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HEMA BLOOD CELL ANOMALIES > Lab Man Unit 4 > Flashcards

Lab Man Unit 4 Flashcards

(68 cards)

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1
Q

Is a director of people and activities

A

Manager

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2
Q

It is the process of influencing people to attain predetermined objectives

A

Directing

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3
Q

Most visible among management functions

A

Directing

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4
Q

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

A

Directing

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5
Q

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

A

Directing

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6
Q

Implies overseeing the work of subordinates by their superiors

A

Supervising

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7
Q

It the act of watching and directing work and workers

A

Supervising

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8
Q

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

A

Management

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9
Q

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

A

Manager

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10
Q

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

A

Leadership

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11
Q

A social psychologist, described his four famous management systems

A

Rensis Likert

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12
Q

Four management systems identified by likert:

A
  1. Exploitative Authoritative
  2. Benevolent Authoritative
  3. Consultative
  4. Participative
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13
Q

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

A

Exploitative Authoritative

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14
Q

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

A

Exploitative Authoritative

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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

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16
Q

Team members may compete for rewards
Teamwork and communication are minimal

A

Benevolent Authoritative

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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

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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

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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
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20
Q

4 Factors of leadership

A

Leader
Followers
Communication
Situation

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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

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22
Q

Leadership traits

A

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

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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

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24
Q

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

A

Leader behavior

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25
This type of leadership style has strong ties to their employees
Employee- oriented leaders
26
Spent more time in actual supervision rather than in production work
Employee- oriented leaders
27
Emphasize high productivity at the expense of all other factors
Production oriented leaders
28
This type of leadership style viewed workers as only tools for use by the company Spent majority of their time on production related problems
Production oriented leaders
29
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
Initiating structure behavior
30
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
Consideration behavior
31
Two behavioral dimensions on Blake mouton managerial grid
Concern for people Concern for results
32
Low results- low people
Impoverished management
33
Impoverished management is also known as?
Indifferent manager
34
His results are inevitably disorganization, dissatisfaction, disharmony
Impoverished management
35
High results - low people
Produce-or- perish management
36
Produce or perish management is also known as?
Authoritarian or authority compliance
37
This type of manager is autocratic, has strict rules, policies, and procedures and can view punishment as an effective way of motivating team members
Produce or perish management
38
Medium results- medium people
Middle-of-the road management
39
Middle of the road management also known as the?
Status quo manager
40
The result is that his team will likely deliver only mediocre performance
Middle of the road management
41
High people- low people
Country club management
42
Country club management is also known as
Accommodating style of manager
43
The result is a work environment that is very relaxed and fun but where productivity suffers because there is lack of direction and control
Country club management
44
High production- high people
Team management
45
Team management is also known as
Sound managers
46
Blake and his colleagues ‘ two more leadership styles:
Paternalistic management Opportunistic management
47
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
Paternalistic management
48
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.
Opportunistic management
49
This type of theory proposed by douglas mcgregor assumes that the primary source of employee motivation is monetary, with security as a string second.
Theory X
50
This type of approach relies on coercion, implicit threats, micromanagement, and tight controls
Hard approach
51
This type of approach is permissive and seek harmony
Soft approach
52
Principles of scientific management (theory Y)
Decentralization and delegation Job enlargement Participative management Performance appraisal
53
It is a type of self fulfilling prophecy in which raising manager expectations regarding subordinate performance boosts subordinate performance
Pygmalion effect
54
3 situational leadership models
1. Contingency model 2. Continuum leadership 3. The vroom- yetton decision model
55
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
Contingency model
56
True or false: Leaders with high LPC are task oriented and the ones with low scores are relationship-oriented
False: leaders with high LPC are relationship oriented and the ones with low scores are task oriented
57
Four main styles of leadership in Continuum of leadership
Tells Sells Consults Joins
58
3 factors considered by tannenbaum and schidmt
Forces in the manager Forces in the subordinate Forces in the situation
59
Type of forces that includes: Value systems Confidence in subordinates Leadership inclinations Feelings of security in an uncertain situation
Forces in the manager
60
Type of forces that include factors like:
Type of organization Group effectiveness Nature of the problem Time pressure
61
This type of model helps us identify the best decision- making approach and leadership style to take, based on our current situation
The vroom- yetton decision model
62
3 factors under the vroom and yetton decision model
Decision quality Team commitment Time constraints
63
Five decision making processes that are described by the model
Autocratic 1 Autocratic ( A2) Consultative (C1) Consultative (C2) Collaborative (G2)
64
You use the information that you already have to make the decision, without requiring any further inout from your team
Autocratic (A1)
65
You consult your team to obtain specific information that you need, and then make the final decision
Autocratic (A2)
66
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
Consultative (C1)
67
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
Consultative (C2)
68
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
Collaborative ( G2)

HEMA BLOOD CELL ANOMALIES (8 decks)

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