The term "organization" refers to a collection of people. It entails organizing and distributing a company's resources to carry out its strategies.
Organizing is the process of establishing a link between the organization's numbers.
THE ORGANIZING PROCESS INCLUDES THE FOLLOWING STEPS
1. Consideration of objectives which serve as guidelines for the management and workers leading to unity of direction.
2. Identification and grouping of activities
3. Assignment of duties
4. Delegation of authority
Authority is the power or right to give orders, make decisions and enforce obedience.
Responsibility is the obligation or expectation to perform any assigned duties.
Unity Of Command is the management principle that implies each person should report to only one manager.
Power is the capacity or ability to influence the behavior of other individuals.
Work Specialization is the act of dividing work activities into separate job task.
Departmentalization is the basis by which jobs are grouped together.
Span of Control implies the number of employees a manager can efficiently and effectively manage.
Centralization is the degree to which decision making is concentrated at upper level of the organization.
Decentralization is the degree to which lower-level employees provide input or actually make decisions.
Employee empowerment is the act of giving employees a more authority (power) to make decisions.
Formalization is how standardized an organisation's jobs are and the extent to which employee behavior is guided by rules and procedures.
Mechanistic Organisation is an organisational design that's rigid and tightly controlled.
Organic Organisation is an organisational design that's highly adaptive and flexible.
Unit production is the production of items in units or small batches.
Mass production is the production of items in large batches.
Process production is the production of items in continuous process.
Telecommunication is a work arrangement in which employees work at home and are linked to the workplace by computer.
Management By Objective (MBO) is the process whereby the superior and subordinate managers of an organisation jointly its common goals, define each individual's major areas of responsibility.
ORGANIZATION STRUCTURE is a system that outline how certain activities are directed in order to achieve the goals of an organisation.
PURPOSE OF ORGANIZING
1. Clusters jobs into units
2. Establishes formal lines of authority
3. Allocates and deploys organisational resources
4. Divide work to be done into specific jobs
5. Coordinate diverse organizational tasks
Six Key Elements In Organisational Design
1. Work Specialization
2. Departmentalization
3. Chain of Command
4. Span of control
5. Centralization or Decentralization
6. Formalization
CORPORATE SOCIAL RESPONSIBILITY
Social Obligation is when a firm engages in social actions because of its obligation to meet certain economic and legal responsibilities.
Socioeconomic View is the view that manager's social responsibilities go beyond making profits to include protecting and improving society's welfare.
Social Entrepreneurship is an individual or organisation that seeks out opportunities to improve society by using practical and innovative.
Green Management is when a manager consider the impact of their organisation on the natural environment
Ethics are principles, values and beliefs that define right and wrong behavior.
STAGES OF MORAL DEVELOPMENT
1. Preconventional level
2. Conventional level
3. Principled level
When faced with an ethical dilemma, consider using one or more of these tests.
1. The Golden rule test
2. The Family
3. The Conscience test
4. Social Media test
TRY QUESTIONS AND ANSWERS
1. The process of grouping jobs together is known as ________.
Select one:
a. departmentalization.
b. centralization.
c. formalization.
d. organizational design
Answer ''A''
2. Which of the following is not one of Fayol's principles of management?
Select one:
a. equality
b. discipline.
c. unity of command.
d. division of work.
Answer ''C''
3. Wasting resources is considered to be an example of ________.
Select one:
a. ineffectiveness
b. inefficiency.
c. ineffableness.
d. inefficacy.
Answer ''B''
4. Which of the following is not a standing plan
Select one:
a. Strategy.
b. Mission.
c. Procedure.
d. None of the above
Answer ''A''
5. When Bryan is offered a chance to help direct the efforts of some employees assigned to his work group, he sees this new assignment as a(n) ________.
Select one:
a. decrease in authority.
b. increase in departmentalization.
c. increase in his responsibility.
d. decrease in work specialization
Answer ''C''
6. Bureaucracy is defined as a form of organization characterized by ________.
Select one:
a. detailed rules and regulations.
b. clearly defined hierarchy.
c. all of the above
d. division of labor.
Answer ''D''
7. ________ is the formal arrangement of jobs within an organization.
Select one:
a. Departmentalization.
b. Organizational structure.
c. Work specialization
d. Organizational design.
Answer ''A''
8. The principle in which every employee is to report to only one superior is called
Select one:
a. Scalar chain.
b. centralisation
c. Unity of direction.
d. Unity of command.
Answer ''D''
9. The principle of authority and responsibility means that
Select one:
a. Responsibility can be delegated but not authority.
b. Authority can be delegated but not responsibility.
c. Both authority and responsibility can be delegated.
d. Both authority and responsibility cannot be delegated
Answer ''A''
10. One way to plan effectively in a changing environment is to
Select one:
a. Create a long chain of command.
b. Make plans as roadmaps even though destination may change.
c. Make specific plans that are rigid.
d. All of the above
Answer ''B''
11. As organizations become more flexible and responsive to environmental trends, there is a distinct shift toward ________ decision making.
Select one:
a. departmentalized
b. concentrated.
c. centralized.
d. decentralized.
Answer ''D''
12. In the case of functional departmentalization, jobs are grouped according to ________.
Select one:
a. product lines.
b. territories.
c. tasks.
d. customer flow
Answer ''C''
13. This type of plan is established using SWOT analysis
Select one:
a. strategy
b. Procedure.
c. Policy.
d. Mission.
Answer ''A''
14. Which of the following is not a reason why the division of labor enhances productivity?
Select one:
a. It requires strict management control over worker time and motion
b. It saves time lost in changing tasks.
c. It encourages labor-saving inventions.
d. It increases worker skill and dexterity.
Answer ''A''
15. ________ refers to the rights inherent in a managerial position to tell people what to do and to expect them to do it.
Select one:
a. Bureaucracy.
b. Authority
c. Responsibility.
d. Liability.
Answer ''B''
16. What kind of departmentalization would be in place in a government organization where different public service responsibilities are divided into activities for employees, children, and the disabled?
Select one:
a. Geographic departmentalization.
b. Product departmentalization.
c. Customer departmentalization
d. Process departmentalization.
Answer ''C''
17. The planning approach which requires the manager to take into account the dynamic features in an environment is called
Select one:
a. Open system approach.
b. Flexibility of planning.
c. Rational approach
d. Pervasiveness of planning.
Answer ''C''
18. This type of plan is established using SWOT analysis
Select one:
a. Policy.
b. Procedure.
c. strategy
d. Mission.
Answer ''C''
19. A planning approach where the manager chooses appropriate means of achieving stated objectives by looking at current situation and the future envisioned is called
Select one:
a. Flexibility of planning
b. Rational approach.
c. Pervasiveness.
d. Open system approach.
Answer ''D''
20. Which of the following statements accurately defines work specialization?
Select one:
a. It clarifies who reports to whom
b. It is the basis of grouping jobs together.
c. Individual employees specialize in doing part of an activity rather than the entire activity.
d. It is the line of authority extending from upper organizational levels to the lower levels.
Answer ''C''
21. Which of the following leave no room for interpretation?
Select one:
a. Stated plan
b. Real plan.
c. Specific plan.
d. Directional plan.
Answer ''C''
