Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

PMNL111 > PHARMACEUTICAL ORGANIZATION STRUCTURE AND FUNCTION > Flashcards

PHARMACEUTICAL ORGANIZATION STRUCTURE AND FUNCTION Flashcards

1
Q

an entity comprising multiple people, such as an institution, association or company

A

organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

the process of classifying and categorizing personnel, establishing relationship among them and defining their authority and responsibility

A

organizing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

5 main steps of the organization process

A

reflect on plans and objectives
establish major tasks
divide major tasks into subtasks
allocate resources and directives for subtasks
evaluate results of operationalizing the organizing strategy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

fundamentals of organizing

A
  • The structure must reflect objectives and plans which act as the base of the organization’s activities
  • The structure must reflect authority given to top and middle management
  • The structure should reflect the external environment to allow members of the group to contribute ideas and solutions and help people achieve objectives efficiently and effectively
  • The organization must consider employees’ and customers’ limitation, customs,and traditions
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q
  • Organizing is important in the overall management of an organization because it is the primary mechanism that managers use to implement plans.
  • It also provides the structure for how material and human resources are utilized in the organization
  • It can help maximize the productivity of the organization by brining to light idle resources and duplicate tasks
A

Importance of Organizing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

The basic process of organizing follows a series of seven steps:

A
  1. Defining goals
  2. Identifying and defining each task to be completed.
  3. Grouping related task into a specific job
  4. Grouping employees into job units that are related in some manner (eg. skills needed)
  5. Assigning a manager to each unit, providing him/her necessary authority and responsibility to ensure the completion of the task
  6. Arranging these units relative to one another both horizontally and vertically and establish who reports to whom
  7. Establishing a control system for monitoring the progress and achievements of each unit
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q
  • All employees need to know their responsibilities , their supervisors (who they report to), and their subordinates (who
    reports to them).
  • An ambiguous work environment will result in unperformed or underperformed task and breed frustration among employees.
  • In a pharmacy where most employees can influence its survival and success, an organized work environment is highly essential
A

Nature of Organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

All employees need to know their responsibilities , their ___ (who they report to), and their ___ (who reports to them).

A

supervisors
subordinates

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

An ambiguous work environment will result in ___ or ___ task and breed frustration among employees.

A

unperformed or underperformed

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

In a pharmacy where most employees can influence its survival and success, an ___ work environment is highly essential

A

organized

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

the division of executives, departments and group of workers in terms of their activities or tasks

A

organizational structures

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

If the structure is logically designed, functionally correct and competently staffed, organizational goals will be __ attained

A

efficiently

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

True or False

Every company should have a chart of its organizational structure in order to visualize
the dynamics of the functions of different departments and how they relate to each other.

A

True

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

The chart also helps to correct any visible ___.

A

weakness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Organizational theorists suggest that the structure of an organization encompasses three major aspects:

A

Differentiation
Formalization
Cetralization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

refers to the degree to which units are dissimilar
(horizontal, vertical, and spatial)

A

differetiation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

refers to the degree to which jobs in the
organization are standardized

A

formalization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

refers to the concentration of decision-making
power at a single point in the organization

A

centralization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

describes differences among workers in the organization.

A

horizontal differentiation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

horizontal differentiation includes:

A

education
type of training
task assigned to them

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

focuses on the differences in hierarchical positions.

A

vertical differentiation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

involves chain of command

A

vertical differentiation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

used to depict the relationship and the hierarchy of authority in an organization

A

vertical differentiation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

involves location or sites if an organization’s units, whether they are in one place or spread across several areas

A

spatial differentiation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

emphasizes the maintenance of the structure

A

formalization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

formalization includes:

A

rules
procedural specification
technical competence
impersonality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

degree of organizational control of employee behavior

A

rules

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

defines techniques that members must follow when dealing specific situation

A

procedural specification

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

universal standards in selecting personnel

A

technical competence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

treatment of members outside and inside the organization regardless of individual qualities

A

impersonality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

concentration of decision-making power at a single point in the organization

A

centralization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

true or false:
The lowest levels of management usually make most of the policy decisions in a centralized organization

A

false

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

True or False : Recent trends has been to decentralize decision making and move it to lower levels of management

A

true

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

can be observed in pharmacies where pharmacists are assigned with specific functions

A

division of labor

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Expected to results in heightened efficiency in the utilization of specialized skills of individual employees.

A

division of labor

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Disadvantage: employees assigned with singular tasks will not develop comprehensive skill sets in the field

A

division of labor

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

responsibility for decisions cannot be passed on while the authority to make them can be shared and/or given to others

A

parity of authority and responsibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

individual employee must report to only one supervisor or manager

A

unity of command

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

the number of employees a manager can effectively control

A

span of control

40
Q

categorization of individuals according to the specific task they must perform

A

departmentalization

41
Q

shows the composition of an entire business, for each department, or for each section of a business

A

organizational chart

42
Q

it shows the departments/tasks of these sections, their divisions and their interrelationships

A

organizational chart

43
Q

purposes of an organizational chart:

A

Purposes:
• To assist in viewing the firm’s whole structure
• To help management in dividing the different duties or functions in the
business
• To show the grouping of departments in order to easily direct and
control activities
• To sort the responsibilities of the positions so there will be no wasted
time or effort

44
Q

___ must identify a relatively standard
organizational design that best fits the pharmacy’s needs

A

management

45
Q

Design must be constructed to coincide with the
___ of the owner, administrator or board of
trustees.

A

preference

46
Q

two types of organizational structures

A

formal
informal

47
Q

types of formal structures

A

line organization
line-and-staff organization

48
Q

types of informal structures

A

organization by time
organization by number
organization by function

49
Q

straight and direct line of responsibility and control from the top management

A

line organization

50
Q

established from the general manager to department or section head who shares the same level of authority and is independent of the other

A

line organization

51
Q

usually found in smaller pharmacies that employ fewer people(3-8)

A

line organization

52
Q

advantages of line organization

A

Advantages
• Centralization of authority
• Regarding small concerns, the chief executive and principal assistants are capable of handling these concerns
• Problems solved promptly
• Direct lines of authority make it easy to define responsibility
• Overhead expenses are likely to decrease due to simple functionalization

53
Q

disadvantages of line organization

A

Disadvantages
• Growth of an organization can increase the workload and responsibilities of each department head
• Instructions have to follow the flow of the chain of
command because they are not directly given to the
assigned worker.
• Line executives are less likely to find themselves in a position to acquire expert knowledge in a particular fieldand gain relevant experience therein.

54
Q

to compensate for the lack of needed specialist within the line organization structure

A

line-and-staff organization

55
Q

employs assistance of specialist

A

line-and-staff organization

56
Q

most common in larger pharmacies

A

line-and-staff organization

57
Q

still makes use of the features of the line organizational structure that assisted by technical specialist who have expertise in some of the finer points of the business

A

line-and-staff organization

58
Q

one of the simplest methods of organizing a group of employees based on their working hours

A

organization by time

59
Q

this can be applied when a group of employees with similar skill or set of specialization is too large to be effectively supervised by one person

A

organization by number

60
Q

This structure is applied where there is considerable diversity in jobs and skills required to accomplish a task satisfactorily.

A

organization by function

61
Q

they are responsible for the financial health of an organization

A

financial managers

62
Q

they produce financial reports, direct investment activities, and develop strategies and plans for the long term financial goals of their organization

A

financial managers

63
Q

may oversee the acquisition of materials needed for production, general supplies, or offices and facilities, equipment, or construction contracts

A

purchasing manager

64
Q

often supervises purchasing agents and buyers

A

purchasing manager

65
Q

defined depending on the functions the department is associated with

A

research and development department

66
Q

researches for and development of new products

A

research and development department

67
Q

product maintenance and enhancement

A

research and development department

68
Q

quality and regulatory compliance

A

research and development department

69
Q

ultimately responsible for ensuring that all aspects of the production are completed within budget, according to the designer’s and director’s wishes, and in time for the first public performance.

