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anatomy > organization > Flashcards

organization Flashcards

1
Q

Characteristics of an Organization

A

distinct purpose
deliberate structure
people

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2
Q

interact with their environments in the continual process of obtaining resource inputs and transforming
them into product outputs in the form of finished goods and/or services

A

Open system

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3
Q

The environment
supplies

A

Resource inputs
People
Money
Materials
Technology
Information

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4
Q

The organization
creates

A

Work activities
turn resources
into outputs
Transformation
Process

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5
Q

The environment
consumes

A

Product outputs
Finished goods
and/ or
services

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6
Q

can earn a profit
❖ sell a product for more than the cost of making it; or

A

Business organization

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7
Q

can add wealth to society
❖ 🡪 provide a public service that is worth more than its cost

A

Nonprofit organization

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8
Q

A common way to describe how well an organization is performing overall.

It measures the quantity and quality of work outcomes
relative to the cost of resources used

A

Productivity

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9
Q

goals achieved
resources wasted

A

effective but not efficient

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10
Q

goals achieved
no resources wasted

A

effective and efficient

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11
Q

goals not achieved
resources wasted

A

neither effective nor efficient

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12
Q

goals not achieved
no resources wasted

A

not effective but efficient

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13
Q

Three Major Theories:

A

*Classical or Traditional Model
*Neoclassical Theory or Behavioral Model
*Systems Theory

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14
Q

Earliest theory mainly concerned with the formal structure of the institution
Ex: church, military (chain of command)

Emphasized rationality, predictability, impersonality, technical
competence and formal division of labor

A

Classical Theories of Organization

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15
Q

Has 3 schools of thought:

A

Bureaucratic Model,
Scientific Management
and Principles of Administration school

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16
Q
  • There is “one best way” to organize.
  • There are “universal” principles of management.
    *Organizations are “mechanical” and “closed-systems“. They
    ignore human factors, cultural dimensions and external
    environment.
    *Organizations exist for “production related” goals, thus the
    emphasis is on “Internal efficiency“.
  • Structure of “formal organizations” are defined.
A

Classical Theories of Organization

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17
Q

*Max Weber - father of Modern
Sociology

*Analysed bureaucracy as the
most logical and rational
structure for large organizations

*Positional authority of a superior
over a subordinate stems from
legal authority

*Charismatic authority stems
from the personal qualities of an
individual

A

Bureaucratic Model

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18
Q

has only direct, vertical relationships between different levels in the firm.

  • authority follows the chain of command.
A

LINE ORGANIZATIONAL STRUCTURE

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19
Q

Disadvantages

1.Neglects specialists in planning
2. Overloads key persons.
3. As the firm grows larger, line
organization becomes more ineffective

A

LINE ORGANIZATIONAL STRUCTURE

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20
Q

Advantages

  1. Tends to simplify and clarify
    authority, responsibility and
    accountability relationships
  2. Promotes fast decision making
  3. Simple to understand
A

LINE ORGANIZATIONAL STRUCTURE

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21
Q

The jobs or positions in an organization can be categorized as:

a. Line position:
* a position in the direct chain of command that is responsible for the achievement of an organization’s goals

Staff position:
* A position intended to provide expertise, advice and support for the line positions.

A

STAFF OR FUNCTIONAL AUTHORITY
ORGANIZATIONAL STRUCTURE

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22
Q

The ____ have the direct
authority (known as line authority) to be exercised
by them to achieve the organizational goals.

A

line officers or managers

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23
Q

The staff officers or managers have staff authority
(i.e., authority to advice the line) over the line.
This is also known as__________

A

functional authority

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24
Q

An organization where staff departments have
authority over line personnel in narrow areas of
specialization is known as functional authority
organization

