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[MT 6316] Laboratory Management > QUIZLET Unit 1: Introduction to Laboratory Management > Flashcards

QUIZLET Unit 1: Introduction to Laboratory Management Flashcards

1
Q

Defined management as the process of forecasting, planning, organizing, commanding, coordinating, and controlling (evaluating)

A

Henri Fayol

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2
Q

Enumerate the involved activities in management as defined by
Henry Fayol. (7)

A

Forecasting
Planning
Organizing
Coordinating
Controlling
Commanding
Evaluating

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3
Q

When did Henry Fayol define the concept of Management?

A

20th Century

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4
Q

He defined management as the social process of planning, coordinating, control, and motivation.

A

Edward Francis Leopold Brech

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5
Q

He defined management as the organizational direction based
on sound common sense (compromise), pride in the organization
and enthusiasm for its works.

A

Tom Peters

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6
Q

When did Tom Peters define management?

A

1980

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7
Q

It is the attainment of the organizational goals in an effective and
efficient manner through planning, organizing, staffing, directing
and controlling organizational resources.

A

Management

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8
Q

What are the 5 functions under management?

A
  • planning
  • organizing
  • staffing
  • directing
  • controlling organizational resources
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9
Q

True or False: Organization resources do not include men or
human beings. Only money, machine, and materials.

A

False

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10
Q

True or False: Success of the laboratory is based on how the staff
will be working in the laboratory.

A

True

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11
Q

Enumerate the 9 nature of management

A
  1. Management is universal
  2. Management is a social process
  3. Goal-oriented
  4. Science and Art
  5. Group Effort
  6. Intangible
  7. Required at all
  8. Separate from ownership
  9. Purposeful Activity
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12
Q

Managament is _____________ because it deals with accuracy
and precision.

A

Science

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13
Q

Management is ______ because creative thinking may be necessary.

A

Art

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14
Q

True or False: The owner of business establishment is the best
possible manager for the business since he/she knows the in’s
and out’s of the business.

A

False

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15
Q

Process of determining the organization’s objectives and deciding
how to accomplish them; activities to achieve the organization’s
objectives.

A

Planning

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16
Q

Examples for this include planning the schedule, materials, and
processes.

A

Planning

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17
Q

Structuring of resources and activities to accomplish objectives
efficiently and effectively; resources and activities to achieve the
organization’s objectives.

A

Organizing

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18
Q

This function is important to create synergy, establish line of
authority, improve communication, and improve competitiveness.

A

Organization

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19
Q

This function is important for recruiting, determining skills, motivating & training, and compensation levels.

A

Staffing

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19
Q

Hiring people to carry out the work of the organization; the organization with qualified people

A

Staffing

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20
Q

Elimination of significant numbers of employees; right sizing -
trimming of fat

A

Downsizing

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21
Q

This may occur through the assignment of regular employees to
another unit or regrouping in different sections.

A

Downsizing

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22
Q

Motivating and leading employees to achieve organizational objectives. Employees’ activities toward achievement of objectives.

A

Directing

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23
Q

This could come in the form of incentives (raise, promotion),
employee involvement (cost reduction, customer service, new
products), recognition and appreciation.

A

Motivation

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24
Q

The process of evaluating and correcting activities to keep organization on course.

A

Controlling

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25
Q

How can a manager control an organization? (2)

A

Quality Control
Standardizing

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26
Q

What are the five activities involved in controlling?

A
  1. Measure performance
  2. Compare with standard
  3. Identify deviation from standards
  4. Investigate the cause for deviations
  5. Take corrective action
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27
Q

Who takes charge of the management and oversees the activities
to achieve set goal or purpose?

A

Management

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28
Q

What are the three managerial roles?

A

Interpersonal
Informational
Decisional

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29
Q

Being a figurehead, leader, and liaison is part of what managerial
role?

A

Interpersonal

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30
Q

What is pertained to by the definition below:
Symbolic head; required to perform a number of routine duties of
a legal or social nature

A

Figurehead

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31
Q

A manager has roles in ceremonies status requests, solicitations.
This makes him/her a ____________.

A

Figurehead

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32
Q

What is pertained to by the definition below:
Responsible for the motivation and direction of subordinates

A

Leader

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33
Q

What is pertained to by the definition below:
Maintains a network of outside contacts who provide favors and
information

A

Liaison

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34
Q

This role of a manager involves acknowledgment of main external
board work.

A

Liaison

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35
Q

A manager being monitor-person, disseminator, and spokesperson are under what managerial role?

A

Informational Role

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36
Q

What is defined below:
Receives wide variety of information; serves as nerve center of internal and external information of the organization

A

Monitor

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37
Q

What is defined in the example below:
Handing all mail and contacts categorized as concerned primarily
with receiving information

A

Monitor

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38
Q

What is defined below:
Transmits information received from outsiders or other subordinates to members of the organization

A

Disseminator

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39
Q

What is defined in the example below:
Forwarding mail into organization for information purposes; verbal
contacts involving information flow to subordinates such as review
sessions

A

Disseminator

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40
Q

What is defined below:
Transmits information to outsiders on organizations plans, policies, actions, and results; serves as expert on organization’s
industry

A

Spokesperson

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41
Q

What is defined in the example below:
Board meeting; handling contacts involving transmission of information to outsiders

A

Spokesperson

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42
Q

Being an entrepreneur, disturbance handler, resource allocator,
and a negotiator is under what managerial role?

A

Decisional Role

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43
Q

What is defined below:
Searches organization and its environment for opportunities and
initiates projects to bring about change

A

Entrepreneur

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44
Q

What is defined in the example below:
Strategy and review sessions involving initiation or design of improvement projects

A

Entrepreneur

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45
Q

What is defined below:
Responsible for corrective action when organization faces important, unexpected disturbances

A

Disturbance Handler

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46
Q

What is defined in the example below:
Strategy and review sessions involving disturbances and crises

A

Disturbance Handler

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47
Q

What is defined below:
Making or approving significant organizational decisions

A

Resource allocator

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48
Q

What is defined in the example below:
Scheduling; requests for authorization; budgeting, the programming of subordinates work

A

Resource allocator

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49
Q

What is defined below:
Responsible for representing the organization at major negotiations

A

Negotiator

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50
Q

What is defined in the example below:
Contract negotiation

A

Contract negotiation

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51
Q

What are the three managerial skills?

A

Human
Technical
Conceptual

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51
Q

Among the three managerial skills, what is the hardest to manage?

A

Humans

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51
Q

What skill is described below:
Competent in a specialized area, analytical ability, and the ability
to use appropriate tools and techniques

A

Technical Skills

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52
Q

What skill is described below:
Understanding what is needed to get the job done; understanding
the physical operation; Hands-on activity with basic product or
process knowledge; producing the actual products a company is
designed to produce

A

Technical Skills

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52
Q

Phlebotomy and microscopy are what skills?

A

Technical Skills

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53
Q

What skill is described below:
An individuals’ ability to cooperate with other members of the
organization and work effectively in teams

A

Human Skills

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54
Q

Interpersonal relationships, solving people’s problems and acceptance of other employees are under what skill?

A

Human Skills

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54
Q

What skill is described below:
Ability of an individual to analyze complex situations and to rationally process and interpret available information.

A

Conceptual Skills

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54
Q

Idea generation and analytical process of information are under
what skill?

A

Conceptual Skills

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54
Q

What are the three levels of management?

A

Top Management
Middle Management
First-line/Supervisory Management

54
Q

The level of management responsible in making rules and regulations, strategic planning.

A

Top Management

54
Q

The President, Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operations Officer (COO), Pathologist (Head)
are under what level of management?

A

Top Management

54
Q

The level of management responsible for tactical planning and implementing general guidelines established by top management.

A

Middle Management

55
Q

A chief medical technology is under what level of management?

A

Middle Management

55
Q

The level of management that supervises workers and have direct
contact with the staff. They oversee daily operations while directing and controlling primary functions.

A

First-Line Management

55
Q

True or False: Section Heads are a part of the Middle Management.

A

False

56
Q

True or False: Micromanaging or analyzing every step is important
in management to prevent the staff from making mistakes.

A

False

57
Q

True or False: One must gather feedback first before making
decisions.

A

True

58
Q

True or False: When mistakes arise, the head of the laboratory is
to be blamed.

A

True

59
Q

Process of forecasting, planning, organizing, commanding, coordinating, and controlling

A

Management

60
Q

The social process of planning, coordination, control, and motivation

A

Management

61
Q

Organizational direction based on sound common sense, pride in
the organization and enthusiasm for its works

A

Management

61
Q

The attainment of organizational goals in an effective and efficient
manner through planning, organizing, staffing, directing and controlling organization resources

A

Management

62
Q

Who said this?
Management is the process of forecasting, planning, organizing,
commanding, coordinating, and controlling
A. A. Henri Fayol (20th Century)
B. E.F.L. Brech (Edward Francis Leopold Brech)
C. Tom Peters (1980)
D. None of the Above

A

Henri Fayol (20th Century)

63
Q

Who said this?
Management is the social process of planning, coordination, control, and motivation
A. Henri Fayol (20th Century)
B. E.F.L. Brech (Edward Francis Leopold Brech)
C. Tom Peters (1980)
D. None of the Above

A

E.F.L. Brech (Edward Francis Leopold Brech)

64
Q

Who said this?
Management is the organizational direction based on sound common sense, pride in the organization and enthusiasm for its works
A. Henri Fayol (20th Century)
B. E.F.L. Brech (Edward Francis Leopold Brech)
C. Tom Peters (1980)
D. None of the Above

A

Tom Peters (1980)

65
Q

Nature of Management:
Whatever aspect in your life, you apply management

A

Management is universal

66
Q

Nature of Management:
For an organization to work, we need teamwork.

People are being directed and evaluated by the manager for the
goal to be achieved and for a good output.

A

Management is a social process

67
Q

Nature of Management:
Management by Objective: Act as a guide in managing your institution

A

Goal-oriented

68
Q

Nature of Management:
precision and accuracy

A

Science

69
Q

Nature of Management:
Observable: timeliness of the results/order

A

Intangible

69
Q

Nature of Management:
creative thinking and mastery

A

Art

70
Q

Nature of Management:
Not all owners can be good managers

A

Separate from ownership

71
Q

Purposeful activity
Nature of Management:
Planning, Organizing, Directing, Controlling (Evaluating): basic
functions to attain goal

A

Purposeful activity

72
Q

Planning Activities to achieve the organization’s objectives

A

Planning

72
Q

Management Functions (5)

A

Management Functions
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Controlling

73
Q

Planning Process of determining the organization’s objective and deciding
how to accomplish the

A

Planning

74
Q

Example: Plan the schedule, materials, processes

A

Planning

75
Q

Resources and activities to achieve the organization’s objective

A

Organizing

76
Q

Structuring of resources and activities to accomplish objectives
efficiently and effectively

A

Organizing

77
Q

Importance:
- Creates synergy
- Establishes lines of authority
- Improves communication
- Improves competitiveness

A

Organizing

78
Q

Example: Organize the manpower

A

Organizing

79
Q

The organization with qualified people

A

Staffing

80
Q

Hiring people to carry out the work of the organization

A

Staffing

81
Q

Importance:
- Recruiting
- Determine skills
- Motivate and train
- Compensation levels

A

Staffing

82
Q

Elimination of significant numbers of employees
– Regular employees are assigned in another unit
– Regrouping in different sections

A

Downsizing

83
Q

Rightsizing, trimming the fat

A

Downsizing

84
Q

Motivating and leading employees to achieve organizational objectives

A

Directing

85
Q

Employees’ activities toward achievement of objectives.

A

Directing

86
Q

Motivation:
–Ë Incentives (raise, promotion)
–Ë Employee involvement (cost reduction, customer service, new products)
–Ë Recognition and appreciation

A

Directing

87
Q

The organization’s activities to keep it on course

A

Controlling

88
Q

Process of evaluating and correcting activities to keep organization on course.
– Standardizing
– Quality control

A

Controlling

89
Q

5 Activities:
- Measuring performance
- Comparing performance against standards
- Identifying deviations from standards
- Investigating cases of deviations
- Taking corrective action

A

Controlling

90
Q

Oversees the actvities to achieve set goal of purpose

A

Manager

91
Q

Takes charge of the management

A

Manager

92
Q

Characteristics of a Manager (6)

A

Characteristics of a Manager
* Possess well-defined goals
* Allocate resources according to priorities
* Make decisions, act upon them, and accept
responsibility for them (accountability)
* Willing to compromise (we might not get
what we want)
* Delegate and to depend on subordinates
* Self-motivated and self-controlled

93
Q

Characteristics of a Laboratory Manager (6)

A
  • Able to organize, plan, and communicate for effective use of
    resources
  • Maintain good relationship with others
  • Possess emotional maturity
  • Possess the internal resources to cope with frustration, disappointment, and stress
  • Able to praise oneself and one’s performance objectively, to
    admit to being wrong
  • Expect that one will keep on growing, improve one’s performance
    and continue to develop
94
Q

Manager’s Roles (3)

A
  • Interpersonal
  • Informational
  • Decisional
95
Q

Symbolic head, representatives of their organization, required to
perform a number of routine duties of a legal or social nature

