orgman quiz 2

• Organizing as a management function is formally defined as the process of arranging people and other resources to work together to accomplish a goal.
• Synergism is the combination of efforts to collectively accomplish tasks that would exceed the simple sum of individual efforts.
• Organizing involves division of work that avoids duplication, conflict, and misuse of resources, both material and human.
• Organizing provides clarity of individual performance expectations and specialized tasks.
• Organizing involves a logical flow of work activities that can be comfortably performed by individuals or groups.
• Organizing establishes channels of communication that enhance decision making and control.
• Organizing ensures harmony among organization members engaged in diversified activities.
• Organizing focuses on focused efforts that relate to objectives logically and efficiently.
• Organizing provides an appropriate authority structure with accountability to enhance planning and controlling throughout the organization.
• Effective organizing can provide the following benefits: The overall design of an organizational structure focuses on three aspects: work activities, reporting relationships, and departmental grouping options.
• An organizational structure can be configured or arranged in two ways: a mechanistic structure and an organic structure.
• Work Specialization refers to the way jobs are divided into steps or individual tasks.
• Departmentalization refers to the grouping of similar functions, jobs, and tasks into departments.
• Chain of command indicates the communication and work relationship between employees and managers, indicating who reports to whom.
• Authority is the right inherent in a managerial position to give directions or tell people what to do and expect them to undertake it.
• Responsibility is the obligation to perform duties assigned to an employee.
• Unity of command requires that an employee should only report to one superior.
• Span of control refers to the number of employees a manager can effectively and efficiently manage.
• Degree of centralization refers to the extent authority and decision-making is given to a small group of people in the organization.
• Formalization is the process of standardizing jobs and establishing rules and guidelines that guide employees.
• The elements of organizational design and structure all come together in determining the most appropriate organizational structure that will enable a company to achieve its plans.
• The players must obey all commands that begin with the words “Simon says”.
• Transformational leadership theory emphasizes the concept of change and believes that leaders are tasked to provide direction and implement changes through performance and the attainment of goals.
• Transactional leadership theory considers the relationship between followers and leaders as key to achieving goals.
• Leaders should give equal treatment and due recognition to their members according to transactional leadership theory.
• Staffing is the process of recruiting, selecting and training of men.
• Staffing involves finding the right people, with right skills, abilities, and fit, who may be hired or already working for the company or may be working for competing companies.
• Staffing is a continuous process.
• Management determines how many employees are needed at a particular time and the competencies and skills needed for the tasks required.
• Effective human resource management helps the company achieve its goals and maximize productivity since managers are able to select quality employees.
• The Human Resource Department (HRD) is tasked with implementing human resource management in the company.
• Participative leadership emphasizes the role of leaders and other participants in decision-making.
• The Trait Theory focuses on innate attributes and characteristics that a person processes.
• The Great Man Theory assumes that leaders are born with innate qualities, and that renowned leaders are destined to lead.
• The purpose of directing is to channel the behavior of all personnel to accomplish the organization’s mission and objectives while simultaneously helping them achieve their own personal objectives.
• Motivation refers to the psychological process of directing behavior which determines the willingness of a person to use his or her ability to the utmost in performing a task.
• Situational leadership considers that leadership styles are specific to a particular situation, and that leaders adapt their actions and behavior to whatever situation they are in.
• Leadership refers to a process of social influence that enables a person to encourage others to enlist their aid and support in the performance of tasks and in achieving a particular goal.
• Leadership requires managers to engage their works in a democratic manner and compliance is voluntary.
• Management is more transactional and relies on formal ties and the grant of rewards and punishments to bring about the compliance of subordinates.