MT6316 - FIRST SHIFTING EXAM Flashcards
(292 cards)
1
Q
Who defined management as a “Process of forecasting, planning, organizing, commanding, coordinating, and controlling”
A
Henri Fayol (20th century)
2
Q
Anticipating events that is relevant to the operations of a particular organization
A
Forecasting
3
Q
Setting up the goals/activities for the particular organization
A
Planning
4
Q
Who defined management as “The social process of planning, coordination, control and motivation”
A
EFL Brech (Edward Francis Leopold Brech)
5
Q
Who defined management as “Organizational direction based on sound common sense, pride in the organization and enthusiasm for its works”
A
Tom Peters (1980)
6
Q
Management is the attainment of organizational goals in an _______ and _______ manner through planning, organizing, staffing, directing and controlling organizational resources.
A
effective, efficient
7
Q
Doing what is right to attain purpose
A
Effective
8
Q
Implement strategies and actions to eliminate wastages and make processes/operations not very costly
A
Efficient
9
Q
TF: Management would not exist without goals
A
TRUE
10
Q
_______ resources include men(human beings), money, machines and materials.
A
Organizational
11
Q
Most important asset of the organization
A
Human resources
12
Q
9 natures of management
A
Universal, social process, goal oriented, science & art, group effort, intangible, required at all levels, separate from ownership, purposeful activity
13
Q
Nature of management: applicable anywhere
A
Universal
14
Q
Nature of management: highly needed as controller of operations of every institution
A
Universal
15
Q
Nature of management: human/people interactions
A
Social process
16
Q
Nature of management: efficient use of scarce material for the benefit of the society
A
Social process
17
Q
Nature of management: effective management is always management by objectives
A
Goal oriented
18
Q
Nature of management: apply precise elements in a step-by-step process
A
Science
19
Q
Nature of management: determine exact aspects to be learned and assimilated
A
Science
20
Q
Nature of management: use creativity/imagination/initiative/invention with the overall skill of the occupation
A
Art
21
Q
Nature of management: collaboration with other people
A
Group effort
22
Q
Nature of management: processes are unseen but you can feel that the management is working because you can see the results
A
Intangible
23
Q
nature of management: follows certain qualifications in order to function
A
Separate from ownership
24
Q
Nature of management: main aim of management activities is to gain or achieve economic and social objective
A
Purposeful activity
25
Management functions
Planning, organizing, staffing, directing/leading, controlling
26
Process of determining the organization's objectives and deciding how to accomplish them.
Planning
27
Management functions: mission, vision, objectives
Planning
28
Structuring of resources & activities to accomplish objectives efficiently & effectively.
Organizing
29
Management functions: backbone of management
Organizing
30
Management functions: delegation of authority and tasks to ensure necessary items are met
Organizing
31
Organizing is important because it creates ______, establishes _______ and improves _____ and ______.
Synergy, lines of authority, communication and competitiveness
32
Hiring qualified people to carry out the work of the organization.
Staffing
33
Importance of staffing
Recruiting, determine skills, motivate and train, compensation levels
34
Elimination of significant numbers of employees
Downsizing
35
Downsizing is influenced by what factors?
economical (lessen demand)
36
Redundancy pay for those who got fired, Motivating and leading employees to achieve organizational objectives.
Directing
37
management functions: makes the plans concrete
Directing
38
TF: Under directing, motivation is given in the from of incentives, employee involvement, and recognition/appreciation
TRUE
39
Process of evaluating and correcting activities to keep organization on course
Controlling
40
Management functions: evaluation of the result of other managerial function
Controlling
41
Five activities in controlling include: measuring ___, comparing ____, identifying ___, investigating ___, and taking ___
Performance, performance against standards, deviations from standards, causes of deviations, corrective action
42
Who takes charge of management and oversees the activities to achieve set goal or purpose?
Manager
43
3 skills of a great manager
Leadership skills, interpersonal skills, strong body language
44
TF: Management is doing things right while leadership is doing the right thing.
TRUE
45
TF: Managers possess well-defined goals. They allocate resources according to wants.
true, false (accd to priorities)
46
TF: Leaders make decisions, act upon them, and accept responsibility for them.
false (managers)
47
TF: Managers are willing to compromise. However, they do not delegate and depend on subordinates.
true, false
48
What characteristic of a manager is keeping the drive at its height by always showing positivity and willingness?
Self-motivated
49
What characteristic of a manager is using authority in a proper manner?
Self-control
50
3 manager's roles
Interpersonal, informational, decisional
51
manager roles: directly involves interaction w other people of the team or people outside the organization
Interpersonal
52
manager roles: flow of communication and information to and from the organization
Informational
53
manager roles: determine how the operations of the management should go
Decisional
54
3 interpersonal roles
Figurehead, leader, liaison
55
Interpersonal role: symbolic head, required to perform a number of routine duties of a legal or social nature
Figurehead
56
Interpersonal role: examples of this are ceremonies status requests and solicitations
Figurehead
57
Interpersonal role: Responsible for the motivation and direction of subordinates
Leader
58
Interpersonal role: examples of this are virtually all managerial activities involving subordinates
Leader
59
Interpersonal role: Maintains a network of outside contacts who provide favors and information
Liaison
60
Interpersonal role: examples of this are acknowledgments of mail external board work
Liaison
61
3 Informational roles
Monitor, disseminator, spokesperson
62
Informational role: Receives wide variety of info, serves as nerve center of internal and external info of the organization
Monitor
63
Informational role: example is handing all mail and contacts categorized as concerned primarily with receiving info
Monitor
64
Informational role: Transmits info received from outsiders or other subordinates to members of the organization
Disseminator
65
Informational role: examples are forwarding mail into org for info purposes and verbal contacts involving info flow to subordinates (eg. review sessions)
Disseminator
66
Informational role: Transmits info to outsiders on organizations plans, policies, actions, and results
Spokesperson
67
Informational role: serves as expert on organization's industry
Spokesperson
68
Informational role: examples are board meetings and handling contacts transmission of info to outsiders
Spokesperson
69
4 decisional roles
Entrepreneur, disturbance handler, resource allocator, negotiator
70
Decisional role: Searches organization and its environment for opportunities and initiates projects to bring about change
Entrepreneur
71
Decisional role: example is strategy and review sessions involving initiation or design of improvement projects
Entrepreneur
72
Decisional role: Responsible for corrective action when organization faces important, unexpected disturbances
Disturbance handler
73
Decisional role: strategy and review sessions involving disturbances and crises
Disturbance handler
74
Decisional role: making or approving significant organizational decisions
Resource allocator
75
Decisional role: scheduling, requests for authorization, budgeting, the programming of subordinates work
Resource allocator
76
Decisional role: responsible for representing the organization at major negotiations
Negotiator
77
Decisional role: contract negotiation
Negotiator
78
3 managerial skills
Technical, human, conceptual
79
Managerial skills: competent in a specialized area, analytical ability, and ability to use appropriate tools and techniques
Technical skills
80
Managerial skills: understanding the physical operation to get the job done
Technical skills
81
Managerial skills: hands-on activity with basic product or process knowledge
Technical skills
82
An individuals' ability to cooperate with other members of the organization and work effectively in teams.
Human skills
83
Managerial skills: interpersonal relationships
Human skills
84
Managerial skills: solving people's problem
Human skills
85
Managerial skills: acceptance of other employees
Human skills
86
Ability of an individual to analyze complex situations and to rationally process and interpret available information.
Conceptual skills
87
TF: Top level management should have the highest percentage of human skills because they think of the entirety of the organization
FALSE (conceptual skills)
88
Managerial skills: Idea generation
Conceptual skills
89
Managerial skills: Analytical process of information
Conceptual skills
90
Managerial skills: Strategizing and thinking of solutions to situations
Conceptual skills
91
Managerial skills: Overall planning and foresight
Conceptual skills
92
Levels of management
Top management, middle management, first line / supervisory management
93
Top management includes?
President, chief executive officer (ceo), chief financial officer (cfo), chief operations officer (coo)
94
Level of management: strategic managers who makes decisions on long term objectives
Top management
95
Level of management: responsible for tactical planning
Middle management
96
Level of management: implement general guidelines established by top management
Middle management
97
Level of management: responsible for short term decisions/objectives
Middle management
98
Level of management: supervise workers
Firstline management
99
Level of management: oversee daily operations
Firstline management
100
Level of management: directing and controlling primary functions
Firstline management
101
TF: Micromanaging is an indicator of good management skills
false (lack of management skills because the manager lacks trust towards the employee)
102
TF: Lack of management skills is indicated when one focuses on the task and not the individual
TRUE
103
TF: Managers must make decisions then ask for feedback.
FALSE (feedback first before decision)
104
It is the process of assessing an organization's goals and creating a realistic detailed plan of action for meeting those goals.
Clinical Laboratory Management Planning
105
True or False: Clear goals and objectives can help in the formulation of mission and vision.
TRUE
106
What are the guiding principles in the laboratory?
Goals/Objectives
107
True or False: The basic steps in the management planningprocess involve creating a roadmap that outlines each task thecompany must accomplish to meet its overall objectives.
TRUE
108
Strategic Planning is a _____-term goal, while Tactical Planningis a _______-term goal.
long; short
109
This outlines each task the company must accomplish to meet its overall objectives.
Roadmap
110
This is the form of planning attended by the top management andmay be held outside the institution (out of town or country).
Strategic Planning
111
What are the three major processes workflow?
Pre-analytical, Analytical, Post Analytical
112
Patient prep, Sample collection, Personnel competency test evaluation, Sample receipt and accessioning, Sample transport areall under what process in the workflow?
Pre-analytical Phase
113
Quality control testing (Before the actual specimen testing, thereis the normal control, abnormal control, standardization, and calibration of equipment) is done in what process of the workflow?
Analytical Phase
114
Record keeping, Reporting, Signature, and Logbook are all underwhat process of the workflow?
Post Analytical Phase
115
True or False: Stamped signature is accepted.
FALSE
116
True or False: E-Signature is accepted depending on the policy ofthe laboratory.
TRUE
117
True or False: Planning is in close coordination with the top management because we need to verbalize our protocols to themsince they are the ones providing budget and signing requests.
TRUE
118
This requires the organization to plan, identify, and monitor.
ISO 9005:2015
119
Which of the following is NOT considered in planning? Choose thebest answer.a.) The internal and external issues affecting clinical laboratoriesb.) The interested parties that are relevant to the organization'spurpose and its strategic direction c.) External issues that couldimpact their business strategy, such as new technology and potential market forces (e.g., social and economic environments,international competitiond.) The expertise and skill level of the workers
d.) The expertise and skill level of the workers
120
True or False: Feedback is integral for planning
TRUE
121
True or False: The managers must not innovate to lower the risk.
FALSE
122
This refers to the interaction outside the laboratory (discuss labprotocols so that the workplace becomes smooth).
Interdepartmental
123
Radiology, Nursing, and Pharmacy are under:a. Interdepartmental b. Intradepartmental
a. Interdepartmental
124
This refers to the departments within the laboratory.
Intralaboratory
125
True or False: Planning gains economical operation and reducesoperational costs and increases revenue in the clinical laboratory
TRUE
126
Planning in the clinical laboratory considers the entire set ofoperations that occur in testing of patient samples and is called________________________
Path of Workflow
127
The path of workflow begins with the _______________ and endsin ____________________.
patient; results & interpretation
128
Planning for the development of quality practices in a clinical laboratory in twelve areas as recommended by the____________________________.
WHO Quality Management Handbook
129
A predetermined course of action intended to facilitate the accomplishment of a task
Plan
130
it defines the organization's goals and establishes an overall strategy
Planning
131
Importance of Planning
Planning focuses attention on objectivesPlanning reduces risk of uncertaintyPlanning helps on coordinationPlanning gains economic oprationPlanning facilitates controllingPlanning helps on executive development
132
Setting objectives and stating the ways to achieve them
Planning focuses attention on objectives
133
Prepared to **face with unpleasant surprises**
Planning **reduces risks of uncertainty**
134
**Avoids intradepartmental** conflicts
Planning **helps in coordination**
135
To **gain objectives with minimize cost**
*Efficient operation*
136
*Allocates responsibilities* and establish **standards for comparison**
Planning **facilitates control**
137
Determine expected expenses for a fiscal year
Budgeting
138
Prone to high competition
Hazards
139
Efficient and effective
Proficient
140
Planning the structure and management of the laboratory thatimplements the quality policies ensures quality performance
Organization
141
Diligently planning the most important laboratory resource, ensures competent and motivated teams in implementing qualitymanagement systems
Personnel
142
What is the most important laboratory resource?
Personnel
143
Planning the acquisition and validation of equipment by carefullyand properly choosing and ensuring maintained systems through preventive maintenance programs helps an effective path of workflow
Equipment
144
Maintaining equipment must be done through what program?
Preventive Maintenance Program
145
Planning reagents and supplies management in the laboratorycan produce cost savings ensures supplies and reagent availability
Purchasing and Inventory
146
**Planning the process control** ensures quality control for testing,appropriate management of the sample, collection and handling,and method verification and validation.
Process Control
147
Planning the **production of the main output** of the clinical laboratory (information in the form or test reports) ensures accuracy,confidentiality, and accessibility of the information which are *managed through either paper systems or computers*
Information Management
148
Planning the creation and storage of documents needed in thelaboratory that informs how to do things ensures that documentsare accurate, up to date, and accessible.
Documents and Records
149
It is an error of an event that should not have happened.
Occurrence
150
Planning for detecting and managing detect these problems oroccurrences, handling them properly, learning from mistakes and acting so that they do not happen again.
Occurrence Management
151
A tool for examining laboratory performance and comparing it tostandards, benchmarks or the performance of other laboratories.
Assessment
152
True or False: Planning assessment is done internally.
False (internally and externally)
153
Planning for continuous improvement of the clinical laboratoryprocesses is a primary goal and must be done in a systematicmanner to ensure alignment, effectiveness and efficiency
Process Improvement
154
Ensures that the laboratory understands and assess who theircustomers are and use feedback for making improvements toalign with external changes. Positive and negative feedback arerelevant.
Customer Services
155
Planning for management of facilities and safety include what? (4)
SecurityContainmentSafetyErgonomics
156
The process of preventing unwanted risks and hazards from entering the laboratory space.
Security
157
This seeks to minimize risks and prevent hazards from leaving thelaboratory space and causing harm to the community.
Containment
158
This includes policies and procedures to prevent harm to workers, visitors and the community.
Safety
159
This addresses facility and equipment adaptation to allow safeand healthy working conditions at the laboratory site. Comfortablein handling equipments in different processes.
Ergonomics
160
First outlined by Peter Drucker in 1954, a process in which the managers and employees jointly set goals for the employees to make action plan
Management by Objectives
161
Management by Objective (MBO) encourages... (3)
Discussion, Interaction, Commitment
162
Arrange the following into a hierarchy (from highest to lowest).ProgrammesPoliciesObjectivesMissionBudgetsStrategiesRules and Procedures
MissionObjectivesStrategiesPoliciesRules and ProceduresProgrammesBudget
163
Provides a framework in consistent and level by level planning
Hierarchy of Plans
164
Organization's purpose and philosophy
Mission
165
Looking forward to the future
Envisioning
166
The **ultimate goal** towards which the activities of the organization are directed
Objectives
167
This must coincide with the mission and vision.
Objectives
168
Who will **check the alignment of the objectives** to the mission andvision?
Quality Manager
169
General program of action and **deployment of resources**
Strategies
170
**Who implements** *strategies?*
Middle managers, Staff
171
General statement or understanding which guide or channel thinking in decision making
Policies
172
States a **series of related steps** or **tasks to be performed in asequential way**
Procedures
173
*Prescribes a course of action* and **explicitly states what is to bedone**; more specific
Rules
174
Statement of expected results expressed in numerical terms
Budget
175
Comprehensive plan that includes future use of different resources
Program
176
The identification of the mission and of those objectives; Mostefficient pursuit; Long-term goals for the next 5, 10, 15, 10 years;Top managers with final authority and responsibility
Strategic Planning
177
Action and deals with the method; Short-range - strategy implementation (6 months - 2 years); Operational or technical skill;Middle managers (supervisory staff), Section Heads & ChiefMedtechs
Tactical Planning
178
Detailed plan used to provide; Team, section or department; Very short-term (for the next 1 week to 1 year); Responsibility offirst-line managers
Operational Plans
179
True or False: In the laboratory design, patients and patient samples must have common pathways.
FALSE
180
True or False: Reception area for incoming patients should belocated as close as possible to the entry door
TRUE
181
Access restriction may be done using ________ on door locksand ______________ for staff.
signs; identification badges
182
Sample collection areas must be located near________________.
