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LABMAN > Week 2: Leadership and Management > Flashcards

Week 2: Leadership and Management Flashcards

1
Q

An ongoing process that seeks to achieve objectives of an organization in the most efficient ways possible.

A

MANAGEMENT

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2
Q

A process by which a person influences others to accomplish an objective and directs an organization.

A

LEADERSHIP

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3
Q

A process whereby an individual influences a group of individuals to achieve a common goal.

A

LEADERSHIP

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4
Q

He/she takes the lead and directs the particular organization towards the desired objectives or goals.

A

LEADER

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5
Q

Both a research area and a practical skill encompassing the ability of an individual or organization to “lead” other individuals, teams, or the entire organization.

A

LEADERSHIP

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6
Q

Depending on the complexity of the functions of the laboratory, it can be either headed by the _______ or ________

A

Laboratory Director or Pathologist

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7
Q

Under that is the different consultants heading each section.

A

Laboratory Director or Pathologist

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8
Q

Laboratory manager is synonymous to

A

Chief Medical Technologist

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9
Q

oversees the quality aspects of the laboratory, and ensures that the laboratory is functioning in accordance to the set standards.

A

Quality manager

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10
Q

supervisors heading each section. Directly supervise the medical technologists in the section

A

Technical managers

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11
Q

TRUE OR FALSE

Depending on the capacity of the blood bank, it can either be integrated in the laboratory as a typical section or if the blood bank handles complex procedures and has a voluminous load, it can have a separate laboratory manager.

A

TRUE

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12
Q

“Leaders aren’t born, they are made. And they are made just like anything else, through hard work. And that’s the price we have to pay to achieve that goal, or any goal.”

This is a quote by?

A

Vince Lombardi

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13
Q

They set goals; and for us to achieve that goal, we have to work hard and with our teammates.

A

LEADERS

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14
Q

Theories that studies the qualities of good leaders.

A

LEADERSHIP THEORY

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15
Q

Some of the leadership aspects include:

A

1 Personality traits of an individual;
2 Actions;
3 Environment
4 Situation;
5 Decision-making process;
6 How input is received;
7 How relationships are maintained.

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16
Q

TRUE OR FALSE

For an organization to thrive, there should be congruence or harmony among the members of the organization.

A

TRUE

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17
Q

MODIFIED TRUE OR FALSE

Conflicts should be left unchecked; and should not be resolved.

A

FALSE

Conflicts should be resolved; should not be left unchecked.

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18
Q

Proponent of the authoritarian, democratic, or laissez-faire leadership styles.

A

Lewin

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19
Q

Proponent of transformational leadership style.

A

Bass

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20
Q
  • States that excellent leaders are born and not developed.
  • Popular concept in the 19th century which states that
    leadership is an inherent quality.
    o This type of leader often possesses the natural attributes
    of intelligence, courage, confidence, intuition, and charm
    among others.
A

GREAT MAN THEORY

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21
Q
  • This theory states that certain natural qualities of an
    individual tend to create good leaders.
    o Having certain qualities does not necessarily mean that
    someone has strong leadership skills.
    o However, there are some leaders that may be excellent
    listeners or communicators.
A

TRAIT THEORY

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22
Q

MODIFIED TRUE OR FALSE

EVERY listener or communicator makes an excellent leader.

A

FALSE, NOT EVERY

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23
Q
  • This focuses on the environment rather than natural
    abilities,
    which shapes a person into a leader.
  • One of the key concepts of the behavioral theory is
    conditioning.
    o It states that a person would be more likely to act or lead
    in a certain style as a result of the environment responses
    or behavior.
A

BEHAVIORAL THEORY

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24
Q
  • Studies leadership as a system of rewards and penalties.
    o Uses effective leadership; hierarchical.
  • Prioritizes order and structure
    over creativity.
A

TRANSACTIONAL OR MANAGEMENT THEORY

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25
Q
  • Studies effective leadership as a result of a positive
    relationship between leaders and team members.
  • Motivate and inspire their members or subordinates
    through their enthusiasm and passion.o A model for their teams; hold themselves to the same
    standards as they expect others.o Serve as examples to their team members.
A

TRANSFORMATIONAL OR RELATIONSHIP THEORY

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26
Q
  • Does not relate to a certain type of leaders or claim which
    leadership style is the best.
  • Argues that the best kind of leader is the one who is able to
    adapt his/her style based on the situation.
  • This type of leader may respond to a situation by
    commanding, coaching, persuading, participating in a
    discussion or debate, brainstorming, delegating, or by
    empowering team members.o This type of leader is flexible.
A

SITUATIONAL THEORY

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27
Q
  • The way a leader approaches managing team members.
  • Were formally developed as a result of studies on leadership
    theory, and each style includes distinct qualities.
A

LEADERSHIP STYLES

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28
Q

TRUE OR FALSE

Each Leadership Style has evolved through time

A

TRUE

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29
Q

What kind of Leadership Style is this?

  • Defined by a top-down approach when it comes to all
    decision-making, procedures, and policies within an
    organization.
  • Somewhat synonymous to dictatorship; only composed of
    one head and all decisions comes from that particular
    leader.
A

AUTOCRATIC OR AUTHORITARIAN

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30
Q

These are Pros to what Leadership Style?

o Can be efficient, especially when it comes to decision-
making
o Keeps teams cohesive and consistent since one person is
taking charge.
o May make everyone’s individual roles clearer since they’ll be
delegated specific duties and won’t be encouraged to step
outside of that role.

A

AUTOCRATIC OR AUTHORITARIAN

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31
Q

These are Cons to what Leadership Style?

o Can stifle creativity, collaboration, and innovation.
o Doesn’t lead to diversity in thought.
o May lead to disengaged individuals and teams who feel like
they don’t have a voice.
o Doesn’t allow any room for mentorship or professional
growth.

A

AUTOCRATIC OR AUTHORITARIAN

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32
Q

What kind of Leadership Style is this?

  • Also commonly known as participative leadership.
  • About letting multiple people participate in the decision
    making process.
  • The leader asks for opinions from his team members.
A

DEMOCRATIC

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33
Q

These are Pros to what Leadership Style?

o Encourages collaboration;
o Inclusive of a variety of opinions and ways of thinking;
o Leads to higher group engagement and productivity.
o Can result in more creative solutions;
o The outcome is supported by the majority.

A

DEMOCRATIC

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34
Q

These are Cons to what Leadership Style?

o The minority opinion is overridden;
o The involvement of multiple people can lead to more
communication gaps and confusion;
o Can take a longer time to come to a decision;
o An unskilled or untrained group can result in more decision
making.

A

DEMOCRATIC

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35
Q

What kind of Leadership Style is this?

  • An approach that involves a dominant authority figure who
    acts as a patriarch or matriarch of the team.
  • This type of leader treats the team as though they are
    members of a large, extended family.
A

PATERNALISTIC

36
Q

These are Pros to what Leadership Style?

o Leader involves team members in decision-making;
o Leader answers the questions and provides feedback to
improve task assigned;
o Leader meets team social needs;
o Keeps the members of the team
motivated and satisfied

A

PATERNALISTIC

37
Q

These are Cons to what Leadership Style?

o Team relies on their leader
o Sometimes, the team becomes competitive;
o Members will become dissatisfied if the wrong decisions are
made by their leader.

A

PATERNALISTIC

38
Q

What kind of Leadership Style is this?

  • This type of leadership takes a hands-off approach to
    leadership and gives others the freedom to make decisions.
A

LAISSEZ-FAIRE

39
Q

These are Pros to what Leadership Style?

o Empowers individuals to practice their leadership skills;
o Can lead to increased creativity and innovation;
o Less fear of failure;
o Encourages trust between team members and leader;
o Instill a sense of independence among the members of the
team.

A

LAISSEZ-FAIRE

40
Q

These are Cons to what Leadership Style?

o Can encourage laziness;
o Can weaken your position;
o Can reduce productivity;
o Reduces accountability.
o Can create comfort zones.

A

LAISSEZ-FAIRE

41
Q

What kind of Leadership Style is this?

  • Defined by control, organization, and short-term planning.
  • Leaders who adopt this style rely on a system of rewards
    and punishment to motivate their followers.
A

TRANSACTIONAL

42
Q

These are Pros to what Leadership Style?

o Can be an efficient way to reach short-term goals
o Clearly defines expected behavior from team members due
to the system of rewards and punishment;
o Provides structure and stability.

A

TRANSACTIONAL

43
Q

These are Cons to what Leadership Style?

o Limits creativity, growth, and initiative;
o May not be impactful on people who aren’t driven by
extrinsic motivation;
o Can be discouraging for those who are looking for
professional and personal development opportunities;

A

TRANSACTIONAL

44
Q

What kind of Leadership Style is this?

  • Creates a vision based on identified needs and guide their
    teams towards that unified goal through inspiration and
    motivation.
A

TRANFORMATIONAL

45
Q

These are Pros to what Leadership Style?

o Motivation for the team;
o Conducive to building strong relationships and encourages
collaboration among team members;
o Gives team members autonomy to do their jobs;
o Can lead to more creativity, growth, and empathy on teams.

A

TRANFORMATIONAL

46
Q

These are Cons to what Leadership Style?

o May not be the best fit for specific organizations (i.e.
bureaucratic);
o Can cause feelings of instability while disrupting the status
quo;
o Lots of pressure on the leader, who needs to lead by
example.

A

TRANFORMATIONAL

47
Q

According to _________, “To manage is to forecast and plan, to organize, to command, and to control.”

A

Henry Fayol

48
Q

has given a keyword ‘POSDCORB’:

A

Luther Gullick

49
Q

P in ‘POSDCORB’

A

P-lanning;
O-rganizing;
S-taffing;
D-irecting;
CO-ordination;
R-eporting;
Budgeting.

50
Q

O in ‘POSDCORB’

A

P-lanning;
O-rganizing;
S-taffing;
D-irecting;
CO-ordination;
R-eporting;
Budgeting.

51
Q

S in ‘POSDCORB’

A

P-lanning;
O-rganizing;
S-taffing;
D-irecting;
CO-ordination;
R-eporting;
Budgeting.

52
Q

D in ‘POSDCORB’

A

P-lanning;
O-rganizing;
S-taffing;
D-irecting;
CO-ordination;
R-eporting;
Budgeting.

53
Q

CO in ‘POSDCORB’

A

P-lanning;
O-rganizing;
S-taffing;
D-irecting;
CO-ordination;
R-eporting;
Budgeting.

54
Q

R in ‘POSDCORB’

A

P-lanning;
O-rganizing;
S-taffing;
D-irecting;
CO-ordination;
R-eporting;
Budgeting.

55
Q

B in ‘POSDCORB’

A

P-lanning;
O-rganizing;
S-taffing;
D-irecting;
CO-ordination;
R-eporting;
Budgeting.

56
Q

The most widely accepted are functions of management given by

A

Koontz and O’Donnel

57
Q

FIVE FUNCTIONS OF MANAGEMENT

A
  • Planning (forecasting);
  • Organizing;
  • Staffing;
  • Directing/Leading;
  • Controlling.
58
Q

Most basic; deals with developing a future course of action and deciding in advance the most appropriate course of action for the achievement of the predetermined goal.

A

PLANNING

59
Q

According to ______, planning is deciding in advance what to do, where to do, and how to do it.

A

Koontz

60
Q

a future course of action and an exercise in problem-solving and decision-making

A

Plan

61
Q

The process of bringing together physical, financial, and human resources and developing a productive relationship among them.

A

ORGANIZING

62
Q

According to _______, “To organize a business is to provide it with everything useful for its’ function.”

A

Henry Fayol

63
Q

Organizing as a process involves:

A

1 Identification of activities;
2 Classification of grouping of activities;
3 Assignment of duties;
4 Delegation of authority and creation of responsibility;
5 Coordinating authority and responsibility relationships.

64
Q

The function of manning the organization and keeping it manned

A

STAFFING

65
Q

Has assumed greater importance in the recent years due to advancement of technology.

A

STAFFING

66
Q

TRUE OR FALSE

The main purpose of staffing is to put the right person or personnel on the right job.

A

TRUE

67
Q

Part of Staffing referred to

estimating manpower in terms of searching, choosing the right person, and giving the right place;

A

Manpower Planning

67
Q

Part of Staffing referred to

The human resource management assigned in the recruitment should screen them

A

Recruitment, Selection, and Placement

68
Q

Part of Staffing referred to

Once they’re assigned in the section, their skills should be updated.

A

Training and Development

69
Q

Part of Staffing referred to

In order for us to recruit or attract competent staff, they should be renumerated (paid properly).

A

Renumeration

70
Q

The current medical technology law states that the entry-level for a medical technologist in a government institution should be at least what Salary Grade?

A

Salary Grade 11

71
Q

Based on the 2023 Table of Salary Standardization Law, Salary Grade 27 is equivalent to how many benefits

A

27,000 plus

72
Q

The new medical technology bill (which hasn’t been passed yet) states that the entry level for a medical technology should be ____________, which is equivalent to about 40,000.

A

Salary Grade 15

73
Q

Part of Staffing referred to

SPMS: Performance Evaluation; done every 6 months.

A

Performance Appraisal

74
Q

Part of Staffing referred to

▪ Based on the evaluation, it can be grounds for promotion.
▪ In a government set-up, there are different levels for a
medical technologist – I, II, III, IV, V.

A

Promotions and Transfer

75
Q

TRUE OR FALSE FOR BOTH STATEMENTS

  • Not all medical institutions have IV and V.
  • Some laboratories (especially in LGUs)
    have only up to Medtech II or III
A

TRUE FOR BOTH

76
Q

What Funcyion of management do these belong to?

  • Medtech I = Salary Grade 11
  • Medtech II = Salary Grade 15
  • Medtech III = Salary Grade 18
  • Medtech IV (Section Supervisor) = Salary Grade 20
  • Medtech V (Laboratory Manager or Chief Medtech) = Salary
    Grade 22.
A

STAFFING

77
Q

A part of managerial function which actuates the organizational methods to work efficiently towards the achievement of organizational purposes or group goals (inclusive of supervision, motivation, and communication.

A

DIRECTING

78
Q

Also called the life spark of the organization

A

DIRECTING

79
Q

Interpersonal aspect of management; deals with influencing, guiding, supervising, and motivating the subordinates or the members of the team for them to be able to achieve the organizational goals.

A

DIRECTING

80
Q

What element of Directing does this belong to?

▪ Implies overseeing the work of the team member by their
supervisor.
▪ Act of watching and directing the work of the member of the
organization.

A

Supervision

81
Q

What element of Directing does this belong to?

▪ Inspiring, stimulating, or encouraging team members with a
zeal to work.
▪ Types: Positive or negative reinforcement, monetary or non-
monetary incentives.

A

Motivation

82
Q

What element of Directing does this belong to?

▪ Process in which the leader or the manager guides and
influences the work of the team member.
▪ Steer the member of the team towards a certain direction.

A

Leadership

83
Q

What element of Directing does this belong to?

▪ Process of passing that information, experience, and opinion
from one person to another.
▪ Bridges the gap in understanding.

A

Communication

84
Q

Implies the measurement of the accomplishments made
against the set group standards and correction of deviation
from implementation measures

A

CONTROLLING

85
Q

The purpose is to ensure everything occurs in conformity with the standards.

A

CONTROLLING

86
Q

Steps in Controlling

A

1 Establishment of standard performance;
2 Measurement of actual performance;
3 Comparison of actual performance with the standards and
finding out deviation (if any);
4 Corrective action

LABMAN (2 decks)

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