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LABORATORY MANAGEMENT MIDTERMS > MIDTERMS > Flashcards

MIDTERMS Flashcards

1
Q

An ongoing process that seeks to achieve the objectives of an organization in the most efficient ways possible. — a continuous process
in obtaining the company’s goals.

A

MANAGEMENT

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2
Q

It has been also simply defined as
“controlling and organizing an organization
and leading”. — must always be present.

A

MANAGEMENT

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3
Q

→ Set of general rules that guide the
managers to manage an organization.
→ Explanation to assist the employees to
achieve the goal, these are also guiding
principles.

A

Management Theories

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4
Q

WHAT ARE THE MAJOR THEORIES OF MANAGEMENT?
WHO ARE THE THEORIST BEHIND THIS?

A

→ Frederick Taylor: Theory of Scientific
Management
→ Henri Fayol: Administrative Management
Theory
→ Max Weber: Bureaucratic Theory of
Management
→ Elton Mayo: Behavioral Theory of
Management (Hawthorne Effect)

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5
Q

→ Aimed at improving economic efficiency,
especially in labor productivity
→ Money motivates people to work.
→ Introduced the differential piece rate
system of paying wages to workers.
→ He believed a worker should get “a fair
day’s pay for a fair day’s work”— no more,
no less. If the worker couldn’t work to the
target, then the person shouldn’t be working
at all.

A

Theory of Scientific Management -
Frederick Taylor

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6
Q

He believed that management and
labor should cooperate and work together to
meet goals. He was the first to suggest that
the primary functions of managers should be
planning and training.

A

Frederick Taylor

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7
Q

WHAT ARE 4 PRINCIPLE OF SCIENTIFIC MANAGEMENT?

A
  1. TIME AND MOTION STUDY
  2. TEACH, TRAIN, AND DEVELOP
  3. INTEREST OF EMPLOYER AND EMPLOYEES SHOULD BE FULLY HARMONIZED
    4.ESTABLISH FIAR LEVELS OF PERFORMANC AND PAY A PREMIUM FOR HIGH PERFORMANCE
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8
Q

considered to be the Father
of Modern Management due to his
contribution to the 14 principles.

A

Henri Fayol

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9
Q

When employees are specialized, the
output can increase because they become
increasingly skilled and efficient.
→ Work specialization
→ Increasement of skills and productivity
in dividing labor.

A

Division of Work

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10
Q

→ Managers must have the authority to give
orders, but they must also keep in mind that
with authority comes responsibility.
→ The one who gives the order is the one
responsible for the task.

A
  1. Authority
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11
Q

must be upheld in
organizations, but methods for doing so can
vary.
→ Applies to everyone that belongs in the
organization or company (i.e., tardiness,
absences, time in & time out of work)

A

Discipline

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12
Q

→ Employees should have only one direct
supervisor

A

Unity of Command

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13
Q

→ Teams with the same objective should be
working under the direction of one manager
using one plan, one goal, and one direction.
This will ensur

A

Unity of Direction

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14
Q

→ The interests of one employee should not
be allowed to become more important than
those of the group. This includes managers.
→ Individual interests should not be more
than general interests.

A

Subordination of Individual Interests
to the General Interests

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15
Q

→ Employee satisfaction depends on fair
remuneration for everyone. This includes
financial and non-financial compensation.
→ Fairness & compensation to those who are
deserving such as bonuses, discounts,
additional benefits & pay

A

Remuneration

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16
Q

→ This principle refers to how close
employees are to the decision-making
process. It is important to aim for an
appropriate balance.
→ The management should also include the
employees in the decision-making process.
Still, the management is the ones to have the
conclusion and solution. Must have an
appropriate balance between decentralization
and centralization

A

Centralization

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17
Q

Employees should be aware of where they
stand in the organization’s hierarchy or
chain of command.

A

Scalar Chain

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18
Q

Employees must know their worth and
their effect if there will come a time that
they’ll leave the company.

A

Scalar Chain

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19
Q

→ The workplace facilities must be clean,
tidy, and safe for employees. Everything
should have its place.

A

Order

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20
Q

→ Managers should be fair to staff at all
times, both maintaining discipline as
necessary and acting with kindness where
appropriate.
→ Fairness and equality.

A

Equity

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21
Q

→ Managers should strive to minimize
employee turnover. Personnel planning should
be a priority.
→ Management should be able to provide
security of the job to its employees.

A

Stability of Tenure of Personnel

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22
Q

→ Employees should be given the necessary
level of freedom to create and carry out
plans.
→ Necessary level to improve

A

Initiative

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23
Q

→ Organizations should strive to promote
team spirit and unity.

A

Esprit de Corps

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24
Q

→ Distinction between power & authority
→ Organizational resources were used for the
benefit of owners and managers rather than
to meet organizational goals.
→ Weber was convinced that organizations
based on rational authority, where authority
was given to the most competent and
qualified people, would be more efficient than
those based on who you knew.

A

Bureaucratic Theory of Management -
Max Weber

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25
Q

What year did Bureaucratic Theory of Management -
Max Weber happened?

A

(1864-1920)

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26
Q

What are the 5 Guiding Principles in BUREUCRATIC OF THEORY OF MANAGEMENT?

A
  1. HIERARCHICAL STRUCTURE
  2. MANAGEMENT BY RULES
    3.ORGANIZATIONAL BY FUNCTIONAL SPECIALTY
    4.PURPOSELY IMPERSONAL
  3. EMPLOYEMENT BASED ON TECHNICAL QUALIFICATION
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27
Q

→ Each level controls the level below and is
controlled by the level above.

A

Hierarchical Structure

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28
Q

→ The highest in the level has the authority
and the lowest are the ones who are subject to
be controlled by the ones above.

A

Hierarchical Structure

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29
Q

→ Rules and regulations are documented to
ensure reliable and predictable behavior.
→ Managers must depend on formal
organizational rules in employee relations.
→ Rules are for uniformity. Employees must
already know by the general rules what to
expect.
→ Rules should be black & white. If it is not
written, it is not valid.

A

Management by Rules

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30
Q

Tasks are clearly defined and employees
become skilled by specializing in doing onething. There is a clear definition of authority
and responsibility.

A

Organization by Functional Specialty

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31
Q

→ You are limited to your tasks. You do not
do tasks that you cannot do. You do what is
your forte.

A

Organization by Functional Specialty

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32
Q

→ Rules are applied uniformly to everyone.
→ There is no preferential treatment or
favoritism.
→ Interpersonal relationships should not be
focused on. Applies objectivity and rational
decision-making.

A

Purposely Impersonal

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33
Q

→ Employee selection and promotion are
based on experience, competence, abilities,
skills, and technical qualification
demonstrated by examinations, education, or
training.
→ There is no nepotism.

A

Employment Based on Technical
Qualification

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34
Q

WHAT ARE THE CRITICISM OF BUREAUCRATIC ORGANIZATION?

A

1.NOT SUITABLE FOR BUSINESS ORGANIZATION.
2. CAN BE APPLIED TO GOVERNMENT.
3. TOO MUCH EMPHASIS TO TECHNICAL QUALIFICATION
4. DEDICATIONS AND COMMITMENT ARE NOT CONSIDERED
5. NO IMPORTANCE IS GIVEN FOR THOSE INFOMAL GROUPS

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35
Q

→ In contrast to scientific management, with
its focus on optimizing man as a machine,
behavioral management focuses on worker
behavior and motivations.

A

Behavioral Theory of Management -
Elton Mayo

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36
Q

What year is Behavioral Theory of Management?
Who is the Author?

A

Elton Mayo (1880-1840)

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37
Q

theory is concerned with how to manage
productivity by understanding worker
motivation, including expectations, needs
and interests, and group dynamics

A

Behavioral Theory of Management

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38
Q

is sometimes referred to as the human relations
movement due to its focus on the human
dimension of work.

A

Behavioral Theory of Management

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39
Q

marked a radical change
in motivational theory and management
practice.

A

HAWTHORNE’S EFFECT

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40
Q

→ These were designed to find ways to
increase worker productivity and motivation.
→ The studies concluded that tangible
motivators such as monetary incentives and
good working conditions are generally less
important in improving employee productivity
than intangible motivators such as meeting
individuals’ desire to belong to a group and
be included in decision-making and work.

A

THE HAWTHORNE EFFECT

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41
Q

showed that people’s work performance is dependent onsocial issues and job satisfaction.

A

The Hawthorne studies

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42
Q

prime mover of the quality management system
✔️ eliminate quota or standards

A

W Edwards Deming

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43
Q

The planning, organizing, leading, and
controlling of human and other
resources to achieve organizational
goals effectively and efficiently.

A

Management

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44
Q

The people responsible for supervising
the use of an organization’s resources
to meet its goals.

A

Managers

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45
Q

This are organizational assets

A

Resources

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46
Q

WHAT ARE THE EXAMPLES OF RESOURCES?

A

People
- Raw materials
- Skills
- Machinery
- Knowledge
- Information
- Financial Capital

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47
Q

A measure of how efficiently and
effectively managers are using
organizational resources to satisfy
customers and achieve goals.

A

Organizational Performance

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48
Q

measure of how well or productively
resources are used to achieve goals
- Make use of resources
- Organizations are efficient when
managers minimize the amount of
input resources or the amount of time
needed to produce a given output of
goods or services.
- To do the things right!

A

Efficiency

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49
Q

A measure of the appropriateness of
the goals an organization is pursuing
and the degree to which they are
achieved.
- A measure of the appropriateness of
the goals that managers have selected
for the organization to pursue and the
degree to which the organization
achieves those goals.
- Achieve goals
- To get the right things done!

A

Effectiveness

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50
Q

The manager chooses the right goals to
pursue but does a poor job of using
resources to achieve these goals.
- Result = A product that customers
want, but that is too expensive for them
to buy.

A

Low Efficiency, High Effectiveness

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51
Q

The manager chooses the wrong goals
to pursue and makes poor use of
resources.
- Result = A low-quality product that
customers do not want.

A

→ Low Efficiency, Low Effectiveness

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52
Q

The manager chooses the right goals to
pursue and makes good use of
resources to achieve those goals.
- Result = a product that customers want
at a quality and price they can afford.

A

High Efficiency, High Effectiveness

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53
Q

The manager chooses the right goals to
pursue and makes good use of
resources to achieve those goals.
- Result = a product that customers want
at a quality and price they can afford.

A
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54
Q

The manager chooses the right goals to
pursue and makes good use of
resources to achieve those goals.
- Result = a product that customers want
at a quality and price they can a

A

High Efficiency, High Effectiveness

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55
Q

The manager chooses inappropriate
goals but makes good use of resources
to pursue these goals.
- Result = A high-quality product that
customers do not want.

A

High Efficiency, Low Effectiveness

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56
Q

WHAT ARE THE 4 FUNCTIONS OF MANAGEMENT?

A

PLANNING
ORGANIZING
LEADING
CONTROLLING

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57
Q

Choose appropriate organizational
goals and courses of action to best
achieve those goals.

A

Planning

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58
Q

Involves grouping people into
departments according to the kinds of
job-specific tasks they perform.
Managers lay out lines of authority
and responsibility. Decide how best to
organize resources, particularly human
resources.
- Establish task and authority
relationships that allow people to work
together to achieve organizational
goals

A

Organizing

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59
Q

Involves using power, personality,
influence, persuasion, and
communication skills, It revolves around
encouraging all employees to
perform at a high level.
- The outcome is a highly motivated and
committed workforce
- Motivate, coordinate, and energize
individuals and groups to work together
to achieve organizational goals.

A

Leading

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60
Q

Establish accurate measuring and
monitoring systems to evaluate how
well the organization has achieved its
goals.
- The outcome is the ability to measure
performance accurately and regulate
organizational efficiency and
effectiveness. Managers must decide
which goals to measure.

A

Controlling

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61
Q

ENUMERATE THE PLANNING IN POLC FRAMEWORK

A
  • Vision & Mission
  • Strategizing
  • Goals & Objectives
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62
Q

ENUMERATE ORGANIZING IN POLC FRAMEWORK

A
  • Organization Design
  • Culture
  • Social Networks
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63
Q

ENUMERATE LEADING IN POL FRAMEWORK

A
  • Leadership
  • Decision Making
  • Communication
  • Groups/Teams
  • Motivation
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64
Q

ENUMERATE THE CONTROLLING IN POLC FRAMEWORK

A
  • Systems/Processes
  • Strategic Human Resources
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65
Q

the function of management
that involves setting objectives and
determining a course of action for achieving
those objectives.

A

PLANNING

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66
Q

Requires that managers be aware
of environmental conditions facing their
organization and forecast future conditions. It
also requires that managers be good
decision-makers.

A

PLANNING

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67
Q

WHAT ARE THE PROCESS OF PLANNING?

A

→ Deciding which goals to pursue.
→ Deciding what course of action to adopt.
→ Deciding how to allocate resources.

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68
Q

WHAT ARE THE STEPS IN PLANNING?

A

→ Environmental Scanning - advantages
→ Establish objectives - goals
→ Identify alternative courses of action -
fall-back/backup plans
→ Identify the best course of action
→ Formulate necessary steps for
implementation
→ Evaluate the success of the plan
→ Take corrective action when necessary

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69
Q

WHAT ARE THE TYPES OF PLANNING?

A
  1. STRATEGIC PLANNING
  2. TACTICAL PLANNING
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70
Q

involves analyzing
competitive opportunities and threats, as well
as the strength and weaknesses of the organization, and then determining how toposition the organization to compete effectively in its environment.
→ has a long time frame,
often three years or more

A

Strategic planning

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71
Q

generally includes the
entire organization and includes the
formulation of objectives

A

Strategic planning

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72
Q

is often based on the
organization’s mission, which is its
fundamental reason for existence.

A

Strategic planning

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73
Q

An organization’s _____________ most
often conducts strategic planning.

A

top management

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74
Q

Defines the fundamental purpose of
an organization or an enterprise
- Succinctly describing why it exists and
what it does to achieve its vision.

A

Mission

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75
Q

Outlines what the organization wants
to be and how it wants the world in
which it operates to be (an “idealized”
view of the world)
- It is a long-term view and concentrates
on what is about to happen in the
future.
- It can be emotive and a source of
inspiration

A

Vision

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76
Q

Beliefs that are shared among the
stakeholders of an organization.
- Values drive an organization’s culture
and priorities.
- Provide a framework in which decisions
are made.

A

Values

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77
Q

Narrowly defined, means “the art of the
general”
- A combination of the goals (ends) for
which the organization is striving and
the means (policies) by which it is
seeking to get there.

A

Strategies

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78
Q

Is a roadmap that will take
you to the goals you set; the path is
chosen to plow towards the end mission.

A

Strategies

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79
Q

evaluate the current situation and how it
came about.

A

Situation-Target-Proposal-Situation

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80
Q

define goals and/or objectives
(sometimes called ideal state)

A

Target

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81
Q

map a possible route
to the goals/objectives

A

Path / Proposal

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82
Q

what is the ideal image or the desired end state?

A

Draw-See-Think-Plan-Draw

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83
Q

what is today’s situation? What is
the gap from ideal and why?

A

See

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84
Q

what specific actions must be
taken to close the gap between today’s
situation and the ideal state?

A

Think

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85
Q

what resources are required to
execute the activities?

A

Plan

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86
Q

WHAT DOES SWOT MEANS?

A

(Strengths, Weaknesses,
Opportunities, and Threats)

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87
Q

The main objective of this tool is to
analyze internal strategic factors,
strengths and weaknesses attributed to
the organization, and external factors
beyond the control of the organization,
such as opportunities and threats.

A

SWOT Analysis (Strengths, Weaknesses,
Opportunities, and Threats)

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88
Q

is intermediate-range
(one to three years) planning that is
designed to develop relatively concrete and
specific means to implement the strategic
plan

A

Tactical Planning

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89
Q

HOW LONG DOES TACTICAL PLANNING TAKES?

A

2-3 YEARS

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90
Q

______________ often engage in tactical planning.

A

Middle-level managers

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5
Perfectly
91
Q

generally assumes the existence of organization-wide or subunit goals and objectives and specifies ways to achieve them.

A

Operational Planning

92
Q

short-range (less
than a year) planning that is designed to
develop specific action steps that support the
strategic and tactical plans

A

Operational planning

93
Q

HOW LONG DOES OPERATIONAL PLANNING TAKES?

A

(less than a year)

94
Q

often are the front and prepare for operational planning.

A

Front-line managers

95
Q

the function of management
that involves developing an organizational
structure and allocating human resources to
ensure the accomplishment of objectives.

A

Organizing

96
Q

A formal system of tasks and reporting
relationships that coordinates and
motivates the organizational members
to carry out and achieve the goals set.

A

Organizing

97
Q

The structure is usually represented by an _______ which provides a
graphic representation of the chain of
command (who is in charge and who are the
subordinates)

A

organizational chart

98
Q

Decisions made about the structure of an
organization are generally referred to as
organizational design decisions.

A

organizational design

99
Q

Involves the design of individual jobs within
the organization

A

organizational design

100
Q

Decisions made about the nature
of jobs within the organization
are generally called _______

A

job design

101
Q

→ Involves deciding how best to
departmentalize or cluster jobs

A

“job design”

102
Q

was based on principles of division of labor and specialization, which assumed that the more narrow the job content, the more proficient the individual performing the job could become.

A

job design

103
Q

A diagram that illustrates the structure of
your company. In an organizational chart, you
will see the relationship between different
people in your organization, and their ranks,
divisions, positions, and roles of the different
people designated per job item.

A

Organizational Chart

104
Q

mainly lines of authority

A

Solid lines

105
Q

secondary or alternate lines of authority

A

Dotted lines

106
Q

same or similar level of authority

A

Lateral lines

107
Q

a manager’s formal and legitimate right to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes.

A

Authority

108
Q

managers have the formal power to direct and control immediate subordinates executing specific tasks within a chain of command, usually within a specific department.

A

Line Authority

109
Q

Who issues orders and is responsible for the result

A

SUPERIOR

110
Q

Who obeys and is responsible
only for executing the order according
to the supervisor’s instructions.

A

SUBORDINATE

111
Q

is where managers
have formal power over a specific subset of
activities that include outside departments.

A

Functional Authority

112
Q

is an employee’s duty to
perform assigned tasks or activities.
- Usually, the assigned tasks or activities
are given by the one who is directly
supervising the employee.

A

RESPONSIBILITY

113
Q

means that those with
authority and responsibility must report and
justify task outcomes to those above them in
the chain of command.

A

Accountability

114
Q

-Is the process of transferring responsibility for a task to another employee.
- Can improve flexibility and adapt to
competitive environments.

A

Delegation

115
Q

Is the location of decision-making authority near top
organizational levels.

A

Centralization

116
Q

Is the location of decision-making authority near lower organizational levels.

A

Decentralization

117
Q

It is the black & white written
documentation used to direct and control
employees.
- Policies, rules, regulations

A

Formalization

118
Q

refers to the number of subordinates a supervisor has.

A

Span of control

119
Q

involves removing one or more levels of hierarchy from the organizational structure.

A

Delayering

120
Q

a management structure
characterized by an overall narrow span of
management and a relatively large number
of hierarchical levels; tight control; reduced
communication overhead.

A

Tall Structure

121
Q

tight control; reduced
communication overhead.

A

Tall Structure

122
Q

a management structure
characterized by a wide span of control and
relatively few hierarchical levels; loose
control; facilitates delegation.

A

Flat Structure

123
Q

loose control; facilitates delegation.

A

Flat Structure

124
Q

has several reporting layers, many lines of authority, or a chain of command. Everyone except the owner is subordinate, all reports are to the higher level
of authority.

A

Hierarchical

125
Q

displays how people with similar skills are clustered together for one task/assignment. The organization is grouped together by both function and product.

A

Matrix

126
Q

shows few or no levels of intervening management between staff and the managers.

A

Flat or Horizontal

127
Q

What does TOP MANAGERS do?

A
  • Set objectives
  • Scan environment
  • Plan and make decisions
  • COO, CEO, President
128
Q

What does MIDDLE MANAGERS do?

A
  • Allocate resources
  • Oversee first-line managers
  • Report to top management
  • Develop and implement activities
  • A bridge between the top and lower
    managers
  • Branch managers, regional managers
129
Q

What does MIDDLE MANAGERS do?

A
  • Allocate resources
  • Oversee first-line managers
  • Report to top management
  • Develop and implement activities
  • A bridge between the top and lower
    managers
  • Branch managers, regional managers
130
Q

What does FIRST-LINE MANAGERS do?

A
  • Coordinate activities
  • Supervise employees
  • Report to middle managers
  • Involved in day-to-day operations
  • Implement the plans created by the top
    and middle managers
  • Supervisors, foreman
131
Q

Successful managers usually display
______________ than technical skills;
those that are of higher rank should
have more conceptual skills than
technical skills

A

conceptual skills

132
Q

-They have to continually think about
the company’s goals and objectives and
how can they effectively communicate
back to their employees.
- Allows a manager to visualize the
entire organization and work with ideas
and the relationship between abstract
concepts.

A

Conceptual Skills

133
Q

WHAT SKILL SHOUDL MIDDLE MANAGERS HAVE?

A

Human Relations / Interpersonal Skills

134
Q

Require communication and attention
to relationships with others.

A

Human Relations / Interpersonal Skills

135
Q

WHO USUALLY POSSESSES TECHNICAL SKILLS?

A

FIRST LINE MANAGERS

136
Q

Are needed to actually get the work
done; they are the techniques practices,
tools, and processes needed by the
front-line employees in the manager’s
functional area.

A

Technical Skills

137
Q

The level of management who needs
this is the first-line managers for they
are the ones who are involved in the
day-to-day operations.

A

Technical Skills

138
Q

WHAT IS THE MANAGEMENT LEVEL AND SKILLS OF FIRST-LINE MANAGEMENT?

A
  1. TECHNICAL
  2. Human
  3. Conceptual
139
Q

WHAT IS THE MANAGEMENT LEVELS AND SKILLS OF MIDDLE MANAGEMENT?

A
  1. HUMAN
  2. Conceptual
  3. Technical
140
Q

WHAT IS THE MANAGEMENT LEVELS AND SKILLS OF TOP MANAGEMENT?

A
  1. CONCEPTUAL
  2. Human
  3. Technical
141
Q

Relative Amount of Time that Managers
Spend on the Four Managerial Functions OF
TOP MANAGERS

A
  1. PLANNING
  2. ORGANIZING
  3. LEADING
  4. CONTROLLING
142
Q

Relative Amount of Time that Managers
Spend on the Four Managerial Functions OF
MIDDLE MANAGERS

A
  1. LEADING
  2. Planning
  3. Organizing
  4. Controlling
143
Q

Relative Amount of Time that Managers
Spend on the Four Managerial Functions OF
FIRST LINE-MANAGERS

A
  1. LEADING
  2. Organizing
  3. Planning
  4. Controlling
144
Q

WHAT ARE THE Steps in Organizing?

A
  1. Identification and Division of Work
  2. Departmentalization
  3. Assignment of Duties
  4. Establishing Reporting Relationships
145
Q

This is used to lead
employees to do tasks and objectives of the
organization

A

Leading

146
Q

inspiring and motivating people so that employees be one with the organization.

A

Leading

147
Q

-Inspiring people
- It is articulating a vision that
subordinates would follow
- Energize your people
- Empower your people

A

LEADING

148
Q

A LEADER NEEDS TO BE _________

A

effective communicator

149
Q

-Set high standards
- Foster communication
- Keep the work environment safe (safety
procedures in the lab) and positive (no
tolerance policy on negative behavior
and encourage those that follow and
comply)

A

Manager

150
Q

MANAGER SHOULD

A

Set high standards
- Foster communication
- Keep the work environment safe (safety
procedures in the lab) and positive (no
tolerance policy on negative behavior
and encourage those that follow and
comply)

151
Q

will involve using power
(knowing the limit), personality (having a
good personality), and the ability to influence
and persuade people as well as communicate
well with the employees and organization.

A

LEADING

152
Q

A _________ may reward in terms of
money or incentives.

A

Good manager

153
Q

It is a process of influencing people for
achievement of certain goals in a given
situation.
→ It is directing people to achieve a certain
task.

A

Leadership

154
Q

What are the 3 dimensions of LEADERSHIP?

A
  1. THE LEADER
  2. THE EMPLOYEES
  3. THE DEMANDS OF THE SITUATION
155
Q

WHAT ARE THE BASIC ELEMENTS FOR A LEADER?

A
  1. INFLUENCE THE BEHAVIOR OF OTHERS
  2. ACHIEVE SOME TASK OR GOAL
156
Q

WHAT ARE THE QUALITIES OF A GOOD LEADRSHIP?

A
  1. CONFIDENT
  2. STRESS MANAGEMENT
  3. COMMUNICATION SKILL
  4. RESPONSIBLE
  5. DECISION-MAKER
157
Q

TELLS WHAT TO DO

A

A BOSS

158
Q

TELL WHY TO DO AND HOW TO DO

A

A LEADER

159
Q

WHO RELIES ON AUTHORITY

A

BOSS

160
Q

DEPENDS ON GOODWILL

A
161
Q

DELEGATES RESPONSIBILITY

A

BOSS

162
Q

DELEGATES AUTHORITY

A
163
Q

Shows who is wrong

A

BOSS

164
Q

Shows what is wrong

A

LEADER

165
Q

Production oriented

A

BOSS

166
Q

People oriented (wellbeing of the employees)

A

LEADER

167
Q

Believes in “I”

A

BOSS

168
Q

Gives all credit for
all successes → Believes in “We”

A

LEADER

169
Q

→ Working in the system

A

MANAGEMENT

170
Q

→ Working on the system

A

LEADERSHIP

171
Q

→ Gains authority by position

A

MANAGEMENT

172
Q

→ Gains authority by influence and character

A

LEADERSHIP

173
Q

→ Reaching goals

A

MANAGEMENT

174
Q

→ Fulfilling a vision

A

LEADERSHIP

175
Q

→ Cares about efficiency

A

MANAGEMENT

176
Q

→ Concerned with effectiveness

A

LEADERSHIP

177
Q

→ Comforts
→ Passive
→ Accomplishing

A

MANAGEMENT

178
Q

→ Inspires → Assertive → Setting a vision

A

LEADERSHIP

179
Q

business goals “missionary”
- More on the work side and system.

A

MANAGEMENT

180
Q

mentoring others “visionary”
- You have a goal & a plan, let’s do it!

A

LEADERSHIP

181
Q

WHAT ARE DIFFERENT TYPES OF LEADERSHIP?

A

→ Autocratic (Authoritarian)
→ Bureaucratic
→ Democratic
→ Coercive
→ Transactional
→ Transformational
→ Laissez-Faire

182
Q

→ Manager retains power (classical
approach)

A

AUTOCRATIC

183
Q

Manager is decision-making authority

A

AUTOCRATIC

184
Q

Manager does not consult employees for input

A

AUTOCRATIC

185
Q

→ Subordinates expected to obey orders
without explanations.
→ Motivation provided through structured
rewards and punishments.

A

AUTOCRATIC

186
Q

When to use Autocratic? GIVE 6

A

→ New, untrained employees
→ Employees are motivated
→ Employees do not respond to any other
leadership style
→ High volume production needs
→ Limited time for decision-making
→ Manager’s power is challenged by an
employee

187
Q

Manager manages “by the book” (black &
white)

A

BUREAUCRATIC

188
Q

→ Everything must be done according to the
procedure of policy

A

BUREAUCRATIC

189
Q

→ If it isn’t covered by the book, the manager
refers to the next level above him or her.
→ Police officer more than leader

A

BUREAUCRATIC

190
Q

WHEN TO USE BUREAUCRATIC? GIVE 4

A

→ Performing routine tasks
→ Need for standards/procedures
→ Use of dangerous or delicate equipment
→ Safety or security training being conducted
→ Tasks that require handling cash

191
Q

→ Often referred to as participative style
(employees are involved)
→ Keeps employees informed
→ Shares decision making and
problem-solving responsibilities

A

DEMOCRATIC

192
Q

→ “Coach” who has the final say but..
→ Gathers information from staff members
before making decisions

A

DEMOCRATIC

193
Q

→ Help employees evaluate their own
performance
→ Allows employees to establish goals
→ Encourages employees to grow on the job
and be promoted
→ Recognizes and encourages achievement
→ Can produce high quality and high
quantity work for long periods of time

A

Democratic

194
Q

→ Encourages employees to grow on the job
and be promoted
→ Recognizes and encourages achievement
→ Can produce high quality and high
quantity work for long periods of time

A

DEMOCRATIC

195
Q

WHEN TO USE DEMOCRATIC? LIST 6

A

→ To keep employees informed
→ To encourage employees to share in
decision-making and problem-solving
→ To provide opportunities for employees to
develop a high sense of personal growth and
job satisfaction
→ Complex problems that require a lot of
input
→ To encourage team building and
participation

196
Q

→ Power from a person’s authority to punish
→ Most obvious types of power a leader has.

A

Coercive

197
Q

→ Good leaders use coercive power only as a
last resort:
- In today’s sophisticated and complex
workplace, excessive use of coercive
power unleashes unpredictable and
destabilizing forces which can
ultimately undermine the leader using
it.

