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LabMan > (1) Lesson 3: Organizing and Staffing the Laboratory > Flashcards

(1) Lesson 3: Organizing and Staffing the Laboratory Flashcards

1
Q

Denotes an effort to divide total operations into size and type of units by which efficient and effective services are best assured and needs and weaknesses most easily identified

A

Organizing

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2
Q

Second managerial function that involves the process of delegating and coordinating tasks and resources to achieve the objectives of the organization

A

Organizing

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3
Q

Deployment of organizational resources in its efforts of achieving its short- and long-term goals

A

Organizing

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4
Q

Characteristics of organization

A

Division of labor
Well defined authority

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5
Q

Power or right to make decisions, issue orders, and use resources

A

Authority

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6
Q

Ensures responsibilities and authorities are defined and communicated within the organization

A

Top management

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7
Q

Identify the concept of organization:

“obey now, question later”

A

Herd concept

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8
Q

Identify the concept of organization:

The subordinates follow the leader who yield exclusive power to decide and enforce unquestionable obedience in his subordinates

A

Herd concept

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9
Q

Process of integrating tasks and resources to meet the organizational objectives

A

Coordination

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10
Q

Avoids duplication and delays

A

Coordination

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11
Q

Various function depend upon one another and the performance of one influences the other

A

Coordination

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12
Q

Essential in cases with perceived/expected and unexpected absence of a staff member

A

Substitution of personnel

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13
Q

May create a problem as part of the laboratory work is interupted

A

Substitution of personnel

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14
Q

Identify the concept of organization:

The organization sees the individual working, in terms of direct personal relation with his superior

A

Man to man concept

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15
Q

Identify the concept of organization:

The superior and subordinates are members of the team

A

The social concept

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16
Q

Identify the concept of organization:

The relationship is no longer man to man but man to his group

A

The social concept

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17
Q

Identify the concept of organization:

Team work is emphasized

A

The social concept

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18
Q

The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated

A

Organization structure

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19
Q

The visual representation of an organization’s structure

A

Organization chart

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20
Q

An approach to efficient and effective achievement of organizational goals

A

Work specialization

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21
Q

Shows the degree to which organizational tasks are subdivided into separate jobs

A

Work specialization

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22
Q

An unbroken line of authority that links all individuals in the organization and specifies who reports to whom

A

Chain of command

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23
Q

T/F: a broken line is used when the functions need to report to each other but do not need a coordinative functions

A

F (they do not report to each other but need coordinative functions)

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24
Q

Somebody in the clinical laboratory who oversees, handles, and focuses on the business aspect of the operations

A

Operations manager

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25
Q

T/F: the operations manager is in the same job position of a clinical pathologist; they both report to the CEO of the organization

A

T

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26
Q

The formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes

A

Authority

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27
Q

T/F: authority flows the horizontal hierarchy

A

F (vertical)

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28
Q

Three premises of authority

A
  1. Authority is vested in organizational positions, not people
  2. Authority is accepted by subordinates
  3. Authority flows down the vertical hierarchy
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29
Q

T/F: authority is vested in people

A

F (in positions)

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30
Q

The flip side of authority

A

Responsibility

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31
Q

The duty to perform the task or activity as assigned

A

Responsibility

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32
Q

When managers have authority to exceed responsibility, they may become ___, using authority towards frivolous outcomes

A

Tyrants

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33
Q

When managers have responsibility for task outcomes but little authority, the job is ___

A

possible but difficult

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34
Q

Mechanism by which authority and responsibility are brought to alignment

A

Accountability

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35
Q

Means that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command

A

Accountability

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36
Q

Accountability should be built into the ___

A

Organization structure

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37
Q

The process managers use to transfer authority and responsibility to positions below them in the hierarchy

A

Delegation

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38
Q

Most organizations today encourage managers to delegate authority to the ___ to provide maximum flexibility to meet customer needs and adapt to the environment in clinical laboratories

A

Lowest possible level

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39
Q

Inverse of abdication

A

Delegation

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40
Q

Identify the type of authority:

Individuals in management positions have the formal power to direct and control immediate subordinates

A

Line authority

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41
Q

Identify the type of authority:

Authority granted to staff specialists in their area of expertise

A

Staff authority

42
Q

Identify the type of management structure:

The number of employees reporting to a supervisor

A

Span of management

43
Q

Identify the type of management structure:

Also called span of control/management ratio

A

Span of management

44
Q

Identify the type of management structure:

characterized by an overall narrow span of management and a relatively large number of hierarchical levels

A

Tall structure

45
Q

Identify the type of management structure:

Characterized by an overall broad span of control and relatively few hierarchical levels

A

Flat structure

46
Q

A diagram that identifies the major operational units of an organization and their attending job position

A

Organizational charts

47
Q

Single most concise representation of the organization and provides an important means of managing and monitoring all its activities

A

Organizational charts

48
Q

Provides the members an understanding of their station and how they relate to one another

A

Organizational charts

49
Q

One position should have a span of control of ___ positions

A

4-12

50
Q

Type of structure:

there are several positions down the line

A

Tall structure

51
Q

Type of structure:

Only few positions going down the line, but the span of control is very broad

A

Flat structure

52
Q

According to ___, staffing is the filling position in the organization

A

Koontz, O’Donnell, and Heinz Weihrich

53
Q

A written declaration of a given job position

A

Job description

54
Q

Job description supplements the organizational charts by ___, ___, ___

A

Providing definition to all position
Identify operational duties and responsibilities
Salary classification and order to job performance

55
Q

Represents the requirements for employment in a given job

A

Job specification

56
Q

Provides the organization with the personnel requirements considered to match most efficiently with the demands of each job

A

Job specification

57
Q

Identify if job description or job specification:

Job title

A

Job description

58
Q

Identify if job description or job specification:

Job location

A

Job description

59
Q

Identify if job description or job specification:

Job summary

A

Job description

60
Q

Identify if job description or job specification:

Reporting to

A

Job description

61
Q

Identify if job description or job specification:

Working conditions

A

Job description

62
Q

Identify if job description or job specification:

Job duties

A

Job description

63
Q

Identify if job description or job specification:

Machines to be used

A

Job description

64
Q

Identify if job description or job specification:

Hazards

A

Job description

65
Q

Identify if job description or job specification:

Qualifications

A

Job specification

66
Q

Identify if job description or job specification:

Experience

A

Job specification

67
Q

Identify if job description or job specification:

Training

A

Job specification

68
Q

Identify if job description or job specification:

Skills

A

Job specification

69
Q

Identify if job description or job specification:

Responsibilities

A

Job specification

70
Q

Identify if job description or job specification:

Emotional characteristics

A

Job specification

71
Q

Identify if job description or job specification:

Sensory demands

A

Job specification

72
Q

Arbitrary but firmly established practice of eight-hour shifts serve as the usual method of dividing twenty-hour period

A

Work schedule

73
Q

The largest number of personnel are scheduled during ___

A

the 1st eight period

74
Q

Whenever possible, one should strive for “___” in every position so that at least two people know every job on every shift

A

two deepness

75
Q

Basic rules of scheduling:

No more than __ consecutive working days for each individual

A

5

76
Q

Basic rules of scheduling:

Provide __ consecutive days off, except in the rare case where the individual prefers split days off

A

2

77
Q

Basic rules of scheduling:

Rotate __ and __ off with as much fairness possible

A

Weekend
Holidays

78
Q

The location of decision authority near top organizational levels

A

Centralization

79
Q

The location of decision authority near lower organizational levels

A

Decentralization

80
Q

Greater change and uncertainty in the environment are usually associated with ___

A

Decentralization

81
Q

The amount of centralization or decentralization should fit the firm’s ___

A

strategy

82
Q

In times of crisis or risk of company failure, authority may be ___ at the top

A

Centralized

83
Q

The basis on which individuals are grouped into departments and departments into total organization

A

Departmentalization

84
Q

Identify the type of departmentalization:

the grouping of positions into departments based on similar skills, expertise, and resource use

A

Functional structure (vertical functional)

85
Q

Identify the type of departmentalization:

an organization structure in which departments are grouped based on similar organizational outputs

A

Divisional structure

86
Q

Focuses on anything pertaining to personnel

A

Human resources

87
Q

This department is focused on producing the expected product or outcome which the organization is ought to produce

A

Manufacturing

88
Q

The department involved in the finances of the organization

A

Accounting

89
Q

Identify the type of departmentalization:

An organization structure that uses functional and divisional chains of command simultaneously in the same part of the organization

A

Matrix approach

90
Q

Identify the type of departmentalization:

A group of employees from various functional departments that meet as a team to resolve mutual problems

A

Cross-functional teams

91
Q

Identify the type of departmentalization:

An organizational structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization

A

Virtual network structure

92
Q

The ___, ___, ___ are traditional approaches that rely on the chain of command

A

Functional
Divisional
Matrix

93
Q

Two innovative approaches are the use of ___ and ___

A

Teams
Virtual networks

94
Q

The quality of collaboration across departments

A

Coordination

95
Q

A temporary team or committee formed to solve a specific short-term problem involving several departments

A

Task force

96
Q

A person responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project

A

Project manager

97
Q

The process which an existing organization undergoes that brings about changes in the size and shape of the organization structure

A

Reorganization

98
Q

Two main reasons for reorganization

A

Growth
Adaptation

99
Q

The radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed

A

Reengineering

100
Q

An organized group of related tasks and activities that work together to transform inputs into outputs and create a value

A

Process

101
Q

represent the unbroken line of direct authority to all the boxes below it

A

solid lines

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