Chapter 3 Flashcards
1
Q
The presence of one or more authority centers which control the concerted efforts of the organization and direct them towards its goals.
A
Organizing
2
Q
Substitution of personnel
A
Organizing
3
Q
Concepts of organization
A
Herd concept
Man to man concept
The social concept
4
Q
Division of labor, authority and communication responsibilities.
A
Organizing
5
Q
“obey now, question later”
A
Herd concept
6
Q
The organization sees the individual working, in terms of direct personal relation with his superior.
A
Man to man concept
7
Q
The superior and subordinates are members of the team.
A
Social concept
8
Q
The relationship is no longer man to man but man to his group
A
Social concept
9
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
10
Q
It is a major management responsibility for the purpose of securing a united and cohesive performance
A
Organizing
11
Q
Efficient and effective selection, grouping and utilization of personnel constitute a major responsibility
A
Organizing
12
Q
Is a diagram (chart) that identifies the major operational units of an organization and their attending job position.
A
Table of organization
13
Q
It is the single most concise representation of the organization and provides an important means of managing and monitoring all of its activities.
A
Table of organization
14
Q
It also provides the members an understanding of their station and how they relate to one another
A
Table of organization
15
Q
one position should have span of control (direct supervision) of 4-12 positions. 12 if functions are similar; 4 if functions are dissimilar
A
Table of organization
16
Q
Are written declarations of a given job positions.
A
Job description
17
Q
Job description supplements the table of organization by:
A
- providing definition to all position
- identify operational duties and responsibilities, and
- salary classification and order to job performance
18
Q
Represents the requirements for employment in a given job.
A
Job specification
19
Q
It provides the organization with the personnel requirements considered to match most efficiently with the demands of each job
A
Job specification
20
Q
- the arbitrary but firmly established practice of eight-hour shifts serve as the usual method of dividing each twenty-four hour period.
A
Work schedule
21
Q
- because of request patterns, the largest number of personnel are scheduled during the 1st eight period while the second and third shifts are staffed with fewer people
A
Work schedule
22
Q
at least two people know every job on every shift
A
Two-deepness
23
Q
Basic rules of scheduling
A
No more than 5 consecutive working days for each individual
Provide two consecutive days off, except in the rare case where the individual prefers split days off
Within the possibilities, give the individual shift he wants.
Rotate weekend and holidays off with as much fairness as possible
Post schedules at least three weeks in advance, even more if possible
Stick to the schedule as closely as possible and make changes only when essential and only after discussion with others concerned
Provide the opportunity for individual to ask for a specific day off on occasion
24
Q
Is the process which an existing organization undergoes that brings about changes in the size and shape of the organization structure
A
Reorganization
25
two main reasons for reorganization
Growth
| Adaptation
26
Directions must be written, comprehensive, current, clearly stated and reinforced by discussion and example
Directing
27
Entails responsibility in assuming that policies and procedures are followed
Supervision
28
Characteristics of a Leader
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Liking for people
Natural optimism
Good self-esteem - confidence
Ambitious – work well
Self-discipline
- to force himself to do necessary things even when they are unpleasant.
- ex. discharge an employee
Good listener
Poise
- in the face of errors, disasters and accidents
Accessibility
Good memory
- a good secretary
Good sense of values and sound judgment
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29
Leadership styles
Decentralized authority
Centralized authority
Absenteeism or Inattention
30
Delegation of responsibility
Decentralized authority
31
the weakness of this style:
(a) if one part performs poorly, the entire system is jeopardized,
(b) there is possibly a sense of isolation by the lower ranks.
Decentralized authority
32
Authority to be concentrated at the very top.
Centralized authority
33
Strength of this style:
1. one person authority; actions and decisions are quick
2. avoids lengthy discussions
Centralized authority
34
This practice must be condemned.
Absenteeism or inattention
35
Concern for production
| Concern for people
Managerial Grid
36
It is conceived as the attitudes of a supervisor toward a wide variety of things
Concern for production
37
It includes degree of personal commitment toward goal achievement, maintaining the self-esteem of workers, basing responsibility on trust rather than obedience, maintaining good working conditions and having satisfying interpersonal relations.
