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Good Governance > Chapt 2 > Flashcards

Chapt 2 Flashcards

1
Q

is a group of people working together in some concerted or coordinated effort to attain objectives

A

organization

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2
Q

are complex adaptive systems that use people, tasks, and technologies to achieve specified goals and objectives

A

Organizations

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3
Q

the set of all factors both outside and inside the organization that can affect its progress toward attaining its goals

A

Organizational environment

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4
Q

decides on how to use the structure, resources, and the activities of the organization to achieve stated goals and objectives.

A

Management

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5
Q

tries to explain how organization work by defining the common elements that they share with other organizations, by collecting data, and by analyzing them.

A

Organizational theory

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6
Q

is concerned with the relationship between organizations and their environment, the effects of those relationships on organizational functioning, and how organizations affect the distribution of privilege in society

A

Organization theory

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7
Q

Drucker suggests three criteria for effective organizations:

A
  • organized for business performance
  • structure should contain the least number of management levels—meaning a flat structure.
  • structure should facilitate training and testing of future organization leaders.
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8
Q

is the pattern of relationships among positions in the organization and among members of the organization.

A

Organizational structure

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9
Q

Mintzberg five basic categories of organizational structures:

A
  • Simple Structure
  • Machine bureaucracy
  • Professional bureaucracy
  • Divisionalized form of bureaucracy
  • Adhocracy
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10
Q

centralized, entrepreneur-founded, little hierarchy, controlled by the CEO

A

Simple Structure

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11
Q

mass produced tasks, many layers of management, formal procedures

A

Machine bureaucracy

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12
Q

parts of administration is set by independent professional bodies

A

Professional bureaucracy

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13
Q

applies more to multinational or industrial corporations, a small central core key guidelines

A

Divisionalized form of bureaucracy

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14
Q

often found in new technology industries, which need constantly to innovate and respond to quickly changing markets

A

Adhocracy

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15
Q

grouping of major functions

A

Functional structure

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16
Q

a nationalized service develops regions, areas or district authorities

A

Geographical

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17
Q

groupings of services and/or geography and functionality (but with functions such as finance, personnel, planning retained at the headquarters).

A

Divisional Structure

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18
Q

grouping of projects and functions, a combination of product and functional departmentalization that creates dual lines of authority.

A

The matrix structure

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19
Q

types of organizational structure

A
  • Functional structure
  • Product/Service
  • Geographical
  • Divisional structure
  • The matrix structure
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20
Q

grouping of major functions

A

Functional structure

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21
Q

grouping by product/service

A

Product/service

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22
Q

a nationalized service develops regions, areas or district authorities

A

Geographical

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23
Q

groupings of services and/or geography and functionality (but with functions such as finance, personnel, planning retained at the headquarters)

A

Divisional structure

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24
Q

grouping of projects and functions, a combination of product and functional departmentalization that creates dual lines of authority.

A

The matrix structure

25
Q

is the degree to which decision making is concentrated at a single point in an organization.

A

Centralization

26
Q

If the power to decide is dispersed among many people or groups, it is known as

A

decentralized decision making.

27
Q

Levels of organization according to Drucker

A
  • Technical level
  • Managerial level (or organizational level)
  • Community level (or institutional level)
28
Q

concerned with specific operations and define tasks, actual jobs to be done, and doing technical functions

A

Technical level

29
Q

concerned with the coordination and integration of work at the technical level

A

Managerial or organizational level

30
Q

concerned with the broad objectives and the work of the organization as a whole

A

Community or institutional level

31
Q

ORGANIZATIONAL RELATIONSHIPS

A
  • Work design
  • Formal
  • Span of control
  • People and organizational relationship
32
Q

work can be combined in various forms

A

Work design

33
Q

line, functional and staff

A

Formal

34
Q

number of employees who directly reports to one supervisor

A

Span of control

35
Q

the elements of organizational structure maintain the balance of the socio-technical system and effectiveness of the organization as a whole.

A

People and organizational relationship

36
Q

is the administrative process of writing and passing laws that, to a certain extent, restrain some fundamental rights of business.

A

Regulation

37
Q

pertains to minimum wages, benefits, safety and health compliance, working conditions, equal employment opportunity, and privacy regulations

A

employment laws

38
Q

enforces environmental laws passed by the government

A

DENR

39
Q

prevent businesses from disclosing sensitive information about employees and customers freely.

A

Privacy laws

40
Q

ensures that employers provide safe and sanitary work environments through frequent inspections and a grade scale.

A

Safety and health laws

41
Q

frequent change in regime—change in policy toward business, particularly international business.

A

Political instability

42
Q

the economic, legal, ethical, and discretionary expectations that society has of organizations at a given point in time

A

Corporate Social Responsibility

43
Q

Nature of corporate social responsibility

A
  • Economic responsibility
  • Legal responsibility
  • Ethical responsibility
  • Discretionary responsibility
44
Q

Contemporary social issues

A
  • Environmental issues
  • Global issues
  • Technological issues
45
Q

is an organized group that seeks to influence not only government policy but also private enterprises’ operating policy.

A

pressure group

46
Q

work to protect and advance the interest of specific social groups. At times they are crossbreed of political group.

A

Sectoral pressure groups

47
Q

fast growing group in the Philippines with regards to putting pressure on government. They mobilize support in the country for what they believe in and to support for political office those who share their beliefs.

A

Religious/Attitude groups

48
Q

MAJOR CAUSES OF ECONOMIC INEQUALITY

A

slide 40

49
Q

Role of government policy

A

slide 37

50
Q

Role of government in business

A

slide 36

51
Q

Six foundation of trust upon which ethical business practice is built:

A

Slide 34

52
Q

Significant impact on international operating activities of a company

A

slide 28

53
Q

Factors affecting structural selection in mnCs

A

Slide 23

54
Q

Factors affecting structure selection in multinational corporations

A

Slide 22

55
Q

Mintzberg nine design parameters

A

slide 19

56
Q

Consequences of structural deficiencies (Child)

A

Slide 14

57
Q

Dimensions of organizational structure (Child, 1988, as cited by Biore, et al., 2017)

A

Slide 13

58
Q

Objectives of an organizational structure

A

Slide 12

Good Governance (10 decks)

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