A

COERCIVE

198
Q

WHEN TO USE COERCIVE? LIST 3

A

→ To meet very short-term goals
→ When left with no other choice
→ In times of crisis

199
Q

→ Motivate followers by appealing to their
own self-interest

A

Transactional

200
Q

→ Motivate by the exchange process.
- Ex: business owners exchange status
and wages for the work effort of the
employee

A

Transactional

201
Q

→ Focuses on the accomplishment of tasks &
good working relationships in exchange for a
desirable reward.

A

Transactional

202
Q

→ Reward-driven
→ Encourage leaders to adapt their style and
behavior to meet the expectations of followers.
→ A leader is dependent

A

Transactional

203
Q

TYPE OF LEADERSHIP WHEREIN A leader is dependent

A

Transactional

204
Q

→ Employees think that they can count on the
leader; not about self-fulfillment but about
counting on somebody.

A

Transactional

205
Q

WHEN TO USE TRANSACTIONAL? LIST 3

A

→ Leader wants to be in control
→ When there are approaching deadlines
that must be met (reward)
→ Relationship is short-term (ex: need of a
consultant)

206
Q

TYPE OF LEADERSHIP THAT IS Charismatic and visionary

A

Transformational

207
Q

→ Inspire followers to transcend their
self-interest for the organization

A

Transformational

208
Q

→ Inspire followers to think about problems in
new or different ways
→ Common strategies used to influence
followers include vision and framing

A

Transformational

209
Q

→ Common strategies used to influence
followers include vision and framing

A

Transformational

210
Q

→ Instils feelings of confidence, admiration,
and commitment
→ Stimulates followers intellectually, arousing
them to develop new ways to think about
problems.

A

Transformational

211
Q

→ Uses contingent rewards to positively
reinforce desirable performances.
→ Flexible and innovative

A

Transformational

212
Q

→ Classical style of leadership
→ Also known as the “hands-off” style
→ Little or no direction

A

Laissez-Faire

213
Q

→ Gives followers as much freedom as
possible
→ All authority or power is given to the
followers

A

Laissez-Faire

214
Q

→ All authority or power is given to the
followers
→ Followers must determine goals, make
decisions, and resolve problems on their own.
(bahala ka or do as you like)

A

Laissez-Faire

215
Q

WHEN TO USE LAISSEZ-FAIRE? LIST 4

A

→ Employees are highly skilled, experienced,
and educated
→ Employees have pride in their work and the
drive to do it successfully on their own
→ Outside experts, such as staff specialists or
consultants are being used
→ Employees are trustworthy and experienced

216
Q

→ Based on the amount of direction
(task-behavior) and amount of
socio-emotional support

A

Hersey-Blanchard Situational Types
of Leadership

217
Q

Who is the theorist behind Situational Types of Leadership?

A

Hersey-Blanchard

218
Q

WHAT ARE 4 TYPES OF LEADERSHIP STYLE ACCORDING TO SITUATIONAL TYPES?

A

SUPPORTIVE
DIRECTIVE
DELEGATING
COACHING

219
Q

leader provides physical and
personal resources so that an individual can
accomplish his or her duties. Offers flexibility
and encourages creative problem-solving.

A

SUPPORTIVE

220
Q

leader presents rules, orders, or
other defined instructions to the individuals.
Offers concise and detailed instructions on
how to complete a task.

A

DIRECTIVE

221
Q

leader provides low support
and direction. (bahala ka na)

A

DELEGATING

222
Q

leader provides high support
and direction.

A

COACHING

223
Q

SPECIFY WHAT S1,S2,S3, AND S4 IS

A

S1 - Directing
S2 - Coaching
S3 - Supporting
S4 - Delegating

224
Q

SPECIFY WHAT D1, D2, D3, AND D4 IS

A

D1 - Developing
D2 - Moderate Level
of Development
D3 - Further develop
D4 - Developed

225
Q

WHAT ARE THE LEADER’S PERSONAL SKILLS?

A

→ Learn decision-making skills
→ Motivate
→ Learn to listen
→ Recognize personal shortcomings
→ Improve oral communication
→ Be a risk taker
→ Be trustworthy
→ Believe in yourself

LABORATORY MANAGEMENT MIDTERMS (1 decks)

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