Concern for people
38
4 extremes of basic styles
impoverished management
team management
country-club management
autocratic task management
39
1.1 style
Impoverished style
40
9.9 style
team management
41
1.9 style
country-club management
42
9.1 style
autocratic task management
43
Involves measuring, restraining and correcting performance to accomplish an objective as it was planned.
Controlling
44
It involves the measurement of certain elements such as time, quality and quantity and cost against standards or models which have been established and the evaluation of the work or performance of various personnel in the organization.
Controlling
45
A good control system encourages each employee to exercise self-control. - know specific levels expected
Controlling
46
Types of formal control
Pre-action control
| Post-action control
47
controlling by means of personal supervision and utilizing control checks consisting of procedures for any given task or function.
Pre-action control
48
Controlling as the task or function is being performed or may have been performed and corrective deviations from standards or plans
Post-action control
49
Steps in controlling
1. Determination of the standards or basis of control based on appraisal of past experience.
2. Measurement of performance by observation, reports or statistical data.
3. Comparison of performance with the standards, models or criteria to determine deviations or difference.
4. Enactment of remedial measures or steps to correct deviation or errors.
50
Performance standards must be expressed in
Quantitative terms
51
Is the process in human relations of passing information from one person to another. It is most frequently conducted by written or spoken word but may be conveyed by gesture, lack of gesture, manner of dressing, personal appearance and general behavior
Communication
52
The data generated by the laboratory has been called potential information and is not actual information until it has been utilized in patient care.
Communication
53
Is the transmission of information between or among departments
Interdepartmental communication
54
Recommendations for interdepartmental communication
Recommendations:
-Be courteous at all times
Speak distinctly and in a pleasant tone of voice.
-Be certain all questions and answers are clearly understood.
-Do not answer questions about which there is uncertainty. Consult resources of department (immediate supervisors, manuals, etc)
-Do not allow delay in answering telephone.
-Never leave telephone unattended after call is received: if placed on “hold”, reassure caller at frequent intervals that attempt is being made to complete connection.
-When receiving calls, initiate conversation with “good morning…”, department of laboratory.
-When transferring calls, inform person of caller’s name and department
-When making calls, prepare remarks with name and department
-Be certain all written or typed reports are neat, legible and accurate; also that they are dated and initiated or signed.
55
Is the transmission of information within the department. Communication is better within the department because of proximity, similar education related duties and common goals among co-workers.
Intradepartmental Communication
56
The subordinates follow the leader who yields exclusive power to decide and enforce unquestionable obedience in his subordinates.
Herd concept
57
Ways to communicate
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Informal talks
Planned appointments
Telephone calls
Interoffice memos
Letters
Reports
Informal staff meetings
Planned conference
Mass meeting
Bulletin boards notices
Posters
Exhibits and display
Visual aids (films, filstrips)
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58
This is the most fundamental form of communication. It is suitable for day-to-day liaison, direction ad exchange of information. It must provide opportunity for a two way exchange.
Informal talks
59
this is appropriate for regular review or liaison recurring joint work sessions, etc.
Planned appointments
60
this is good for frequent check-up or for empathy or receiving information, instruction, data, etc.
Telephone calls
61
they are effective for recording informal inquiries or replies. Use of memos should not be overdone, or they will be ignored.
Interoffice memos
62
they are useful for official notices, formally recorded statements or lengthy communications even when the addressee is physically available.
Letters
63
they are used to convey information associated with evaluation, analysis, recommendations, etc to supervisors or colleagues and are most effective when based on conferences, visits, inspections, surveys, research study etc.
Reports
64
it provides opportunity for the development of strong group cohesiveness and response. Supervisor should hold staff meetings earl morning, at the end of the day or at lunch.
Informal staff meetings
65
they are relatively formal affair. Participants be given time to prepare needed data, information, reports, recommendations, etc.
Planned conference
66
they are conducted by management with large number of employees. They are valuable means of celebrating occasions, building morale, introducing new policies, or key personnel, making special announcements.
Mass meeting
67
they are effective for lengthy or formal announcements.
Bulletin board notices
68
Categories of communication
- Upward communication
- Downward communication
- On-the-same-level communication
- Diagonal communication
69
when a subordinate communicates directly to his supervisor or superior.
Upward communication
70
when a superior or supervisor communicates directly to his subordinates.
Downward communication
71
communication among peers.
On-the-same-level communication
72
when a supervisor and a subordinate not under him communicate.
Diagonal communication
73
Don’ts of Upward Communication
don’t try to shield the boss. The subordinate must not prevent any upsetting news form reaching supervisor.
Don’t try to over protect yourself. Don’t “playdown” certain facts because we know that their disclosure would make us look bad.
Don’t think that the need to discuss a problem will just disappear if you don’t say anything.
Don’t be afraid of the result of communications.
Don’t neglect to communicate because you are not directly responsible.
Don’t rely on someone else to send the word upward.
Don’t think you must have a solution before you discuss a problem
Don’t use upward communication to blow your horn.
74
What Subordinates want from the Boss
Back up the subordinates’ decision
Tell subordinates what he (the boss) expects of them and how they are going.
Give recognition for work well done.
Be interested in subordinate as people-make them feel they belong.
Provide good leadership and be competent for the job.
Give constructive criticism.
Tell the whys of the job/work
Follow the chain of command
Pass along information-both up and down the line.
Get raises for subordinates and for the workers they recommend.
Have confidence in the ability of subordinates.
Recognize the difficulties in getting the job done
Take the responsibility rather than pass the buck
Make good decisions
Be loyal to the subordinates and to the lab
Welcome ideas and opinions; let subordinates have a voice in decision
don’t play favorites, be fair
Help subordinates in problems beyond their depth
75
What Supervisors want from fellow Supervisors
Exchange of ideas and information
Have work completed on time for the next fellow
Give and take constructive criticism
Keep one another informed about new procedures, policies and rules.
Respect one another’s authority
Achieve uniformity in the interpretation of policies and enforcement of rules.
Try to understand one another’s problems
Render necessary assistance to one another
Straighten out differences in private and among themselves rather than carry them with the boss
Refrain from putting one another on the spot
Practice teamwork and refrain from passing the buck
Show loyalty to the laboratory and respect for its policies
76
Proper requisitioning procedures assure adequate identifications of the patient and the specimen, indicate the measurements or examinations desired, and facilitate reporting of the results. An additional important function is the provision of administrative and billing data.
Requisitioning
77
Information contained in a request form
Laboratory procedure number or other identification
Identification of the patient name and hospital number
Room number or address of patient
Age of the patient
Sex of patient
Status (stat, pre-op, etc)
Name of the practitioner
Date and time the specimen was collected
Date and time the specimen was received
Date, time and by whom the specimen was examined
Condition of any unsatisfactory specimen
Type of tests or procedure to be performed
78
Reporting
Compactness
Consistency of terminology, format and usage of abbreviations and symbols
Clearly understandable
Logical and accessible location in medical chart
Statement of date and time of collection
Good description and source of specimen when pertinent
Sharp differentiation of reference or normal and abnormal values
Sequential order of multiple results on single specimen
Identification of patient, patient location and physician
Assurance of accuracy of transcription of request
Ease of preparation
Administrative and record keeping value
79
Verbal reports
| -telephone reports
Telephone reports
- Can be given in order to facilitate medical care, particularly in an emergency situation. On the other hand, this is a major potential source of errors and resulting medical liability. To avoid this, the laboratory should require proper identification of the person receiving the report and of the patient. The person giving the report should report the patient’s name, identification number and location along with the results in order to further confirm the identification.
80
Recommendations for intradepartmental communication
Recommendations:
- Know the department’s table organization and all communication channels so indicated.
- Be certain of job description and all duties set forth.
- Confer messages by memo if face-to-face or telephone communication is not possible.
- Minimize conversations unrelated to job duties.
- Maintain effective contact with members of all shifts.
- Be constantly alert to the posting of all schedules and notices.
