PHARMACEUTICAL ORGANIZATION STRUCTURE AND FUNCTION Flashcards
1
Q
an entity comprising multiple people, such as an institution, association or company
A
organization
2
Q
the process of classifying and categorizing personnel, establishing relationship among them and defining their authority and responsibility
A
organizing
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
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
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
6
Q
The basic process of organizing follows a series of seven steps:
A
- Defining goals
- Identifying and defining each task to be completed.
- Grouping related task into a specific job
- Grouping employees into job units that are related in some manner (eg. skills needed)
- Assigning a manager to each unit, providing him/her necessary authority and responsibility to ensure the completion of the task
- Arranging these units relative to one another both horizontally and vertically and establish who reports to whom
- Establishing a control system for monitoring the progress and achievements of each unit
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
8
Q
All employees need to know their responsibilities , their ___ (who they report to), and their ___ (who reports to them).
A
supervisors
subordinates
9
Q
An ambiguous work environment will result in ___ or ___ task and breed frustration among employees.
A
unperformed or underperformed
10
Q
In a pharmacy where most employees can influence its survival and success, an ___ work environment is highly essential
A
organized
11
Q
the division of executives, departments and group of workers in terms of their activities or tasks
A
organizational structures
12
Q
If the structure is logically designed, functionally correct and competently staffed, organizational goals will be __ attained
A
efficiently
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
14
Q
The chart also helps to correct any visible ___.
A
weakness
15
Q
Organizational theorists suggest that the structure of an organization encompasses three major aspects:
A
Differentiation
Formalization
Cetralization
16
Q
refers to the degree to which units are dissimilar
(horizontal, vertical, and spatial)
A
differetiation
17
Q
refers to the degree to which jobs in the
organization are standardized
A
formalization
18
Q
refers to the concentration of decision-making
power at a single point in the organization
A
centralization
19
Q
describes differences among workers in the organization.
A
horizontal differentiation
20
Q
horizontal differentiation includes:
A
education
type of training
task assigned to them
21
Q
focuses on the differences in hierarchical positions.
A
vertical differentiation
22
Q
involves chain of command
A
vertical differentiation
23
Q
used to depict the relationship and the hierarchy of authority in an organization
A
vertical differentiation
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
25
emphasizes the maintenance of the structure
formalization
26
formalization includes:
rules
procedural specification
technical competence
impersonality
27
degree of organizational control of employee behavior
rules
28
defines techniques that members must follow when dealing specific situation
procedural specification
29
universal standards in selecting personnel
technical competence
30
treatment of members outside and inside the organization regardless of individual qualities
impersonality
31
concentration of decision-making power at a single point in the organization
centralization
32
true or false:
The lowest levels of management usually make most of the policy decisions in a centralized organization
false
33
True or False : Recent trends has been to decentralize decision making and move it to lower levels of management
true
34
can be observed in pharmacies where pharmacists are assigned with specific functions
division of labor
35
Expected to results in heightened efficiency in the utilization of specialized skills of individual employees.
division of labor
36
Disadvantage: employees assigned with singular tasks will not develop comprehensive skill sets in the field
division of labor
37
responsibility for decisions cannot be passed on while the authority to make them can be shared and/or given to others
parity of authority and responsibility
38
individual employee must report to only one supervisor or manager
unity of command
39
the number of employees a manager can effectively control
span of control
40
categorization of individuals according to the specific task they must perform
departmentalization
41
shows the composition of an entire business, for each department, or for each section of a business
organizational chart
42
it shows the departments/tasks of these sections, their divisions and their interrelationships
organizational chart
43
purposes of an organizational chart:
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
___ must identify a relatively standard
organizational design that best fits the pharmacy’s needs
management
45
Design must be constructed to coincide with the
___ of the owner, administrator or board of
trustees.
preference
46
two types of organizational structures
formal
informal
47
types of formal structures
line organization
line-and-staff organization
48
types of informal structures
organization by time
organization by number
organization by function
49
straight and direct line of responsibility and control from the top management
line organization
50
established from the general manager to department or section head who shares the same level of authority and is independent of the other
line organization
51
usually found in smaller pharmacies that employ fewer people(3-8)
line organization
52
advantages of line organization
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
disadvantages of line organization
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
to compensate for the lack of needed specialist within the line organization structure
line-and-staff organization
55
employs assistance of specialist
line-and-staff organization
56
most common in larger pharmacies
line-and-staff organization
57
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
line-and-staff organization
58
one of the simplest methods of organizing a group of employees based on their working hours
organization by time
59
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
organization by number
60
This structure is applied where there is considerable diversity in jobs and skills required to accomplish a task satisfactorily.
organization by function
61
they are responsible for the financial health of an organization
financial managers
62
they produce financial reports, direct investment activities, and develop strategies and plans for the long term financial goals of their organization
financial managers
63
may oversee the acquisition of materials needed for production, general supplies, or offices and facilities, equipment, or construction contracts
purchasing manager
64
often supervises purchasing agents and buyers
purchasing manager
65
defined depending on the functions the department is associated with
research and development department
66
researches for and development of new products
research and development department
67
product maintenance and enhancement
research and development department
68
quality and regulatory compliance
research and development department
69
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.
production manager
70
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
marketing manager
71
estimates demand for products and services, using data from marketing research studies
marketing manager
72
their work involved overseeing employee relations, securing regulatory compliance, and administering employee-related services such as payroll, training, and benefits
human resource manager
73
maintains the work structure by updating job requirements and job descriptions for all positions
human resource manager
74
Importance of Organizational Structure:
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
• The value system of an organization
• The ethical context in which goods and services are
rendered.
organizational philosophy
76
Important tools managers can use to “biopsy” the organization’s value system.
ethics audit
77
It provides an understanding of culture so that the culture’s values can be moved in the desired direction.
ethics audit
78
“It is possible to define a company's ___ as a set of common beliefs, goals, attitudes, and practices that constitute a company's__.”
culture
79
Bureaucratic Organizational Structure
Functional Organization
80
- divides the company based on specialty
- Traditional business with a sales department,
marketing department, customer service
department, etc
functional organization
81
- 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)
divisional organization
82
- 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
matrix organization
83
- This open up the lines of communications and
collaboration by removing layers within the organization.
- Removes unnecessary levels and spreads power across multiple positions.
flatarchy organization
84
Four Reasons Why We Set the Number of Organizational Levels At A Minimum
1. the effect of line loss
2. the effect on organizational steps
3. the principle of split functions
4. principle or management ephasis
85
the greater the number of organizational levels, the greater the tendency for communication between the top and lower levels to weaken.
the effect of line loss
86
when people coordinate their efforts with those of other people, they divert their efforts from other endeavors.
the effect of organizational steps
87
tends to force functional supervision to the next higher level, where work tends to be grouped around the strongest individuals.
the principle of split functions
88
when supervising two or more functions, products or units, a manager tends to show preferential emphasis in his decisions/choices.
principle of management emphasis
89
results of good organization
- 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
refers to the process of assigning responsibility and authority to lower-level employees
delegation
91
a skill that the manager can effectively perform through practice and the motivation of his/her subordinates
delegation
92
positive motivation can be given with psychological, monetary or tangible benefits
delegation
93
elements of delegation
responsibility
authority
accountability
94
types of authority
traditional
behaviorist/social scientist
functional
95
right to give orders, assign tasks and jobs and expect exact obedience from subordinates
traditional
96
the belief that authority and power are given to the superior by the subordinates
behaviorist/social scientist
97
assumes authority based on expertise a d experience of a person and by one’s specialization
functional
