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Flashcards in 03: ORGANIZING Deck (54)
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1
Q

Grouping together of men and establishing relationships among them, defining the
authority and responsibility of personnel

A

ORGANIZING

2
Q

Establishing orderly uses for all resources within the management system

A

ORGANIZING

3
Q

Determining both what individual employees will do in an organization and how their individual efforts should best be combined to advance the attainment of organizational objectives

A

ORGANIZING

4
Q

Process of classifying and categorizing personnel, defining their authority and responsibilities. establishing the utility of all resources in the management system

A

ORGANIZING

5
Q

FIVE MAIN STEPS OF THE ORGANIZING PROCESS:

A

STEP 1: Reflect on plans and objectives
STEP 2: Establish major tasks
STEP 3: Divide major tasks into subtasks
STEP 4: Allocate resources and directives for subtasks
STEP 5: Evaluate results of organizing strategy

6
Q

FUNDAMENTALS OF ORGANIZING:

A
  1. The structure must reflect objectives and plans because the activities of the organization are based on them.
  2. The structure must reflect authority given to top and middle management.
  3. The structure should reflect their external environment to permit contributions by members of the group and to help people gain objectives efficiently and effectively.
  4. The organization must be manned - consider people’s limitations, customs, and traditions.
7
Q

IMPORTANCE OF ORGANIZING:

A

• It is the primary mechanism that managers use to activate the plans.

• It creates and maintains relationships between all organizational resources by indicating which resources are to be used for specified activities and when, where, and how they are to be used.

• It helps managers minimize costly weaknesses, such as duplication of effort and idle organizational resources.

8
Q

METHOD OF ORGANIZING THE PHARMACY

A
  1. Defining the goals of the pharmacy
  2. Identifying and defining each task to be completed
  3. Grouping related tasks into a specific job that can be assigned to an employee or a team of employees
  4. Grouping employees into job units that are related in some manner (e.g., skills needed, a facet of pharmacy operations)
  5. Assigning a manager to each unit, providing him or her with the necessary authority and responsibility to ensure the completion of the tasks within the unit
  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 units
9
Q

Important to the management system because it is the primary mechanism that managers use to activate the plans. Creates and maintains relationships between all organizational resources by indicating which resources are to be used for specified activities and when, where, and how they are to be used

A

ORGANIZING

10
Q

Division of activities for executives, Differentiation (complexity) departments and group of workers. Structure is logically designed, functionally correct, and competently staffed, organizational goals will be efficiently attained.

A

ORGANIZATIONAL STRUCTURE

11
Q

3 MAJOR ASPECTS OF ORGANIZATION:

A
  1. DIFFERENTIATION (COMPLEXITY)
  2. FORMALIZATION
  3. CENTRALIZATION
12
Q

PRINCIPLES OF ORGANIZATIONAL STRUCTURE:
- Describes the differences among workers or units in an organization. Multi ownership of different firms from a variety of related industries.

It includes their education, type of training, and the tasks assigned to them.

A

HORIZONTAL DIFFERENTIATION

13
Q

PRINCIPLES OF ORGANIZATIONAL STRUCTURE:
- Focuses on the differences in hierarchical positions. Involves “chain of command” in an organization which is the number of levels between the top management or owner of the organization and the rest of the staff. Typically known as organizational chart.

A

VERTICAL DIFFERENTIATION

14
Q

PRINCIPLES OF ORGANIZATIONAL STRUCTURE:
- Involves location, specifically the sites of an organization’s units, whether they are in one place or spread across several areas. Independent community pharmacy may have only one location with its operations centralized in a particular area.

A

SPATIAL DIFFERENTIATION

15
Q

PRINCIPLES OF ORGANIZATIONAL STRUCTURE:
- Emphasizes the maintenance of the structure. Maintenance involves the rules, procedural specification, technical competence and impersonality.

A

FORMALIZATION

16
Q

PRINCIPLES OF ORGANIZATIONAL STRUCTURE:
- Concentration of decision making power at a single point in the organization, the highest level of management usually make mistakes of the policy decisions in which centralized organizations. Highest levels of management usually make most of the policy decisions in a centralized organization.