A

production manager

70
Q

a person within a company who supervises and helps create the various advertising or merchandising sales campaigns the business uses to sell itself and its products

A

marketing manager

71
Q

estimates demand for products and services, using data from marketing research studies

A

marketing manager

72
Q

their work involved overseeing employee relations, securing regulatory compliance, and administering employee-related services such as payroll, training, and benefits

A

human resource manager

73
Q

maintains the work structure by updating job requirements and job descriptions for all positions

A

human resource manager

74
Q

Importance of Organizational Structure:

A
  1. Organizations need structure in order to function
    and grow.
  2. Improve lines of communication.
  3. To know whom to report to and responsibilities
    are passed around.
  4. To have an organized flow of leadership.
  5. Create a visual directory of employees.
75
Q

• The value system of an organization
• The ethical context in which goods and services are
rendered.

A

organizational philosophy

76
Q

Important tools managers can use to “biopsy” the organization’s value system.

A

ethics audit

77
Q

It provides an understanding of culture so that the culture’s values can be moved in the desired direction.

A

ethics audit

78
Q

“It is possible to define a company’s ___ as a set of common beliefs, goals, attitudes, and practices that constitute a company’s__.”

A

culture

79
Q

Bureaucratic Organizational Structure

A

Functional Organization

80
Q
  • divides the company based on specialty
  • Traditional business with a sales department,
    marketing department, customer service
    department, etc
A

functional organization

81
Q
  • It refers to companies that structure leadership
    according to different products or projects.
  • Each operates as an individual company, but they
    are underneath a major company.
  • Example: Robinsons Group of Companies
    (SouthStar Drug, The Generics Pharmacy, Cebu
    Pacific and Robinsons Malls)
A

divisional organization

82
Q
  • Type of organizational structure that is confusing but also has an advantage.
  • Under this type, employees have multiple bosses and reporting lines. Not only they report to a divisional manager, but they typically have project managers for specific projects.
  • Disadvantage: Prone to confusion and complications
A

matrix organization

83
Q
  • This open up the lines of communications and
    collaboration by removing layers within the organization.
  • Removes unnecessary levels and spreads power across multiple positions.
A

flatarchy organization

84
Q

Four Reasons Why We Set the Number of Organizational Levels At A Minimum

A
  1. the effect of line loss
  2. the effect on organizational steps
  3. the principle of split functions
  4. principle or management ephasis
85
Q

the greater the number of organizational levels, the greater the tendency for communication between the top and lower levels to weaken.

A

the effect of line loss

86
Q

when people coordinate their efforts with those of other people, they divert their efforts from other endeavors.

A

the effect of organizational steps

87
Q

tends to force functional supervision to the next higher level, where work tends to be grouped around the strongest individuals.

A

the principle of split functions

88
Q

when supervising two or more functions, products or units, a manager tends to show preferential emphasis in his decisions/choices.

A

principle of management emphasis

89
Q

results of good organization

A
  • Well-established responsibilities and the prevention of “buck passing”
  • Easier communication between and among the employees, manager and staff.
  • Jurisdictional disputes between individuals are eliminated.
  • Development of executive ability.
  • Effective measurement of a person’s performance against his or her charges and responsibilities.
  • Equitable distribution of work, function and or personnel supervision.
  • Expansion and contraction are permitted without
    seriously disorganizing the structure.
  • “Dead end” jobs are pointed out.
  • Business can move toward the direction of the “ideal” organization in time of change.
  • Closer and better cooperation and higher morale among employees, managers and staff.
  • Clear and definite delineation of avenues promotion.
  • Preventing duplication of work.
  • Adequate control of growth without overworking top executives.
  • Wage and salary administration is aided through forced job analysis and description.
90
Q

refers to the process of assigning responsibility and authority to lower-level employees

A

delegation

91
Q

a skill that the manager can effectively perform through practice and the motivation of his/her subordinates

A

delegation

92
Q

positive motivation can be given with psychological, monetary or tangible benefits

A

delegation

93
Q

elements of delegation

A

responsibility
authority
accountability

94
Q

types of authority

A

traditional
behaviorist/social scientist
functional

95
Q

right to give orders, assign tasks and jobs and expect exact obedience from subordinates

A

traditional

96
Q

the belief that authority and power are given to the superior by the subordinates

A

behaviorist/social scientist

97
Q

assumes authority based on expertise a d experience of a person and by one’s specialization

A

functional

PMNL111 (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions