QUIZLET Unit 1: Introduction to Laboratory Management Flashcards
(152 cards)
1
Q
Defined management as the process of forecasting, planning, organizing, commanding, coordinating, and controlling (evaluating)
A
Henri Fayol
2
Q
Enumerate the involved activities in management as defined by
Henry Fayol. (7)
A
Forecasting
Planning
Organizing
Coordinating
Controlling
Commanding
Evaluating
3
Q
When did Henry Fayol define the concept of Management?
A
20th Century
4
Q
He defined management as the social process of planning, coordinating, control, and motivation.
A
Edward Francis Leopold Brech
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
6
Q
When did Tom Peters define management?
A
1980
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
8
Q
What are the 5 functions under management?
A
- planning
- organizing
- staffing
- directing
- controlling organizational resources
9
Q
True or False: Organization resources do not include men or
human beings. Only money, machine, and materials.
A
False
10
Q
True or False: Success of the laboratory is based on how the staff
will be working in the laboratory.
A
True
11
Q
Enumerate the 9 nature of management
A
- Management is universal
- Management is a social process
- Goal-oriented
- Science and Art
- Group Effort
- Intangible
- Required at all
- Separate from ownership
- Purposeful Activity
12
Q
Managament is _____________ because it deals with accuracy
and precision.
A
Science
13
Q
Management is ______ because creative thinking may be necessary.
A
Art
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
15
Q
Process of determining the organization’s objectives and deciding
how to accomplish them; activities to achieve the organization’s
objectives.
A
Planning
16
Q
Examples for this include planning the schedule, materials, and
processes.
A
Planning
17
Q
Structuring of resources and activities to accomplish objectives
efficiently and effectively; resources and activities to achieve the
organization’s objectives.
A
Organizing
18
Q
This function is important to create synergy, establish line of
authority, improve communication, and improve competitiveness.
A
Organization
19
Q
This function is important for recruiting, determining skills, motivating & training, and compensation levels.
A
Staffing
19
Q
Hiring people to carry out the work of the organization; the organization with qualified people
A
Staffing
20
Q
Elimination of significant numbers of employees; right sizing -
trimming of fat
A
Downsizing
21
Q
This may occur through the assignment of regular employees to
another unit or regrouping in different sections.
A
Downsizing
22
Q
Motivating and leading employees to achieve organizational objectives. Employees’ activities toward achievement of objectives.
A
Directing
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
24
The process of evaluating and correcting activities to keep organization on course.
Controlling
25
How can a manager control an organization? (2)
Quality Control
Standardizing
26
What are the five activities involved in controlling?
1. Measure performance
2. Compare with standard
3. Identify deviation from standards
4. Investigate the cause for deviations
5. Take corrective action
27
Who takes charge of the management and oversees the activities
to achieve set goal or purpose?
Management
28
What are the three managerial roles?
Interpersonal
Informational
Decisional
29
Being a figurehead, leader, and liaison is part of what managerial
role?
Interpersonal
30
What is pertained to by the definition below:
Symbolic head; required to perform a number of routine duties of
a legal or social nature
Figurehead
31
A manager has roles in ceremonies status requests, solicitations.
This makes him/her a ____________.
Figurehead
32
What is pertained to by the definition below:
Responsible for the motivation and direction of subordinates
Leader
33
What is pertained to by the definition below:
Maintains a network of outside contacts who provide favors and
information
Liaison
34
This role of a manager involves acknowledgment of main external
board work.
Liaison
35
A manager being monitor-person, disseminator, and spokesperson are under what managerial role?
Informational Role
36
What is defined below:
Receives wide variety of information; serves as nerve center of internal and external information of the organization
Monitor
37
What is defined in the example below:
Handing all mail and contacts categorized as concerned primarily
with receiving information
Monitor
38
What is defined below:
Transmits information received from outsiders or other subordinates to members of the organization
Disseminator
39
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
Disseminator
40
What is defined below:
Transmits information to outsiders on organizations plans, policies, actions, and results; serves as expert on organization's
industry
Spokesperson
41
What is defined in the example below:
Board meeting; handling contacts involving transmission of information to outsiders
Spokesperson
42
Being an entrepreneur, disturbance handler, resource allocator,
and a negotiator is under what managerial role?
Decisional Role
43
What is defined below:
Searches organization and its environment for opportunities and
initiates projects to bring about change
Entrepreneur
44
What is defined in the example below:
Strategy and review sessions involving initiation or design of improvement projects
Entrepreneur
45
What is defined below:
Responsible for corrective action when organization faces important, unexpected disturbances
Disturbance Handler
46
What is defined in the example below:
Strategy and review sessions involving disturbances and crises
Disturbance Handler
47
What is defined below:
Making or approving significant organizational decisions
Resource allocator
48
What is defined in the example below:
Scheduling; requests for authorization; budgeting, the programming of subordinates work
Resource allocator
49
What is defined below:
Responsible for representing the organization at major negotiations
Negotiator
50
What is defined in the example below:
Contract negotiation
Contract negotiation
51
What are the three managerial skills?
Human
Technical
Conceptual
51
Among the three managerial skills, what is the hardest to manage?
Humans
51
What skill is described below:
Competent in a specialized area, analytical ability, and the ability
to use appropriate tools and techniques
Technical Skills
52
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
Technical Skills
52
Phlebotomy and microscopy are what skills?
Technical Skills
53
What skill is described below:
An individuals' ability to cooperate with other members of the
organization and work effectively in teams
Human Skills
54
Interpersonal relationships, solving people's problems and acceptance of other employees are under what skill?
Human Skills
54
What skill is described below:
Ability of an individual to analyze complex situations and to rationally process and interpret available information.
Conceptual Skills
54
Idea generation and analytical process of information are under
what skill?
Conceptual Skills
54
What are the three levels of management?
Top Management
Middle Management
First-line/Supervisory Management
54
The level of management responsible in making rules and regulations, strategic planning.
Top Management
54
The President, Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operations Officer (COO), Pathologist (Head)
are under what level of management?
Top Management
54
The level of management responsible for tactical planning and implementing general guidelines established by top management.
Middle Management
55
A chief medical technology is under what level of management?
Middle Management
55
The level of management that supervises workers and have direct
contact with the staff. They oversee daily operations while directing and controlling primary functions.
First-Line Management
55
True or False: Section Heads are a part of the Middle Management.
False
56
True or False: Micromanaging or analyzing every step is important
in management to prevent the staff from making mistakes.
False
57
True or False: One must gather feedback first before making
decisions.
True
58
True or False: When mistakes arise, the head of the laboratory is
to be blamed.
True
59
Process of forecasting, planning, organizing, commanding, coordinating, and controlling
Management
60
The social process of planning, coordination, control, and motivation
Management
61
Organizational direction based on sound common sense, pride in
the organization and enthusiasm for its works
Management
61
The attainment of organizational goals in an effective and efficient
manner through planning, organizing, staffing, directing and controlling organization resources
Management
62
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
Henri Fayol (20th Century)
63
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
E.F.L. Brech (Edward Francis Leopold Brech)
64
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
Tom Peters (1980)
65
Nature of Management:
Whatever aspect in your life, you apply management
Management is universal
66
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.
Management is a social process
67
Nature of Management:
Management by Objective: Act as a guide in managing your institution
Goal-oriented
68
Nature of Management:
precision and accuracy
Science
69
Nature of Management:
Observable: timeliness of the results/order
Intangible
69
Nature of Management:
creative thinking and mastery
Art
70
Nature of Management:
Not all owners can be good managers
Separate from ownership
71
Purposeful activity
Nature of Management:
Planning, Organizing, Directing, Controlling (Evaluating): basic
functions to attain goal
Purposeful activity
72
Planning Activities to achieve the organization's objectives
Planning
72
Management Functions (5)
Management Functions
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Controlling
73
Planning Process of determining the organization's objective and deciding
how to accomplish the
Planning
74
Example: Plan the schedule, materials, processes
Planning
75
Resources and activities to achieve the organization's objective
Organizing
76
Structuring of resources and activities to accomplish objectives
efficiently and effectively
Organizing
77
Importance:
- Creates synergy
- Establishes lines of authority
- Improves communication
- Improves competitiveness
Organizing
78
Example: Organize the manpower
Organizing
79
The organization with qualified people
Staffing
80
Hiring people to carry out the work of the organization
Staffing
81
Importance:
- Recruiting
- Determine skills
- Motivate and train
- Compensation levels
Staffing
82
Elimination of significant numbers of employees
-- Regular employees are assigned in another unit
-- Regrouping in different sections
Downsizing
83
Rightsizing, trimming the fat
Downsizing
84
Motivating and leading employees to achieve organizational objectives
Directing
85
Employees' activities toward achievement of objectives.
Directing
86
Motivation:
--Ë Incentives (raise, promotion)
--Ë Employee involvement (cost reduction, customer service, new products)
--Ë Recognition and appreciation
Directing
87
The organization's activities to keep it on course
Controlling
88
Process of evaluating and correcting activities to keep organization on course.
-- Standardizing
-- Quality control
Controlling
89
5 Activities:
- Measuring performance
- Comparing performance against standards
- Identifying deviations from standards
- Investigating cases of deviations
- Taking corrective action
Controlling
90
Oversees the actvities to achieve set goal of purpose
Manager
91
Takes charge of the management
Manager
92
Characteristics of a Manager (6)
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
Characteristics of a Laboratory Manager (6)
* 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
Manager's Roles (3)
- Interpersonal
- Informational
- Decisional
95
Symbolic head, representatives of their organization, required to
perform a number of routine duties of a legal or social nature
Figurehead
96
Example: Ceremonies status requests, solicitations
Figurehead
97
Responsible for the motivation and direction of subordinates
Leader
98
Maintains a network of outside contacts who provide favors and
information
Liaison
98
Example: Virtually all managerial activities involving subordinate
Leader
99
Example: Acknowledgment of main external board work
Liaison
100
Interpersonal Roles (3)
- Figurehead
- Leader
- Liaison
101
Informational Roles (3)
- Monitor
- Disseminator
- Spokesperson
102
Receives with variety of information, serves as nerve center of
internal and external information of the organization
Monitor
103
Example: Handing all mail and contacts categorized as concerned
primarily with receiving information
Monitor
104
Transmits information received from outsiders or other subordinates to members of the organization
Disseminator
105
Example: Forwarding mail into organization for information purposes; verbal contacts involving information flow to subordinates
such as review sessions
Disseminator
105
Example: Board meeting; handling contacts involving transmission
of information to outsiders
Spokesperson
106
Transmits information to outsiders on organizations plans, policies, actions, and results; serves as expert on organization's industry
Spokesperson
107
Decisional Roles (4)
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator
108
Searches organization and its environment for opportunities and
initiates projects to bring about change
Entreprenuer
109
Example: Strategy and review sessions involving initiation or design of improvement projects
Entrepreneur
110
Responsible for corrective action when organization faces faces
important, unexpected disturbances
Disturbance handler
111
Example: Strategy and review sessions involving disturbances
and crises
Disturbance handler
112
Searches organization and its environment for opportunities and
initiates project to bring about change
Entrepreneur
113
Making or approving significant organizational decisions
Resource allocator
114
Example: Scheduling; requests for authorization; budgeting, the
programming of subordinates work
Resource allocator
115
Responsible for representing the organization at major negotiations
Negotiator
115
Example: Contract negotiatio
Negotiator
116
Competent in a specialized area, analytical ability, and the ability
to use appropriate tools and techniques
Technical Skills
117
Understanding what is needed to get the job done; understanding
the physical operation
Technical Skills
118
Hands-on activity with basic product or process knowledge; producing the actual products a company is designed to produce
Technical Skills
118
Hands-on activity with basic product or process knowledge; producing the actual products a company is designed to produce
Human Skills
119
Example: Interpersonal relationships, solving people's problems
and acceptance of other employees.
Human Skills
120
Ability of an individual to analyze complex situations and to rationally process and interpret available information
Conceptual
121
Idea generation and analytical process of information.
Conceptual
122
Levels of Management (3)
Levels of Management
1. Top Management (Directors)
2. Middle Management
3. First-line/Supervisory Management
123
Responsible in making rules and regulations, strategic planning
Top Management
124
Examples:
Ë President
Ë Chief Executive Officer (CEO)
Ë Chief Financial Officer (CFO)
Ë Chief Operations Officer (COO)
Ë Pathologist (Head)
Top Management
125
Responsible for tactical planning
Middle Management
126
Implement general guidelines
established by top management
Middle Management
127
Example:
Ë Chief Medical Technologist
Middle Management
128
Management Supervise workers
Ë Have direct contact with the staff
First-line/Supervisory
129
First-line/Supervisory
Oversee daily operation
130
First-line/Supervisory
Directing and controlling primary functions
131
First-line/Supervisory
Example:
-- Section Head
132
Indicators of lack of management skills (10)
* 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
--Backseat driver
--Criticize every little step
Micro managing