A

STAFF OR FUNCTIONAL AUTHORITY ORGANIZATIONAL
STRUCTURE

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25
* Some staffs perform only one of these functions but some may perform two or all the three functions. * The primary advantage is the use of expertise of staff specialists by the line personnel. * The span of control of line managers can be increased because they are relieved of many functions which the staff people perform to assist the line.
THREE TYPES OF SPECIALIZED STAFFS 1. advising 2. service 3. control
26
create conflict between line and staff personnel. Line managers may not like staff personnel telling them what to do Some staff people have difficulty adjusting to the role, especially when line managers are reluctant to accept advice Staff people may resent their lack of authority Co-ordination between line and staff may become difficult
LINE AND STAFF ORGANIZATIONAL STRUCTURE DISADVANTAGES
27
Management information system, Operation Research and Quantitative Techniques, Industrial Engineering, Planning etc
Advisory
28
Maintenance, Purchase, Stores, Finance, Marketing.
Service
29
Quality control, Cost control, Auditing etc. Advantages
Control
30
(i) Use of expertise of staff specialists. (ii) Span of control can be increased (iii) Relieves line authorities of routine and specialized decisions. (iv) No need for all round executives
Quality control, Cost control, Auditing etc. Advantages’
31
* Formed for managing certain problems/ situations * Are temporary decisions
COMMITTEE ORGANIZATIONAL STRUCTURE
32
Disadvantages 1. Committees may delay decisions, consume more time and hence more expensive. 2. Group action may lead to compromise and indecision. 3. ‘Buck passing’ may result
COMMITTEE ORGANIZATIONAL STRUCTURE
33
Advantages 1. Committee decisions are better than individual decisions 2. Better interaction between committee members leads to better co-ordination of activities 3. Committee members can be motivated to participate in group decision making. 4. Group discussion may lead to creative thinking
COMMITTEE ORGANIZATIONAL STRUCTURE
34
In this type of structure, the organization can have different basis on which departments are formed. They are: (i) Function (ii) Product (iii) Geographic territory (iv) Project (iv) Combination approach
DIVISIONAL ORGANIZATIONAL STRUCTURE
35
a temporary organization designed to achieve specific results by using TEAMS of specialist from different FUNCTIONAL areas in the organization PROJECT MANAGER The project team focuses all its energies, resources and results on the assigned project
PROJECT ORGANIZATIONAL STRUCTURE
36
Once the project has been completed, the team members from various cross functional departments may go back to their previous positions or may be assigned to a new project. * Some of the examples of projects are: research and development projects, product development, construction of a new plant, housing complex, shopping complex, bridge etc
PROJECT ORGANIZATIONAL STRUCTURE
37
Importance: Project organizational structure is most valuable when: – (i) Work is defined by a specific goal and target date for completion. – (ii) Work is unique and unfamiliar to the organization. – (iii) Work is complex having independent activities and specialized skills are necessary for accomplishment. – (iv) Work is critical in terms of possible gains or losses. – (v) Work is not repetitive in nature.
PROJECT ORGANIZATIONAL STRUCTURE
38
specifies what effort is needed and when work will be performed whereas the concerned department manager executes the work using his resources gets the needed support from production, quality control, engineering etc. for completion of the project
project manager
39
It is a permanent organization designed to achieve specific results by using teams of specialists from different functional areas in the organization.
MATRIX ORGANIZATIONAL STRUCTURE
40
Superimposes a horizontal set of divisions and reporting relationships onto a hierarchical functional structure
MATRIX ORGANIZATIONAL STRUCTURE
41
Disadvantages 1.High administration cost. 2. Potential confusion over authority and responsibility. 3. High prospects of conflict. 4. Overemphasis on group decision making. 5. Excessive focus on internal relations
MATRIX ORGANIZATIONAL STRUCTURE
42
Advantages 1. Decentralized decision making. 2. Strong product/project co-ordination. 3. Improved environmental monitoring. 4. Fast response to change. 5. Flexible use of resources. 6. Efficient use of support systems
MATRIX ORGANIZATIONAL STRUCTURE
43
* This type of organization is often used when the firm has to be highly responsive to a rapidly changing external environment there are functional managers and product (or project or business group) managers.
MATRIX ORGANIZATIONAL STRUCTURE
44
are in charge of specialized resources such as production, quality control, inventories, scheduling and marketing.
Functional manager
45
are in charge of one or more products and are authorized to prepare product strategies or business group strategies and call on the various functional managers for the necessary resource
