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LabMan > (1) Lesson 1: Intro > Flashcards

(1) Lesson 1: Intro Flashcards

1
Q

The attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing directing, and controlling organizational resources

A

Management

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2
Q

Four managerial functions

A

Organization goals
Effective
Efficient
Organizational resources

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3
Q

Most important asset of the organization

A

Human Resources

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4
Q

T/F: without human resources, we cannot attain organizational goals

A

T

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5
Q

A French mining engineer who developed general theory of business administration

A

Henry Fayol (20th Century)

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6
Q

Defined management as process of forecasting, planning, organizing, commanding, coordinating, and controlling

A

Henry Fayol

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7
Q

Anticipating events that is relevant to the operations of a particular organization/institution

A

Forecasting

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8
Q

Setting up the goals or the activities for that particular organization

A

Planning

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9
Q

A British management consultant and author of management theory

A

EFL Brech (Edward Francis Leopold Brech)

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10
Q

Described management as the social process of planning, coordination, control, and motivation

A

EFL Brech (Edward Francis Leopold Brech)

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11
Q

An American writer on business management practices

A

Tom Peters

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12
Q

Tom Peters is best known for “___”, a popular business book published in 1982

A

In Search of Excellence

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13
Q

Defined management as organizational direction based on common sense, pride in the organization, and enthusiasm for its works

A

Tom Peters

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14
Q

Enumerate the nature of management

A
  1. Management is universal
  2. Management, social process
  3. Goal oriented
  4. Science & Art
  5. Group effort
  6. Intangible
  7. Required at all level
  8. Separate from ownership
  9. Purposeful activity
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15
Q

Identify the nature of management:

Applicable anywhere whether the organization is social, religious, business, industrial, or health

A

Management is universal

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16
Q

Identify the nature of management:

Management is highly needed because it is the controller of operations applying the managerial functions of every institution

A

Management is universal

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17
Q

Identify the nature of management:

It involves dealing with people with the effort of human beings are controlled and directed by the management

A

Management, social process

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18
Q

Identify the nature of management:

It has a social obligation to make efficient use of scarce material for the benefit of the society

A

Management, social process

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19
Q

Identify the nature of management:

Human interactions and people interactions are inevitable for the operation of the particular institution or organization

A

Management, social process

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20
Q

Identify the nature of management:

Effective management is always management by objectives

A

Goal Oriented

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21
Q

Identify the nature of management:

Apply precise elements; tested elements; scientific; determine exact aspects to be learned and assimilated; there is a step-by-step process to be done

A

Science & Art (SCIENCE)

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22
Q

Identify the nature of management:

Based on some skills where in the person can use his/her creativity, imagination, initiative, and invention with the overall skill of the occupation

A

Science & Art (SCIENCE)

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23
Q

Identify the nature of management:

Related to social process; deals with group of activities which are achieved through the efforts of the group

A

Group effort

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24
Q

Identify the nature of management:

Collaboration with other people

A

Group effort

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25
Q

Identify the nature of management:

It is very important but we cannot see material things that would explicitly determine that it is management; processes are unseen, but it is important

A

Intangible

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26
Q

Identify the nature of management:

There is no explicit material during the process that you can see to prove that the management is working, but you can feel that the management is working because you can see the result

A

Intangible

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27
Q

T/F: the management can still be felt even if the results are not obtained

A

F (can only be felt if we see the results obtained)

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28
Q

___ seen in terms of the result that is only observed at the end of the total process/ because the goal is attained

A

Implicitly

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29
Q

Identify the nature of management:

Even those in the level of production and supervising, management is still necessary

A

Required at all level

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30
Q

Identify the nature of management:

Follows certain qualifications in order to function

A

Separate from ownership

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31
Q

Identify the nature of management:

It is connected to the different managerial functions

A

Purposeful activity

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32
Q

Main aim of activities in management

A

Gain or achieve economic or social objective

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33
Q

Identify the managerial function:

___ activities to achieve the organization’s objectives

A

Planning

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34
Q

Identify the managerial function:

___ resources and activities to achieve the organization’s objectives

A

Organizing

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35
Q

Identify the managerial function:

___ the organization with qualified people

A

Staffing

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36
Q

Identify the managerial function:

___ employee’s activities toward achievement of objectives

A

Directing

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37
Q

Identify the managerial function:

___ the organization’s activities to keep it on course

A

Controlling

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38
Q

Identify the managerial function:

Process of determining the organization’s objectives and deciding how to accomplish them

A

Planning

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39
Q

Identify the managerial function:

Deciding in advance what to do, when to do it, and how it is going to be done

A

Planning

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40
Q

Identify the managerial function:

Mission, vision, and objectives

A

Planning

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41
Q

Identify the managerial function:

Identifying what you want, when you should achieve it, and how it should be achieved

A

Planning

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42
Q

Identify the managerial function:

Essential for every level of management

A

Planning

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43
Q

Identify the managerial function:

Set the goals of the organization to layout everything

A

Planning

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44
Q

Identify the managerial function:

Structuring of resources & activities to accomplish objectives efficiently & effectively

A

Organizing

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45
Q

Identify the managerial function:

Divide activities into specific area and there is no overlapping of work

A

Organizing

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46
Q

Identify the managerial function:

Backbone of management

A

Organizing

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47
Q

Identify the managerial function:

Delegation of authority and creation of responsibilities and tasks

A

Organizing

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48
Q

Identify the managerial function:

Ensures whatever necessary items or department needs are met

A

Organizing

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49
Q

Importance of organizing

A

.Creates synergy
.Establishes lines of authority
.Improves communication
.Improves competitiveness

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50
Q

Identify the managerial function:

Hiring qualified people to carry out the work of the organization

A

Staffing

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51
Q

Staffing includes ___, ___, ___

A

Training and development
Remuneration/Salary
Performance appraisal

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52
Q

Importance of staffing

A

.Recruiting
.Determine skills
.Motivate and train

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53
Q

Opening and enlisting potential candidates to a job offer

A

Recruiting

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54
Q

Optimal number of employees to carry out the smooth procedures and requirements of the function

A

Effective manpower

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55
Q

Setting qualifications dependent on the job offered in recruitment

A

Determine skills

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56
Q

Management function onboards and trains the staff before they can release results

A

Motivate and train

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57
Q

Increase attrition (resignation rate) = ___ Recruitment rate

A

Increase

58
Q

Elimination of significant numbers of employees

A

Downsizing

59
Q

Factors influencing downsizing

A

Economical
Redundancy

60
Q

Identify the managerial function:

Tell or assign the employees what to do

A

Directing

61
Q

Identify the managerial function:

Motivating and leading employees to achieve organizational objectives

A

Directing

62
Q

Directing involves ___, ___, ___, ___

A

Supervision
Motivation
Leadership
Guidance of employees

63
Q

Motivations used for directing

A

.Incentives
.Employee involvement
.Recognition and appreciation

64
Q

Identify the managerial function:

A sort of evaluation of the result of the other managerial functions

A

Controlling

65
Q

Identify the managerial function:

Ensuring that the purposeful activities of the organization are achieved

A

Controlling

66
Q

Identify the managerial function:

Process of evaluating and correcting activities to keep the organization on course

A

Controlling

67
Q

Identify the managerial function:

Measuring the performance on a set of standards and correcting any deviation

A

Controlling

68
Q

Identify the managerial function:

Outstanding or exceeding customer satisfaction

A

Controlling

69
Q

Five activities of controlling

A
  1. Measuring performance
  2. Comparing performance against standards
  3. Identifying deviations from standards
  4. Investigating causes of deviations
  5. Taking corrective action
70
Q