A

CENTRALIZATION

17
Q

PRINCIPLES OF ORGANIZATIONAL STRUCTURE:
- This can be observed in pharmacies where pharmacists are assigned with specific functions such as dispensing or caring for patients. Within clinical functions, pharmacists can specialize in a particular field. The expected result in heightened efficiency in the utilization of specialized skills of individual employees.

The disadvantage is that employees assigned with singular tasks will not develop comprehensive skills sets in the field and they may eventually find their job monotonous.

A

DIVISION OF LABOR

18
Q

PRINCIPLES OF ORGANIZATIONAL STRUCTURE:
- Responsibility for decisions cannot be passed on while the authority to make them can be shared and or give them to others. delegation of authority, However, it’s often not accomplished within smaller pharmacies

A

PARITY OF AUTHORITY AND RESPONSIBILITY

19
Q

PRINCIPLES OF ORGANIZATIONAL STRUCTURE:
- Idea that an individual employee must report to only one supervisor or manager.

A

UNITY OF COMMAND

20
Q

PRINCIPLES OF ORGANIZATIONAL STRUCTURE (subtopic):
- Integrates the activities of different specialists while maintaining specialized organizational departments.

A

MATRIX ORGANIZATION

21
Q

PRINCIPLES OF ORGANIZATIONAL STRUCTURE:
- Refers to the number of employees a manager can effectively control.

A

SPAN OF CONTROL

22
Q

PRINCIPLES OF ORGANIZATIONAL STRUCTURE:
- Categorization of individuals according to the specific tasks they must perform.

One of the advantages of having departments is that the individuals in one department share common vocabulary, training, and expertise.

A

DEPARTMENTALIZATION

23
Q
  • Diagram that shows the important aspects of the organization. It depicts the relationships and the hierarchy of authority in an organization. It shows how tasks are delegated among employees and who reports to whom.
  • Composition of an entire business, for each department, or for each section of a business.
A

ORGANIZATIONAL CHART

24
Q

FORMALIZING THE ORGANIZATIONAL STRUCTURE

A
  1. The management must identify relatively standard organizational design that best fits the pharmacy’s needs,
  2. The design must be constructed to coincide with the preferences of the owner, the hospital’s administrator, or board of trustees
25
Q

Various pre established organizational models that are available to management. Standardized, they serve as basis for customizing a structure to meet the preferences of the owner and the goals of the pharmacy.

A

FORMAL ORGANIZATIONAL STRUCTURE

26
Q

FORMAL ORGANIZATIONAL STRUCTURES:
- Refers to the straight and direct line of responsibility and control from the top management; Usually found in smaller pharmacies that employ fewer people ranging 3 to 8. This structure does not allow for assistance rom specialist who have the expertise to deal with these specific considerations.

A

LINE ORGANIZATION

27
Q

FORMAL ORGANIZATIONAL STRUCTURES (subtopic):
- Established from the general manager to the department or section head who shares the same level of authority and is independent of the other. The head of each division is subject and responsible only to the individual directly above him.

A

STRAIGHT AND DIRECT LINE OF RESPONSIBILITY AND CONTROL

28
Q

FORMAL ORGANIZATIONAL STRUCTURES:
- Compensate for the lack of needed specialist within the line organization structure; Employs the assistance of specialist; Most common for larger pharmacies that are already deemed successful in the industry. Makes use of the features of the line organizational structure but is assisted by technical specialist who have expertise in some of the finer point of the business.

A

LINE AND STAFF ORGANIZATION

29
Q

Just like the formal ones, these are geared toward strengthening the cohesiveness within the pharmacy and increasing the chances of goal achievement for all.

A

INFORMAL ORGANIZATION STRUCTURE

30
Q

INFORMAL ORGANIZATION STRUCTURE:
- One of the simplest methods of organizing a group of employees is based on their working hours.

A

ORGANIZATION BY TIME

31
Q

INFORMAL ORGANIZATION STRUCTURE:
- (applied when:) A group of employees with s similar skill set or specialization is too large to be effectively supervised by one person.

The disadvantage is that employees from different groups may become isolated and may not be able to share information.

A

ORGANIZATION BY NUMBER

32
Q

INFORMAL ORGANIZATION STRUCTURE:
- Structure applied where there is considerable diversity in jobs and skills required to accomplish a task satisfactorily. Commonality of tasks, not only logical method of division but it also serves to strengthen a work group and provide a means for sharing expertise.

A

ORGANIZATION BY FUNCTION

33
Q

TYPES OF ORGANIZATION BY FUNCTION:
- Prescription dispensing, patient consultation, patient drug record system, home health aids, and professional relations

A

PROFESSIONAL FUNCTIONS

34
Q

TYPES OF ORGANIZATION BY FUNCTION:
- Purchasing, inventory, control, display advertising and personal selling, except prescription and professional goods.

A

MERCHANDISING FUNCTIONS

35
Q

TYPES OF ORGANIZATION BY FUNCTION:
- General financing, budgeting, accounting, operational analysis and control.

A

FINANCIAL FUNCTIONS

36
Q

TYPES OF ORGANIZATION BY FUNCTION:
- Recruiting, selecting, terminating, training, employee performance evaluation, wage determination, and other employee relations including fringe benefits.

A

PERSONNEL FUNCTIONS

37
Q

Process of assigning responsibility and authority to lower lever employees; Skill that a manager can effectively perform through practice and the motivation of his or her subordinates. It is a positive motivation given with psychological, monetary, or tangible benefits.

A

DELEGATION

38
Q

ELEMENTS OF DELEGATION:
- Task or duty designated to a particular individual position

A

RESPONSIBILITY

39
Q

ELEMENTS OF DELEGATION:
- Refers to the power or the right to give orders. sum of power and rights entrusted to an individual to ensure the performance and accomplishment of tasks.

A

AUTHORITY

40
Q

ELEMENTS OF DELEGATION:
- Condition of being held responsible for the task delegated; whether the task is being performed properly or not. It cannot be delegated.

A

ACCOUNTABILITY

41
Q

TYPES OF AUTHORITY:
- Right to give orders, assign tasks and jobs, and expect and exact obedience from subordinates

A

TRADITIONAL

42
Q

TYPES OF AUTHORITY:
- Belief that authority and power is given to the superior by the subordinates.

A

BEHAVIOR/SOCIAL SCIENTIST

43
Q

TYPES OF AUTHORITY:
- Assumes authority based on expertise and experience of a person and by one’s specialization.

A

FUNCTIONAL

44
Q

Refers to the degree to which units are dissimilar

A

3 MAJOR ASPECTS:
DIFFERENTIATION

45
Q

Primarily focused on determining the functions of individual employees in an organization and how their individual efforts should be integrated to attain organizational objectives collectively.

A

ORGANIZING

46
Q

FIVE MAIN STEPS OF THE ORGANIZING PROCESS:
- Has to reflect on the pharmacy’s plans and objectives.

A

STEP 1: REFLECT ON PLANS AND OBJECTIVES

47
Q

FIVE MAIN STEPS OF THE ORGANIZING PROCESS:
- The organizing process focuses on on the tasks to be performed within the management system. The manager delegates major tasks to individuals and groups or units employees within the pharmacy.

A

STEP 2: ESTABLISH MAJOR TASK & STEP 3: DIVIDE MAJOR TASKS INTO SUBTASKS

48
Q

FIVE MAIN STEPS OF THE ORGANIZING PROCESS:
- Assigning the previously established tasks to an individual; It details the relationship between these units.

A

STEP 4: ALLOCATE RESOURCES AND DIRECTIVES FOR SUBTASKS

49
Q

FIVE MAIN STEPS OF THE ORGANIZING PROCESS:
- The evaluation of the results of implementing the organizing strategy. The manager receives feedback on how effective the strategy has been.

A

STEP 5: EVALUATE RESULTS OF OPERATIONALIZING THE ORGANIZING STRATEGY.

50
Q

Suggest that the structure of an organization encompasses three major aspects: Differentiation, Formalization, Centralization.

A

ORGANIZATIONAL THEORIST

51
Q

3 MAJOR ASPECTS OF ORGANIZATION:
- Refers to the degree to which units are dissimilar. Can occur either horizontally, vertically, or spatially.

A

DIFFERENTIATION Complexity

52
Q

3 MAJOR ASPECTS OF ORGANIZATION:
- Refers to the degree to which jobs in the organization are standardized.

A

FORMALIZATION

53
Q

3 MAJOR ASPECTS OF ORGANIZATION:
- Refers to the concentration of decision-making power at a single point in the organization.

A

CENTRALIZATION

54
Q

Leads to employees having more than more than one superior to report to.

A

DECENTRALIZATION