Product or business group managers
46
The problem with this structure is the negative effects of dual authority similar to that of project organization. The functional managers may lose some of their authority because product managers are given the budgets to purchase internal resources.
MATRIX ORGANIZATIONAL STRUCTURE
47
the product or business group managers and functional managers have somewhat equal power. There is possibility of conflict and frustration but the opportunity for prompt and efficient accomplishment is quite high.
MATRIX ORGANIZATIONAL STRUCTURE
48
Used in organizations that face considerable environmental uncertainty that can be met through a divisional structure and that also required functional expertise or efficiency
HYBRID ORGANIZATIONAL STRUCTURE
49
used by multinational companies operating in the global environment, for example, International Business Machines USA.
HYBRID ORGANIZATIONAL STRUCTURE
50
This kind of structure depends on factors such as degree of international orientation and commitment. Multinational corporations may have their corporate offices in the country of origin and their international divisions established in various countries reporting to the CEO or president at the headquarters Multinational corporations may have their corporate offices in the country of origin and their international divisions established in various countries reporting to the CEO or president at the headquarters
HYBRID ORGANIZATIONAL STRUCTURE
51
Determinate or Thinking Function Decision on objectives and policies Top Level Public opinion and outside sources Planning and control Conceptual and human skills Top Level Used in govt and public sector Administrator, Officer In charge,
Administration
52
Executive or Doing Function Executive or Doing Function Middle and lower level Objectives and policies of concern Directing and organizing Technical and human skills Middle and lower level Business organization Manager, Supervisor
Management
53
_______________runs the healthcare organization _____________handles the staffing
Management Administration
54
– concerned with disciplines such as policy, accounting and facilities management The healthcare manager is concerned with the overall operation of the facility or network
Healthcare management…
55
The day to day management of staff
Healthcare Administrator
56
As a whole it is composed of several parts which are inter related and inter-dependent to promote a common goal
HOSPITAL AS AN ORGANIZATION
57
–It is related to organization and management –Emphasis is on interaction of individuals, group, organization and their environment
HOSPITAL AS AN ORGANIZATION
58
Structuring and integrating activities that is people working or coordinating together
HOSPITAL AS AN ORGANIZATION
59
To provide adequate personalized care and treatment. Its principal product is medical and surgical service.
PRIMARY OBJECTIVES OF A HOSPITAL
60
* Maintenance and survival * Organizational stability and growth * Financial solvency * Medical, paramedical education and research * Various employees related activities
SECONDARY OBJECTIVES OF A HOSPITAL
61
HOSPITAL ORGANIZATION
patient (exper) people (engage) culture (founda)
62
Unofficial Power and politics Person Given by group Norms Norms
Informal Group
63
Official Authority and responsibility Position Delegated by management Rules and policies Rewards and penalties
Formal Group
64
* The formal organization is usually delineated by an organizational chart and job descriptions * The official reporting relationships are clearly known to every manager
FORMAL
65
set of evolving relationships and patterns of human interaction within an organization that are not officially prescribed.
INFORMAL
66
Contingency theory
–Catch-all approach
67
Holistic understanding of the situation with thorough analysis of the input-throughput-output process and the use of quantitative methods
Systems theory
68
Organizations as sets of variables that are interrelated in such a way that changes in one variable affects other variables
Systems Theory
69
There is no one way of managing that will apply best to all situations Managers must study very well the situation, and based on his diagnosis, he can then determine which of the three models or combination he will follow
Contingency theory
70
Elton Mayo Chester Bernard
NEO-CLASSICAL THEORY
71
- school of human relations – Organization should be seen as a social structure, an intricate web of human relations together by a system of sentiments
Elton Mayo
72
-cooperation system – Social and psychological incentives are primary, economic is secondary
Chester Bernard
73
Father of Modern Management
Henri Fayol
74
*Father of Scientific Management Published : Principles of Scientific Management
Frederick Taylor (1856 – 1915)
75
Demonstrated that individual tasks could be scientifically analyzed *Time and motion study, fatigue study, skills study
Frederick Taylor (1856 – 1915)
76
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anatomy (15 decks)

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