Organizing Flashcards
(104 cards)
1
Q
Contribute largely to the accomplishment of the objectives of many organizations
A
Organizing
2
Q
Undertaken to facilitate the implementation of plans
A
Organizing
3
Q
Steps are undertaken to breakdown the total job into more manageable man-size jobs
A
Effective organizng
4
Q
Management function which refers to the structuring of resources and activities to accomplish objectives in an efficient and effective manner
A
Organizing
5
Q
Arrangement of relationship of positions within an organization
A
Structure
6
Q
Result of organizing process
A
structure
7
Q
Purpose of structure
A
- Defines the relationships between tasks and authority
- Define formal reporting relationships, the number of levels in the hierarchy of the organization, and span of control
- Defines the groupings of individuals into departments and departments into organization
- Defines the system to effect coordination of effort in both vertical (Authority) and horizontal (tasks) direction
8
Q
When structuring an organization, the engineer manager must be concerned with the following;
A
Division of labor
Delegation of authority
Departmentation
Span of control
Coordination
9
Q
determining the scope of work and how it
is combined in a job
A
Division of labor
10
Q
the process of assigning various
degrees of decision-making authority to subordinates
A
Delegation of authority
11
Q
the grouping of related jobs, activities or
processes into major organization subunits.
A
Departmentation
12
Q
the number of people who report directly
to a given manager
A
Span of control
13
Q
the linking of activities in the organization
that serves to achieve a common goal or objective.
A
Coordination
14
Q
4 types of communication
A
Upwards
Downward
Lateral
External
15
Q
Information is exchanged up the
organizational hierarchy. e.g. Employee feedback/reports
A
Upward communication
16
Q
Information is exchanged from the
top of the hierarchy down e.g. Revision of policies)
A
Downward communication
17
Q
Information is exchange between
peers or across teams. e.g. Sharing ideas/techniques
A
Lateral communication
18
Q
Information exchanged with an
outside organization. Client – Salesperson Interaction
A
External communication
19
Q
“the structure that details lines of responsibilities, authority and position
A
Formal organization
20
Q
What is depicted in the organizational chart
A
Formal organization
21
Q
It is the “the planned structure” and it “represents the deliberate attempt to establish patterned relationships among components that will meet the objectives effectively”
A
Formal organization
22
Q
The formal structure is described by management through
A
Organizational chart
Organizational manual
Policy manuals
23
Q
a diagram of the organization’s official position and formal lines of authority
A
Organizational chart
24
Q
provides written descriptions of authority relationships, details and functions of major organizational units and describes job procedures.
A
Organizational manual
25
describes personnel activities and company policies
Policy manuals
26
assigned to perform specific tasks aimed at achieving organizational objectives
Formal group
27
There are instances when members of an organization
spontaneously forma group with friendship as a principal reason for
belonging
Informal group
28
not a part of the
formal organization and it does not have a formal performance purpose.
Informal group
29
oftentimes very useful in the accomplishment of
major tasks, especially if these tasks conform with the expectations of the
members of the informal group
Informal group
30
The informal organization, useful as it is,
is vulnerable to
expediency, manipulation and opportunism.
31
Advantages of formal group
Systematic working
Achievement of organizational objectives
More emphasis on work
32
Disadvantages of Formal groups
Delay in Action
Ignores social needs of employees
33
Advantages of Informal groups
1. Fast Communication
2. Fulfills Social Needs
3. Correct Feedback
34
Disadvantages of Informal groups
1. Prone to manipulation and
opportunism
2. No Systematic Working
35
Types of Organizational Structures
Functional Organization
Production or market organization
Matrix organization
36
this is a form of departmentalization in which everyone engaged in one functional activity, such as engineering or marketing, is grouped into one unit.
Functional organization
37
this refers to the organization of a company by divisions that brings together all those involved with a certain type of product or customer
Production or market organization
38
an organizational structure in which each employee reports to both a functional or division manager and to a project or group manager.
Matrix organization
39
very effective in smaller
firms, especially “single-business firms where key activities revolved
around well-defined skills and areas of specialization.
Functional organization
40
is “appropriate for a large corporation with many product lines
in several related industries.”
Product or market organization
41
As defined by Thompson and Strickland, it “is a structure with two (or more) channels of command, two lines of budget authority, and two sources of performance and reward.
Matrix organization
42
the matrix structure was designed to keep employees in a central
pool and to allocate them to various projects in the firm according to the
length of time they were needed.
Matrix structure by Higgins
43
The organization is divided into functional areas such as marketing, finance, operations, and HR
Functional Organizational Structure
44
Advantages of Functional Organizational Structure
* Specialization
* Clear Career Paths
* Efficiency
45
Disadvantages of Functional Organizational Structure
* Limited Communication
* Slow Response
46
The organization is divided into divisions, each responsible for a specific product, service, or geographic region
Divisional Organizational Structure
47
Advantages of Divisional Organizational Structure
* Focus
* Accountability
* Flexibility
48
Each _____ operates almost like its own separate company with its own functions, resources, and leadership
division
49
Disadvantages of Divisional Organizational Structure
* Duplication
* Coordination Challenges
50
This structure combines elements of both functional and divisional structures.
Matrix Organizational Structure
51
Employees have dual reporting relationships – they report to both a functional manager and a project or product manager
Matrix Organizational Structure
52
advantages of Matrix Organizational Structure
* Flexibility
* Efficiency
* Enhanced Communication
53
there are few or no levels of middle
management, and decision-making is decentralized
Flat organizational structure
54
It encourages open communication and quick decision-making.
