Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

Lab Management > Chapter 1 > Flashcards

Chapter 1 Flashcards

(103 cards)

Start Studying
1
Q

who defined Management as the process of forecasting, planning, organizing, commanding, corrdinating, and controllin

A

Henri Fayol (20th century

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

who defined the manangement as the process of planning, coordination, control and motivation

A

E.F.L Brech

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Who defined organizational direction based on sound common sense, pride in the organization and ethusiasm for its works

A

Tom Peter

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

american writer best known for business book in search of excellence, defined management differently but also embedded in theories of management based on the managerial functions

A

Tom peters

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

it is the attainment of organization goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources

A

Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

if there is an organization, then there is always a ____

A

goal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

this is getting what you aim for at the same time decrease wastage resources

A

Efficient

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

this pertains to several resources like man power , money, machines, and materials

A

organizational resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

is the greatest resource of an organization

A

man power

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

9 nature of management

A
  1. Universal
  2. Social Process
  3. Goal oriented
  4. Science and art
  5. group effort
  6. intangible
  7. required at all level
  8. separate from ownership
  9. purposeful activity
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

management is composed of a group of people thus it shows management as a _____

A

social process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

refers to the activities to achieve the organization’s objectives

A

planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

refers to the resources and activities to achieve the organization’s obectives

A

organizing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

refers to the organization with qualified people

A

Staffing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

employees activities toward achievement of objectives

A

Directing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

the organization’s activities to keep it on course

A

Controlling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

process of determining the organization’s objective and deciding how to accomplish them

A

planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

structuring f resources & activities to accomplish objectives efficiently & effectively

A

organizing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

management function shown in dividing activities into department sections and jobs, subdividing jobs

A

organizing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

T/F: organizing is a management function that is important because it creates synergy

A

TRUE

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

T/F: Staffing is important because it establishes lines of authority

A

False, it is organizing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

T/F: downsizing improves communication and improves competitiveness

A

False, it is organizing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

hiring people to carry out the work of the organization

A

Staffing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

4 importance of staffing includes

A
  1. recruiting
  2. determine skills
  3. motivate and train
  4. compensation levels
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
it is the elimination of significant number of employees
downsizing
26
right sizing, trimming the fat
downsizing
27
this is a management function pertaining to grouping together, transferring, laying off, and redundancy
Downsizing
28
what organization protects employees
NLRC - National Labor Relations Commission
29
motivating and leading employees to achieve organization objectives
Directing
30
3 motivations for directing
1. Incentives 2. Employee involvement 3. recognization and appreciation
31
pertains to raise and promotion in directing
incentives
32
pertains to cost reduction, customer service, and new products in directing
employee involvement
33
process of evaluating and correcting activities to keep organization on course
Controlling
34
what are the 5 activities of controlling as a management function
1. Measuring performance 2. comparing performace against standards 3. identifying deviations from standards 4. investigating ccuases of deviations 5. taking corrective action
35
takes charge of the mangement
manager
36
oversees the activities to achieve set goal or purpose
Manager
37
T/F: A good characteristic of a manager possess well-defined goals
TRUE
38
T/F: A manager allocated resources according to priorities
TRUE
39
T/F: A manager makes decisions, act upon them, and accept responsibility for them
TRUE
40
T/F: A manager should always be correct, employees should be willing to compromise
FALSE
41
T/F: A manager should not depend on their subordinates
False, they should delegate and to depend on subordinates
42
T/F: one bad characteristic of a manager is being self-motivated and self-controlled
False, it is a good characteristic
43
T/F: A laboratory manager must maintain good relationship with others
TRUE
44
T/F: A laboratory manager should be emotionally mature
TRUE
45
T/F: A laboratory manager is able to cope with frustration, disappointment, and stress
TRUE
46
T/F: A bad characteristic of a laboratory manager is appraising oneself and one's performance objectively
False, it is a good characteristic
47
T/F: A characteristic of a laboratory manager should expect that one will keep on growing, and improve one's performance and continue to develop
TRUE
48
3 roles of managers
Interpersonal Information Decisional
49
Interpersonal Role: symbolic head; required to perform a number of routine duties of a legal or social nature
Figurehead
50
Interpersonal Role: ceremonies status request, solicitations
Figurehead
51
Interpersonal Role: responsible for the motivation and direction of subordinates
Leader
52
Interpersonal Role: virtually all managerial activities involving subordinates
Leader
53
Interpersonal Role: maintains a network of outside contact who provide favors and information
Liaison
54
Interpersonal Role: acknowledgement of mail external board work
Liaison
55
Informational Role: receives wide variety of information; serves as nerve center of internal and external information of the organization
Monitor
56
Informational Role: handling all mail and contacts categorized as concerned primarily with receiving information
Monitor
57
Informational Role:transmits information received from outsiders or other subordinates to members of the organization
Disseminator
58
Informational Role:forwarding mail into organization for information purposes;
Disseminator
59
Informational Role:verbal contact involving information flow to subordinates such as review sessions
Disseminator
60
Informational Role: Transmits information to outsiders on organizations plans, policies, actions, and results, serves as expert on organization's industry
Spokesperson
61
Informational Role:board meeting, handling contacts involving transmission of information to outsiders
Spokesperson
62
Decisional Role: searches organization and its environment for opportunities and initiates projects to being about change
Entrepreneur
63
Decisional Role: strategy and review sessions involving initiation or design of improvement projects
Entrepreneur
64
Decisional Role: responsible for corrective action when organization faces important, unexpected disturbances
Disturbance handler
65
Decisional Role: making or approving significant organization decisions
Resource allocator
66
Decisional Role: scheduling, request for authorization, budgeting, and programming of subordinates work
Resource allocator
67
Decisional Role: responsible for representing the organization at major negotiations
Negotiator
68
Decisional Role: contract negotiation
negotiator
69
3 managerial skills
1. Technical 2. Human 3. Conceptual
70
A manager shows ____ by being competent in specialized area, analytical ability and the ability to use appropriate tools and techniques
Technical Skills
71
A manager shows _______ because they understand what is needed to get the job done
Technical skills
72
a manager shows ______ by understanding the physical operation
technical skills
73
a manager shows ______ by doing hands-on activity with basic product or process knowledge
technical skills
74
a manager shows ______ by producing the actual products a company is designed to produce
Technical Skills
75
this is the ability of an individual to cooperate with other members of the organization and work effectively in teams
Human skills
76
Skill: interpersonal relationships
human skills
77
Skill: solving people's problem and acceptance of other employees
Human skills
78
this is what you want your organization to become in a specific time frame
Vision
79
this is something you would want your organization to deliver to your clients
Mission
80
this is the ability of an individual to analyze the complex situations and to rationally process and interpret available information
Conceptual skills
81
skill: idea generation
conceptual skills
82
skill: analytical process of information
conceptual skills
83
3 levels of management
1. Top 2. Middle 3. First-line/supervisory management
84
level of management: president
top management
85
level of management: Chief executive Officer (CEO)
Top managemetn
86
level of management: chief financial officer (CFO)
Top management
87
level of management: Chief operations officer (COO)
Top management
88
level of management: responsible for tactical planning
Middle management
89
level of management: implement general guidelines established by top management
Middle management
90
level of management: supervise workers
First-line management
91
level of management: overdose daily operations
First-line management
92
level of management: directing and controlling primary functions
First-line management
93
Yes or No, Indicators of lack of management skills: not listening while people are talking
Yes
94
Yes or No, Indicators of lack of management skills: macromanaging
false, micromanaging
95
Yes or No, Indicators of lack of management skills: not focusing on the task but focusing on individuals
no, this is not lacking because we have to focus on individuals
96
Yes or No, Indicators of lack of management skills: enforcing standards
No
97
Yes or No, Indicators of lack of management skills: lack of effective communication of expectations
Yes
98
Yes or No, Indicators of lack of management skills: giving feedback to employees
no, it is right to give positive and negative feedback
99
Yes or No, Indicators of lack of management skills: communicating on a need to know basis only
Yes
100
Yes or No, Indicators of lack of management skills: making decisions and then asking for feedback
Yes
101
Yes or No, Indicators of lack of management skills: passing the buck, blaming other people for your mistake
Yes
102
Yes or No, Indicators of lack of management skills: NO SENSE OF HUMOR
Yes
103
T/F: A manager makes decisions, act upon them, and accept responsibility for them
TRUE

Lab Management (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions