Unit 3: Organizing and Staffing the Laboratory Flashcards
1
Q
It denotes an effort to divide total operations into size and type of units by which efficient and effective services are best assured and needs and weaknesses most easily identified
A
Organizing
2
Q
It is the deployment of organizational resources in its efforts of achieving its short- and long-term goals
A
Organizing
3
Q
What are the characteristics of organization?
A
- Division of labor
- Well–Defined Authority – Responsibility Relationships
- Coordination
- Substitution of personnel
4
Q
When authority is ____, responsibility is ______
A
delagetd ; created
5
Q
What is this concept of organization?
- “obey now, question later”
- The subordinates follow the leader who yields exclusive power to decide and enforce unquestionable obedience in his subordinates
A
Herd Concept
6
Q
What is this concept of organization?
The organization sees the individual working, in terms of direct personal relation with his superior
A
Man to man concept
7
Q
What is this concept of organization?
- The superior and subordinates are members of the team
- The relationship is no longer man to man but man to his group
A
The social concept
8
Q
It is the framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated
A
Organization structure
9
Q
It is the visual representation of an organization’s structure
A
Organization chart
10
Q
In the vertical structure, who are under the Vice President Accounting?
A
- Information Cneter
- Financial Analyst
- Chief Accountat
11
Q
In the vertical structure, who are under the Director Human Resource?
A
- Benefits Administrator
- Industrial Relations Manager
12
Q
In the vertical structure, who are under the Vice President Production?
A
- Maintenance Supervisor
- Quality Control Manager
- Botting Plant Super-Intendent
13
Q
In the vertical structure, who are under the Director Marketing?
A
- Mountain Religion Sales
- Midstate Sales
- Western Sales
14
Q
- It is 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
A
Work Specialization
15
Q
What are the sections under a Clinical Laboratory?
A
- Specimen collection & processing
- Hematology Department
- Chemistry Department
- Immunology & Immunohematology Department
- Microbiology Department
- Pathology Department
- Toxicology Department
16
Q
They are the ones who draw blood from the patient
A
Phlebotomist
17
Q
These are staff who route the specimens to different departments
A
Clerical staff
18
Q
They are the ones who perform blood tests, coagulation tests, & urinalysis
A
Medical technologists under Hematology Dept.
19
Q
They perform routine and special chemistry tests
A
Medical technologists under Chemistry Dept.
20
Q
They perform serology and blood bank tests
A
Medical technologists under Immunology & Immunohematology Dept.
21
Q
They detect and test viruses, bacteria, fungi, and parasites
A
Medical technologists under Microbiology Dept.
22
Q
________ examine cells and ________ examine tissues
A
Cytotechs & Histotechs under Pathology Dept.
23
Q
They test therapeutic drugs and drugs of abuse
A
Medical technologists under Toxicology Dept.
24
Q
It is an unbroken line of authority that links all individuals in the organization and specifies who reports to whom
A
Chain of Command
25
It is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes
Authority
26
# True or False
Authority is vested in **organizational positions**, not people
True
27
This theory 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
The Acceptance Theory of Authority
28
# True or False
Authority flows **down** the **vertical** hierarchy.
True
29
- It is the flip side of authority
- It is the duty to perform the task or activity as assigned
Responsibility
30
# True or False
When managers have **authority exceeding responsibility**, they may become **tyrants**, using authority toward frivolous outcomes
True
31
- It is the mechanism by which authority and responsibility are brought to alignment
- 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
32
It is the process managers use to transfer authority and responsibility to positions below them in the hierarchy
Delegation
33
34
# True or False
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 laboratorie
True
35
It is a form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates
Line Authority
36
It is a form of authority granted to staff specialists in their area of expertise
Staff Authority
37
It is the number of employees reporting to a supervisor; also called span of control / management ratio
Span of Management
38
It is a management structure characterized by an overall narrow span of management and a relatively **large number of hierarchical levels**
Tall Structure
39
It is a management structure characterized by an overall broad span of control and relatively **few hierarchical levels**.
Flat Structure
40
What are the factors contributing to less supervisor involvement and thus favor** larger spans of control**:
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
41
It is a diagram (chart) that identifies the major operational units of an organization and their attending job position
Organizational Charts
42
It is the single most concise representation of the organization and provides an important means of managing and monitoring all its activities.
## Footnote
It also provides the members an understanding of their station and how they relate to one another
Organizational Charts
43
One position should have span of control (direct
supervision) of ________ positions
4 -12
| 12 if functions are similar; 4 if functions are dissimilar
44
According to Koontz, O'Donnell and Heinz Weihrich:
- It is the filling of position in the organization
- identifying workforce requirements, inventorying the people available
- recruitment, selection, placement, promotion, appraisal, compensation, and training
Staffing
45
- It is a written declaration of a given job position
- Supplements the organizational charts by:
1. Providing definition to all position
2. Identify operational duties and responsibilities
3. Salary classification and order to job performance
Job Description
46
- It represents the requirements for employment in a given job
- It provides the organization with the personnel
requirements considered to match most efficiently with the demands of each job
Job Specification
47
The following are under of what job:
- Job Title
- Job Location
- Job Summary
- Reporting to
- Working conditions
- Job Duties
- Machines to be used
- Hazards
Job Description
48
The following are under of what job:
- Qualifications
- Experiences
- Training
- Skills
- Responsibilities
- Emotional Characteristics
- Sensory Demands
Job Specification
49
The arbitrary but firmly established practice of ____ shifts serve as the usual method of dividing twenty-hour period
8 hr
50
Because of request patterns, the **largest number of personnel** are scheduled during the ________ while the **second and third shifts** are staffed with **fewer people**
1st eight period
51
Whenever possible, one should strive for ________ in every position so that at least two people know every job on every shift
“two deepness”
52
# Basic rules of Scheduling
No more than ________ consecutive working days for each individual
5 consecutive days
53
# Basic rules of Scheduling
Provide ________ consecutive days off, except in the rare case where the individual prefers **split days off**
2 consecutive days off
54
# True or False
Within the possibilities, give the individual shift he wants
True
55
Post schedules at least ________ weeks in advance, even more if possible
at least 3 weeks in advance
56
It is the the location of decision authority near top organizational levels.
Centralization
57
It is the location of decision authority near lower organizational levels
Decentralization
58
It is the basis on which individuals (positions) are grouped into departments and departments into the total organization
Departmentalization
59
What are the factors that typically influence centralization vs. decentralization?
1. Greater change and uncertainty in the environment are usually associated with decentralization.
2. The amount of centralization or decentralization should fit the firm’s strategy
3. In times of crisis or risk of company failure, authority may be centralized at the top.
60
What are the different types of organizational structure?
1.Vertical function
2.Divisional
3.Matrix
4.Team-based
5.Network
61
It is the grouping of positions into departments based on similar skills, expertise, and resource use
Vertical Functional structure
62
It is an an organization structure in which departments are grouped based on similar organizational outputs
Divisional Structure
63
It is an organization structure that uses functional and divisional chains of command simultaneously in the same part of the organization
Matrix Approach
64
It is a group of employees from various functional departments that meet as a team to resolve mutual problems
Cross-functinal teams
65
It is an organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization.
Virtual Network Structure
66
The functional, divisional, and matrix are traditional approaches that rely on the ________ to define departmental groupings and reporting relationships along the hierarchy
Chain of Demand
67
It is a temporary team or committee formed to solve a specific short- term problem involving several departments
Task force
68
It is a person responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project
Project Manager
69
It is the process which an existing organization undergoes that brings about changes in the size and shape of the organization structure
Reorganization
70
What are the two main reasons for reorganization?
Growth & Adaptation
71
It is the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed
Reengineering
72
It is an organized group of related tasks and activities that work together to transform inputs into outputs and create value.
Process
