(1) Lesson 3: Organizing and Staffing the Laboratory Flashcards
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
Organizing
Second managerial function that involves the process of delegating and coordinating tasks and resources to achieve the objectives of the organization
Organizing
Deployment of organizational resources in its efforts of achieving its short- and long-term goals
Organizing
Characteristics of organization
Division of labor
Well defined authority
Power or right to make decisions, issue orders, and use resources
Authority
Ensures responsibilities and authorities are defined and communicated within the organization
Top management
Identify the concept of organization:
“obey now, question later”
Herd concept
Identify the concept of organization:
The subordinates follow the leader who yield exclusive power to decide and enforce unquestionable obedience in his subordinates
Herd concept
Process of integrating tasks and resources to meet the organizational objectives
Coordination
Avoids duplication and delays
Coordination
Various function depend upon one another and the performance of one influences the other
Coordination
Essential in cases with perceived/expected and unexpected absence of a staff member
Substitution of personnel
May create a problem as part of the laboratory work is interupted
Substitution of personnel
Identify the concept of organization:
The organization sees the individual working, in terms of direct personal relation with his superior
Man to man concept
Identify the concept of organization:
The superior and subordinates are members of the team
The social concept
Identify the concept of organization:
The relationship is no longer man to man but man to his group
The social concept
Identify the concept of organization:
Team work is emphasized
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
Work specialization
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
T/F: a broken line is used when the functions need to report to each other but do not need a coordinative functions
F (they do not report to each other but need coordinative functions)
Somebody in the clinical laboratory who oversees, handles, and focuses on the business aspect of the operations
Operations manager
T/F: the operations manager is in the same job position of a clinical pathologist; they both report to the CEO of the organization
T
The formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes
Authority
T/F: authority flows the horizontal hierarchy
F (vertical)
Three premises of authority
- Authority is vested in organizational positions, not people
- Authority is accepted by subordinates
- Authority flows down the vertical hierarchy
T/F: authority is vested in people
F (in positions)
The flip side of authority
Responsibility
The duty to perform the task or activity as assigned
Responsibility
When managers have authority to exceed responsibility, they may become ___, using authority towards frivolous outcomes
Tyrants
When managers have responsibility for task outcomes but little authority, the job is ___
possible but difficult
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
Accountability should be built into the ___
Organization structure
The process managers use to transfer authority and responsibility to positions below them in the hierarchy
Delegation
Most organizations today encourage managers to delegate authority to the ___ to provide maximum flexibility to meet customer needs and adapt to the environment in clinical laboratories
Lowest possible level
Inverse of abdication
Delegation
Identify the type of authority:
Individuals in management positions have the formal power to direct and control immediate subordinates
Line authority
Identify the type of authority:
Authority granted to staff specialists in their area of expertise
Staff authority
Identify the type of management structure:
The number of employees reporting to a supervisor
Span of management
Identify the type of management structure:
Also called span of control/management ratio
Span of management
Identify the type of management structure:
characterized by an overall narrow span of management and a relatively large number of hierarchical levels
Tall structure
Identify the type of management structure:
Characterized by an overall broad span of control and relatively few hierarchical levels
Flat structure
A diagram that identifies the major operational units of an organization and their attending job position
Organizational charts
Single most concise representation of the organization and provides an important means of managing and monitoring all its activities
Organizational charts
Provides the members an understanding of their station and how they relate to one another
Organizational charts
One position should have a span of control of ___ positions
4-12
Type of structure:
there are several positions down the line
Tall structure
Type of structure:
Only few positions going down the line, but the span of control is very broad
Flat structure
According to ___, staffing is the filling position in the organization
Koontz, O’Donnell, and Heinz Weihrich
A written declaration of a given job position
Job description
Job description supplements the organizational charts by ___, ___, ___
Providing definition to all position
Identify operational duties and responsibilities
Salary classification and order to job performance
Represents the requirements for employment in a given job
Job specification
Provides the organization with the personnel requirements considered to match most efficiently with the demands of each job
Job specification
Identify if job description or job specification:
Job title
Job description
Identify if job description or job specification:
Job location
Job description
Identify if job description or job specification:
Job summary
Job description
Identify if job description or job specification:
Reporting to
Job description
Identify if job description or job specification:
Working conditions
Job description
Identify if job description or job specification:
Job duties
Job description
Identify if job description or job specification:
Machines to be used
Job description
Identify if job description or job specification:
Hazards
Job description
Identify if job description or job specification:
Qualifications
Job specification
Identify if job description or job specification:
Experience
Job specification
Identify if job description or job specification:
Training
Job specification
Identify if job description or job specification:
Skills
Job specification
Identify if job description or job specification:
Responsibilities
Job specification
Identify if job description or job specification:
Emotional characteristics
Job specification
Identify if job description or job specification:
Sensory demands
Job specification
Arbitrary but firmly established practice of eight-hour shifts serve as the usual method of dividing twenty-hour period
Work schedule
The largest number of personnel are scheduled during ___
the 1st eight period
Whenever possible, one should strive for “___” in every position so that at least two people know every job on every shift
two deepness
Basic rules of scheduling:
No more than __ consecutive working days for each individual
5
Basic rules of scheduling:
Provide __ consecutive days off, except in the rare case where the individual prefers split days off
2
Basic rules of scheduling:
Rotate __ and __ off with as much fairness possible
Weekend
Holidays
The location of decision authority near top organizational levels
Centralization
The location of decision authority near lower organizational levels
Decentralization
Greater change and uncertainty in the environment are usually associated with ___
Decentralization
The amount of centralization or decentralization should fit the firm’s ___
strategy
In times of crisis or risk of company failure, authority may be ___ at the top
Centralized
The basis on which individuals are grouped into departments and departments into total organization
Departmentalization
Identify the type of departmentalization:
the grouping of positions into departments based on similar skills, expertise, and resource use
Functional structure (vertical functional)
Identify the type of departmentalization:
an organization structure in which departments are grouped based on similar organizational outputs
Divisional structure
Focuses on anything pertaining to personnel
Human resources
This department is focused on producing the expected product or outcome which the organization is ought to produce
Manufacturing
The department involved in the finances of the organization
Accounting
Identify the type of departmentalization:
An organization structure that uses functional and divisional chains of command simultaneously in the same part of the organization
Matrix approach
Identify the type of departmentalization:
A group of employees from various functional departments that meet as a team to resolve mutual problems
Cross-functional teams
Identify the type of departmentalization:
An organizational structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization
Virtual network structure
The ___, ___, ___ are traditional approaches that rely on the chain of command
Functional
Divisional
Matrix
Two innovative approaches are the use of ___ and ___
Teams
Virtual networks
The quality of collaboration across departments
Coordination
A temporary team or committee formed to solve a specific short-term problem involving several departments
Task force
A person responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project
Project manager
The process which an existing organization undergoes that brings about changes in the size and shape of the organization structure
Reorganization
Two main reasons for reorganization
Growth
Adaptation
The radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed
Reengineering
An organized group of related tasks and activities that work together to transform inputs into outputs and create a value
Process
represent the unbroken line of direct authority to all the boxes below it
solid lines
