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[MT 6316] Laboratory Management > Unit 1 > Flashcards

Unit 1 Flashcards

1
Q

Management Function:

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

  • planning
  • organizing
  • staffing
  • directing
  • controlling
A

Planning

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2
Q

Management Function:

Structuring of resources & activities to accomplish objectives efficiently & effectively.

  • planning
  • organizing
  • staffing
  • directing
  • controlling
A

organizing

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3
Q

Management Function:

Structuring of resources & activities to accomplish objectives efficiently & effectively.

  • planning
  • organizing
  • staffing
  • directing
  • controlling
A

organizing

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4
Q

Management Function:

● Creates synergy
● Establishes lines of authority
● Improves communication
● Improves competitiveness

  • planning
  • organizing
  • staffing
  • directing
  • controlling
A

organizing

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5
Q

Management Function:

● Hiring people to carry out the work of the organization.

  • planning
  • organizing
  • staffing
  • directing
  • controlling
A

staffing

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6
Q

Management Function:

● Recruiting, Determine skills, Motivate & train, Compensation levels

  • planning
  • organizing
  • staffing
  • directing
  • controlling
A

staffing

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7
Q

Management Function:

● Measuring performance,
● Comparing performance against standards
● Identifying deviations from standards, Investigating causes of deviations
● Taking corrective action

  • planning
  • organizing
  • staffing
  • directing
  • controlling
  • downsizing
A

controlling

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8
Q

• Incentives(raise,promotion)
• Employeeinvolvement(costreduction,customer service, new products)
• Recognitionandappreciation

  • planning
  • organizing
  • staffing
  • directing
  • controlling
  • downsizing
A

directing — motivation

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9
Q

Management Function:

● Motivating and leading employees to achieve organizational objectives.

  • planning
  • organizing
  • staffing
  • directing
  • controlling
  • downsizing
A

directig

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10
Q

Takes charge of the maagement

A

Manager

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11
Q

Oversees the activities to achieve set goal or purpose

A

Manager

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12
Q

6 CHARACTERISTICS OF A MANAGER:

A
  • Self-motivated and self controlled
  • Possess well- defined goals
  • Allocate resources according to priorities
  • Allocate resources according to priorities
  • Willing to compromise
  • Delegate and to depend on subordinates
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13
Q

This is a characteristics of a what:

  • Self-motivated and self controlled
  • Possess well- defined goals
  • Allocate resources according to priorities
  • Allocate resources according to priorities
  • Willing to compromise
  • Delegate and to depend on subordinates

Manager or Laboratory Manager

A

Manager

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14
Q

6 Characteristics of a Laboratory Manager

A
  • Able to organize, plan, and communicate for effective use of resources
  • Maintain good relationship with others
  • Possess emotional maturity
  • And the internal resources to cope with frustration, disappointment,& stress
  • Be able to appraise 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
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15
Q
  • Able to organize, plan, and communicate for effective use of resources
  • Maintain good relationship with others
  • Possess emotional maturity
  • And the internal resources to cope with frustration, disappointment,& stress
  • Be able to appraise 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

What Characteristics is this?

Manager or Laboratory Manager

A

Laboratory Manager

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16
Q

3 Manager’s Roles

A
  1. Interpersonal
  2. Informational
  3. Decisional
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17
Q

3 Levels of Management

A
  1. Top Management
  2. Middle Management
  3. First-line/Supervisory management
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18
Q

What Levels of Management is this
• President
• Chief Executive Officer (CEO)
• Chief financial officer (CFO)
• Chief operations officer (COO)

  1. Top Management
  2. Middle Management
  3. First-line/Supervisory management
A

Top management

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19
Q

What Levels of Management is this:
Responsible for tactical planning
Implement general guidelines established by top management

  • Top management
  • Middle Management
  • First-line/supervisory management
A

Middle Management

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20
Q

What Level of management is this:
• Supervise workers
• Oversee daily operations
• Directing and controlling primary functions

  • Top management
  • Middle Management
  • First-line/supervisory management
A

First-line/supervisory management

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21
Q

Roles:
How we develop, appreciate relationship with others

  • informational
  • interpersonal
  • decisional
A

Interpersonal

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22
Q

Interpersonal Roles:

Symbolic head, number of routine duties of a legal or social nature

  • Figurehead
  • Leader
  • Liaison
A

Figurehead

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23
Q

Interpersonal Roles:

Example - Ceremonies statues request

  • Figurehead
  • Leader
  • Liaison
A

Figurehead

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24
Q

Interpersonal Roles:

Example - Solicitation

  • Figurehead
  • Leader
  • Liaison
A

Figurehead

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25
Q

Interpersonal Roles:

Responsible for motivation and direction of subordinates

  • Figurehead
  • Leader
  • Liaison
A

Leader

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26
Q

Interpersonal Roles:

Example - Virtually all managerial activities involving subordinates

A

Leader

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27
Q

Interpersonal Roles:

Maintains a network of outside contacts who provide favors and information

A

Liaison

[Outsider information to the Organization]

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28
Q

Interpersonal Roles:

Example - Acknowledgement of mail external board work

A

Liaison

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29
Q

What are the 3 Interpersonal

A
  1. Figurehead
  2. Leader
  3. Liaison
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30
Q

Roles:
Delegating tasks

  • informational
  • interpersonal
  • decisional
A

Informational

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31
Q

Information Role:

Serves as nerve center of internal and external information of the organization

  • Monitor
  • Disseminator
  • Spokesperson
A

Monitor

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32
Q

Information Role:

Receives wide variety of information

  • Monitor
  • Disseminator
  • Spokesperson
A

Monitor

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33
Q

Information Role:

Example - Handling all mail and contact categorized primarily with receiving information

  • Monitor
  • Disseminator
  • Spokesperson
A

Monitor

34
Q

Information Role:

Transmits information received from outsider or other subordinates to member of the organization

  • Monitor
  • Disseminator
  • Spokesperson
A

Disseminator

35
Q

Information Role:

Example - Forwarding mail into organization for information purposes

  • Monitor
  • Disseminator
  • Spokesperson
A

Disseminator

36
Q

Information Role:

Example - Verbal contacts involving information flow to subordinates such as review sessions

  • Monitor
  • Disseminator
  • Spokesperson
A

Disseminator

37
Q

Information Role:

Transmits information to outsiders on organizations plans, policies, and results

  • Monitor
  • Disseminator
  • Spokesperson
A

Spokesperson

38
Q

Information Role:

Example - Board meeting

  • monitor
  • disseminator
  • Spokesperson
A

Spokesperson

39
Q

Information Role:

Example - Handling contacts involving transmission to outsiders

  • monitor
  • disseminator
  • Spokesperson
A

Spokesperson

40
Q

What are the 3 Informational Roles

A
  1. Monitor
  2. Disseminator
  3. Spokesperson
41
Q

Roles:
Knowing where to put goals and focus on

  • informational
  • interpersonal
  • decisional
A

Decisional

42
Q

Decisional Roles:

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

  • Entrepreneur
  • Disturbance handler
  • Resource allocator
  • Negotiator
A

Entrepreneur

43
Q

Decisional Roles:

Strategy and review sessions involving initiation or design of improvement projects

  • Entrepreneur
  • Disturbance handler
  • Resource allocator
  • Negotiator
A

Entrepreneur

44
Q

Decisional Roles:

Responsible for corrective action facing unexpected disturbance

  • Entrepreneur
  • Disturbance handler
  • Resource allocator
  • Negotiator
A

Disturbance handler

45
Q

Decisional Roles:

Example - Strategy and review sessions involving disturbances and crises

  • Entrepreneur
  • Disturbance handler
  • Resource allocator
  • Negotiator
A

Disturbance handler

46
Q

Decisional Roles:

Making or approving significant organizational decisions

  • Entrepreneur
  • Disturbance handler
  • Resource allocator
  • Negotiator
A

Resource allocator

47
Q

Decisional Roles:

Example - Scheduling

  • Entrepreneur
  • Disturbance handler
  • Resource allocator
  • Negotiator
A

Resource allocator

48
Q

Decisional Roles:

Example - Request for authorization budgeting

  • Entrepreneur
  • Disturbance handler
  • Resource allocator
  • Negotiator
A

Resource allocator

49
Q

Decisional Roles:

Example - Programming of subordinates work

  • Entrepreneur
  • Disturbance handler
  • Resource allocator
  • Negotiator
A

Resource allocator

50
Q

Decisional Roles:

Responsible for representing the organization at major negotiations

  • Entrepreneur
  • Disturbance handler
  • Resource allocator
  • Negotiator
A

Negotiator

51
Q

Decisional Roles:

Example - Contact negotiation

  • Entrepreneur
  • Disturbance handler
  • Resource allocator
  • Negotiator
A

Negotiator

52
Q

What are the 4 Decisional Roles

A
  1. Entrepreneur
  2. Disturbance handler
  3. Resource allocator
  4. Negotiator
53
Q

What are the 3 Managerial Skills

A
  1. Technical Skills
  2. Human Skills
  3. Conceptual Skills
54
Q

Skills:

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

  • TECHNICAL SKILLS
  • HUMAN SKILLS
  • CONCEPTUAL SKILLS
A

Technical Skills

55
Q

Skills:

Are the knowledge and capabilities to perform specialized tasks

  • TECHNICAL SKILLS
  • HUMAN SKILLS
  • CONCEPTUAL SKILLS
A

Technical Skills

56
Q

Skills:

An individual’s ability to cooperate with other members of the organization and work effectively in teams

  • TECHNICAL SKILLS
  • HUMAN SKILLS
  • CONCEPTUAL SKILLS
A

Human Skills

57
Q

Skills:

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

  • TECHNICAL SKILLS
  • HUMAN SKILLS
  • CONCEPTUAL SKILLS
A

Conceptual Skills

58
Q

What are the 3 levels of Management

A
  1. Top management
  2. Middle management
  3. First-line or supervisory management
59
Q

This level of management consist of the president, CEO, CFO, and COO

A

Top Management

60
Q

This level of management make decisions regarding the firms long-run objectives

A

Top Management

61
Q

This level of management is responsible for TACTICAL planning

A

Middle Management

62
Q

This level of management implements general guidelines establish by top management

A

Middle Management

63
Q

This level of management is often responsible for the firm’s short term decisions

A

Middle Management

64
Q

This level of management are supervise workers that oversee daily operations

A

First-line or Supervisory Management

65
Q

This level of management directs and controls primary functions

A

First-line or Supervisory Management

66
Q

Indicators of Lack of Management Skills:

Poor leaders don’t set aside time to actively listen
to their people

A

Not listening while people are talking

67
Q

Indicators of Lack of Management Skills:

Spending all the time checking up on what others
are doing

A

Micromanaging

68
Q

Indicators of Lack of Management Skills:

Manager who was only interested in getting the
job done but disregard the individuals’
involvement in helping achieve said task

A

Indicators of Lack of Management Skills:

Focusing on the task and not the individuals

69
Q

Indicators of Lack of Management Skills:

This sends the message that the standards are
not important or relevant

A

Not enforcing standards

70
Q

Indicators of Lack of Management Skills:

Leader paints a clear picture of exactly what is
expected of their people and helps create the
environment to allow them the best chance of
success.

A

Lack of effective communication of expectations

71
Q

Indicators of Lack of Management Skills:

The ______ should be presented in a constructive, objective and calm manner, to help people grow and improve

A

Ineffective feedback – positive and negative

72
Q

Indicators of Lack of Management Skills:

If plans and other areas of the business are
treated as secrets not to be shared with other
departments

A

Communicating on a need to know basis only

73
Q

Indicators of Lack of Management Skills:

Leaders that believe they need to be the one to
have all the answers and all decisions need to be
made at the top and then handed down to the
employees

A

Making decision and then asking for feedback

74
Q

Indicators of Lack of Management Skills:

Poor Leaders look to point the finger of blame
away from them for anything that went wrong!

A

Passing the buck

75
Q

Indicators of Lack of Management Skills:

A _________ is a vital element in the makeup of successful Leaders.

A

Sense of humor

76
Q

Who said:
Process of forecasting, planning, organizing,
commanding, coordinating, and controlling

A

Henri Fayol [20th century]

77
Q

Who said:
The social process of planning, coordination,
control, and motivation

A

Edward Francil Leopoid

78
Q

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

A

Tom Peters (1980)

79
Q

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

A

Management

80
Q

What are the 4 Organizational Resources

A
  1. Men
  2. Money
  3. Machines
  4. Materials
81
Q

9 Nature of Management

A
  1. Management is universal
  2. Management, social process
  3. Goal Oriented
  4. Science & Art
  5. Group Effort
  6. Intangible
  7. Required at all level
  8. Separate from ownership
  9. Purposeful activity

[MT 6316] Laboratory Management (9 decks)

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