Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

HEMA BLOOD CELL ANOMALIES > Lab Man Unit 4 > Flashcards

Lab Man Unit 4 Flashcards

1
Q

Is a director of people and activities

A

Manager

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

It is the process of influencing people to attain predetermined objectives

A

Directing

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

Most visible among management functions

A

Directing

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

Includes seeing that day to day tasks necessary to ensure a smooth running facility are done

A

Directing

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

Is the human factor stage (both leadership and managerial skills come to the forefront)

A

Directing

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

Implies overseeing the work of subordinates by their superiors

A

Supervising

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

It the act of watching and directing work and workers

A

Supervising

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

It involves planning, organizing, staffing, directing, and controlling.

A

Management

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

It is someone who performs these functions, planning, organizing, staffing snd directinh

A

Manager

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

The process of influencing the efforts of others to achieve designated organizational goals

A

Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

A social psychologist, described his four famous management systems

A

Rensis Likert

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

Four management systems identified by likert:

A
  1. Exploitative Authoritative
  2. Benevolent Authoritative
  3. Consultative
  4. Participative
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

This type of system are extremely hierarchical, with power and responsibility lying at higher levels within the organization

A

Exploitative Authoritative

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

Communication is delivered top-down and roles are dictated
- little to no trust in employees

A

Exploitative Authoritative

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

In this system employees are motivated through reward systems.
Upwards communication is more limited and tends towards only positive information, not auiries or requests

A

Benevolent Authoritative

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

Team members may compete for rewards
Teamwork and communication are minimal

A

Benevolent Authoritative

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

Decision making extended to lower levels when it significantly affects their role
Substantial trust in employees
Motivation primarily through reward but sometimes punishment

A

Consultative

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

Decision making responsibility and values are free spread across all tiers
Complete confidence snd trust in all employees
Motivation is provided though monetary rewards and involvement in goal setting

A

Participative system

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

Principles of leadership

A
  1. Lead by example
  2. Leadership is about people
  3. Focus in change
  4. Be human and admit mistakes
  5. Understand the value of listening
  6. Develop leadership skills
  7. Promote diversity
  8. Work together to achieve more
  9. Have solid values
  10. Use technology and innovation
  11. Help develop future leaders
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

4 Factors of leadership

A

Leader
Followers
Communication
Situation

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

This type of leadership factor have an honest understanding of who they are, what they know, and what they can do

A

Leader

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

Leadership traits

A

Personality
Persuasive
Persistence
Patience
Perceptive
Probity
Praise giving
Positive orientation
People based
Possible
Practical
Progressive
Prepared
Power building

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

This type of leadership trait motivate followers to become involved in getting the job done. A similar trait is the ability to network- to build linkages of friends and acquaintances

A

Power building

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

It is the traits and characteristics that make someone effective as a leader

A

Leader behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

This type of leadership style has strong ties to their employees

A

Employee- oriented leaders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Spent more time in actual supervision rather than in production work

A

Employee- oriented leaders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Emphasize high productivity at the expense of all other factors

A

Production oriented leaders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

This type of leadership style viewed workers as only tools for use by the company
Spent majority of their time on production related problems

A

Production oriented leaders

29
Q

This type of leadership style is paying attention to assigning particular tasks
Specifying and clarifying what is expected of subordinates
Uniformity of the procedures to be followed
Personally deciding what and how work will be done

A

Initiating structure behavior

30
Q

Type of leadership style where managers effort to explain their action
Treat workers as equals, listen, to subordinates concern
Look out for their persona welfare
Give advance notice of changes
Friendly and approachable

A

Consideration behavior

31
Q

Two behavioral dimensions on Blake mouton managerial grid

A

Concern for people
Concern for results

32
Q

Low results- low people

A

Impoverished management

33
Q

Impoverished management is also known as?

A

Indifferent manager

34
Q

His results are inevitably disorganization, dissatisfaction, disharmony

A

Impoverished management

35
Q

High results - low people

A

Produce-or- perish management

36
Q

Produce or perish management is also known as?

A

Authoritarian or authority compliance

37
Q

This type of manager is autocratic, has strict rules, policies, and procedures and can view punishment as an effective way of motivating team members

A

Produce or perish management

38
Q

Medium results- medium people

A

Middle-of-the road management

39
Q

Middle of the road management also known as the?

A

Status quo manager

40
Q

The result is that his team will likely deliver only mediocre performance

A

Middle of the road management

41
Q

High people- low people

A

Country club management

42
Q

Country club management is also known as

A

Accommodating style of manager

43
Q

The result is a work environment that is very relaxed and fun but where productivity suffers because there is lack of direction and control

A

Country club management

44
Q

High production- high people

A

Team management

45
Q

Team management is also known as

A

Sound managers

46
Q

Blake and his colleagues ‘ two more leadership styles:

A

Paternalistic management
Opportunistic management

47
Q

This type of management sill jump between the country club and produce or perish styles. This type of leader can be supportive and encouraging, but will also guard his or her own position- and this type of manager does not appreciate anyone questioning the way they think

A

Paternalistic management

48
Q

This type of leadership style places their own needs first, shifting around the grid to adopt whichever style will benefit them. They will manipulate and take advantage of others to get what they want.

A

Opportunistic management

49
Q

This type of theory proposed by douglas mcgregor assumes that the primary source of employee motivation is monetary, with security as a string second.

A

Theory X

50
Q

This type of approach relies on coercion, implicit threats, micromanagement, and tight controls

A

Hard approach

51
Q

This type of approach is permissive and seek harmony

A

Soft approach

52
Q

Principles of scientific management (theory Y)

A

Decentralization and delegation
Job enlargement
Participative management
Performance appraisal

53
Q

It is a type of self fulfilling prophecy in which raising manager expectations regarding subordinate performance boosts subordinate performance

A

Pygmalion effect

54
Q

3 situational leadership models

A
  1. Contingency model
  2. Continuum leadership
  3. The vroom- yetton decision model
55
Q

What type of leadership model: If an organization attempts ti achieve group effectiveness through leadership, then there is a need to assess the leader according ti an underlying trait

A

Contingency model

56
Q

True or false: Leaders with high LPC are task oriented and the ones with low scores are relationship-oriented

A

False: leaders with high LPC are relationship oriented and the ones with low scores are task oriented

57
Q

Four main styles of leadership in Continuum of leadership

A

Tells
Sells
Consults
Joins

58
Q

3 factors considered by tannenbaum and schidmt

A

Forces in the manager
Forces in the subordinate
Forces in the situation

59
Q

Type of forces that includes:

Value systems
Confidence in subordinates
Leadership inclinations
Feelings of security in an uncertain situation

A

Forces in the manager

60
Q

Type of forces that include factors like:

A

Type of organization
Group effectiveness
Nature of the problem
Time pressure

61
Q

This type of model helps us identify the best decision- making approach and leadership style to take, based on our current situation

A

The vroom- yetton decision model

62
Q

3 factors under the vroom and yetton decision model

A

Decision quality
Team commitment
Time constraints

63
Q

Five decision making processes that are described by the model

A

Autocratic 1
Autocratic ( A2)
Consultative (C1)
Consultative (C2)
Collaborative (G2)

64
Q

You use the information that you already have to make the decision, without requiring any further inout from your team

A

Autocratic (A1)

65
Q

You consult your team to obtain specific information that you need, and then make the final decision

A

Autocratic (A2)

66
Q

You inform your team of the situation and ask for members opinions individually, but you dont bring the group together for a discussion. You make the final decision

A

Consultative (C1)

67
Q

You get your team together for a group discussion about the issue and to seek their suggestions , hut you still make the final decision by yourself

A

Consultative (C2)

68
Q

You work with your team to reach a group consensus. Your role is mostly facilitative, and you help team members to reach a decision that they all agree on

A

Collaborative ( G2)

HEMA BLOOD CELL ANOMALIES (8 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions