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Lab Management Flashcards

1
Q

It is a skill in the management of of physical resources (supplies, equipment, facilities) into operational parameters (products/services)

A

Technical skill

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2
Q

It is a skill where effective use of and monitoring for the monetary assets of the company

A

Financial management skill

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3
Q

It is a skill in the management of human resources
- understanding of the basic theories of human needs and work motivation

A

People skill

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4
Q

It is a skill where there’s an ability to conceptualize work flow, make decisions, and communicate with co workers

A

Organizational skills

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5
Q

It is a role where it represents/ links the group to the customers
- represents those that they supervise: responsible for supplying their needs and presenting their concerns to the owners

A

Role as a Representative

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6
Q

It is a role where one must become supporters of their staffs; provide the means for the staff to meet the needs of their patients and customers

A

Role as SERVANT

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7
Q

It is a role where it exists as a part of the group; bring with them their own individual talents, training, and weaknesses
- contributes to the weakness or strength of a group

A

Role as a person

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8
Q

Top administrator or manager of an organization and usually reports directly to the board of directors

A

Chief executive officer

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9
Q

Preside over events that have direct impact on the well-being of an organization and its individual members

A

MANAGER

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10
Q

What are the components of quality management viewpoint?

A
  1. Prioritize every employee
  2. Involvement of every employee
  3. Listen and learn from customers and employees
  4. Use accurate standards to identify and eliminate problems
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11
Q

It is the preferred management viewpoint in the laboratory under contemporary theory.

A

Quality management viewpoint

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12
Q

It is under the contemporary theory: manage your people depending on the individual and depending on the environment

A

Contingency viewpoint

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13
Q

It is under the contemporary theory: treat the organization as having different parts working together

Input> transformational process> output> feedback

A

Systems analysis approach

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14
Q

It is under the systems analysis approach where it entertains feedback

A

Open system

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15
Q

It is under the systems analysis approach where it does not receive any comments

A

Closed system

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16
Q

Two types of theories of management

A

Historical theories
Contemporary theories

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17
Q

Proponents of organizational behavior

A

Monsterberg
Elton Mayo
Chester Barnard
Maslow
Rensis Likert
McGregor
Behavioral science approach

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18
Q

Proponents under organizational behavior:
Combines scientific methods and behaviour

A

Behavioral science approach

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19
Q

A manager’s attitude may actualize itself on the workers

A

McGregor

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20
Q

Encourage managers to be supportive in their relationships

A

Rensis Likert

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21
Q

Hierarchy of needs

A

MASLOW

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22
Q

Recommends executives to encourage a climate of cooperation

A

CHESTER BARNARD

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23
Q

“Hawthorne effect”m increased attention can lead to temporary increase in productivity of the workers

A

ELTON MAYO

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24
Q

“Why not use psychologists in the workplace”

A

MONSTERBERG

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25
It is under the historical theories wheee it is focused on workers as people and how they function in groups
Organizational behavior
26
It is the study of organizational structure
Bureaucratic management
27
It is the process of examining the organizational aspects of companies and their work flow to explain how institutions function and how ti improve their performance
Bureaucratic management
28
Importance on delineation of one’s job and clear procedures and policies
Bureaucratic
29
Impersonal
Bureaucratic
30
Meritocracy
Bureaucratic
31
Who are the proponents under bureaucratic management
Adam smith Peter drucker and Tom peters
32
He introduced the concept of specializatin
Adam smith
33
They contributed to establish an understanding of how companies should be organized to more effectively pursue their operational goals
Peter drucker and tom peters
34
It is a historical theory where they apply systemic method of cause and effect analysis to study organizations
SCIENTIFIC
35
These are the five essential components of management.
1. Mission: goal/purpose or reason for the existence of an organization 2. Leaders with authority to direct the team toward the goal 3. Resources - people - equipment - supplies - Material 4. Responsibility (for achieving the goals assigned) 5. Accountability (for using resources established)
36
He stated that management should be an orderly process of tasks and duties of which PLANNING is the most important
Henri Fayol
37
He provided the base for the theory called the FUNCTIONS OF MANAGEMENT AND MANAGEMENT PROCESS
HENRI FAYOL
38
He is the father of scientific management
FREDERICK TAYLOR
39
He broke down each task into segments that can be analyzed for ways to improve efficiencies
FREDERICK TAYLOR
40
He developed methods analysis
FRANK AND LILLIAN GILBRETH
41
She stated that management is essentially coordination
MARY PARKER FOLLET
42
He/she introduced the role of management consultant
LYNDALL URWICK
43
He/she attempted to classify and codify the work on management theories
LYNDALL URWICK
44
Working with and through people to accomplish a common mission
MANAGEMENT
45
Four primary areas of management
Planning Organizing Directing Controlling
46
Four fundamental functions of management
Planning Organizing Directing Controlling
47
4 fundamental functions of management It implies measurement of accomplishement
Controlling
48
4 fundamentals of management Part of managerial function which actuates the organizational methods
Directing (leading)
49
4 fundamentals of management - the process of bringing together physical, financial, and human resources and developing productive relationships
Organizing
50
The basic function of management
PLANNING
51
Each level controls the levels below and is controlled by the level above
HIERARCHICAL MANAGEMENT STRUCTURE
52
Tasks are clearly defined and employees become skilled by specializing in doing one thing
DIVISION OF LABOR
53
Employee selection and promotion are based on experience, competence, and technical qualification demonstrated by examination, education, or training. There is mo nepotism
Formal selection process
54
Management is separate from ownership and managers are career employees
Career orientation
55
Rules and regulations are documented to ensure reliable and predictable behavior. Managers must depend on formal organizational rules in employee relations
Formal rules and regulations
56
Rules are applied uniformly to everyone. There is no preferential treatment or favoritism
IMPERSONALITY
57
One who looks to the future, makes educated guesses about the major forces and trends he or she can see, and interprets them in terms of opportunities for growth and progress
A strategist
58
One who clearly perceives the differences between the anticipated future and the unfolding present and who decides what must be done with those factors under his or her control to influence the environment or to adopt to its most effectively
A problem solver
59
One who guides others and helps them to identify and solve problems, so that they can perform their tasks effectively and can develop themselves as individuals as well as workers
A teacher
60
Refers to a line of demarcation between various managerial positions in an organization
Levels of management
61
3 categories in levels of management
Top level/ administrative level Middle level/ executory Low level / supervisory/ Operative/ First-line managers
62
It consists of board of directors, chief executive, or managing director. It devotes more time on planning and coordinating functions
Top level of management
63
It consists of branch managers and departmental managers. They devote more time to organizational and directional functions
Middle level of Management
64
It consists of supervisors, foreman, section officers and superintendent. They are concerned with direction and controlling function of management
Lower level of management

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