Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

MTAP 2 > LAB MANAGEMENT (Management) > Flashcards

LAB MANAGEMENT (Management) Flashcards

1
Q

Organizing and controlling of the affairs of a business or a sector of a business or “working with & through people to accomplish a common mission.

A

MANAGEMENT
(ADMINISTRATION)

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

LEADERSHIP STYLES

A

Authoritarian
Democratic
Consensus
Laissez-faire

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

Autocratic;
Closed system;
Manager makes all decisions without input from others

A

Authoritarian

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

Participated;
Open system;
Manager makes decisions after polling staff

A

Democratic

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

Manager gets at least partial agreement from staff

A

Consensus

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

Free reign;
Manager leaves decision to staff, abdicates responsibility

A

Laissez-faire

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

Motivational theory of Abraham Maslow

A

HIERARCHY OF NEEDS

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

Enumerate MASLOW’S HIERARCHY OF NEEDS from least to greatest need

A

Physiological needs
Safety and security
Love and belonging
Self-esteem
Self-actualization

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

TWO MOTIVATIONAL THEORIES

A

MASLOW’S HIERARCHY OF NEEDS
HERZBERG’S TWO FACTOR PRINCIPLES

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

MASLOW’S HIERARCHY OF NEEDS:
Breathing, food, water, shelter, clothing, sleep

A

Physiological needs

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

MASLOW’S HIERARCHY OF NEEDS:
Health, employment, property, family, social ability

A

Safety and security

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

MASLOW’S HIERARCHY OF NEEDS:
Friendship, family, intimacy, sense of connection

A

Love and belonging

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

MASLOW’S HIERARCHY OF NEEDS:
Confidence, achievement, respect of others, need to be unique individual

A

Self-esteem

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

MASLOW’S HIERARCHY OF NEEDS:
Morality, creativity, spontaneity, acceptance, experience purpose, meaning and inner potential

A

Self-actualization

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

Herzberg’s Two-Factor principles
Influenced by HYGIENE FACTORS

A

Job dissatisfaction

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

Herzberg’s Two-Factor principles
Influenced by MOTIVATOR FACTORS

A

Job satisfaction

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

Herzberg’s Two-Factor principles

Improving the _________ increased job satisfaction

A

Motivator factors

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

Herzberg’s Two-Factor principles

Improving the _________ decreases job dissatisfaction

A

Hygiene factors

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

LEADERSHIP THEORIES

A
  1. Tannenbaum & Schmidt
  2. Douglas McGregor’s X and Y
  3. Blake and Mouton
  4. Fielder
  5. Hersey-Blanchard
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Styles can be plotted on a continuum from authoritative to democratic

A

Tannenbaum and Schmidt Theory

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

In Douglas McGregor’s X and Y, this relates to authoritative leader

A

X theory

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

In Douglas McGregor’s X and Y, this relates to democratic leader

A

Y theory

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

Theory that defines 5 types of management situations based on concern for people and production

