Chapter 3: Organizing

Front 1

Organizing

Back 1

The process of classifying and categorizing personnel, establishing relationship among them

Front 2

Organization

Back 2

Refers to the process of structuring activitie, procedures, and people within the business

Front 3

Organizational Structure

Back 3

The division of executives, departments, and groups of workers in terms of their activities or task

Front 4

Differentiation

Back 4

Refers to the degree to which units are dissimilar and can occur either horizontally, vertically, or spatiallly

Front 5

Formalization

Back 5

Refers to the degree to which jobs in the organization are standarized

Front 6

Centralization

Back 6

Refers to the concentratio of decision-making power at a single point in the organization

Front 7

Horizontal differentiation

Back 7

This type of differentiation describes the differences among workers or units in an organization

Front 8

Vertical differentiation

Back 8

Focuses on the difference in hierarchical positions. This involves in the chain of command in an organization

Front 9

Spatial differentiation

Back 9

Involves location, specifically the sites of an organizatio 's units, whether they are in one place or spread across several areas.

Front 10

Division of labor

Back 10

Can be observed in pharmacies where pharmacist are assigned with specific functions such as dispensing or caring for patients.

Front 11

Parity of authority and responsibility

Back 11

Responsible for decision that cannot be passed on while on authority to make them can be shared and/or given to others

Front 12

Unity of command

Back 12

Refers to the idea that an individual employee must report to only one supervisor or managers.

Front 13

Spam of control

Back 13

Refers to the number of employees a manager can effectively control.

Front 14

Departmentalization

Back 14

Refers to the categorization of individuals according to the specific tasks they must perform.

Front 15

Organizational chart

Back 15

Shows the composition of an entire business for each department/task of these sections, their divisions and their interrelationship

Front 16

Line organization

Back 16

Refers to the straight and direct line of responsibility and control from the top management.

Front 17

Line and staff organization

Back 17

Employs the assistance of specialist. The most common for larger pharmacies that are already deemed successful in the industry

Front 18

Organization by Time

Back 18

One of the simplest methods of organizing a group employees

Front 19

Organization by Number

Back 19

This can be applied when a group of employees with a similar skill set or specialization

Front 20

Organization by Function

Back 20

This structure applied where there is considerable diversity in jobs and skills required to accomplish a task satisfactorily.

Front 21

Professional functions

Back 21

Prescription dispensing, patient comsultation, patient drug record system

Front 22

Mechandising function

Back 22

Puchasing, inventory control, display advertising and personnel selling

Front 23

Financial function

Back 23

General financing, budgeting, accounting, operational analysis and control.

Front 24

Personnel function

Back 24

Recruiting, selecting, terminating, training, employee performance evaluation, etc.

Front 25

Delegation

Back 25

Refers to the process of assigning responsibility and authority to lower level employees.

Front 26

Responsibilty

Back 26

This is tha task or duty designated to a particular individual position.

Front 27

Authority

Back 27

Refers to the power or the right to give orders.

Front 28

Accoutability

Back 28

It is the condition of being held responsible for the task delegated

Front 29

Traditional

Back 29

It is the right to give orders, assign tasks and jobs.

Front 30

Behaviorist/social scientist

Back 30

It is the belief that the authority and power is given to the superior by the subordinates.

Front 31

Functional

Back 31

Assumes authority based on expertise and experience of a person, and by one's specialization.