Orgma Skuma the storm Flashcards

(74 cards)

1
Q

It s the process of bringing together
physical, financial, and human
resources and developing a productive
relationship across them for
achievement of your goals.

A

Organizing

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2
Q

It is collection of people
working together under a
division of labor and a
hierarchy of authority to
achieve a common goal.

A

Organization

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3
Q

It involves assigning
different tasks to different
people in the
organization’s different
work units.

A

Division of Labor

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4
Q

When factors of production
perform task that they can
do more efficiently than
others.

A

Specialization

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5
Q

It is the systematic arrangement of human resources in an
organization so as to achieve common business objectives.

A

Organizational Structure

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6
Q

Benefits of Organizational Structure

A

1) Enhances efficiency and productivity
2) Swift decision-making possible
3) Empowers employees
4) Reduces conflict within an organization
5) Better communication among members

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7
Q

Types of Organization Structure:

A

1) Hierarchal Structure
2) Horizontal/Flat Structure
3) Functional Structure
4) Divisional Structure
5) Matrix Structure

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8
Q

The pyramid-shaped organizational chart.

A

Hierarchal Organizational Structure

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9
Q

It’s the most common type of organizational structure.

A

Hierarchal Organizational Structure

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10
Q

The chain of command goes from the top (e.g., the CEO or manager)
down (e.g., entry-level and low-level employees), and each employee
has a supervisor.

A

Hierarchal Organizational Structure

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11
Q

This is an organizational chart type mostly adopted by small companies
and start-ups in their early stage.

A

Horizontal/ Flat Organizational Structure

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12
Q

It refers to the departmentalization of an organization into smaller work
units as tasks become increasingly varied and numerous.

A

Horizontal/ Flat Organizational Structure

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13
Q

It creates a fixed set of departments based on certain functions like HR,
finance, marketing, production, etc.

A

Functional Organizational
Structure

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14
Q

This organizational structure allows employees to work for a particular functional
role without worrying about the other departments.

A

Functional Organizational
Structure

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15
Q

Divisional types of organizational charts have their own division which
corresponds to either products or geographies.

A

Divisional Organizational
Structure

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16
Q

The main advantage of the ________________________ is the independent
operational flow, that failure of one company does not threaten the
existence of the others.

A

Divisional Organizational
Structure

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17
Q

The main advantage of the divisional structure is the independent
operational flow, that failure of one company does not threaten the
existence of the others.

A

Divisional Organizational
Structure

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18
Q

is a combination of two
structures namely, divisional and functional.

A

Matrix Organizational Structure

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19
Q

There are two chains of command, where project team members have two bosses or managers, a functional manager and a project manager.

A

Matrix Organizational Structure

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20
Q

There are two chains of command, where project team members
have two bosses or managers, a___________________ and a _____________________.

A

Matrix Organizational Structure, functional manager and a project manager

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21
Q

It is typically used in large multinational companies.

A

Matrix Organizational Structure

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22
Q

Two Classifications of Theories

A

Modern and Traditional

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23
Q

Pertains to
the usual old fashioned
ways.

A

Traditional

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24
Q

Refers to
contemporary or new
design theories.

