(F) - Skills for MT/MLS Part 1 Flashcards
1
Q
BRIEF CONCEPTS ON MANAGEMENT
- Classicial
- Behavioral
- Quantitative
- Integrated
A
FOUR THEORIES OF MANAGEMENT CONCEPTS
`
2
Q
BRIEF CONCEPTS ON MANAGEMENT
Earliest perspective on management
A
Classical
3
Q
BRIEF CONCEPTS ON MANAGEMENT
- Fredrick Taylor
- 1912
A
Classical (Scientific management)
4
Q
BRIEF CONCEPTS ON MANAGEMENT
- Henri Fayol
- 1949
A
Classical (Administrative management)
5
Q
BRIEF CONCEPTS ON MANAGEMENT
- Max Weber
- 1921
A
Classical (Nature of bereaucracy)
6
Q
CLASSICAL
- Describe and break down each task into its smallest
component and study that task until the best way to do the task is fully defined - Remove uncertainty and alternatives facing each employee
and reward productivity with incentives - Use experts – for example, industrial engineers – to define optimal work outputs and plan for optimal results
A
Scientific Management (Taylor, 1912)
7
Q
Administrative Management
- Planning
- Organizing
- Leading
- Controlling
shifting the focus more on management than tasks and production
A
FOUR BASIC MANAGEMENT FUNCTIONS (Fayol, 1949)
8
Q
Administrative Management
- Division of work
- Authority
- Discipline
- Unity of command
- Unity of direction
- Subordination of individual interest
- Remuneration
- Centralization
- Chain of command
- Order
- Equity
- Stability
- Initiative
- Esprit de corps (unity and teamwork)
A
14 PRINCIPLES OF MANAGEMENT (FAYOL)
9
Q
Nature of Bureaucracy
- Bureaucracy: formal rules and behaviors.
- Uniformity of operations despite changes in personnel.
- Division of labor based on functional specialization.
- Rational allocation of tasks and impersonal orientation.
- Membership that constitutes a career.
- Promotion based on technical competence.
- Employment based on merit and tested qualifications.
- Legally defined and prescribed lines of authority.
- Legally based organizational tenure.
Divided organizations into hierarchies,
establishing authority and control.
A
Max Weber’s Core Elements of New Organization
gurl idk ang haba shet
10
Q
- In contrast to classical view - the human relations movement was born.
- A manager’s concern for his workers will lead to increased worker satisfaction and improved performance (worker’s wants and needs)
A
Behavorial
11
Q
Enumerate the proponents under Behavioral Theory of Management
Prop + Year
A
Abraham Maslow (1943)
Douglas Mcgregor (1960)
12
Q
MASLOW’S HIERARCHY OF NEEDS
Physiological and Safety Needs
A
Basic Needs
13
Q
MASLOW’S HIERARCHY OF NEEDS
- Belongingness and love needs
- Esteem needs
A
Psychological Needs
14
Q
MASLOW’S HIERARCHY OF NEEDS
Self-actualization
A
Self-fulfillment needs
15
Q
“if it can be measured, it can
be managed”
A
Quantitative Theory of Management
16
Q
- Management science (optimal work process and
saving on costs) - Linear programming, inventory management and
control
A
Quantitative Theory of Management
17
Q
Operations Management (tools, applied math, and HRM) and Integrated Theory
A
Integrated
18
Q
Integrated Theory of Management
Managing what can be measured while simultaneously bringing the individual into focus.
(all employees will have a target with clearly defined objectives with monitoring)
A
Management by Objective (MBO)
19
Q
Emergence of Management Theories
Operations Management
Match the Theory with the Year of Emergence
A
1940s
parusa kailangan pa ba to, situational naman exam
20
Q
Emergence of Management Theories
- MGO
- Total Quality Management
- Continuous Quality Improvement
Match the Theory with the Year of Emergence
A
1950s
21
Q
Emergence of Management Theories
- Six Sigma
- Lean
Match the Theory with the Year of Emergence
A
1980s
22
Q
Emergence of Management Theories
Process reengineering
Match the Theory with the Year of Emergence
A
1990s
23
Q
Emergence of Management theories
Lean Six Sigma
Match the Theory with the Year of Emergence
A
2000s
24
Q
SKILLS REQUIRED IN CLINICAL LABORATORY MANAGEMENT
TOF. The new technology will not render managers superfluous or replace them by more technicians
A
True
25
# SKILLS REQUIRED IN CLINICAL LABORATORY MANAGEMENT
TOF: With new technology, demand for managers will increase but greatly diminish the management area
F. *greatly extend the management area*
26
# SKILLS REQUIRED IN CLINICAL LABORATORY MANAGEMENT
For positive impact, it is necessary to become part of the interdisciplinary patient-centered care team.
Sign lang to basahin mo yung transes to check this part -
| go
27
# *
* Also known as Chief Laboratorians (CMTs)
* Provides specialized technical expertise within the clinical laboratory.
Laboratory Managers
28
* Are “extenders” of the physician and clinical laboratory scientist directors.
* Remains updated with and capable of implementing federal and industry regulations.
* Adheres to credentialing and compliance requirements.
* Understands and evaluates new technologies, and remains continuously informed about advancements in clinical testing capabilities
Laboratory Managers
29
# FOUR MAIN FUNCTION OF MANAGEMENT (FAYOL)
Involves **setting objectives and determining the course of action** to achieve those objectives, assessing the current situation, identifying goals, developing strategies and outlining tasks and timeliness, and the process of deciding in advance what needs to be done and how it will be accomplished.
Planning
30
# FOUR MAIN FUNCTION OF MANAGEMENT (FAYOL)
Involves arranging resources, people and tasks in a structured manner to achieve the planned objectives efficiently and effectively
Organizing
31
# FOUR MAIN FUNCTION OF MANAGEMENT (FAYOL)
Includes establishing roles and responsibilities, creating organizational structures, delegating authority and coordinating activities.
Organizing
32
# FOUR MAIN FUNCTION OF MANAGEMENT (FAYOL)
Involves guiding and motivating employees to achieve organizational goals;
focuses on inspiring and
influencing others to perform their best work
Leading
33
# FOUR MAIN FUNCTION OF MANAGEMENT (FAYOL)
To be effective, it MUST involve communication, decision-making, problem-solving, and providing support and direction to employees.
Leading
34
# FOUR MAIN FUNCTION OF MANAGEMENT (FAYOL)
* Involves monitoring performance, comparing actual results with planned objectives, and taking corrective action when necessary
* Ensures that activities are on track and aligned with organizational goals
* May involve establishing standards, measuring performance, analyzing deviations, and implementing adjustments to ensure desired outcomes are achieved.
Controlling
35
# SKILL IN PLANNING
It is the process of assessing an organization's goals and creating a realistic, detailed plan of action for meeting those goals.
Management Planning
36
# SKILLS IN PLANNING
TOF. The basic steps in the management planning process involve creating a *concept map* that outlines each task the company must accomplish to meet its overall objectives.
F. Road map
37
# SKILL IN PLANNING
if u see this card please read skills in planning
| study mo na rin yung IPO plsplspls
yes naman salamat
38
# PLANNING IN THE WORKFLOW OF CLINICAL LABORATORIES
Planning in the clinical laboratory considers the entire set of operations that occur in testing of patient samples and is called?
The Path of Workflow
39
# PLANNING IN THE WORKFLOW OF CLINICAL LABORATORIES
Begins with the patient and ends in reporting and results interpretations.
The Path of Workflow
40
# PLANNING IN THE WORKFLOW OF CLINICAL LABORATORIES
Planning for the development of quality practices in a clinical laboratory as recommended by **WHO Quality Management Handook** involves *how many areas *AND* transcends the Path of Workflow from* ?
| 2 answers
* 12
* pre-analytical, analytical, post-analytical flow processes in a clinical laboratory
41
# FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES
Planning reagents and supplies management in the laboratory can produce cost savings ensures and reagent availability.
Purchasing and Inventory
42
# FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES
Planning this **ensures quality control for testing** appropriate management of the sample, collection and handling, and method of verification and validation.
Process Control
43
# FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES
Planning the **production of the main output** of the clinical laboratory (information in the form of test reports), ensures accuracy, confidentiality, and accessibility of the information which are managed through either paper systems or computers.
Information Management
44
# FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES
Planning the **creation and storage of documents** in the laboratory that informs how to do things, how to do things ensures that documents are accurate, up to date, and accessible.
Documents and Records
45
# FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES
An error or an event that should not have happened.
Occurrence
46
# FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES
Planning for detecting and managing detect these problems or occurrences, handling them properly, learning from mistakes and acting so that they do not happen again.
Occurrence Management
47
# FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES
* Is a tool for examining laboratory performance and comparing it to standards, benchmarkers or the performance of other laboratories.
* May be **internal** (performed within the laboratory using its own staff), or
* It may be **external** (conducted by a group or agency outside the laboratory).
Assessment
48
# FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES
Planning for **continuous improvement of the clinical laboratory processes** is a primary goal and must be done in a systematic manner to ensure alignment, effectiveness, and efficiency.
Process Improvement
49
# FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES
Planning and benchmarking ___________ ensures that the laboratory understands and assess who their customers are and use feedback for making improvements to align with external changes.
Customer Services
50
# Facilities and Safety
The process of preventing unwanted risks
and hazards from entering the laboratory space
Security
51
# Facilities and Safety
Seeks to minimize risks and prevent hazards from leaving the laboratory space and causing harm to the community
Containment
52
# Facilities and Safety
Includes policies and procedures to prevent
harm to workers, visitors and the commun
Safety
53
# Facilities and Safety
Addresses facility and equipment adaptation to allow safe and healthy working conditions at the laboratory site
Ergonomics
54
A methodical process whereby an organization defines its mission, identifies directions, develops a unified approach, prioritizes long- and short-term goals, assigns accountabilities, and allocates financial resources
Strategic planning
55
Helps the organization develop an action-oriented
approach and identify the pieces needed to build a successful laboratory operation
Strategic plan
56
if u see this card...
review the steps in strategic planning
## Footnote
poasay purr,, yuh meow
57
Helps in defining the roles of every person and defines
the hierarchy in the organization
Skills in Organizing
58
# S'KILL' IN ORGANIZING
Distribution of the job on the basis of the
individual’s field of expertise
Efficiency
59
# SKILL IN ORGANIZING
Individual task assignments
No clashes
| peace lang
60
# SKILL IN ORGANIZING
Duplication of work can be
controlled and avoided
Better use of Resources
61
# SKILL IN ORGANIZING
Easy adoption of any change in an
organization.
Flexibility
62
# SKILL IN ORGANIZING
Help the organization achieve
both short-term and long-term goals
Growth and Expansion
63
# SKILL IN ORGANIZING
Helps in defining the roles of every person and therefore defines the hierarchy in the organization in a better manner.
Better coordination among teams
64
# SKILL OF ORGANIZING INTERCONNECTEDNESS OF
LABORATORY WORKFLOW
* Formal steps top guide an employee through a specific job task
* A written sequential course of action to be taken to achieve a desired
outcome
* The laboratory manager should maintain current, concise, procedure manuals
for all processes that are performed in the clinical laboratory
Procedures
65
Express behavioral expectations within the workplace
Policies
66
# POLICIES AND PROCEDURES
1. Well thought out
2. Flexible enough to be applied to both normal and unusual situations
3. Acceptable to those who apply them
4. Consistent
5. Objective
6. Clear and communicated to those individuals to whom they apply
7. Continuously reevaluated and changed when necessary
7 BASIC CHARACTERISTICS OF POLICIES
67
* A document that describes the interconnectedness of processes within the clinical laboratory using**standard graphic symbols**
* They are usually sequential and accomplished in such a way that one process or step must be completed before the next one can begin
* It is the process of organizing tasks in a way to accomplish a specified result
Workflow
68
An important tool for analyzing the
workflow
Flowchart
69
# Organizing the Vertical Structure
The framework in which the organization defines
how tasks are divided, resources are deployed,
and departments are coordinated
Organization structure
70
# Organizing the Vertical Structure
The visual representation of an organization’s structure
Organization Chart
71
* An approach to efficient and effective achievement of
organizational goals (sometimes called division of labor)
* It shows the degree to which organizational tasks are
subdivided into separate jobs
Work Specialization
72
An unbroken line of authority that links all individuals in the organization and specifies who reports to whom
Chain of Command
73
The formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes
Authority
74
# AUTHORITY– RESPONSIBILITY - DELEGATION
TOF. Authority is vested in people, not in organizational positions
F. Baliktad
75
# AUTHORITY– RESPONSIBILITY - DELEGATION
The acceptance theory of authority argues that a manager has authority only if subordinates choose to accept his or her commands. If subordinates refuse to obey because the order is outside their zone
of acceptance, a manager’s authority disappears.
Authority is accepted by subordinates
76
# AUTHORITY– RESPONSIBILITY - DELEGATION
TOF. Authority flows down the horizontal hierarchy.
F. vertical
77
* is the flip side of authority
* the duty to perform the task or activity as assigned
Responsibility
78
# Responsibility
TOF. When managers have responsibility for task outcomes but little authority, the job is possible but difficult
T
79
# Responsibility
TOF. When managers have authority exceeding responsibility, they may become tyrants, using authority toward frivolous outcomes
Tru
80
*Is the mechanism by which authority and responsibility are brought to alignment
* 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
Accountability
81
# Accountability
* For organizations to function well, everyone needs to know what they
are accountable for and accept the responsibility and authority for
performing it
* Accountability should be built into the organization structure
points of discussion lang
| wala pinabasa qoh lang ywn congrats
82
It is the process managers use to transfer authority and responsibility to positions below them in the hierarchy
Delegation
83
A form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates.
Line Authority
84
A form of authority granted to staff specialists in their area of expertise.
Staff Authority
85
The number of employees reporting to a supervisor; also called span of control / management ratio
Span of Management
86
A management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.
Tall Structure
87
Amanagement structure characterized by an overall broad span of control and relatively few hierarchical levels.
Flat Structure
88
centralization the location of decision authority near top organizational levels.
Centralization
89
The location of decision
authority near lower
organizational levels.
Decentralization
90
Greater change and uncertainty in the environment are usually associated with?
Decentralization
91
The amount of centralization or decentralization should fit the?
Firm's strategy
92
In times of crisis or risk of company failure, authority may be centralized at the?
top
| whatta tops
93
The basis on which individuals (positions) are grouped into departments and departments into the total organization.
Departmentalization
94
The grouping of positions into departments based on similar skills, expertise, and resource use.
Functional structure
95
An organization structure in which
departments are grouped based on
similar organizational outputs.
Divisional structure
96
An organization structure that uses functional and
divisional chains of command simultaneously in the same part of the organization.
Matrix
Approach
97
A group of employees from various functional departments that meet as a team to resolve mutual
problems.
Cross-Functional
teams
98
An organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization.
Virtual Network
Structure
99
Traditional approaches that rely on the chain of command to define departmental groupings and reporting relationships along the hierarchy.
functional, divisional, and matrix
100
Emerged to meet changing organizational needs in a turbulent global environment.
use of teams and virtual networks
101
# SKILLS IN LEADING
The action of leading people
in an organization towards achieving
goals.
Leadership
102
# SKILLS IN LEADING
Sets a clear vision for the organization, motivates employees, guides employees through the work
process and builds morale.
Ø setting a clear vision
Ømotivating employees
Øbuilding morale
Leader
103
if u see this card
check the table 8.1 sa skills in leading