Flat organizational structure
55
advantages of Flat organizational structure
* Quick Decision-making
* Employee Empowerment
* Open Communication
56
disadvantages of Flat organizational structure
* Limited Growth
* Lack of Specialization
57
This is a traditional pyramid-shaped structure with clear
lines of authority and reporting
Hierarchical Organizational Structure
58
Information in Hierarchical organization and decisions flow from the ________ through various levels of management
Top down
59
In this structure, the organization is composed of self-managed
teams that handle various tasks and make decisions collectively. It promotes collaboration and employee empowerment.
Team-Based Organizational Structure
60
This structure relies on strategic partnerships, outsourcing, and a
flexible network of collaborators to achieve its goals.
Network Organizational Structure
61
An organization is organized around its products or product lines
Product Organizational Structure
62
Types of Authority
Line
Staff
Functional
63
perform tasks that reflect the organization’s
primary goal and mission.
Line departments
64
A manager's right to tell subordinates what to do and then see that they do it
Line authority
65
A staff specialist's right to giv advice to a superior
Staff authority
66
A specialist's right to oversee lower level personnel involved in that specialty regardless of where the personnel are in the organization
Functional authority
67
include all those that provide specialized skills in support of line departments
Staff departments
68
Classification of staff officers
Personal
Specialized
69
those individuals assigned to a specific to provide needed staff services.
Personal staff
70
those individuals providing needed staff
services for the whole organization
Specialized staff
71
one given to a person or a work group to
make decisions related to their expertise even if these decisions
concern other departments
Functional authority
72
formal group of persons formed for a specific purpose.
It is often staffed by top executivesfrom marketing, production, research,
engineering, and finance, who work part-time to evaluate and approve
product ideas
Committee
73
oftentimes harnessed to achieve
organizational goals
Committees
74
formal group of persons formed for a specific purpose
Committee
75
“often staffed by top executives from marketing, production,
research, engineering, and finance, who work part-time to evaluate and
approve product ideas
Product planning committee defined by Millevo
76
usually formed to provide the
necessary line-up of expertise needed to achieve certain objectives
Committee
77
Classification of committees
Ad hoc
Standing committee
Joint *
78
one created for a short-term purpose and
have a limited life
Ad hoc committee
79
it is a relatively permanent committee that
deals with issues on an ongoing basis
Standing committee
80
A committee that may include members of the community or members of a board in a different organization that have come together for a common purpose or to advance a relationship.
Joint committee
81
suggests that “it might be useful to set
up some procedures to make the committee a more effective tool to
accomplish our goals.
Delaney
82
process for shaping the way
organizations are structured and run
Organizational design
83
Impact of organizational design
* Increased efficiency.
* Faster and more effective decision making.
* Improved quality of goods and services.
* Higher profits.
* Better customer relations.
* Safer working conditions.
* A happier, healthier and more motivated workforce.
* Greater preparedness for future challenges.
84
Principles of OD
Specialization principle
Coordination
Simplicity
Flexibility
Integration
85
This principle states that boundaries should exist to encourage the development of specialists.
Specialization principle
86
This principle states that activities that are done should be coordinated in a single unit
Coordination principle
87
This principle states that an organization should be as simple as possible
Simplicity principle
88
This principle states that an organization should be flexible enough to adapt to changes in the environment.
Flexibility principle
89
This principle states that an organization should be integrated across all levels
Integration principle
90
Determinants of Structure
Nature of objectives
Operative activities
Technology
Sequence of tasks
Limitations of Skill and Working Capacity
Managerial functions
Size and scope
Strategy
Social needs
91
determine the basis of the organization structure. For
example, an organization structure of an industrial concern cannot be the
same as that of a religious or governmental institution
Nature of objectives/objectives
92
The operative
activities and the inter-relations that exist among different tasks have an
important bearing on the structure of an organization
Operative activities
93
depends upon the type and
nature of technological process adopted for the production
Organization structure
94
an important prerequisite to workplace motivation, as a well-designed job can encourage positive behaviors and create a strong infrastructure for employee success
Job Design
95
involves specifying the contents, responsibilities, objectives, and relationships required to satisfy the expectations of the role
Job Design
96
Job Characteristics theory is proposed by
Greg R. Oldham and J. Richard Hackman in 1976
97
identifies five core characteristics that managers should keep in mind when they are designing jobs.
Job Characteristics Theory
98
these dimensions relate to, and help satisfy, important psychological states of the employee filling the role, with the results of greater job satisfaction and motivation and less absenteeism and turnover
Job Characteristics Theory
99
Core job characteristics
Skill variety
Task identity
Task significance
Autonomy
Feedback
100
Providing well-constructed feedback
with tangible outcomes is a key component of job design
Feedback
101
No one likes to be micromanaged, and having some freedom
to be the expert is critical to job satisfaction. Companies usually hire
people for their specialized knowledge. Giving specialists autonomy to
make the right decisions is a win-win
Autonomy
102
Doing the same thing day in, day out gets tedious. The
solution to design jobs with enough variety to stimulate ongoing interest,
growth, and satisfaction
Skill variety
103
Being part of a team is motivating, but so, too, is having
some ownership of a set of tasks or part of the process. Having a clear
understanding of what one is responsible for, with some degree of
control over it, is an important motivator.
Task identity
104
Feeling relevant to organizational success provides
important motivation for getting a task or job done.
Task significance
