A - LESSON 3: Organizing and Staffing the Laboratory Flashcards
(125 cards)
1
Q
is a system used to define a hierarchy within an organization.
A
Organizational structure
2
Q
✓ It identifies each job, its function and where it reports to within the organization.
A
Organizational structure
3
Q
developed to establish how an organization operates and assists an organization in obtaining its goals to allow for future growth.
A
Organizational structure
4
Q
illustrated using an organizational chart.
A
5
Q
Significance of Organization Structure
A
6
Q
Organisation structure allocates authority and responsibility.
A
Clearcut Authority Relationships
7
Q
It specifies who is to direct whom and who is accountable for what results.
A
Clearcut Authority Relationships
8
Q
The structure helps an organization member his role and how does it relate to other roles
A
Clearcut Authority Relationships
9
Q
Organisation structure provides the patterns of communication and coordination.
A
Pattern of Communication
10
Q
By grouping activities and people, structure facilitates communication between peopl e centred on their job activities.
A
Pattern of Communication
11
Q
People who have joint problems to solve often need to share information
A
Pattern of Communication
12
Q
Organisation structure determines the location of centres of decision making in the organisation.
A
13
Q
A departmental store, for instance may follow a structure that leaves pricing, sales promotion and other matters largely up to individual departments to ensure that various departmental conditions are considered.
A
Location of Decision Centres
14
Q
Organisation structure creates the proper b alance and emphasizes on coordination of group activities.
A
Proper Balancing
15
Q
Those more critical aspect for the success of the enterprise may be given higher priority in the organisation.
A
Proper Balancing
16
Q
Research in a pharmaceutical company, for instance, might be singled out for reporting to the general manager or the managing director of the company.
A
Proper Balancing
17
Q
Activities of comparable importance might be given, roughly equal levels in the structure to give them equal emphasis.
A
Proper Balancing
18
Q
Sound organisation structure stimulates creativ e thinking and initiative among organisational members by providing well defined patterns of authority.
A
Stimulating Creativity
19
Q
Everybody knows the area where he specialises and where his efforts will be appreciated
A
Stimulating Creativity
20
Q
An organisation structure provides the fra mework within which an enterprise functions.
A
Encouraging Growth
21
Q
If it is flexible, it will help in meeting challenges and creating opportunities for growth.
A
Encouraging Growth
22
Q
A sound organisation structure facilitates growth of the enterprise by increasing its capacity to handle increased lev el of activity.
A
Encouraging Growth
23
Q
A sound organisation structure which is adaptable to change can make the best possible use of latest technology.
A
Making use of Technological Improvements
24
Q
It will modify the existing pattern of authorityresponsibility relationships in the wake of technological improvements.
A
Making use of Technological Improvements
25
influence the division of the tasks, grouping of activities, coordinating the activities and the overall accomplishment of the tasks.
Organisation structure
26
Since organisation structure relates to relatively stable relationship and process of the organisation, all influencing factors must be analysed for designing the organisation structure
27
FACTORS AFFECTING ORGANIZATIONAL STRUCTURE
28
T or F
➢ The quicker the environment changes, the more problems face managers.
T
29
T or F
➢ Structure must be more flexible (i.e., decentralized authority) when environmental change is rapid.
T
30
require the use of different structures
Different strategies
31
needs a flexible structure, low cost may need a more formal structure.
differentiation strategy
32
✓ Increased (?) also requires a more flexible structure.
vertical integration or diversification
33
➢ The combination of skills, knowledge, tools, equipment, computers and machines used in the organization.
Technology
34
T or F
➢ More complex technology makes it harder for managers to regulate the organization.
T
35
Technology can be measured by:
1. Task variety: the number of new problems a manager encounters.
2. Task analyzability: the availability of programmed solutions to a manager to solve problems.
36
➢ Highly skilled workers whose jobs require working in teams usually need a more flexible structure.
Human Resources
37
➢ Higher skilled workers (e.g., CPA’s and doctors) often have internalized professional norms and values.
Human Resources
38
➢ Managers must take into account all four factors (environment, strategy, technology and human resources) when designing the structure of the organization.
Human Resources
39
The way an organization’s structure works depends on the choices managers make about:
How to group tasks into individual jobs
How to group jobs into functions and divisions
How to allocate authority and coordinate functions and divisions
40
: A chart that shows the structure of the organization including the title of each manager’s position and, by means of connecting lines, who is accountable to whom and who has authority for each area
Organization Chart
41
Few employees reporting directly to one person (owner)
1. Simple
2. Functional Organizational Structure
3. Divisionalized Structure
4. Project-Based Matrix Structure
5. HYBRID structures
42
✓ employee Organizes employees around skills or other resources (marketing, production)
2. Functional Organizational Structure
43
✓ Create subordinate goals
2. Functional Organizational Structure
44
Organizes employees around outputs, clients, or geographic areas
3. Divisionalized Structure
45
Employees are temporarily assigned to a specific project team and have a permanent functional unit
4. Project-Based Matrix Structure
46
Parts are combined to maintain balance of power and 5. HYBRID structures effectiveness across functional, product, geographic and client focused units
5. HYBRID structures
47
The power vested in a manager to make decisions and use resources to achieve organizational goals by virtue of his position in an organization
Authority
48
An organization’s chain of command, specifying the relative authority of each manager
Hierarchy of Authority
49
the number of subordinates who report directly to a manager
Span of Control
50
Allocating Authority
Line Manager
Staff Manager
51
Hierarchy of Authority
Span of Control
52
: Someone in the direct line or chain of command who has formal authority over people and resources
Line Manager
53
: Managers who are functional advice to line managers
Staff Manager
54
Three types of authority
1. line authority
2. staff authority
3. functional authority
55
➢ The right to carry out tasks and give orders related to the organization’s primary purpose.
1. line authority
56
is related to the production and/or delivery of products or services.
1. line authority
57
➢ Those associated with production are described as line supervisors.
1. line authority
58
➢ The right to advise or assist those with line authority.
2. staff authority
59
provides support for line functions
2. staff authority
60
➢ The right given by higher management to specific staff personnel to give orders concerning an area in which the staff personnel have expertise.
3. functional authority
61
is assigned to the position.
Authority
62
who occupies the position and has the authority to carry out the assignments of the position
supervisor
63
Delegation of broad decision-making authority and responsibility.
Empowerment
64
Types of organizations
1. Tall organizations
2. Flat organization
65
➢ Tall structures have many levels of authority and narrow spans of control.
Tall organizations
66
➢ As hierarchy levels increase, communication gets difficult creating delays in the time being taken to implement decisions.
Tall organizations
67
➢ Communications can also become distorted as it is repeated through the firm.
Tall organizations
68
➢ Can become expensive
Tall organizations
69
➢ Flat structures have fewer levels and wide spans of control.
Flat organization
70
➢ Structure results in quick communications but can lead to overworked managers.
Flat organization
71
➢ Top managers should al ways construct a hierarchy with the fewest levels of authority necessary to efficiently and effectively use organizational resources
Minimum Chain of Command
72
➢ shared set of beliefs, expectations, values, and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals
Organizational culture
73
Sources of an Organization’s Culture
Organizational Ethics
Employment Relationship
Strong, Adaptive Cultures Versus Weak, Inert Cultures
74
➢ moral values, beliefs, and rules that establish the appropriate way for an organization and its me mbers to deal with each other and people outside the organization
Organizational Ethics
75
Can influence how hard employees will work to achieve the organization’s goals,
➢ Human resource policies
76
How attached they will be to it
➢ Human resource policies
77
Whether or not they will buy into its values and norms
➢ Human resource policies
78
Strong, Adaptive Cultures Versus Weak, Inert Cultures types
Adaptive cultures
Inert cultures
79
: values and no rms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective
Adaptive cultures
80
✓ Those that lead to values and norms that fail to motivate or inspire employees
Inert cultures
81
✓ Lead to stagnation and often failure over time
Inert cultures
82
giving lower-level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources
Decentralizing authority
83
Decentralizing authority Disadvantages
- Teams may begin to pursue their own goals at the expense of organizational goals
- Can result in a lack of communication among divisions
84
- people have little autonomy
Centralized organization/authority
85
- norms that focus on being cautious, obeying authority, and respecting traditions emerge
Centralized organization/authority
86
- predictability and stability are desired goals
Centralized organization/authority
87
- people have more freedom to choose and control their own activities
flat, decentralized structure
88
- norms that focus on being creative and courageous and taking risks appear
flat, decentralized structure
89
- gives rise to a culture in which innovation and flexibility are desired goals
flat, decentralized structure
90
one of the Henri Fayol's 14 principles of Management
Unity of command
91
This principle states that there must be only one superior to a subordinate. That is, an employee or a worker must not have many bosses or superiors. If an employee or subordinate has to work under the influence of many bosses or superiors, then it creates a confusi ng situation, dilemma and disorder.
Unity of command
92
This also affects overall efficiency, productivity and profit of the organization
Unity of command
93
The flow of authority in an organization from one level of management to the next.
Chain of Command
94
Similar to unity of command in that e ach person communicates with the person above or below without skipping a link in the chain.
Chain of Command
95
Skipping a link going up the chain is referred to as going over someone’s head
Chain of Command
96
: The management principle that there should be a clear line of com mand linking each employee to the next high level of authority, up to and including the highest level of management.
Scalar principle
97
The number of subordinates that a manager or supervisor can directly control.
Span of control
98
This number varies with the type of work: complex, variable work reduces it to six, whereas routine, fixed work increases it to twenty or more
Span of control :
99
a practice where only significant deviations from a budget or plan are brought to the attention of management
Exception principle/ management by exception
100
The idea behind it is that management's attention will be focused only on those areas in need of action. When they are notified of a variance, they can hone in on that specific issue and let staff handle everything else.
Exception principle/ management by exception
101
If nothing is brought up, then ma nagement can assume everything is going according to plan
Exception principle/ management by exception
102
Staffing & scheduling
103
The process by which managers decide how to divide tasks into specific jobs.
Job Design
104
The appropriate division of labor results in an effective and efficient workforce
Job Design
105
The process of reducing the tasks each worker performs.
Job Simplification
106
Too much simplification and boredom results.
Job Simplification
107
➢ Increasing the number of different t division of labor
Job Enlargement
108
Increasing the degree of responsibility a worker has over a job
Job Enrichment
109
Empowering workers to experiment to find new or better ways of doing the job
Job Enrichment
110
Encouraging workers to develop new skills
Job Enrichment
111
Allowing workers to decide how to do the work
Job Enrichment
112
Allowing workers to monitor and measure their own performance
Job Enrichment
113
The Job Characteristics Model
114
Employee uses a wide range of skills
Skill variety
115
Worker is involved in all tasks of the job from beginning to end of the production process
Task identity
116
Worker feels the task is meaningful to organization
Task significance
117
Employee has freedom to schedule tasks and carry them out
Autonomy
118
Worker gets direct information about well the job is done
Feedback
119
: how Group of people, working together, who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs
Function
120
: An organizational structure composed of all the departments that an organization requires to produce its goods or services.
Functional Structure
121
Grouping Jobs into Functions Advantages
Encourages learning from others doing similar jobs.
Easy for managers to monitor and evaluate workers.
Allows managers to create the set of functions monitor the competitive environment
122
Grouping Jobs into Functions Disadvantages
Difficult for departments to communicate with others.
Preoccupation with own department and losing sight of organizational goals
123
The important steps involved in the process of an organization is the [?].
determination of objectives, the grouping of activities, assignment of duties to persons, delegation of authority and creating authority relations
124
[?] is one of the important managerial functions which is concerned with the assessment of the manpower requirement and selection of personnel, training and development or personnel and periodic appraisal of the performance of the personnel.
Staffing
125
Every manager at all levels has the responsibility for the efficient execution of staffing function. However, to assist the manager, some of the staffing functions are assigned to a specialized agency known as the [?].
human resource management
