PharAd
Spatial
is the degree to which the location of an organization's units is in one place or spread across several location
ORGANIZATION BEHAVIOR
is the systematic and scientific analysis of individuals, groups, and organizations
HIRING
prior of hiring - complete reference check
CLIMATE
amount of trust, level of morale, support of employees experience
INTERVIEW
1. Information about the position 2. Objectives 3. Job description 4. Study applications and resumes
Tactical Control
A control type that focuses on assessing the implementation of tactical plans at department levels, monitoring associated periodic results, and taking corrective action as necessary
Strategic Control
A control type that involves monitoring critical environmental factors that could affects the viability of strategic plans, assessing the effects of organizational strategic actions, and ensuring that strategic plans are implemented as intended
Operational Control
A control type that involves overseeing the implementation of operating plans, monitoring day-to-day results, and taking corrective action when require
Slack Resources
A cushion of resources that facilitates adaptation to internal and external pressures, as well as initiation of changes
Organization chart
A line diagram that depicts the broad outlines of an organization's structure
Line Position
A position that has authority and responsibility for achieving the major goals of the organization
Staff Position
A position whose primary purpsoe is providing specialized expertise and assistance to line positions
Liaison Role
A role to which a specific individual is appointed to facilitate communication and resolution of issues between two or more departments
Control System
A set of mechanisms designed to increase the probability of meeting organizational standards and goals
PATH GOAL THEORY
A theory that attempts to explain how leader behavior can positively influence the motivation and job satisfaction of subordinates
Tests of Debt Service.
These tests are employed to present the project's ability to meet long-term obligations
Direct Contact
Communication between two or more persons at similar levels in different work units for purposes of coordinating work and solving problems
DECENTRALIZED ORGANIZATION
Controlled by many because men at the top believe that participation will increase efficiency and effectiveness decisions are made througout the organization drawback: controlled by many
• Establish points for periodic monitoring • Measure the pharmacy performance • Examine strategies and recommend changes • Evaluate annual performance
FUNCTIONS of controlling
QUALITY CONTROL.
Deals with setting up of quality standards in advance in such areas, as physical characteristics, composition of the product, weight, size, color, strength, performance and compare with the standards.
Set personnel goals Train and retrain personnel Develop leadership style Evaluate personnel Discipline, Dismiss and Promote personnel
Functions of directing
DIRECTING
Means encouraging subordinate to work toward achieving company objectives. It is the human, people to people aspect of managing by which subordinates are motivated, persuaded and led to effectively and efficiently contribute towards company goal. Sometimes referred to as influencing, actuating, guiding,a or simply leading or motivating
Funds-flow analysis
This technique is employed to determine the major uses and sources of funds
Organizational Chart
Is a diagram or drawing showing the important aspects of an organizational structure. It shows relationship among positions as to authority, responsibility and accountability, and the people who occupy them.
INVENTORY CONTROL
Is an essential sequence of a business operation. By maintaining an excess inventory, huge sums of money are tied up, resulting in lost of interest or gain.
PRODUCTION CONTROL
Is the backbone of any production system. To produce the right product in the proper quantity and quality, at the right time, and the best and least costly methods.
Recruitment
Is the process of encouraging, inducing, or influencing applicants to apply for a certain vacant position
SELECTION
Is the process of getting the most qualified applicant from among different job seekers
Staffing
Is the process of supplying the organization with the needed people to achieve the purposes for which it has been established
TRAINING
Is the systematic development of the attitude/knowledge/behavior patterns for the adequate performance of a given job or task.