A

Figurehead

96
Q

Example: Ceremonies status requests, solicitations

A

Figurehead

97
Q

Responsible for the motivation and direction of subordinates

A

Leader

98
Q

Maintains a network of outside contacts who provide favors and
information

A

Liaison

98
Q

Example: Virtually all managerial activities involving subordinate

A

Leader

99
Q

Example: Acknowledgment of main external board work

A

Liaison

100
Q

Interpersonal Roles (3)

A
  • Figurehead
  • Leader
  • Liaison
101
Q

Informational Roles (3)

A
  • Monitor
  • Disseminator
  • Spokesperson
102
Q

Receives with variety of information, serves as nerve center of
internal and external information of the organization

A

Monitor

103
Q

Example: Handing all mail and contacts categorized as concerned
primarily with receiving information

A

Monitor

104
Q

Transmits information received from outsiders or other subordinates to members of the organization

A

Disseminator

105
Q

Example: Forwarding mail into organization for information purposes; verbal contacts involving information flow to subordinates
such as review sessions

A

Disseminator

105
Q

Example: Board meeting; handling contacts involving transmission
of information to outsiders

A

Spokesperson

106
Q

Transmits information to outsiders on organizations plans, policies, actions, and results; serves as expert on organization’s industry

A

Spokesperson

107
Q

Decisional Roles (4)

A
  • Entrepreneur
  • Disturbance handler
  • Resource allocator
  • Negotiator
108
Q

Searches organization and its environment for opportunities and
initiates projects to bring about change

A

Entreprenuer

109
Q

Example: Strategy and review sessions involving initiation or design of improvement projects

A

Entrepreneur

110
Q

Responsible for corrective action when organization faces faces
important, unexpected disturbances

A

Disturbance handler

111
Q

Example: Strategy and review sessions involving disturbances
and crises

A

Disturbance handler

112
Q

Searches organization and its environment for opportunities and
initiates project to bring about change

A

Entrepreneur

113
Q

Making or approving significant organizational decisions

A

Resource allocator

114
Q

Example: Scheduling; requests for authorization; budgeting, the
programming of subordinates work

A

Resource allocator

115
Q

Responsible for representing the organization at major negotiations

A

Negotiator

115
Q

Example: Contract negotiatio

A

Negotiator

116
Q

Competent in a specialized area, analytical ability, and the ability
to use appropriate tools and techniques

A

Technical Skills

117
Q

Understanding what is needed to get the job done; understanding
the physical operation

A

Technical Skills

118
Q

Hands-on activity with basic product or process knowledge; producing the actual products a company is designed to produce

A

Technical Skills

118
Q

Hands-on activity with basic product or process knowledge; producing the actual products a company is designed to produce

A

Human Skills

119
Q

Example: Interpersonal relationships, solving people’s problems
and acceptance of other employees.

A

Human Skills

120
Q

Ability of an individual to analyze complex situations and to rationally process and interpret available information

A

Conceptual

121
Q

Idea generation and analytical process of information.

A

Conceptual

122
Q

Levels of Management (3)

A

Levels of Management
1. Top Management (Directors)
2. Middle Management
3. First-line/Supervisory Management

123
Q

Responsible in making rules and regulations, strategic planning

A

Top Management

124
Q

Examples:
Ë President
Ë Chief Executive Officer (CEO)
Ë Chief Financial Officer (CFO)
Ë Chief Operations Officer (COO)
Ë Pathologist (Head)

A

Top Management

125
Q

Responsible for tactical planning

A

Middle Management

126
Q

Implement general guidelines
established by top management

A

Middle Management

127
Q

Example:
Ë Chief Medical Technologist

A

Middle Management

128
Q

Management Supervise workers
Ë Have direct contact with the staff

A

First-line/Supervisory

129
Q

First-line/Supervisory

A

Oversee daily operation

130
Q

First-line/Supervisory

A

Directing and controlling primary functions

131
Q

First-line/Supervisory

A

Example:
– Section Head

132
Q

Indicators of lack of management skills (10)

A
  • Not listening while people are talking
  • Micromanaging
  • Focusing on the task and not the individual* Not enforcing
    standards
  • Lack of effective communication of expectations
  • Ineffective feedback, positive and negative* Communicating on
    a need to know basisonly
  • Making decision, then asking for feedback
  • Passing the buck
  • No sense of humor
133
Q

–Backseat driver
–Criticize every little step

A

Micro managing

[MT 6316] Laboratory Management (9 decks)

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