Takes charge of the management

A

Manager

71
Q

Oversees the activities to achieve set goal or purpose

A

Manager

72
Q

Three skills of a great manager

A
  1. Great leadership skills
  2. Great interpersonal skills
  3. Strong body language
73
Q

Detects or determines nonverbal cues

A

Strong body language

74
Q

___ is doing the things right while ___ is doing the right thing

A

Management
Leadership

75
Q

T/F: Leadership is doing the things right while management is doing the right thing

A

F

76
Q

Setting the expectations, tracking results, taking actions around good and bad performances, mental level

A

Management

77
Q

Characteristics of a manager

A

.Possess well-defined goals
.Allocate resources according to priorities
.Make decision, act upon them, and accept responsibility for them
.Willing to compromise
.Delegate and to depend on subordinates
.Self-motivated and self controlled

78
Q

A very important characteristic of a manager since it is the way to empower the employees and train them to be in the managerial position in the future

A

Delegate and to depend on subordinates

79
Q

The manager is on top of the situation, there should be no chance he/she will give up

A

Self-motivated

80
Q

Always show positivity and willingness

A

Self-motivated

81
Q

Since the manager has the power within the organization over subordinates, he/she must learn how to use the authority in a proper manner

A

Self-control

82
Q

Characteristics of a laboratory manager

A

.Able to organize, plan, and communicate for effective use of resources
.Maintain good relationship with others
.Possess emotional maturity
.Internal resources to cope with frustration, dissapointment, and stress
.Be able to appraise oneself and one’s performance objectively, to admit to being wrong
.Expect that one will keep on growing, improve one’s performance, and continue to develop

83
Q

A factor in maintaining good relationships

A

Emotional maturity

84
Q

Pertains to having self-control and making decisions in such a way that emotions will not affect the decision making especially if it covers the entirety of the organization

A

Emotional maturity

85
Q

Identify the manager’s role:

Directly involves interaction with other people and members of the team or people outside the organization or management itself

A

Interpersonal

86
Q

Identify the manager’s role:

Flow of communication and information to and from the organization

A

Informational

87
Q

Identify the manager’s role:

An important managerial role needed to determine how the operations of the management should go

A

Decisional

88
Q

Identify the manager’s role:

Figurehead, leader, liaison

A

Interpersonal

89
Q

Identify the manager’s role:

Monitor, disseminator, spokesperson

A

Informational

90
Q

Identify the manager’s role:

Entrepreneur, disturbance handler, resource allocator, negotiator

A

Decisional

91
Q

Identify the interpersonal role:

Symbolic head; required to perform a number of routine duties of a legal or social nature

A

Figurehead

92
Q

Identify the interpersonal role:

Ceremonies status requests, solicitations

A

Figurehead

93
Q

Identify the interpersonal role:

Responsible for the motivation and direction of subordinates

A

Leader

94
Q

Identify the interpersonal role:

Virtually all managerial activities involving subordinates (immersion to the actual work)

A

Leader

95
Q

Identify the interpersonal role:

Maintains a network of outside contacts who provide favors and information

A

Liaison

96
Q

Identify the interpersonal role:

Acknowledgement of mail external board work

A

Liaison

97
Q

Identify the informational role:

Serves as nerve center of internal and external information of the organization

A

Monitor

98
Q

Identify the informational role:

Handling all mail and contracts categorized as concerned primarily with receiving information

A

Monitor

99
Q

Identify the informational role:

Transmits information received from outsiders or other subordinates to members of the organization

A

Disseminator

100
Q

Identify the informational role:

Cascades the information throughout the whole organization

A

Disseminator

101
Q

Identify the informational role:

Forwarding mail into organization for information purposes; verbal contacts involving information flow to subordinates such as review sessions

A

Disseminator

102
Q

Identify the informational role:

Transmits information to outsiders on organizations, plans, policies, action, and results; serves as an expert on organization’s industry

A

Spokesperson

103
Q

Identify the informational role:

Board meeting; handling contacts involving transmission of information to outsiders

A

Spokesperson

104
Q

Identify the decisional role:

Searches organization and its environment for opportunities and initiates projects to bring about change

A

Entrepreneur

105
Q

Identify the decisional role:

Usually given to the business development manager

A

Entrepreneur

106
Q

Identify the decisional role:

Strategy and review sessions involving initiation of design of improvement projects

A

Entrepreneur

107
Q

Identify the decisional role:

Responsible for corrective action when organization faces important unexpected disturbances

A

Disturbance handler

108
Q

Identify the decisional role:

Usually given to the safety officer

A

Disturbance handler

109
Q

Identify the decisional role:

Strategy and review sessions involving disturbances and crises

A

Disturbance handler

110
Q

Identify the decisional role:

Making or approving significant organizational decisions

A

Resource allocator

111
Q

Identify the decisional role:

Section manager, chief medical technologist, or chief pathologist

A

Resource allocator

112
Q

Identify the decisional role:

Scheduling; requests for authorization; budgeting, the programming of subordinate’s work

A

Resource allocator

113
Q

Identify the decisional role:

Responsible for representing the organization at major negotiations

A

Negotiator

114
Q

Identify the decisional role:

Chief pathologist or operations manager

A

Negotiator

115
Q

Identify the decisional role:

Contract negotiation

A

Negotiator

116
Q

Competent in a specialized area, analytical ability, and the ability to use appropriate tools and techniques

A

Technical skills

117
Q

Expected that he/she should have the highest technical skills, intermediate human skills, and a little bit of conceptual skills

A

Technical manager

118
Q

An individuals’ ability to cooperate with other members of the organization and work effectively in teams

A

Human skills

119
Q

Ability of an individual to analyze complex situations and to rationally process and interpret available information

A

Conceptual skills

120
Q

Top level management should have the highest percentage of ___ because they think of the entirety of the organization

A

conceptual skills

121
Q

Three levels of management

A

Top management
Middle management
First-line/supervisory management

122
Q

Identify the level of management:

Strategic managers

A

Top management

123
Q

Identify the level of management:

Senior executives with overall responsibility for the firm

A

Top management

124
Q

Identify the level of management:

Makes decisions on long term objectives

A

Top management

125
Q

Identify the level of management:

In charge of strategic planning

A

Top management

126
Q

Identify the level of management:

Tactical managers

A

Middle management

127
Q

Identify the level of management:

Implement general guidelines established by top management

A

Middle management

128
Q

Identify the level of management:

Composed of managers who are often responsible for the firm’s short term decisions or objectives

A

Middle management

129
Q

Identify the level of management:

Responsible for implementing the directives of strategic managers

A

Middle management

130
Q

Identify the level of management:

President
CEO
CFO
COO

A

Top management

131
Q

Identify the level of management:

Chief MedTech, Pathologist

A

Middle management

132
Q

Identify the level of management:

Operational managers

A

First-line management

133
Q

Identify the level of management:

Supervise workers

A

First-line management

134
Q

Identify the level of management:

Oversee daily operations

A

First-line management

135
Q

Identify the level of management:

Directing and controlling primary functions

A

First-line management

136
Q

T/F: each level of management is essential in attaining the vision and ultimate goal/purpose of the organization

A

T

137
Q

Indicators of lack of management skills

A

.Not listening when people are talking
.Micro-managing
.Focusing on the task and not the individual
.Not enforcing standards
.Lack of effective communication of expectations
.Ineffective feedback - positive and negative
.Communicating on a need to know basis only
.Making decisions and then asking for feedback
.Passing the buck
.No sense of humor

138
Q

T/F: the manager should ask for feedback only when there is a problem

A

F

139
Q

T/F: one should always ask for expert ideas before making a decision

A

T

140
Q

Synonymous to ‘playing the blame game’

A

Passing the buck

141
Q

T/F: sense of humor can also help in maintaining a good working environment

A

T

142
Q

T/F: humor can disarm uncomfortable situations

A

T

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