Test of total debt coverage
Profit before interest and taxes/ (interest + principal payments)(1/1 - income tax rate)
Placement
Refers to candidate application, screening, interviewing, selection, and hiring processes
FEEDBACK CONTROL
Regulation exercised after a product or service had been completed to ensure that the final output meets organizational standards and goals
MULTIPLE CONTROL SYSTEM
Systems that use two or more of the feedforward, concurrent, and feedback control processes and involve several strategic control points
Delegation
The assignment of part of a manger's work to others, along with both the responsibility and the authority necessary to achieve expected results
Functional Authority
The authority of staff departments over others in the organization in matters related directly to their respective functions
Line Authority
The authority that follows the chain of command established by the formal hierarchy
Lateral Relations
The coordination of efforts through communicating and problem solving with peers in other departments or units, rather than referring most issues up the hierarchy for resolution
Job depth
The degree to which individuals can plan and control the work involved in their jobs
Task identity
The degree to which the job allows the completion of a major identifiable piece of work, rather than just a fragment
Work specialization
The degree to which the work necessary to achieve organizational goals is broken down into various jobs
DECENTRALIZATION
The extent to which power and authority are delegated to lower levels
CENTRALIZATION
The extent to which power and authority are retained at the top organizational levels
Skill variety
The extent to which the job entails a number of activities that require different skills
Organization structure
The formal pattern of interactions and coordination designed by management to link the tasks of individuals and groups in achieving organizational goals
Horizontal Coordination
The linking of activities across departments at similar levels
Job Scope
The number of different tasks an employee performs in particular job
Responsibility
The obligation to carry out duties and achieve goals related to a position
Job Rotation
The practice of periodically shifting workers through a set of jobs in a planned sequence
CONTROLLING
The word Control has several meaning:(1) To check or verify, (2) To regulate; (3) To compare with given standard; (4) To exercise authority over someone or a group; and (5) To curb or restrain
Organization design
The process of developing an organization structure
RESTRUCTURING
The process of making a major change in organization structure that often involves reducing of management levels
Downsizing
The process of significant reducing the layers of middle management, increasing the spans of control, and shrinking the size of the work force
FEEDFORWARD CONTROL
The regulation of inputs to ensure that they meet the standards necessary for the transforming process
CONCURRENT CONTROL
The regulation of ongoing activities that are part of the transformation process to ensure that they conform to organizational standards
Accountability
The requirement to provide satisfactory reasons for significant deviations from duties or expected result
Authority
The right to make decisions, carry out actions, and direct others in matters related to the duties and goals of a person
Job design
The specification of tasks activities associated with a particular job
Chain of Command
The unbroken line of authority that ultimately links each individual with the top organizational position through a managerial position at each successive layer in between
Tests of operating leverage
These functions indicate how the projects employ assets for which it pays a fixed costs.
Tests of liquidity
These measures are used to determine a firm's ability to meet short-term obligations, and to remain solvent in the event of adversities
Tests of Profitability
These show the operational performance and efficiency of the project
Test of financial leverage
These techniques present how a project employs funds which pay a fixed return
ORGANIZATION
a group of individuals working to reach some common goal
Written Warning
a more formal written warning is issued
Suspension
are primitive actions meant to demonstrate the seriousness of a situation
Termination
consequences for not improving behavior
CENTRALIZED ORGANIZATION
controlled by a few because men at the top believe they are indispensable. Don't trust subordinates, and like to build empires within Decisions are made by top management drawback: potential paralysis of decision making and poor moral
Horizontal
describes the degree of differentiation based on how many different types of people or units are included
Division of Labor
divides work tasks into specific parts
Tall structure
has four levels with a span of two leads to close or tight supervision A structure that has many hierarchical levels and narrow spans of control
FORMAL ORGANIZATION
have planned structure deliberate attempts to create patterned reltionships usually shown by a chart
Unity of Command
is the concepts that individual reports to only one supervisor to whom is responsible
SCREENING
is a process that attempts to weed out unqualified applicants from the pool of potential candidate
ORGANIZATIONAL CULTURE
is defined as the system shared meaning held by members that distinguish one organization from another
INFORMAL ORGANIZATION
not formally planned arise spontaneously as a result of interactions not depicted in a chart
APPLICATION
one of the first steps in hiring for a candidate to fill out a job application
Verbal Warning
oral reprimand about the consequences of failing to perform as expected
Flat structure
permits general supervision has 2 levels with a span of ten A structure that has few hierarchical levels and wide spans of control
DEVELOPMENT
prepare employees for new responsibilities and position
Centralization
refers to extent t o which decision making is concentrated at a ingle point in the organization
Departmentalization
refers to grouping individuals according to specific tasks
Span of Control
refers to how many people a manager effectively controls
Formalization
refers to the degree to which jobs in the organization are standardized
Differentiation
refers to the degree to which units are dissimilar
Vertical
refers to the depth of the organization hierarchy. Represented by what is known as an "Organizational Chart".
CULTURE
refers to the understanding and beliefs regarding how "things are done around here"
Organizing
stems from the word "Organism", which means to create a structure with parts fully integrated. The parts can be viewed as "work person" units.
Progressive Discipline
unacceptable performance by employees