Unit 3 Organizing and Staffing the Laboratory Flashcards
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
It is the deployment of organizational resources in its efforts of achieving its short- and long-term goals
Organizing
Division of Labor; Well defined authorit- Responsibility Relationships; Coordination; Substitution of Personnel
Characteristic of Organization
T/F: When authority is delegated, responsibility is created
TRUE
Concepts of Organization
Herd Concept, Man to Man Concept, The Social Concept
“obey now, question later”; The subordinates follow the leader who yields exclusive power to decide and enforce unquestionable obedience in his subord
Herd Concept
The organization sees the individual working, in terms of direct personal relation with his superior
Man to Man Concept
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
The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated
Organization Structure
The visual representation of an organization’s structure
Organization Chart
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
An unbroken line of authority that links all individuals in the organization and specifies who reports to whom
Chain of Command
The formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes
Authority
- Authority is vested in organizational positions, not people. 2. Authority is accepted by subordinates. 3. Authority flows down the vertical hierarchy.
Authority-Responsibility-Delegation
T/F: Authority is vested in people, not organizational positions
FALSE
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
Is the flip side of authority; The duty to perform the task or activity as assigned
Responsibility
When managers have responsibility for task outcomes but little authority, the job is ________________
Possible but difficult
T/F: When managers have authority exceeding responsibility, they may become tyrants, using authority toward frivolous outcomes
TRUE
Is the mechanism by which authority and responsibility are brought to alignment
Accountability
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
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
Is the process managers use to transfer authority and responsibility to positions below them in the hierarchy.
Delegation
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
A form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates.
Line authority
A form of authority granted to staff specialists in their area of expertise.
Staff authority
The number of employees reporting to a supervisor; also called span of control / management ratio
Span of Management
A management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.
Tall structure
A management structure characterized by an overall broad span of control and relatively few hierarchical levels.
Flat structure
- Work performed by subordinates is stable and routine.
- Subordinates perform similar work tasks.
- Subordinates are concentrated in a single location.
- Subordinates are highly trained and need little direction in performing tasks.
- Rules and procedures defining task activities are available.
- Support systems and personnel are available for the manager.
- Little time is required in nonsupervisory activities such as coordination with other departments or planning.
- Managers’ personal preferences and styles favor a large span.
Factors contributing to less supervisor involvement and favor larger spans of control
Is a diagram (chart) that identifies the major operational units of an organization and their attending job position
Organizational Charts
It is the single most concise representation of the organization and provides an important means of managing and monitoring all its activities.
Organizational Charts
