are the advantages of functional approach?
Efficient use of resources; economies of scale
In-depth skill specialization and development
Top manager direction and control
What are the advantages of matrix approach?
More efficient use of resources than single hierarchy
Flexibility and adaptability to changing environment
Interdisciplinary cooperation, expertise available
Advantages of divisional approach?
Fast response
Flexible in unstable environment
Fosters concern for customer needs
Excellent coordination across functional departments
Advantages of virtual network?
Can draw no expertise worldwide
Highly flexible and responsive
Reduced overhead costs
Disadvantages of Matrix?
Frustration and confusion is double chain of command
High conflict between 2 sides
Many meetings and discussions
Disadvantages of functional?
Poor communication
Slow Response
Decisions concentrated on top management, creating delay
Disadvantages of divisional?
Duplication of resources
Less technical depth and specialization
Poor Coordination
Disadvantages of Virtual Network?
Lack of control
Greater demands
Employee loyalty weakened
quality of collaboration across departments
COORDINATION
as companies add positions and departments to meet changing needs, they grow more ____, with hundreds of positions and departments performing incredibly diverse activities
complex
a person responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project.
project manager
a temporary team or committee formed to solve a specific short- term problem involving several departments.
task force
Task force and Project Manager are involved in what kind of organization?
Short term
Is the process which an existing organization undergoes that brings about changes in the size and shape of the organization structure
Reorganization
What are the 2 reasons for reorganization?
Growth and Adaptation
organized group of related tasks and activities that work together to transform inputs into outputs and create value.
Process
radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.
Reengineering
