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INTRODUCTION TO PHARMACY > REVIEWER MIDTERM > Flashcards

REVIEWER MIDTERM Flashcards

1
Q

It is a discipline of managing things in the best possible manner. It is the art or skill of getting the work done through and with others

A

Management

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2
Q

it is a quality of influencing people so that the objectives are attained willingly and enthusiastically.

A

leadership

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3
Q

formulation objectives, programs, policies, procedures, rules and regulations in order to achieve the goals of the business

A

planning

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4
Q

it refers to grouping together of people, establishing relationship among them and defining authority and responsibility that the personnel have.

A

organizing

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5
Q

managers must have technical knowlegde of the job to be performed and the feel for the human element of how people will fit in their work environments

A

staffing

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6
Q

it is a process of finding different ways to keep personnel productivity and motivated to achieved the goals of the pharmacy

A

directing

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7
Q

it involves keeping personnel and other resources focused on the goals of the pharmacy and ensuring that they are used in a manner consistent with the policies established by the owner

A

directing

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8
Q

it is the process of measuring and correcting the activities of subordinates and the company itself to assure conformity to plans.

A

controlling

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9
Q

the most overlooked management process

A

controlling

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10
Q

this role includes hiring, training, motivating and disciplining employees
a. figure head
b. spoke person
c. monitor
d. disseminator
e. leadership

A

leadership

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11
Q

resource allocator
a. interpersonal
b. informational
c. decisional

A

decisional

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12
Q

monitor
a. interpersonal
b. informational
c. decisional

A

informational

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13
Q

liaison’s role
a. interpersonal
b. informational
c. decisional

A

interpersonal

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14
Q

figure head
a. interpersonal
b. informational
c. decisional

A

interpersonal

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15
Q

dessiminator
a. interpersonal
b. informational
c. decisional

A

informational

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16
Q

creator and innovator
a. liaison’s role
b. entrepreneurship
c. negotiator
d. disturbance handler
e. reource allocator

A

entrepreneurship

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17
Q

bargaining and negotiations with outsiders and insiders for what benefit his own department
a. liaison’s role
b. entrepreneurship
c. negotiator
d. disturbance handler
e. reource allocator

A

negotiator

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18
Q

takes corrective actions to problems
a. liaison’s role
b. entrepreneurship
c. negotiator
d. disturbance handler
e. reource allocator

A

disturbance handler

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19
Q

has an open-door policy
a. liaison’s role
b. entrepreneurship
c. negotiator
d. disturbance handler
e. resource allocator

A

resource allocator

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20
Q

passes information
a. figure head
b. spoke person
c. monitor
d. disseminator
e. leadership

A

disseminator

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21
Q

speak on behalf of organization
a. figure head
b. spoke person
c. monitor
d. disseminator
e. leadership

A

spoke person

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22
Q

role model
a. figure head
b. spoke person
c. monitor
d. disseminator
e. leadership

A

figure head

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23
Q

oversees
a. figure head
b. spoke person
c. monitor
d. disseminator
e. leadership

A

monitoring

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24
Q

controlling is the manager’s fail-safe mechnism it identifis problems and opportunities in their early stages

true or false

A

true

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25
Q

leadership is the art or skill of getting the work done in the best possible manner

true or false

A

false

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26
Q

directing is a challenging task often separately component from less skilled managers

true or false

A

false

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27
Q

delegating is the sum of the rights and power assigned to a position

true or false

A

false

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28
Q

when employees are proud or their organization they would likely behave unethically

true or false

A

false

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29
Q

leadership is not the same as management. it is one of the major elements of management

true or false

A

true

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30
Q

common mistakes in smaller pharmacies is for the manager to assumes that all employees understand their individual task

true or false

A

False

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31
Q

through the different roles of a manager are discussed separately for convinience, they are in fact inseparable

true or false

A

false

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32
Q

management is a process of bringing together resources and unites them to achieve the goals in an organization

true or false

A

false

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33
Q

top managers are involve in the operations of the whole organization

true or false

A

true

34
Q

results from kindness and justice

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. enumeration

A

equity

35
Q

there should be one boss and one plan for a group of activities having the same objectives

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of direction
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. enumeration

A

unity direction

36
Q

work specialization is the best way to use the human resources of the organization

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. enumeration

A

division of work

37
Q

employees should be given enough time and period to prove his worth to the company

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. enumeration

A

stability of tenure

38
Q

the principle explains that in union is there is strength

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. enumeration

A

espirit de corps

39
Q

the interest of one employee or group employees should not prevail over the interest of the business

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. enumeration

A

subordination of individual interest to general interest

40
Q

every employee should be recieve orders from only one superior

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. renumeration

A

unity command

41
Q

elimination of unnecessary elements from all activities

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. renumeration

A

simplicity

42
Q

based on the principle equal pay for equal work

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. renumeration

A

renumeration

43
Q

ensure that there is a place for everything

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. renumeration

A

order

44
Q

this statement should make people think and should be motivate people to strive for something greater

vision or mission

A

vision

45
Q

this is the purpose of the company

vision or mission

A

mission

46
Q

this act as both the beggining point and the point

vision or mission

A

vision

47
Q

it helps to differentiate the company to others

vission or mission

A

mission

48
Q

it is a statement of the present going ahead into the near future

vision or mission

A

vission

49
Q

in any organizational structure, ultimate authority rest at the top and flows downward

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. renumeration

A

scalar chain

50
Q

assignment of specialized jobs to various departments and/or position

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. renumeration

A

division of work

51
Q

managers must be able to give orders

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. renumeration

A

parity of authority & responsibility

52
Q

the specific and limited number of subordinates that a manager can effectively handle and control

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. renumeration

A

span control

53
Q

it emphasize the need for teamwork and the importance of communication in obtaining it.

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. renumeration

A

espirit de corps

54
Q

scopes of the limits to authority and responsibility must be well delineated on papers

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. renumeration

A

scalar chain

55
Q

the principle states that there are only so many employees a manager can effectively supervise

a. division of work
b. unity command
c. schalar chain
d. order
e. simplicity
ab. span of control
ac. unity of drection
ad. stability of tenure
ae. spirit de corps
bc. equity
bd. parity of authority & responsibility
be. cintralization
cd. subordination of individual interest to general interest
ce. renumeration

A

span of control

56
Q

to determine the feasibility of a specific business or program

a. strategic
b. operational
c. business
d. resource
e. organizational
ab. contingency

A

business

57
Q

viewpoint is external— how the organization interact with or controls its environment

a. strategic
b. operational
c. business
d. resource
e. organizational
ab. contingency

A

strategic

58
Q

it serves as a basis for customizing a sturcture to meet the preference of the ower and the goals of the pharmacy

formal or informal

A

formal

59
Q

it can strengthen the cohesiveness within the pharmacy and it can increase the chances of goal achievement for all

formal or informal

A

informal

60
Q

it is the rights to give others orders and the power to exact obedience

a. behaviorist/social sciencist
b. traditonal
c. functional

A

traditional

61
Q

they believed that authority is given by subordinate to superior

a. behaviorist/social sciencist
b. traditonal
c. functional

A

behaviorist/social sciencist

62
Q

authority based on expertise and specialization

a. behaviorist/social sciencist
b. traditonal
c. functional

A

functional

63
Q

is the answerability of the obligation to perform the delegated responsibility and to exercise te authority for the proper performance of the work

a. responsibility
b. authority
c. Accountability

A

Accountability

64
Q

refers to the power or the right to be obeyed. It is
the sum of the power and rights entrusted to make possible the
performance of the work delegated.

a. responsibility
b. authority
c. Accountability

A

Authority

65
Q

this is the work or duty assigned to a particular
position.

a. responsibility
b. authority
c. Accountability

A

Responsibility

66
Q

It is the process of entrusting and transferring responsibility and
authority by the top management to the lowest level.

A

Delegation

67
Q

It is applied to situations where there is considerable diversity in jobs and skills required to perform them satisfactorily.

a. Organization by Function
b. Organization by Number
c. Organization by Time
d. Line-and-Staff Organization

A

Organization by function

68
Q

A homogenous group of employees (e.g. pharmacists, technician) that is too large to be effectively supervised by one person can be grouped on the basis of numbers.

a. Organization by Function
b. Organization by Number
c. Organization by Time
d. Line-and-Staff Organization

A

Organization by number

69
Q

One of the easiest methods for organizing a homogenous group of employees is on the basis of their working hours.

a. Organization by Function
b. Organization by Number
c. Organization by Time
d. Line-and-Staff Organization

A

Organization time

70
Q

This form of organization is the most common for larger pharmacies that have
experienced degree of success

a. Organization by Function
b. Organization by Number
c. Organization by Time
d. Line-and-Staff Organization

A

Line and staff organization

71
Q

Line management still is held responsible for the operations of the business, but are now assisted by technical specialists.

a. Organization by Function
b. Organization by Number
c. Organization by Time
d. Line-and-Staff Organization

A

Line and staff organization

72
Q

Diagram or drawing showing the important aspects of the
organization.

a. Departmentalization
b. Division of Labor
c. Spatial Differentiation
c. Organizational Chart

A

Organizational chart

73
Q

One of the advantages of having departments is that the individuals
in a department share a common vocabulary and training and
expertise.

a. Departmentalization
b. Division of Labor
c. Spatial Differentiation
d. Organizational Chart

A

Departmentalization

74
Q

This can be seen in pharmacy when there is a separation of
pharmacists into those who only participate in dispensing functions
and those who only participate in clinical functions.

a. Departmentalization
b. Division of Labor
c. Spatial Differentiation
d. Organizational Chart

A

Division of labor

75
Q

It is the degree to which the location of an organization‘s units is
in one place or spread across several locations.

a. Departmentalization
b. Division of Labor
c. Spatial Differentiation
d. Organizational Chart

A

Spatial differentiation

76
Q

the degree to which the behavior of organizational members is subject to organizational control

a. Procedural specifications
b. Impersonality
c. Technical competence
d. Presence of rules

A

Presence of rules

77
Q

the extent to which organizationally defined ―universal standards are used in the personnel selection and advancement process

a. Procedural specifications
b. Impersonality
c. Technical competence
d. Presence of rules

A

Technical competence

78
Q

the extent to which both organization members and outsiders are treated without regard to individual qualities.

a. Procedural specifications
b. Impersonality
c. Technical competence
d. Presence of rules

A

Impersonality

79
Q

refers to the
degree to which units are dissimilar.

a. Centralization
b. Differentiation
c. Formalization

A

Differentiation

80
Q

refers to the degree to which
jobs in the organization are standardized

a. Centralization
b. Differentiation
c. Formalization

A

Formalization

81
Q

refers to extent to which
decision making is concentrated at a single point in the organization.

a. Centralization
b. Differentiation
c. Formalization

A

Centralization

INTRODUCTION TO PHARMACY (6 decks)

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