A

Blake and Mouton Theory

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

Low concern for people
Low concern for production

A

Impoverished management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Low concern for people High concern for production
Authority-compliance
26
Medium concern for people Medium concern for production
Middle-of-the-road management
27
High concern for people Low concern for production
Country club management
28
High concern for people High concern for production
Team management
29
Leader style may vary according to the situation with a very favorable or very unfavorable situation requiring a task-oriented leader and a moderately favorable or moderately unfavorable situation requiring a relationship-oriented leader.
Fielder Theory
30
Leadership theory discussing four leadership situations
Hersey-Blanchard Theory
31
4 leadership situations accdg. to Hersey-Blanchard Theory
a. Employee new to job. b. Employee has mastered some of the job, but needs supervision. c. Employee has mastered the job, but needs verification. d. Employee has mastered the job and is confident
32
SKILLS OF MANAGERS
Organizational skills People skills Financial skills Technical skills
33
Conceptualize and apply management process, systematize work flow, make decisions, and communicate with coworkers
Organizational skills
34
Understands basic theories of human needs and work motivation
People skills
35
Effective use of and accounting for the monetary assets of the company
Financial skills
36
Involve the synthesis of the first three skills above and the management of physical resources (supplies, equipment, facilities) into the operational parameters (products and services).
Technical skills
37
FOUNDATIONS OF MANAGEMENT PROCESSES
Vision Mission Goals Objectives
38
descriptive picture of a desired future state, long-term
Vision
39
organization’s purpose
Mission
40
organization’s desired outcomes, intermediate term and broad
Goals
41
directives that describe how a goal will be achieved; should be SMART
Objectives
42
SMART means
Specific Measurable Achievable Relevant Time-bound
43
Concept of management as a continuous process of interacting functions, each dependent on the success of the other.
MANAGEMENT PROCESS
44
4 MAIN FUNCTIONS OF MANAGEMENT PROCESS
Planning Organizing Directing Controlling
45
short range or tactical, operational, strategic
Planning
46
coordinating resources to achieve plans
Organizing
47
leading
Directing
48
defining standards of performance
Controlling
49
Act of overseeing all activities and tasks that must be accomplished to maintain a desired level of excellence. This includes determination of a quality policy, creating and implementing quality planning and assurance, and quality control and quality improvement.
QUALITY MANAGEMENT
50
APPROACHES TO QUALITY MANAGEMENT
Total Quality Management (TQM) PDCA cycle Six Sigma Lean Management by objective (MBO) Benchmarking
51
Provides both a management philosophy for organizational development and a management process for improvement of quality in all aspects of work.
Total Quality Management (TQM)
52
TQM Five-Q
Quality Laboratory Process (QLP) Quality Control (QC) Quality Assessment (QA) Quality Improvement (QI) Quality Planning (QP)
53
Includes analytical processes and general policies, practices and procedures that define how all aspects of the laboratory are done (QA)
Quality Laboratory Process (QLP)
54
Emphasizes statistical control procedures, and non-statistical check procedure such as linearity checks, reagents and standard checks and temperature monitoring
Quality Control (QC)
55
Concerned primarily with broader measures and monitoring of laboratory performance (TAT, patient ID, test utility)
Quality Assessment (QA)
56
Structured problem-solving process to help identify the root cause of a problem and a remedy for that problem
Quality Improvement (QI)
57
Provides the planning to eliminate problems identified by QI
Quality Planning (QP)
58
PDCA cycle includes:
Plan Do (perform) Check (monitor) Act (improve)
59
Set of methodologies and tools used to improve business processes by reducing defects and errors, minimizing variation, and increasing quality and efficiency.
Six Sigma
60
Goal of Six Sigma
Achieve a level of quality that is nearly perfect, with only 3.4 defects per million opportunities.
61
5 data-driven stages of Six Sigma
DMAIC - Define - Measure - Analyze - Improve - Control
62
Coach, consult, and lead projects
1 - MASTER
63
Lead and manage projects
2 - BLACK BELT
64
Lead or support projects
3 - GREEN BELT
65
Understand basics of lean six sigma
4 - YELLOW BELT
66
Designed to reduce waste, increase efficiency, and improve customer satisfaction; often used in clinical laboratories to improve TAT.
Lean
67
5 Lean principles
1. Define value 2. Map value stream 3. Create flow 4. Establish pull system 5. Pursue perfection
68
Categories of waste (LEAN)
DOWNTIME 1. Defects 2. Overproduction 3. Waiting 4. Non-utilized talent 5. Transportation 6. Inventory 7. Motion 8. Extra-processing
69
Medical Laboratories is an international standard that specifies the requirements for quality and competence in medical lab environments. Essentially, it is a standard that requires labs to develop a robust, reliable quality management system (QMS) to establish their competence.
ISO 15189:2022
70
Targets organizational and employee performance by aligning goals and objectives throughout the organization, including timelines, tracking, and feedback in the process.
Management by objective (MBO)
71
Process whereby the best process in one organization is modified to fit similar processes in another organization.
Benchmarking
72
QUALITY TOOLS
Cause-and-effect diagram (Ishikawa or fishbone diagrams) Check sheet Control chart Histogram Pareto chart Scatter diagram Stratification
73
Identifies many possible causes for an effect or problem and sorts ideas into useful categories
Cause-and-effect diagram (Ishikawa or fishbone diagrams)
74
Structured, prepared form for collecting and analyzing data
Check sheet
75
A generic tool that can be adapted for a wide variety of purposes
Check sheet
76
Graph used to study how a process changes over time. Comparing current data to historical control limits leads to conclusions about whether the process variation is consistent (in control) or is unpredictable (out of control, affected by special causes of variation).
Control chart
77
Most commonly used graph for showing frequency distributions, or how often each different value in a set of data occurs
Histogram
78
Bar graph showing which factors are more significant
Pareto chart
79
Graphs pairs of numerical data, one variable on each axis, to look for a relationship
Scatter diagram
80
Separates data gathered from a variety of sources so that patterns can be seen
Stratification (some lists replace stratification with flowchart or run chart)
81

MTAP 2 (23 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions