II. Management Processes

Question 1

Managerial functions include

Answer 1

planning,
organizing,
directing,
decision making/problem solving, coordinating,
communicating.

Question 2

Give 5 Managerial Roles

Answer 2

a. Represent the organization
b. Hold formal authority
c. Manage personnel
d. Manage financial responsibilities
e. Motivate

Question 3

Manage personnel

Answer 3

1) Evaluations
2) Hiring
3) Promoting

Question 4

Manage financial responsibilities

Answer 4

1) Budget
a) Capital
b) Operating
2) Revenue
3) Expenses

Question 5

Develop a pathway(s) to accomplish the organization’s mission
and goals using resources and time

Answer 5

Planning

Question 6

performed to determine
both internal and external factors.

Answer 6

SWOT analysis

Question 7

SWOT Internal factors

Answer 7

Internal factors
1) S: Strengths of the organization
2) W: Weaknesses of the organization

Question 8

SWOT External factors

Answer 8

External factors
1) O: Opportunities available to the organization
2) T: Threats to the organization

Question 9

Writing objectives

Answer 9

a. Objectives are tasks to achieve goals.
b. Objectives are focused on achieving one goal.
c. Each objective deals with one task.
d. Objectives are very specific.
e. Objectives are written using action verbs.
f. Objectives are evaluated against specific and specified numerical criteria.

Question 10

Types of plans

Answer 10

Short range or tactical plans
Operational planning
Strategic planning

Question 11

cover a 1- to 5-year period and focus on
tasks that can be completed in this time frame

Answer 11

Short range or tactical plans

Question 12

may be for 1 year or one budget period and
concerns operations

Answer 12

Operational planning

Question 13

maps out the course of an organization for
approximately 20 years.

Answer 13

Strategic planning

Question 14

involve tactical and operational
plans as well as forming alliances and partnerships with key players

Answer 14

Strategic planning

Question 15

This plan is evaluated and modified yearly.

Answer 15

Strategic planning

Question 16

skills necessary to facilitate use of manager’s time.

Answer 16

Managerial skills
Educated
Awareness of the work culture
Controls interferences
Decision-making capabilities
Develops resources
Self-Discipline

Question 17

Organized, able to delegate, knows when to
say “no,” can take control, effective planning, able to prioritize,
conducts effective meetings, good listening skills, gives clear and
concise instructions, understands teams

Answer 17

Managerial skills

Question 18

Self-study through seminars, management journals,
experience, or formal management course work

Answer 18

Educated

Question 19

Knows the organization and/or
goals, able to see the “big” picture

Answer 19

Awareness of the work culture

Question 20

Avoids lengthy unnecessary phone calls,
“drop-in” visitors, reading junk mail, and too much socializing

Answer 20

Controls Interferences

Question 21

Controls perfectionism, able to
make a decision, appropriately detail oriented

Answer 21

Decision-making capabilities

Question 22

Adequate money in budget, functional and up-to-date equipment, adequate staff, and support from the administration

Answer 22

Develops resources:

Question 23

Avoids procrastination, inappropriate socializing,
meets deadlines, behavior sets example for employees

Answer 23

Self-discipline

Question 24

The organizational structure is based on?

Answer 24

authority, responsibility, and
accountability.

Question 25

This type of authority is assigned by organization or administration

Answer 25

Formal Authority

Question 26

This type of authority is gained informally through competence or leadership qualities

Answer 26

Informal Authority

Question 27

Assigned by administration through delegation

Answer 27

Responsibility

Question 28

occurs when the person responsible for completing a task is evaluated to determine if the task was completed.

Answer 28

Accountability

Question 29

Reorganizing work processes in an organization

Answer 29

Reengineering

Question 30

Examples of reengineering

Answer 30

Use of robotics to automate Computerization Pneumatic tube system to transport specimens

Question 31

is a process whereby the best process in one organization is modified to fit similar processes in another organization

Answer 31

Benchmarking

Question 32

Examples of benchmarking

Answer 32

Cost per test Number of tests performed per FTE Number of corrected reports

Question 33

Requisitions for contract and purchase orders to obtain necessary quantities of materials, etc., in suitable time frames

Answer 33

Inventory management

Question 34

Persuading employees to perform the tasks that help the organization accomplish its mission and goals

Answer 34

Directing

Question 35

Techniques of directing

Answer 35

Authoritative Coaching Empowerment

Question 36

encompasses issuing orders and telling someone what to do. It does not allow employee to decide how best to accomplish task.

Answer 36

Authoritative

Question 37

allows the instilling of confidence and motivation into an employee about accomplishing a task.

