MODULE 1 - UNIT 3 Flashcards
meaning of input
receive instructions & resources from external sources
meaning of transformation
process this internally
meaning of output
deliver finished goods/ service to external users
supplies, knowledge, machinery, & labor are procured w/ the money received
from the sale of the enterprise’s products and services.
input
resources received thru input channels must be converted into the product & services offered by the organization
transformation
products & services produced by org is delivered to its customers
output
in this stage, enterprise satisfies its clients and receives nourishment to renew itself through the input process.
output
All organizations share the ff six traits
- Holistic and Synergistic w/ Clearly Defined Boundaries
- Purposeful Activity & a Primary Task
- Operates as an Open System
- Hierarchy of Systems
- Seek a State of Stability and Equilibrium
- Self-regulating
➔ made up of interconnected parts that are both dependent on & supportive of each other.
➔ each component acts on, & is acted upon, by other members of the system, resulting in a cause-and effect syndrome.
Holistic and Synergistic w/ Clearly Defined Boundaries
system’s reason for being is a commonly shared goal.
Purposeful Activity & a Primary Task
important concept bcs even most comprehensive system must receive inputs from outside its boundaries to survive.
Operates as an Open System
➔ internal components change & become progressively more specialized as org increases in size & sophistication.
➔ results in the dev’t of their own character yet maintain remain under the umbrella of the superior organization
Hierarchy of Systems
can be both a strength & a source of frustration to managers, whose job is to influence the behavior/ direction of the group.
Seek a State of Stability and Equilibrium
➔ to be successful, a system depends on specific behaviors occurring at exactly the right time.
➔ business org relies on the management process to monitor performance and provide info to its members.
Self-regulating
Work Specialization aka
DIVISION OF LABOR
despite the apparent advantages of specialization, many orgs are moving away from this principle bcs
- w/ too much specialization, employees are isolated & perform only small, boring tasks.
- if that person leaves the company, his specialized knowledge may disappear as well.
an unbroken line of authority that links all persons in an org & defines who reports to whom.
chain of command
two underlying principle of chain of command
unity of command
scalar principle
difference between unity of command and scalar principle
unity of command: employee should have one & only one supervisor to whom he/ she is directly responsible
scalar principle: line of authority that includes all employees in the organization
formal & legitimate right of manager to make decisions, issue orders, & allocate resources to achieve organizationally desired outcomes.
authority
give three important underlying principles of authority:
- based on organizational position, & anyone in the same position has the same authority.
- accepted by subordinates
- flows down the vertical hierarchy.
three types of authority
LINE AUTHORITY
STAFF AUTHORITY
FUNCTIONAL AUTHORITY
type of authority that gives manager the right to direct work of his/ her employees & make many decisions without consulting others.
LINE AUTHORITY
type of authority that supports line authority by advising, servicing, and assisting, but typically limited.
STAFF AUTHORITY
