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HEMA BLOOD CELL ANOMALIES > Ih > Flashcards

Ih Flashcards

1
Q

Process of assembling the necessary resources and people for implementing a plan of action

A

Organizing

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2
Q

Characteristics of organizational systems:

A

Holistic and synergistic with clearly defined boundaries
Purposeful activity and a primary task
Hierarchy of systems
Operates as an open system
Seeks a state of stability and equilibrium
Self regulation

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3
Q

What are included in the external environment

A

General economic conditions
Laws and regulation
National and local customs
Transportation routes
Funding source
Available work force
Weather conditions

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4
Q

Input in the External environment

A

People
Test requests
Specimens
Information
Supplies
Financial resources

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5
Q

Transformation

A

Personnel
Instruments
Expertise

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6
Q

Output

A

Test results
Consultation
Salaries
Information
Wastes

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7
Q

Process through which needed resources are acquired

A

Input mechanism

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8
Q

Internal process whereby resources received through the input channels are converted into products and services produced by the organization

A

Transformation

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9
Q

Process of delivering the goods and services produced to the external environment

A

Output mechanism

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10
Q

What are the two organizational structures?

A
  1. Informal organizational structure
  2. Formal organizational structure
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11
Q

This structure is developed from the interaction and allegiance of people with common interests

A

Informal organizational structure

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12
Q

This structure is officially sanctioned by the owners of the institution and is given the authority and responsibility to carry out the organization’s designed duties

A

Formal organizational structure

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13
Q

Clear chain of command and chain of responsibility

A

Formal organizational structure

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14
Q

What are the main factors in assessing the structural design of an organization

A

Design elements and factors
Design strategies and models
Authority
Organization charts

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15
Q

Principles of organizational structure and design

A

Departmentalization
Decentralization
Unity of command
Scalar principle
Span of control
Exception principle

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16
Q

Work schedules

A

Traditional work schedules
Alternative work schedules
Flexible working hours
Job sharing
Exempt and professional status
Work at home programs
Off site testing
Freelance employment

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17
Q

Issues and factors influencing schedule decisions

A

Availability of staff
Type and volume of work performed
The workplace

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18
Q

Process in staffing:

A
  1. HR planning- personnel movement- expansion, additional work
  2. Job analysis
  3. Recruitment, selection, and placement
  4. Specialization and integration
  5. Training, education, and development
  6. Performance appraisal and evaluation
  7. Personnel movement and promotion
  8. Maintenance, discipline and grievance
  9. Separation
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19
Q

3 factors in designing organizational structure

A
  1. Tasks to be performed
  2. People involved
  3. Workplace
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20
Q

Total space available, amount of storage room, the visibility and accessibility of workers and supervisors and the proximity of rest areas

A

Workplace

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21
Q

Two types of models

A

Bureaucratic model
Situational model

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22
Q

Focus entirely on the relationship between people and rely on the hierarchy’s formal chain of command

A

Bureaucratic model

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23
Q

Basic features of bureaucratic model

A

Each job has a formally established set of official duties
There is hierarchy-based chain of command
Rules and regulations are consistently applied

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24
Q

2 types of system under bureaucratic model

A

Centralized system
Decentralized system

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25
Q

Maintain tight reporting ties with each subunit and require that all decisions be checked with headquarters before action

A

Centralized system

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26
Q

Attempts to bring the decision- making process as close to those who are actually performing the work as possible

A

Decentralized system

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27
Q

Attempt to tailor the organizational structure to the specific job and needs dictated by the work situation

A

Situational model

28
Q

Types of model under situational model

A

Technological model
Matrix model

29
Q

Structural strategies under matrix model

A

Routine strategy
Engineering strategy
Craft strategy
Heuristic/ discovery strategy

30
Q

This is a type of strategy wherein:
Work that consists of repetitive tasks
Needs a minimally trained work force

A

Routine strategy

31
Q

This is a type of strategy:
Non repetitive work that requires independent judgement
Performed by a professionally prepared staff

A

Engineering strategy

32
Q

A type of strategy where products are unique but the basic production process for each item is similar
X extremely skilled worker

A

Craft strategy

33
Q

A type of strategy where:
Work that allows a wide latitude in investigation and for more abstract products, as in research and development

A

Heuristic/ discovery strategy

34
Q

Empowerment by a formal job classification of an individual to make commitments and act on behalf of the organization

A

Authority

35
Q

Types of authority

A

Line authority
Staff authority
Functional authority

36
Q

Supervisory responsibility assigned through the formal delegation of authority

A

Line authority

37
Q

Exercised through departments that provide support services in a more indirect fashion
- cannot directly implement changes but their recommendations carry great weight in the policies of the department

A

Staff authority

38
Q

Power to enforce directives within the context of a clearly defined specialty and span of control despite being out of the formal organizational structure

A

Functional authority

39
Q

Temporary assignment of the authority and responsibility to perform a duty normally performed by a supervisor

A

Delegation

40
Q

Factors in deciding when, how, and to whom to delegate

A

Ability of the employee to handle the assignment
Time management skills of the manager
Nature of the tasks

41
Q

Formal written presentation of the structural plan of the organization

A

Organization charts

42
Q

Type of formats in organization charts

A
  1. Traditional organization chart format
  2. Alternative chart format
43
Q

Subtypes under traditional organization chart format

A

Tall structure design

44
Q

Many management layers between the top manager and the bench worker

A

Tall structure design

45
Q

Few management layers between top management and staff

A

Flat structure design

46
Q

Focuses in the organizational interdependence rather than the segregation and division of each department

A

Alternative chart format

47
Q

Supervision should be a linear system providing a direct vertical link from the board if directors to the lowest level worker

A

Scalar principle

48
Q

Each individual must have only one boss

A

Unity of command

49
Q

Decision making process is brought as close as possible to those who ade actually performing the work

A

Decentralization

50
Q

Grouping together of related activities to expedite the production process

A

Departmentalization

51
Q

Process of having an individual or group who are highly trained in as specific and limited area or task, with specialized work space and equipment, to effectively produce a product or service

A

Specialization

52
Q

There is definable limit to the number of people one person can effectively supervise, within the limits of specific work conditions

A

Span of control

53
Q

The manager and staff are able to do their jobs without having to check with a supervisor about every detail

A

Exception principle

54
Q

An individual may work multishifts or extended time period within a 40- hour calendar shifts

A

Compressed work cycle/ alternative work schedules

55
Q

Employees are responsible for a set of work but are allowed to establish their own hours around a core period

A

Flexible working hours

56
Q

Requires two individual to take full responsibility for the duties and benefits of a position usually filled by one worker

A

Job sharing

57
Q

Employees are classified as payroll- status employees, which means they can be exempted by salary levels or professional classification from the overtime provision of wage and hour law

A

Exempt and professional status

58
Q

Possible applications under work at home programs

A

Data entry
Transcription
Information analysis

59
Q

Worker are not bound physically to the main lab

A

Off site testing

60
Q

Was started by the advent of CLIA’ 88 which gave the opportunity of the medical technologist to be technical consultants to laboratories in physician offices

A

Freelance employment

61
Q

8 hours per shift, 5 days on, and 2 days off

A

40 hour work week

62
Q

10 days on and 4 days off during a 2 week calendar period

A

8/ 80 hour work cycle

63
Q

Staff availability issues:

A
  1. Skill of each worker, whether generalist or speciality in one or two areas only
    2, paper qualifications of the employee (licensure and application)
    3, employees flexibility in hours available to work
64
Q

Technical and clerical assistants who do tasks traditionally performed by a professional

A

Professional extenders

65
Q

Generalist; person who is able to work in many section of the laboratory and is assigned according to fluctuating daily and hourly workload needs

A

Floaters

66
Q

Must address the following issues under staffing:

A

A. Set the type of personnel needed by the lanoratory
B determine the number and placement of each type needed
C. Ensure that the staff is suitable trained to perform its duties
D. Project long term variations in personnel needs caused by much factors as changes in workload, tests mix methodology, and extent of automation

HEMA BLOOD CELL ANOMALIES (8 decks)

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