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LabMan > (2) Lesson 4: Directing and Supervising > Flashcards

(2) Lesson 4: Directing and Supervising Flashcards

1
Q

Ways and means to encourage all personnel to accomplish all assignments and goals in the most efficient manner

A

Directing

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2
Q

Overseeing the work of subordinates by their superiors through watching and directing work and workers

A

Supervision

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3
Q

General principles of directing:

Must be written ___, ___, ___, and ___

A

Comprehensive
Current
Clearly stated
Reinforced by discussion and example

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4
Q

General principles of supervision:

Entails ___ in assuming that policies and procedures are ___

A

responsibility
followed

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5
Q

Identify if directing or supervising:

Wide

A

Directing

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6
Q

Identify if directing or supervising:

Narrow

A

Supervising

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7
Q

Identify if directing or supervising:

Include motivation, communication, supervision, training, & leadership

A

Directing

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8
Q

Identify if directing or supervising:

Generally at top level

A

Directing

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9
Q

Intermediate link between the workers and management

A

Supervision

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10
Q

Identify if directing or supervising:

Formulates policies and takes important decision

A

Directing

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11
Q

Identify if directing or supervising:

Financial & non-financial incentives

A

Directing

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12
Q

Identify if directing or supervising:

Leads the efforts of medium and lower level executives

A

Directing

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13
Q

Identify if directing or supervising:

Only one of the elements of direction

A

Supervising

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14
Q

Identify if directing or supervising:

Restricted to the lower level management

A

Supervising

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15
Q

Identify if directing or supervising:

Has to deal, guide, and lead workers directly under his commands

A

Supervising

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16
Q

Identify if directing or supervising:

Cannot provide incentives but can only recommend rewards in special cases

A

Supervising

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17
Q

Identify if directing or supervising:

Efforts of employee under his commands

A

Supervising

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18
Q

Identify the type of leadership:

Transcends self-interest to serve others, the organization, and society

A

Servant

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19
Q

Identify the type of leadership:

For the fulfillment of their subordinates’ goals and needs

A

Servant

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20
Q

Identify the type of leadership:

Realization of the larger purpose or mission of their organization

A

Servant

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21
Q

Identify the type of leadership:

Give things away - power, ideas, information, recognition, credit for accomplishments, even money

A

Servant

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22
Q

Identify the type of leadership:

Refers to individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity

A

Authentic

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23
Q

To be ___ means being real, staying true to one’s values and beliefs, and acting based on one’s true self rather than emulating what others do

A

Authentic

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24
Q

Identify the type of leadership:

Inspire trust and commitment because they respect diverse viewpoints, encourage collaboration, and help others learn, grow, and develop as leaders

A

Authentic

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25
Q

Components of Authentic Leadership

A

*Pursues purpose with passion
*Leads with the heart as well as the head
*Demonstrates self-discipline
*Practices solid values
*Connects with others

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26
Q

Identify the type of leadership:

Means that the leader favor a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority

A

Interactive

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27
Q

Identify the type of leadership:

Characterized by values such as inclusion, collaboration, relationship building, and caring

A

Interactive

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28
Q

T/F: although interactive leadership is associated with women’s style of leading, men are more effective interactive leaders

A

F (men and women can be effective interactive leaders)

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29
Q

Referred to as a “fire that ignites followers” energy and commitment, producing results above and beyond the call of duty

A

Charisma

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30
Q

The ___ leader has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice

A

Charismatic

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31
Q

Identify the type of leadership:

Followers are willing to put aside their own interests for the sake of the team, department, or organization

A

Charismatic

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32
Q

Identify the type of leadership:

Tend to be less predictable because they create an atmosphere of change, and they may be obsessed by visionary ideas that excite, stimulate, and drive other people to work hard

A

Charismatic

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33
Q

Identify the type of leadership:

Similar to charismatic leader, but are distinguished by their special ability to bring about innovation and change by recognizing followers’ needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors

A

Transformational

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34
Q

Identify the type of leadership:

Inspire followers not just to believe in the leader personally, but to believe in their own potential to imagine and create a better future for the organization

A

Transformational

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35
Q

Identify the type of leadership:

Create significant change in both followers and the organization

A

Transformational

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36
Q

Identify the type of leadership:

Have the ability to lead changes in the organization’s mission, strategy, structure, and culture, as well as to promote innovation in products and technologies

A

Transformational

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37
Q

Identify the type of leadership:

Do not rely solely on tangible rules and incentives to control specific transactions with followers

A

Transformational

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38
Q

Identify the type of leadership:

Focus on intangible qualities, such as vision, shared values, and ideas, to build relationships, give larger meaning to diverse activities, and fine common ground to enlist followers in the change process

A

Transformational

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39
Q

Identify the type of leadership:

Clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of their subordinates

A

Transactional

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40
Q

The transactional leader’s ability to satisfy subordinates may ___ ___

A

Improve productivity

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41
Q

Transactional leaders excel at ___ functions

A

Management

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42
Q

Identify the type of leadership:

Hardworking, tolerant, and fair-minded; they take pride in keeping things running smoothly and efficiently

A

Transactional

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43
Q

Identify the type of leadership:

Often stress the impersonal aspects of performance, such as plans, schedules, and budgets

A

Transactional

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44
Q

Identify the type of leadership:

Have a sense of commitment to the organization and conform to organizational norms and values

A

Transactional

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45
Q

T/F:

(1) transactional leadership is important to all organization;

(2) leading change has the same approach

A

T
F (different approach)

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46
Q

Characteristics of a leader

A
  1. drive and passion
  2. power motive
  3. self-confidence combined with humility
  4. trustworthy and honesty
  5. good intellectual ability, knowledge, and technical competence
  6. optimism and positivity
  7. likeable
  8. discipline
  9. emotional intelligence
  10. good listener
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47
Q

Characteristic of a leader:

Strong desire to control others & resources

A

Power motive

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48
Q

Characteristic of a leader:

Aggressive to dominate in a certain field

A

Power motive

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49
Q

Characteristic of a leader:

Inner perception of one’s ability to fulfill goal

A

Self-confidence

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50
Q

Self-confidence is built through ___

A

experience

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51
Q

Characteristic of a leader:

Primary leadership attributes

A

Trustworthy and honesty

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52
Q

Characteristic of a leader:

Face challenges with energy and positivity

A

Optimism and positivity

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53
Q

Characteristic of a leader:

Not only seek to be respected

A

Likeable

54
Q

Characteristic of a leader:

Ability to understand emotions, manage, and other people

A

Emotional intelligence

55
Q

Identify the type of leadership:

A leader who centralized authority, dictates work methods, makes unilateral decisions, and limits employee participation

A

Autocratic

56
Q

T/F: one of the strengths of autocratic style is that numerous people is of authority and decisions will be quick and similar, which can turn project an image of a confident and well-managed business

A

F (one person of authority)

57
Q

Weaknesses of autocratic style (2)

A
  1. subordinates may become dependent upon the leaders and supervision may be needed
  2. this style can decrease motivation and increase staff turnover
58
Q

Staff turnover means ___

A

resignation

59
Q

Identify the type of leadership:

Involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees

A

Democratic

60
Q

Identify the type of leadership:

This style can be particularly useful when complex decisions need to be made that require a range of specialist skills

A

Democratic

61
Q

T/F: one of the strengths of the democratic style is that from the overall business’ point of view, job satisfaction and quality of work will improve

A

T

62
Q

The weakness of democratic leadership style is that the decision-making process is severely ___ ___, and the need of consensus may avoid taking the ‘___’ decision for the business

A

Slow down
Best

63
Q

Identify the type of leadership:

The leader delegates much authority to employees

A

Laissez-faire

64
Q

Identify the type of leadership:

The leader’s role is peripheral and staff manage their own areas of business

A

Laissez-faire

65
Q

Laissez-faire means ___

A

Free-rein

66
Q

Strength of Laissez-faire:

brings out the ___ in ___ ___ and creative groups of employees

A

Best
Highly professional

67
Q

T/F: in Laissez-faire, one of the weaknesses is that the leader evades the duties of management and coordinated delegations occur

A

F (uncoordinated delegations)

68
Q

One of the weaknesses of Laissez-faire is that it leads to lack of ___ and ___, which leads to much ___ and ___ company image

A

Staff focus
Sense of direction
Dissatisfaction
Poor

69
Q

Identify if leadership responsibility or laboratory methods:

To formulate and document policies and procedures that are constantly current and relevant effective pursuit of laboratory goals.

A

Leadership responsibility

70
Q

Identify if leadership responsibility or laboratory methods:

To effectively communicate these plans to all personnel

A

Leadership responsibility

71
Q

Identify if leadership responsibility or laboratory methods:

To provide efficient means for assuring compliance with policies and procedures

A

Leadership responsibility

72
Q

Identify if leadership responsibility or laboratory methods:

To encourage free flow and exchange of ideas through all levels of the organization

A

Leadership responsibility

73
Q

Identify if leadership responsibility or laboratory methods:

To assure an awareness by all personnel of current trends and practices in the delivery of hospital laboratory services

A

Leadership responsibility

74
Q

Identify if leadership responsibility or laboratory methods:

To develop and maintain effective relations with the medical staff and hospital administration for assuring an open exchange of the needs and concerns of all parties

A

Leadership responsibility

75
Q

Identify if leadership responsibility or laboratory methods:

To develop and constantly update all laboratory procedures and policies by preparation of appropriate manual

A

Laboratory methods

76
Q

Identify if leadership responsibility or laboratory methods:

To schedule and conduct periodic meetings with the staff for discussion and review of policies and procedures

A

Laboratory methods

77
Q

Identify if leadership responsibility or laboratory methods:

To delegate the responsibility for efficiently monitoring compliance with policies and procedures

A

Laboratory methods

78
Q

Identify if leadership responsibility or laboratory methods:

To conduct periodic meeting with the laboratory staff to encourage innovative thinking and improvement in services

A

Laboratory methods

79
Q

Identify if leadership responsibility or laboratory methods:

To fully support and generously budget for a meaningful laboratory continuing program.

A

Laboratory methods

80
Q

Identify if leadership responsibility or laboratory methods:

To assure awareness of the laboratory mission by requiring that appropriate personnel attend all hospital and medical staff meeting that call for laboratory representation

A

Laboratory methods

81
Q

Leadership/Managerial grid classification:

Leaders are concern for the feelings, needs, personal interest, problems, and well-being of follower

A

Concern for people

82
Q

Leadership/Managerial grid classification:

Leaders are concerned about the activities designed to accomplish group goals such as organizational tasks, assigning responsibilities and establishing performance standards

A

Concern for production

83
Q

Identify: Leaders/Managers:

Rational

A

Manager

84
Q

Identify: Leaders/Managers:

Maintains stability

A

Manager

85
Q

Identify: Leaders/Managers:

Assigns tasks

A

Manager

85
Q

Identify: Leaders/Managers:

Organizes

A

Manager

86
Q

Identify: Leaders/Managers:

Analyzes

A

Manager

87
Q

Identify: Leaders/Managers:

Position power

A

Manager

88
Q

Identify: Leaders/Managers:

Visionary

A

Leader

89
Q

Identify: Leaders/Managers:

Promotes change

A

Leader

90
Q

Identify: Leaders/Managers:

Defines purpose

A

Leader

91
Q

Identify: Leaders/Managers:

Nurtures

A

Leader

92
Q

Identify: Leaders/Managers:

Innovates

A

Leader

93
Q

Identify: Leaders/Managers:

Personal power

A

Leader

94
Q

Identify: Leaders/Managers:

Focus on the organization

A

Manager

95
Q

Identify: Leaders/Managers:

Focus on people

A

Leader

96
Q

A group made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications technologies

A

Virtual team

97
Q

T/F: A virtual team can be local, national, or global, with members coming from one firm or many.

A

T

98
Q

Team development in supervising/directing (identify the stage):

A period of orientation and getting acquainted

A

Forming stage

99
Q

Team development in supervising/directing (identify the stage):

Members break the ice and test one another for friendship possibilities and task orientation

A

Forming stage

100
Q

Team development in supervising/directing (identify the stage):

Uncertainty is high during this stage, and members usually accept what- ever power or authority is offered by either formal or informal leaders

A

Forming stage

101
Q

Team development in supervising/directing (identify the stage):

The stage where individual personalities emerge

A

Storming stage

102
Q

Team development in supervising/directing (identify the stage):

People become more assertive in clarifying their roles and what is expected of them