Answer 37

Coaching

Question 38

The employee has more "say-so" in how to accomplish a task.

Answer 38

Coaching

Question 39

allows an employee to determine what task and how to accomplish the task to help the manager solve a problem or to allow an organization to come closer to accomplishing their mission and goals.

Answer 39

Empowerment

Question 40

Employees are allowed to be creative and innovative to solve problems.

Answer 40

Empowerment

Question 41

Employees are allowed to take risks without fear of admonishment for failing

Answer 41

Empowerment

Question 42

Types of Communicating

Answer 42

Face-to-face Written Communication Listening Motivating Delegating Coaching

Question 43

Motivators include:

Answer 43

1) Reward (i.e., bonus) 2) Empowerment 3) Praise 4) Recognition 5) Salary 6) Encouragement

Question 44

Influencing a person to act in a particular way and to generate initiative within that person

Answer 44

Motivating

Question 45

Assigning responsibility, authority, and accountability for a task to an employee

Answer 45

Delegating

Question 46

occurs when the manager selects the right task for the right person, prepares an overview of exactly what must be done, allows time for the task to be completed, and then provides recognition for performing the task.

Answer 46

Effective delegation

Question 47

Coaching include:

Answer 47

a. Create an atmosphere of trust. b. Allow employees to take risks and not be reprimanded for failures. c. Make everyone feel that he or she is important. d. Work through emotions of players. e. Seek feedback by asking questions.

Question 48

Good directives

Answer 48

Reasonable Understandable Appropriately Worded Important Time limits

Question 49

Major techniques for directives

Answer 49

Autocratic Consultative Change and Influence

Question 50

An employee is able to, desires to, and has resources to do so

Answer 50

Reasonable

Question 51

The employee has clear expectations and can repeat the directive in his/her own words accurately.

Answer 51

Understandable

Question 52

and delivered in a nonthreatening tone; presented in the form of a suggestion; avoid giving orders

Answer 52

Appropriately worded

Question 53

for getting the job done; requests should not be made for personal gain of supervisor

Answer 53

Important

Question 54

should be included in directives and should be of reasonable length.

Answer 54

Time limits

Question 55

Detailed instructions given of exactly how and what is to be done. This inhibits employees from thinking for themselves. They lose interest and initiative. Ambition, imagination, and involvement in daily job will be diminished or lost.

Answer 55

Autocratic

Question 56

Organizations are constantly changing in leadership positions to capture more market share and to meet technological advancements

Answer 56

Change and influence

Question 57

Also called participative, democratic, permissive, or empowered management

Answer 57

Consultative

Question 58

Reasons people resist change

Answer 58

Uncertainty Perception Loss Self-Interest Insecurity

Question 59

They do not want to be moved out of their comfort zone, because it will take effort on their part to analyze the change, learn new procedures, or perform additional tasks.

Answer 59

Uncertainty

Question 60

Everyone has particular life experiences, values, and perceptions. Each individual has a different perception of the same event

Answer 60

Perception

Question 61

Within the organization, there exist relationships among all workers that are built upon respect, trust, and expertise. Change can destroy all those relationships and make people lose status or perceived status among peers.

Answer 61

Loss

Question 62

Change disturbs the current state of affairs. Even though it may not be perfect, people have arranged their lives so their need satisfaction is stable. Change produces instability and uncertainty

Answer 62

Self-Interests

Question 63

Job security and being able to earn a wage that will allow an individual to pay the bills and maintain a decent standard of life is why people work. Change usually produces insecurity because people see their jobs threatened or taken away from them

Answer 63

Insecurity

Question 64

Essential component of every organization; different from management

Answer 64

Leadership

Question 65

involves planning and budgeting, organizing and staffing, controlling, and problem solving

Answer 65

Management

Question 66

involves establishing direction, aligning, motivating, and inspiring people.

Answer 66

Leadership

Question 67

Challenging assignments early in a career, visible leadership role models who are very good or very bad, assignments that broaden a person's experience

Answer 67

Promote leadership

Question 68

A long series of narrow and tactical jobs, vertical career movement, rapid promotions, measurements and rewards based on short-term results only

Answer 68

Inhibit leadership

Question 69

A vision of the future of the organization is established and strategies are developed and implemented to bring the organization closer to that vision

Answer 69

Establish Direction

Question 70

Communicate the vision and strategies to other people using words and deeds so that the vision and strategies are understood and accepted

Answer 70

Align people

Question 71

Energize people to implement the vision and strategy changes by satisfying basic needs (achievement, belonging, recognition, self-esteem, and a control of one's life) that may go unmet.

Answer 71

Motivate and Inspire