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2nd Year 2nd Term > MT6316 CHAPTER 3 > Flashcards

MT6316 CHAPTER 3 Flashcards

1
Q

What does organizing mean?

A

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

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2
Q

What are the characteristics of an organization?

A
  1. Division of labor
  2. Well –Defined Authority – Responsibility Relationships
  3. Coordination
  4. Substitution of personnel
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3
Q

What does the leader of an organization do?

A

Delegate authority
Hold responsible for staff members

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4
Q

What are the different concepts of an organization?

A
  1. Herd concept
  2. Man to man concept
  3. The social concept
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5
Q

What is the herd concept?

A

▪ “obey now, question later”
* The subordinates follow the leader who yields exclusive power to decide and enforce unquestionable obedience in his subordinates

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6
Q

What is the man to man concept?

A

organization sees the individual working, in terms of direct personal relation with his superior

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7
Q

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

A

the social concept

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8
Q

What is the framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated?

A

organization structure

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9
Q

What is described as the visual representation of an organization’s structure?

A

organization chart

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10
Q

What is an unbroken line of authority that links all individuals in the organization and specifies who reports to whom?

A

chain of command

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11
Q

What is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes?

A

authority

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12
Q

What is work specialization?

A

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

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13
Q

Authority is vested in?

A

organizational positions, not people

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14
Q

Authority flows down what?

A

the vertical hierarchy

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15
Q

Who accepts authority?

A

subordinates

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16
Q

What does the acceptance theory of authority argue?

A

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.

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17
Q

What is described as the mechanism by which authority and responsibility are brought to alignment?

A

Accountability

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18
Q

What is accountability as a means ?

A

that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command

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19
Q

For organizations to function well, everyone needs to know what?

A

what they are accountable for and accept the responsibility and authority for performing it

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20
Q

T or F: Accountability should be built into the organization objectives.

A

F; structure

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21
Q

What is a form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates?

A

Line authority

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22
Q

What is a management structure characterized by an overall broad span of control and relatively few hierarchical levels?

A

flat structure

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23
Q

the number of employees reporting to a supervisor; also called span of control / management ratio

A

span of management

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24
Q

a form of authority granted to staff specialists in their area of expertise.

A

staff authority

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25
Q

a management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.

A

tall structure

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26
Q

the process managers use to transfer authority and responsibility to positions below them in the hierarchy.

A

DELEGATION

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27
Q

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

A

F; lowest possible level

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28
Q

diagram (chart) that identifies the major operational units of an organization and their attending job position

A

ORGANIZATIONAL CHARTS

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29
Q

What are the factors contributing to less supervisor involvement and thus favor larger spans of control?

A
  1. Work performed by subordinates is stable and routine.
  2. Subordinates perform similar work tasks.
  3. Subordinates are concentrated in a single location.
  4. Subordinates are highly trained and need little direction in performing tasks.
  5. Rules and procedures defining task activities are available.
  6. Support systems and personnel are available for the manager.
  7. Little time is required in nonsupervisory activities such as coordination with other departments or planning.
  8. Managers’ personal preferences and styles favor a large span.
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30
Q

single most concise representation of the organization and provides an important means of managing and monitoring all its activities.

A

ORGANIZATIONAL CHARTS

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31
Q

Organizational Charts provides the members with what?

A

an understanding of their station and how they relate to one another

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32
Q

What are the positions in an organizational chart?

A

One position should have span of control (direct supervision) of 4 -12 positions. 12 if functions are similar; 4 if functions are dissimilar

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33
Q

written declaration of a given job position

A

Job Description

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34
Q

Represents the requirements for employment in a given job

A

Job Specification

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35
Q

Who described staffing as the filling position in the organization?

A

Koontz, O’Donnell and Heinz Weihrich

36
Q

According to Koontz, O’Donnell and Heinz Weihrich, what is staffing?

A

Filling position in the organization
Efficient and effective selection, grouping and utilization of personnel
Major management responsibility

37
Q

Filling position in the organization entails identifying and inventorying what? and holds what values?

A

identifying workforce requirements, inventorying the
people available

recruitment, selection, placement, promotion, appraisal, compensation, and training

38
Q

Major management responsibility needs to secure what?

A

a united and cohesive performance

39
Q

How does a job description supplement the organizational charts?

A

Providing definition to all position
Identify operational duties and responsibilities and
Salary classification and order to job performance

40
Q

provides the organization with the personnel requirements considered to match most efficiently with the demands of each job

A

JOB SPECIFICATION

41
Q

Job Description or Job Specification: Sensory demands

A

Job Specification

42
Q

Job Description or Job Specification: Job Title

A

Job Description

43
Q

Job Description or Job Specification: Machines to be used

A

Job Description

44
Q

Job Description or Job Specification: Job duties

A

Job Description

45
Q

Job Description or Job Specification: Emotional Characteristics

A

Job Specification

46
Q

Job Description or Job Specification: Qualifications

A

Job Specification

47
Q

Job Description or Job Specification: Job Location

A

Job Description

48
Q

Job Description or Job Specification: Reporting to

A

Job Description

49
Q

Job Description or Job Specification: Responsibilities

A

Job Specification

50
Q

Job Description or Job Specification: Experience, Training, and Skills

A

Job Specification

51
Q

Job Description or Job Specification: Job Location, Summary, and Hazards

A

Job Description

52
Q

Job Description or Job Specification: Working Conditions

A

Job Description

53
Q

How many hours is the usual method of dividing 24-hour periods?

A

Into 8-hour halves

54
Q

T or F: The least number of staff should be scheduled in the first 8-hour shift

A

F; the most

55
Q

Whenever possible, one should strive for what and why?

A

“two deepness” in every position so that at least two people know every job on every shift

56
Q

What are the basic rules of scheduling?

A
  1. No more than 5 consecutive working days for each individual
  2. Provide two consecutive days off, except in the rare case where the individual prefers split days off
  3. Within the possibilities, give the individual shift he wants
  4. Rotate weekend and holidays off with as much fairness as possible
  5. Post schedules at least three weeks in advance, even more if possible
  6. Provide the opportunity for individual to ask for a specific day off on occasion
  7. Stick to the schedule as closely as possible and make changes only when essential and only after discussion with others concerned
57
Q

location of decision authority near lower organizational levels.

A

decentralization

58
Q

location of decision authority near top organizational levels.

A

centralization

59
Q

What are the factors that typically influence centralization versus decentralization?

A

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.

60
Q

basis on which individuals (positions) are grouped into departments and departments into the total organization.

A

Departmentalization

61
Q

grouping of positions into departments based on similar skills, expertise, and resource use

A

functional structure

62
Q

organization structure in which departments are grouped based on similar organizational outputs.

A

divisional structure

63
Q

group of employees from various functional departments that meet as a team to resolve mutual problems.

A

cross-functional teams

64
Q

organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization.

A

virtual network structure

65
Q

organization structure that uses functional and divisional chains of command simultaneously in the same part of the organization.

A

matrix approach

66
Q

The functional, divisional, and matrix are traditional approaches that rely on the _______ to define departmental groupings and reporting relationships along the hierarchy.

A

chain of command

67
Q

Two innovative approaches are the use of teams and virtual networks, which have emerged to?

A

to meet changing organizational needs in a turbulent global environment.

68
Q

What are traditional approaches that rely on the chain of command? and why do they do so?

A

The functional, divisional, and matrix

to define departmental groupings and reporting relationships along the hierarchy.

69
Q

What are the advantages of functional approach?

A

Efficient use of resources; economies of scale
In-depth skill specialization and development
Top manager direction and control

70
Q

What are the advantages of matrix approach?

A

More efficient use of resources than single hierarchy
Flexibility and adaptability to changing environment
Interdisciplinary cooperation, expertise available

71
Q

Advantages of divisional approach?

A

Fast response
Flexible in unstable environment
Fosters concern for customer needs
Excellent coordination across functional departments

72
Q

Advantages of virtual network?

A

Can draw no expertise worldwide
Highly flexible and responsive
Reduced overhead costs

73
Q

Disadvantages of Matrix?

A

Frustration and confusion is double chain of command
High conflict between 2 sides
Many meetings and discussions

74
Q

Disadvantages of functional?

A

Poor communication
Slow Response
Decisions concentrated on top management, creating delay

75
Q

Disadvantages of divisional?

A

Duplication of resources
Less technical depth and specialization
Poor Coordination

76
Q

Disadvantages of Virtual Network?

A

Lack of control
Greater demands
Employee loyalty weakened

77
Q

quality of collaboration across departments

A

COORDINATION

78
Q

as companies add positions and departments to meet changing needs, they grow more ____, with hundreds of positions and departments performing incredibly diverse activities

A

complex

79
Q

a person responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project.

A

project manager

80
Q

a temporary team or committee formed to solve a specific short- term problem involving several departments.

A

task force

81
Q

Task force and Project Manager are involved in what kind of organization?

A

Short term

82
Q

Is the process which an existing organization undergoes that brings about changes in the size and shape of the organization structure

A

Reorganization

83
Q

What are the 2 reasons for reorganization?

A

Growth and Adaptation

84
Q

organized group of related tasks and activities that work together to transform inputs into outputs and create value.

A

Process

85
Q

radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.

A

Reengineering

2nd Year 2nd Term (38 decks)

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