Reception Area
183
True or False: There must be a separate sample areas for male and female
TRUE
184
Reception area and sample collection room located at the patient's entrance
Sample collection areas
185
Separated from other sections of the lab but nearby testing areas
Sample processing areas
186
True or False: The sample processing area must be separatedfrom other areas in the laboratory and must be near testing areas.
TRUE
187
The area where samples are centrifuged, labeled, and coded.
Sample processing areas
188
Bacteriology must be far from what laboratory section?
Histopathology
189
Bacteriology must be near what section?
Clinical Miscroscopy
190
True or False: Histopathology section must be well-ventilated because the section contains many toxic reagents that may possiblyproduce dangerous fumes.
TRUE
191
True or False: Blood Bank must be placed far from the donatingarea to protect donors from hazards.
FALSE
192
The communication system or LIS is part of what pathway?
Post-examination Pathway
193
Efficient and reliable communication system and transferring of messages
Post-examination pathways
194
Transferring of messages, Rechecking and Organizing of the results, and Release of results are under what pathway?
Post-examination Pathway
195
What sections must be removed from the central area?
Short turn around time, More specialized safety protocols, Less volume
196
How many rooms do molecular biology need?
2
197
True or False: The blood bank and the critical care laboratory procedures should be readily accessible to the emergency room, operating room, and ICU.
TRUE
198
What pertains to the importance of planning in the clinical laboratory? A. Planning focuses attention on the results of the clinical laboratory B. Planning reduces risks of uncertainties of managing clinical labs C. Planning helps in separating interdepartmental goals and objectives in the clinical labs D. All of the above. E. None of the above.
B. Planning reduces risks of uncertainties of man aging clinical labs
199
What pertains to the importance of planning in the clinical laboratory? A. Planning reduces economical operation and gains operational costs and increases revenue in the clinical lab B. Planning facilitates organizing by allocating resources appropriately, establishing standards of performance, and more effective financial management in the clinical lab C. Planning helps executive development and ensures good succession planning programs for the clinical lab D. All of the above E. None of the above
C. Planning helps executive development and ensures good succession planning programs for the clinical lab
200
Planning in the context of Quality Management System ensures quality in the many processes and procedures performed in the clinical laboratory including all EXCEPT? A. Laboratory environment B. Quality control procedures C. Communications D. Record keeping E. Competitive and knowledgeable staff F. Good quality reagents and equipment
E. Competitive and knowledgeable staff
201
Which among the following is a quality of a good planner: A. Proficiency in the resolving of objectives B. Ability to accept employees C. Good judgment, imagination, foresight, and experience D. Ability to evaluate laboratory opportunities and safety
C. Good judgment, imagination, foresight, and experience
202
The following are valued derived from planning for clinical laboratory management, EXCEPT:A. The achievement of the objectives of the clinical laboratories in the most efficient and economical manner. B. The use of efficient methods and the development of standards necessary for accurate control within the clinical lab C. Integration of activities of the different units in the clinical laboratory toward goal-directed actions. D. The handling of emergency, unexpected problems, and management of risks in the clinical laboratory
D. The handling of emergency, unexpected problems, and management of risks in the clinical laboratory
203
All are indicators of poor planning, EXCEPT: A. Delivery dates not met B. Idle machines C. Materials are recycled D. Some machines doing jobs that should be done by smaller machines
C. Materials are recycled
204
Clean and dirty laboratory materials should never __________, and contaminated materials should be ___________
Cross; Isolated
205
True or False: If the laboratory is serving an in-patient population, accessibility to corridors and elevators providing access to the main patient care unit is essential.
TRUE
206
True or False: The intra-laboratory traffic flow must be combined with the outside.
FALSE
207
True or False: Provisions should be made for ambulatory patients and blood bank donors coming into the laboratory
TRUE
208
Where should highly automated and manual processes be located?
Centralized in automated processing area
209
Where should greater turn around time (TAT), less volumes, and special safety features be located?