A

Modern

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25
It has few departments, wide span of control or a big number of subordinates directly reporting to a manager; it has a centralized authority figure and has very little formalization of work.
Simple Theory
26
This design groups together similar or related specialties. Generally, functional departmentalization is utilized and put into practice in an entire organization.
Functional Theory
27
This design is made up of separate business divisions or units, where the parent corporation acts as overseer to coordinate and control the different divisions and provide financial and
Divisional Theory
28
In team design, the entire organization is made up of work groups or teams.
Team Design
29
Its advantages include empowerment of team members and reduced barriers among functional areas.
Team Design
30
It refers to an organization design where specialist from different departments work on projects that are supervised by a project manager.
Matrix Project Design
31
This design is not defined or limited by vertical, horizontal, and external boundaries.
Boundary-Less Design
32
The idea behind this format is to retain only the value-generating and strategic functions in-house, while the rest of the operations are outsourced to many suppliers.
Boundary-Less Design
33
Is a structured group of people that has a defines set of rules, and responsibilities for achieving specific goals or objectives.
Formal Organizations
34
It consists of informal groups born out of the need of social affiliation.
Informal Organizations
35
Objective (Formal Group)
Task Accomplishment (Formal Group)
36
Origin (Formal Group)
Management
37
Structure (Formal Group)
Formal
38
Orientation (Formal Group)
Task Oriented
39
Influence (Formal Group)
Formal Authority
40
Leadership (Formal Group)
Formal Leader
41
Control (Formal Group)
Formal Control
42
Objective (Informal Group)
Member Satisfaction
43
Origin (Informal Group)
Individual Members
44
Structure (Informal Group)
Informal
45
Orientation (Informal Group)
Relation Oriented
46
Influence (Informal Group)
Personality
47
Leadership (Informal Group)
Informal Leader
48
Control (Informal Group)
Social Sanctions
49
It is the Human Resource function of identifying, attracting, hiring, and retaining people with the necessary qualifications to fill the responsibilities of current future jobs in the organization.
STAFFING
50
It involves the determination of manpower requirements of the enterprise and providing it with adequate competent people at all its levels.
STAFFING
51
Staffing is the Human Resource function of _____________, ____________, ______________, and ___________________ people with the necessary qualifications to fill the responsibilities of current future jobs in the organization.
identifying, attracting, hiring, retaining
52
WHAT ARE THE OBJECTIVES OF STAFFING?
1) To procure the right type of personnel for the right jobs. 2) To train and develop human resources. 3) To mold effectively the human resources and motivate them for higher performance. 4) To establish desirable working relationship between employers and employees and between groups of employees.
53
THE PROCESS OF STAFFING
1) Application search and selection 2) Decision-making 3) Adaptation to the workplace orientation
54
It is a set of activities designed to attract qualified applicants for job position vacancies in an organization.
RECRUITMENT
55
There are two method of recruitment:
1) External recruitment 2) Internal recruitment
56
method considers outsidesources inlocatingpotentialindividuals.
External recruitment
57
is a process of filling job vacancies through promotions or transfers of employees who are
Internal recruitment
58
METHODS OF EXTERNAL RECRUITMENT:
1) ADVERTISEMENTS 2) UNSOLICITED APPLICATIONS 3) INTERNET RECRUITING 4) EMPLOYEE REFERRALS 5) EDUCATIONAL INSTITUTIONS 6) PUBLIC AND PRIVATE EMPLOYMENT AGENCIES
59
This can be done through websites, newspapers, trade journals, radio, television, billboards, posters, and emails among others.
ADVERTISEMENTS
60
These are applications from individuals who took the initiative to apply even though the company did not indicate that they need a new staff.
UNSOLICITED APPLICATIONS
61
These are independent job boards of the web commonly used by job seekers and recruiters to gather and disseminate job opening information. (jobstreet.com, jobfinder.com)
INTERNET RECRUITING
62
These are recommendations from the organization’s present employees who usually refer to friends and relatives who they think are qualified for the job.
EMPLOYEE REFERRALS
63
These are good sources of young applicants or new graduates who have formal training but with very little work experience.
EDUCATIONAL INSTITUTIONS
64
Examples of public employment agencies in the Philippines are the Philippine Overseas Employment Administration (POEA), the Department of Labor and Employment (DOLE)
PUBLIC AND PRIVATE EMPLOYMENT AGENCIES
65
It is the process of choosing individuals who have the required qualifications to fill the present and expected job opening.
SELECTION
66
This includes the citation of the nature and purpose of the job position which has to be filled. This may include the skills that the company is looking for in an employee - job specification.
ESTABLISHING THE SELECTION CRITERIA
67
THE SELECTION PROCESS
1. ESTABLISHING THE SELECTION CRITERIA 2. REQUESTING APPLICANTS TO COMPLETE THE APPLICATION FORM 3. SCREENING BY LISTING APPLICANTS WHO SEEM TO MEET THE SET OF CRITERIA 4. SCREENING INTERVIEW TO IDENTIFY MORE PROMISING APPLICANTS 5. INTERVIEW BY THE SUPERVISOR/MANAGER OR PANEL INTERVIEWER 6. VERIFYING INFORMATION PROVIDED BY THE APPLICANT 7. PSYCHOLOGICAL AND PHYSICAL EXAMINATION 8. JOB ORDER
68
This is very important for every employee in an organization to be properly equipped with the skills and abilities for them to be capable of meeting the organization’s goals.
TRAINING AND DEVELOPMENT
69
refers to learning given by organizations to its employees that concentrates on short-term job performance and acquisition or improvement of job-related skills.
TRAINING AND DEVELOPMENT
70
are related to each other because the employees’ excellent or poor performance also determines the compensation given to them.
COMPENSATION/WAGES AND PERFORMANCE EVALUATION
71
may come in different forms. It may be direct, indirect, or nonfinancial.
Compensation
72
includes workers’ salaries, incentive pays, bonuses, and commission
DIRECT COMPENSATION
73
includes benefits given by employers other than financial remunerations; for example travel, educational and health benefits, and others
INDIRECT COMPENSATION
74
includes recognition programs, being assigned to do rewarding jobs, or enjoying management support, ideal work environment, and convenient work hours
NONFINANCIAL COMPENSATION