A

Storming stage

103
Q

Team development in supervising/directing (identify the stage):

This stage is marked by conflict and disagreement

A

Storming stage

104
Q

Team development in supervising/directing (identify the stage):

People may disagree over their perceptions of the team’s goals or how to achieve them

A

Storming stage

105
Q

Team development in supervising/directing (identify the stage):

members may jockey for position, and coalitions or subgroups based on common interests may form

A

Storming stage

106
Q

Team development in supervising/directing (identify the stage):

Conflict is resolved and team harmony and unity emerge

A

Norming stage

107
Q

Team development in supervising/directing (identify the stage):

Consensus develops on who has the power, who the leaders are, and what the various members’ roles are

A

Norming stage

108
Q

Team development in supervising/directing (identify the stage):

Members come to accept and understand one another

A

Norming stage

109
Q

Team development in supervising/directing (identify the stage):

Differences are resolved, and members develop a sense of team cohesion

A

Norming stage

110
Q

Team development in supervising/directing (identify the stage):

Team leader should emphasize unity within the team and help to clarify team norms and values.

A

Norming stage

111
Q

Team development in supervising/directing (identify the stage):

The major emphasis is on problem solving and accomplishing the assigned tasks

A

Performing stage

112
Q

Team development in supervising/directing (identify the stage):

Members are committed to the team’s mission

A

Performing stage

113
Q

Team development in supervising/directing (identify the stage):

They are coordinated with one another and handle disagreements in a mature way

A

Performing stage

114
Q

Team development in supervising/directing (identify the stage):

They confront and resolve problems in the interest of task accomplishment

A

Performing stage

115
Q

Team development in supervising/directing (identify the stage):

They interact frequently and direct their discussions and influence toward achieving team goals

A

Performing stage

116
Q

Team development in supervising/directing (identify the stage):

Occurs in committees and teams that have a limited task to perform and are disbanded afterward

A

Adjourning stage

117
Q

Team development in supervising/directing (identify the stage):

The emphasis is on wrapping up and gearing down

A

Adjourning stage

118
Q

Team development in supervising/directing (identify the stage):

Task performance is no longer a top priority

A

Adjourning stage

119
Q

Team development in supervising/directing (identify the stage):

Members may feel heightened emotionality, strong cohesiveness, and depression or regret over the team’s disbanding

A

Adjourning stage

120
Q

Model of handling conflict in directing/supervising:

Reflects assertiveness to get one’s own way and should be used when quick, decisive action is vital on important issues or unpopular actions, such as during emergencies or urgent cost cutting requirements

A

Dominating style (my way)

121
Q

Model of handling conflict in directing/supervising:

Reflects a moderate amount of both assertiveness and cooperativeness

A

Compromising style (halfway)

122
Q

Model of handling conflict in directing/supervising:

Appropriate when the goals on both sides are equally important, when opponents have equal power and both sides want to split the difference, or when people need to arrive at temporary or expedient solutions under time pressure

A

Compromising style (halfway)

123
Q

Model of handling conflict in directing/supervising:

Reflects a high degree of cooperativeness, which works best when people realize that they are wrong, when an issue is more important to others than to oneself, when building social credits for use in later discussions, and when maintaining harmony is especially important

A

Accommodating style (your way)

124
Q

Model of handling conflict in directing/supervising:

Reflects a high degree of both assertiveness and cooperativeness

A

Collaborating style (our way)

125
Q

Model of handling conflict in directing/supervising:

Enables both parties to win, although it may require substantial bargaining and negotiation

A

Collaborating style (our way)

126
Q

Model of handling conflict in directing/supervising:

This style is important when both sets of concerns are too important to be compromised, when insights from different people need to be merged into an overall solution, and when the commitment of both sides is needed for a consensus

A

Collaborating style (our way)

127
Q

Model of handling conflict in directing/supervising:

Reflects neither assertiveness nor cooperativeness

A

Avoiding style (no way)

128
Q

Model of handling conflict in directing/supervising:

Appropriate when an issue is trivial, when there is no chance of winning, when a delay to gather more information is needed, or when a disruption would be costly.

A

Avoiding style (no way)

129
Q

Almost complete lack of ego

A

Humble

130
Q

Fierce resolve to do what is best

A

Will

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