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[MT 6316] Laboratory Management > Introduction to Laboratory Management > Flashcards

Introduction to Laboratory Management Flashcards

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1
Q

Process of forecasting, planning, organizing, commanding, coordinating and controlling (PLOC)

A

Management by Henry Fayol (20th century)

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2
Q

The social process of planning, coordination,
control and motivation

A

Management by Edward Francis Leopold Brech (Engineer)

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3
Q

Organizational direction based on sound common sense, pride in the organization and enthusiasm for its works

A

Management by Tom Peters (1980)

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4
Q

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

A

Management

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5
Q

Organization resources include 4 M’s

A
  1. Men
  2. Money
  3. Machines
  4. Materials
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6
Q

9 Natures of Management

A
  1. Universal
  2. Social Process
  3. Goal-Oriented
  4. Science & Art
  5. Group Effort
  6. Intangible
  7. Required at all Level
  8. Separate from Ownership
  9. Purposeful Activity
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7
Q

______ activities to achieve the organization’s objectives

A

Planning

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8
Q

_______ resources and activities to achieve the organization’s objectives

A

Organizing

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9
Q

______ the organization with qualified people

A

Staffing

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10
Q

_______ employees’ activities toward achievement of objectives

A

Directing / Leading

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11
Q

Process of determining the organization’s objectives and deciding how to accomplish them

A

Planning

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12
Q

______ the organization’s activities to keep it on course

A

Controlling

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13
Q

Structuring of resources and activities to accomplish objectives efficiently and effectively

A

Organizing

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13
Q

Importance of Staffing

A
  1. Recruiting
  2. Determine skills
  3. Motivate and train
  4. Compensation levels
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13
Q

Hiring people to carry out the work of the organization

A

Staffing

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14
Q

Importance of Organizing

A
  1. Creates synergy
  2. Establishes lines of authority
  3. Improves communication
  4. Improves competitiveness
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15
Q

Elimination of significant numbers of employees

A

Downsizing / Rightsizing / Trimming the Fat

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16
Q

Process of evaluating and correcting activities to keep
organization on course

A

Controlling

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16
Q

Motivating and leading employees to achieve organizational objectives

A

Directing

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16
Q

5 Activities of Controlling

A
  1. Measuring performance
  2. Comparing performance against standards
  3. Identifying deviations from standards
  4. Investigating causes of deviations
  5. Taking corrective action
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17
Q

Examples of Motivation

A
  1. Incentives (raise, promotion)
  2. Employee involvement (cost reduction, customer service, new products)
  3. Recognition and appreciation
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17
Q

Takes charge of the management

A

Manager

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18
Q

Oversees the activities to achieve set goal or purpose

A

Manager

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19
Q

Characteristics of a Manager

A
  1. Self-motivated and self controlled
  2. Possess well-defined goals
  3. Allocate resources according to priorities
  4. Make decisions, act upon them, and accept
    responsibility for them
  5. Willing to compromise
  6. Delegate and to depend on subordinates
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20
Characteristics of a Laboratory Manager
1. Able to organize, plan, and communicate for effective use of resources 2. Maintain good relationship with others 3. Possess emotional maturity 4. And the internal resources to cope with frustration, disappointment, and stress 5. Be able to appraise oneself and one’s performance objectively, to admit to being wrong 6. Expect that one will keep on growing, improve one’s performance and continue to develop
21
Manager's Roles
1. Interpersonal 2. Informational 3. Decisional
22
Leader
Interpersonal
22
Figurehead
Interpersonal
23
Liaison
Interpersonal
24
Symbolic head; required to perform a number of routine duties of a legal or social nature
Figurehead
25
Ceremonies, status requests, solicitations
Figurehead
26
Responsible for the motivation and direction of subordinates
Leader
26
Virtually all managerial activities involving subordinates
Leader
27
Maintains a network of outside contacts who provide favors and information
Liaison
28
Acknowledgement of mail external board work
Liaison
29
Monitor
Informational Role
30
Disseminator
Informational Role
31
Receives wide variety of information; serves as nerve center of internal and external information of the organization
Monitor
32
Spokesperson
Informational Role
33
Handling all mail and contacts categorized as concerned primarily with receiving information
Monitor
34
Transmits information received from outsiders or other subordinates to members of the organization
Disseminator
35
Forwarding mail into organization for information purposes, verbal contacts involving information flow to subordinates such as review sessions
Disseminator
36
Transmits information to outsider on organizations plans, policies, actions, and results; serves as expert on organization’s industry
Spokesperson
37
Board meeting; handling contacts involving transmission of information to outsiders
Spokesperson
38
Entrepreneur
Decisional Role
39
Disturbance Handler
Decisional Role
40
Resource Allocator
Decisional Role
40
Searches organization and its environment for opportunities and initiates projects to bring about change
Entrepreneur
40
Negotiator
Decisional Role
41
Strategy and review sessions involving initiation or design of improvement projects
Entrepreneur
41
Responsible for corrective action when organization faces important, unexpected disturbances
Disturbance Handler
42
Strategy and review sessions involving disturbances and crises
Disturbance Handler
43
Making or approving significant organizational decisions
Resource Allocator
44
Scheduling; requests for authorization; budgeting, the programming of subordinates work
Resource Allocator
44
Responsible for representing the organization at major negotiations
Negotiator
45
Contract negotiation
Negotiator
46
3 Managerial Skills
1. Technical 2. Human 3. Conceptual
47
Idea generation
Conceptual
48
High relational skills, effective communicators
Human
49
In depth knowledge with operations
Technical
50
Understanding what is needed to get the job done; understanding the physical operation
Technical Skills
50
Competent in the specialized area, analytical ability, and the ability to use appropriate tools and techniques
Technical Skills
51
Hands-on activity with basic product or process knowledge; producing the actual products a company is designed to produce
Technical Skills
51
An individuals’ ability to cooperate with other members of the organization and work effectively in teams
Human Skills
51
Interpersonal Relationships
Human Skills
52
Solving people's problems
Human Skills
53
Acceptance of other employees
Human Skills
54
Ability of an individual to analyze complex situations and to rationally
Conceptual Skills
55
Analytical Process of Information
Conceptual Skills
56
Levels of Management
1. Top 2. Middle 3. First-line / Supervisory
57
Top Management
1. President 2. Chief Executive Officer 3. Chief Financial Officer 4. Chief Operations Officer
58
- Responsible for tactical planning - Implement general guidelines established by top management
Middle Management
59
● Supervise workers (directly) ● Oversee daily operations ● Directing and controlling primary functions
First-line / Supervisory Management
60
Indicators of Lack of Management of Skills
1. Not listening while people are taking 2. Micro managing 3. Focusing on the task and not the individuals 4. Not enforcing standards 5. Lack of effective communication of expectations 6. Ineffective feedback - positive and negative 7. Communicating on a need to know basis only 8. Making decisions and then asking for feedback 9. Passing the buck 10. No sense of humor

[MT 6316] Laboratory Management (2 decks)

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