Removed from the central area
210
Requires dark room and proper ventilation
Fluorescence Microscopy
211
Needs a dark room, separation due to ultraviolet illumination, and radiation
Ultraviolet illumination systems for DNA gel photography
212
Must be readily accesible to emergency room, operating room, and ICU
Blood bank and critical laboratory procedures
213
Must have accessibility to corridors and elevators
In-patient population
214
Denotes an effort to divide total operations in to size and type of units by which efficient and effective services are best assured and needs and weaknesses most easily identified
Organizing
215
It is the deployment of organizational resources in its efforts of achieving its short- and long-term goals
Organizing
216
Division of Labor; Well defined authorit- Responsibility Relationships; Coordination; Substitution of Personnel
Characteristic of Organization
217
T/F: When authority is delegated, responsibility is created
TRUE
218
Concepts of Organization
Herd Concept, Man to Man Concept, The Social Concept
219
"obey now, question later”; The subordinates follow the leader who yields exclusive power to decide and enforce unquestionable obedience in his subord
Herd Concept
220
The organization sees the individual working, in terms of direct personal relation with his superior
Man to Man Concept
221
The superior and subordinates are members of the team; The relationship is no longer man to man but man to his group
The Social Concept
222
The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated
Organization Structure
223
The visual representation of an organization’s structure
Organization Chart
224
An approach to efficient and effective achievement of organizational goals (sometimes called division of labor); It shows the degree to which organizational tasks are subdivided into separate jobs
Work Specialization
225
An unbroken line of authority that links all individuals in the organization and specifies who reports to whom
Chain of Command
226
The formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes
Authority
227
1. Authority is vested in organizational positions, not people. 2. Authority is accepted by subordinates. 3. Authority flows down the vertical hierarchy.
Authority-Responsibility-Delegation
228
T/F: Authority is vested in people, not organizational positions
FALSE
229
The ___________ argues that a manager has authority only if subordinates choose to accept his or her commands. If subordinates refuse to obey because the order is outside their zone of acceptance, a manager’s authority disappears.
Acceptance theory of authority
230
Is the flip side of authority; The duty to perform the task or activity as assigned
Responsibility
231
When managers have responsibility for task outcomes but little authority, the job is ________________
Possible but difficult
232
T/F: When managers have authority exceeding responsibility, they may become tyrants, using authority toward frivolous outcomes
TRUE
233
Is the mechanism by which authority and responsibility are brought to alignment
Accountability
234
Means that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command
Accountability
235
T/F: For organizations to function well, everyone needs to know what they are accountable for and accept the responsibility and authority for performing it
TRUE
236
Is the process managers use to transfer authority and responsibility to positions below them in the hierarchy.
Delegation
237
T/F: Most organizations today encourage managers to delegate authority to the lowest possible level to provide maximum flexibility to meet customer needs and adapt to the environment in clinical laboratories
TRUE
238
A form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates.
Line authority
239
A form of authority granted to staff specialists in their area of expertise.
Staff authority
240
The number of employees reporting to a supervisor; also called span of control / management ratio
Span of Management
241
A management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.
Tall structure
242
A management structure characterized by an overall broad span of control and relatively few hierarchical levels.
Flat structure
243
1. Work performed by subordinates is stable and routine.
2. Subordinates perform similar work tasks.
3. Subordinates are concentrated in a single location.
4. Subordinates are highly trained and need little direction in performing tasks.
5. Rules and procedures defining task activities are available.
6. Support systems and personnel are available for the manager.
7. Little time is required in nonsupervisory activities such as coordination with other departments or planning.
8. Managers’ personal preferences and styles favor a large span.
Factors contributing to less supervisor involvement and favor larger spans of control
244
Is a diagram (chart) that identifies the major operational units of an organization and their attending job position
Organizational Charts
245
It is the single most concise representation of the organization and provides an important means of managing and monitoring all its activities.
Organizational Charts
246
One position should have span of control of how many positions?
4-12
247
____ if functions are similar; ___ if functions are dissimilar
12; 4
248
It is the filling of positions in the organization through recruitment, selection, placement, promotion, appraisal, compensation, and training; Major management responsibility
Staffing
249
Who said that staffing is an efficient and effective selection,grouping and utilization of personnel
Koontz, O'Donnell, Heinz Weihrich
250
Is a written declaration of a given job position
Job Description
251
How do job description supplements organizational charts?
1. Providing definition to all position
2. Identify operational duties and responsibilities and
3. Salary classification and order to job performance
252
Represents the requirements for employment in a given job
Job Specification
253
It provides the organization with the personnel requirements considered to match most efficiently with the demands of each job
Job Specification
254
Job Title
Job Location
Job Summary
Reporting to working conditions
Job Duties
Machines to be used
Hazards
Job Description
255
Qualifications
Experience
Training
Skills
Responsibilities
Emotional Characteristics
Sensory Demands
Job Specification
256
The arbitrary but firmly established practice of eight-hour shifts serve as the usual method of dividing twenty-hour period
Work Schedule
257
The largest number of personnel are scheduled during __________
1st eight period
258
T/F: The fewest number of personnel are scheduled during the 1st eight period while the second and third shifts are staffed with more people
FALSE
259
One should strive for ____________ in every position so that at least two people know every job on every shift
Two Deepness
260
Which one is not a part of the basic rules of scheduling?
a. Provide two consecutive days off, except in the rare case where the individual prefers split days off
b. Post schedules at least three weeks in advance, even more if possible
c. Even within the possibilities, you cannot give the individual the shift he wants
d. No more than 5 consecutive working days for each individual
C
261
No more than ____ consecutive working days for each individual
5
262
Provide _____ consecutive days off, except in the rare case where the individual prefers split days off
2
263
Post schedules at least _______ weeks in advance, even more if possible
3
264
The location of decision authority near top organizational levels.
Centralization
265
The location of decision authority near lower organizational levels.
Decentralization
266
Greater change and uncertainty in the environment are usually associated with ___________.
Decentralization
267
T/F: The amount of centralization or decentralization should fit the firm’s strategy
TRUE
268
The basis on which individuals (positions) are grouped into departments and departments into the total organization.
Departmentalization
269
The grouping of positions into departments based on similar skills, expertise, and resource use.
Functional structure
270
An organization structure in which departments are grouped based on similar organizational outputs.
Divisional structure
271
An organization structure that uses functional and divisional chains of command simultaneously in the same part of the organization.
Matrix approach
272
A group of employees from various functional departments that meet as a team to resolve mutual problems.
Cross-functional teams
273
An organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization
Virtual network structure
274
The functional, divisional, and matrix are traditional approaches that rely on the _____________ to define departmental groupings and reporting relationships along the hierarchy.
Chain of command
275
T/F: Two innovative approaches are the use of functional and divisional networks, which have emerged to meet changing organizational needs in a turbulent global environment.
FALSE
276
Advantage: Efficient use of resources, economies of scale in-depth skill specialization and development. Top manager direction and control
Functional
277
Disadvantage: Poor communication across functional departments, Slow response to external changes, lagging innovation, Decisions concentrated at top of hierarchy, creating delay
Functional
278
Advantage: Fast response, flexibiltiy in unstable environment; Fosters concern for customer needs; Excellent coordination across functional departments
Divisional
279
Disadvantage: Duplication of resources across divisions; Less technical depth and specialization; Poor coordination across divisions
Divisional
280
Advantage: More efficient use of resources than single hierarchy; Flexibility, adaptability to changing environment; Interdisciplinary cooperation, expertise available to all divisions
Matrix
281
Disadvantage: Frustration and confusion from the dual chain of command; High conflict between two sides of the matrix; Many meetings, more discussion than action
Matrix
282
Advantage: Reduced barriers among departments, increased compromise; Shorter response time, quicker decisions; Better morale, enthusiasm from employee involvement
Team
283
Disadvanatage: Dual loyalties and conflict; Time and resources spent on meetings; Unplanned decentralization
Team
284
Advantage: Can draw on expertise worldwide; Highly flexible and responsive; Reduced overhead costs
Virtual network
285
Disadvanatage: Lack of control; weak boundaries; Greater demands on managers; Employee loyalty weakened
VIrtual network
286
The quality of collaboration across departments; The clinical laboratory needs systems to process information and enable communication among people in different departments and at different levels
Coordination
287
A temporary team or committee formed to solve a specific short- term problem involving several departments.
Task force
288
A person responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project.
Project manager
289
Is the process which an existing organization undergoes that brings about changes in the size and shape of the organization structure
Reorganization
290
Two main reasons for reorganization
Growth and Adaptation
291
The radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.
Reengineering
292
An organized group of related tasks and activities that work together to transform inputs into outputs and create value.
Process
