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EngMan > Organizing > Flashcards

Organizing Flashcards

1
Q

Contribute largely to the accomplishment of the objectives of many organizations

A

Organizing

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2
Q

Undertaken to facilitate the implementation of plans

A

Organizing

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3
Q

Steps are undertaken to breakdown the total job into more manageable man-size jobs

A

Effective organizng

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4
Q

Management function which refers to the structuring of resources and activities to accomplish objectives in an efficient and effective manner

A

Organizing

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5
Q

Arrangement of relationship of positions within an organization

A

Structure

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6
Q

Result of organizing process

A

structure

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7
Q

Purpose of structure

A
  1. Defines the relationships between tasks and authority
  2. Define formal reporting relationships, the number of levels in the hierarchy of the organization, and span of control
  3. Defines the groupings of individuals into departments and departments into organization
  4. Defines the system to effect coordination of effort in both vertical (Authority) and horizontal (tasks) direction
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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

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9
Q

determining the scope of work and how it
is combined in a job

A

Division of labor

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10
Q

the process of assigning various
degrees of decision-making authority to subordinates

A

Delegation of authority

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11
Q

the grouping of related jobs, activities or
processes into major organization subunits.

A

Departmentation

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12
Q

the number of people who report directly
to a given manager

A

Span of control

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13
Q

the linking of activities in the organization
that serves to achieve a common goal or objective.

A

Coordination

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14
Q

4 types of communication

A

Upwards
Downward
Lateral
External

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15
Q

Information is exchanged up the
organizational hierarchy. e.g. Employee feedback/reports

A

Upward communication

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16
Q

Information is exchanged from the
top of the hierarchy down e.g. Revision of policies)

A

Downward communication

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17
Q

Information is exchange between
peers or across teams. e.g. Sharing ideas/techniques

A

Lateral communication

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18
Q

Information exchanged with an
outside organization. Client – Salesperson Interaction

A

External communication

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19
Q

“the structure that details lines of responsibilities, authority and position

A

Formal organization

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20
Q

What is depicted in the organizational chart

A

Formal organization

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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

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22
Q

The formal structure is described by management through

A

Organizational chart
Organizational manual
Policy manuals

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23
Q

a diagram of the organization’s official position and formal lines of authority

A

Organizational chart

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24
Q

provides written descriptions of authority relationships, details and functions of major organizational units and describes job procedures.

A

Organizational manual

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25
Q

describes personnel activities and company policies

A

Policy manuals

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26
Q

assigned to perform specific tasks aimed at achieving organizational objectives

A

Formal group

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27
Q

There are instances when members of an organization
spontaneously forma group with friendship as a principal reason for
belonging

A

Informal group

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28
Q

not a part of the
formal organization and it does not have a formal performance purpose.

A

Informal group

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29
Q

oftentimes very useful in the accomplishment of
major tasks, especially if these tasks conform with the expectations of the
members of the informal group

A

Informal group

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30
Q

The informal organization, useful as it is,
is vulnerable to

A

expediency, manipulation and opportunism.

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31
Q

Advantages of formal group

A

Systematic working
Achievement of organizational objectives
More emphasis on work

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32
Q

Disadvantages of Formal groups

A

Delay in Action
Ignores social needs of employees

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33
Q

Advantages of Informal groups

A
  1. Fast Communication
  2. Fulfills Social Needs
  3. Correct Feedback
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34
Q

Disadvantages of Informal groups

A
  1. Prone to manipulation and
    opportunism
  2. No Systematic Working
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35
Q

Types of Organizational Structures

A

Functional Organization
Production or market organization
Matrix organization

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36
Q

this is a form of departmentalization in which everyone engaged in one functional activity, such as engineering or marketing, is grouped into one unit.

A

Functional organization

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37
Q

this refers to the organization of a company by divisions that brings together all those involved with a certain type of product or customer

A

Production or market organization

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38
Q

an organizational structure in which each employee reports to both a functional or division manager and to a project or group manager.

A

Matrix organization

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39
Q

very effective in smaller
firms, especially “single-business firms where key activities revolved
around well-defined skills and areas of specialization.

A

Functional organization

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40
Q

is “appropriate for a large corporation with many product lines
in several related industries.”

A

Product or market organization

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41
Q

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.

A

Matrix organization

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42
Q

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.

A

Matrix structure by Higgins

43
Q

The organization is divided into functional areas such as marketing, finance, operations, and HR

A

Functional Organizational Structure

44
Q

Advantages of Functional Organizational Structure

A
  • Specialization
  • Clear Career Paths
  • Efficiency
45
Q

Disadvantages of Functional Organizational Structure

A
  • Limited Communication
  • Slow Response
46
Q

The organization is divided into divisions, each responsible for a specific product, service, or geographic region

A

Divisional Organizational Structure

47
Q

Advantages of Divisional Organizational Structure

A
  • Focus
  • Accountability
  • Flexibility
48
Q

Each _____ operates almost like its own separate company with its own functions, resources, and leadership

A

division

49
Q

Disadvantages of Divisional Organizational Structure

A
  • Duplication
  • Coordination Challenges
50
Q

This structure combines elements of both functional and divisional structures.

A

Matrix Organizational Structure

51
Q

Employees have dual reporting relationships – they report to both a functional manager and a project or product manager

A

Matrix Organizational Structure

52
Q

advantages of Matrix Organizational Structure

A
  • Flexibility
  • Efficiency
  • Enhanced Communication
53
Q

there are few or no levels of middle
management, and decision-making is decentralized

A

Flat organizational structure

54
Q

It encourages open communication and quick decision-making.

A

Flat organizational structure

55
Q

advantages of Flat organizational structure

A
  • Quick Decision-making
  • Employee Empowerment
  • Open Communication
56
Q

disadvantages of Flat organizational structure

A
  • Limited Growth
  • Lack of Specialization
57
Q

This is a traditional pyramid-shaped structure with clear
lines of authority and reporting

A

Hierarchical Organizational Structure

58
Q

Information in Hierarchical organization and decisions flow from the ________ through various levels of management

A

Top down

59
Q

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.

A

Team-Based Organizational Structure

60
Q

This structure relies on strategic partnerships, outsourcing, and a
flexible network of collaborators to achieve its goals.

A

Network Organizational Structure

61
Q

An organization is organized around its products or product lines

A

Product Organizational Structure

62
Q

Types of Authority

A

Line
Staff
Functional

63
Q

perform tasks that reflect the organization’s
primary goal and mission.

A

Line departments

64
Q

A manager’s right to tell subordinates what to do and then see that they do it

A

Line authority

65
Q

A staff specialist’s right to giv advice to a superior

A

Staff authority

66
Q

A specialist’s right to oversee lower level personnel involved in that specialty regardless of where the personnel are in the organization

A

Functional authority

67
Q

include all those that provide specialized skills in support of line departments

A

Staff departments

68
Q

Classification of staff officers

A

Personal
Specialized

69
Q

those individuals assigned to a specific to provide needed staff services.

A

Personal staff

70
Q

those individuals providing needed staff
services for the whole organization

A

Specialized staff

71
Q

one given to a person or a work group to
make decisions related to their expertise even if these decisions
concern other departments

A

Functional authority

72
Q

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

A

Committee

73
Q

oftentimes harnessed to achieve
organizational goals

A

Committees

74
Q

formal group of persons formed for a specific purpose

A

Committee

75
Q

“often staffed by top executives from marketing, production,
research, engineering, and finance, who work part-time to evaluate and
approve product ideas

A

Product planning committee defined by Millevo

76
Q

usually formed to provide the
necessary line-up of expertise needed to achieve certain objectives

A

Committee

77
Q

Classification of committees

A

Ad hoc
Standing committee
Joint *

78
Q

one created for a short-term purpose and
have a limited life

A

Ad hoc committee

79
Q

it is a relatively permanent committee that
deals with issues on an ongoing basis

A

Standing committee

80
Q

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.

A

Joint committee

81
Q

suggests that “it might be useful to set
up some procedures to make the committee a more effective tool to
accomplish our goals.

A

Delaney

82
Q

process for shaping the way
organizations are structured and run

A

Organizational design

83
Q

Impact of organizational design

A
  • 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
Q

Principles of OD

A

Specialization principle
Coordination
Simplicity
Flexibility
Integration

85
Q

This principle states that boundaries should exist to encourage the development of specialists.

A

Specialization principle

86
Q

This principle states that activities that are done should be coordinated in a single unit

A

Coordination principle

87
Q

This principle states that an organization should be as simple as possible

A

Simplicity principle

88
Q

This principle states that an organization should be flexible enough to adapt to changes in the environment.

A

Flexibility principle

89
Q

This principle states that an organization should be integrated across all levels

A

Integration principle

90
Q

Determinants of Structure

A

Nature of objectives
Operative activities
Technology
Sequence of tasks
Limitations of Skill and Working Capacity
Managerial functions
Size and scope
Strategy
Social needs

91
Q

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

A

Nature of objectives/objectives

92
Q

The operative
activities and the inter-relations that exist among different tasks have an
important bearing on the structure of an organization

A

Operative activities

93
Q

depends upon the type and
nature of technological process adopted for the production

A

Organization structure

94
Q

an important prerequisite to workplace motivation, as a well-designed job can encourage positive behaviors and create a strong infrastructure for employee success

A

Job Design

95
Q

involves specifying the contents, responsibilities, objectives, and relationships required to satisfy the expectations of the role

A

Job Design

96
Q

Job Characteristics theory is proposed by

A

Greg R. Oldham and J. Richard Hackman in 1976

97
Q

identifies five core characteristics that managers should keep in mind when they are designing jobs.

A

Job Characteristics Theory

98
Q

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

A

Job Characteristics Theory

99
Q

Core job characteristics

A

Skill variety
Task identity
Task significance
Autonomy
Feedback

100
Q

Providing well-constructed feedback
with tangible outcomes is a key component of job design

A

Feedback

101
Q

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

A

Autonomy

102
Q

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

A

Skill variety

103
Q

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.

A

Task identity

104
Q

Feeling relevant to organizational success provides
important motivation for getting a task or job done.

A

Task significance

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