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LABORATORY MANAGEMENT > 8 - COMMUNICATION AND BUDGETING > Flashcards

8 - COMMUNICATION AND BUDGETING Flashcards

1
Q
  • refers to the transfer and understanding of meaning
A

communication

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2
Q

information must reach the receiver

A

transfer

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3
Q

requirement of successful communication

A

understanding

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4
Q

when a transmitted thought or idea was received and understood by the receiver exactly as it was envisioned by the sender

A

sign of successful communication

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5
Q

two types of communication

A
  1. interpersonal communication
  2. organizational communication
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6
Q

communication between two people

A

interpersonal communication

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7
Q
  • all the patterns, networks, and systems of communication within an organization
  • may be intradepartamental or interdepartamental
A

organizational communication

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8
Q

communication inside the department

A

intradepartamental communication

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9
Q

communication outside the department or with other departments

A

interdepartamental communication

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10
Q

functions of communication

A
  1. control
  2. motivation
  3. emotional expression
  4. information
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11
Q
  • communication of formal guidelines are necessary to control employee behavior
A

control

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12
Q

ways communication is used as a control:

A
  • reporting of job grievances
  • provisions of job description
  • relay of company policies and procedures
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13
Q

includes clarifying to employees:
- what is to be done
- how well they’re doing
- what can be done to improve performance

A

motivation

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14
Q
  • for many employees, their work group is a primary source of social interaction
  • communication in the workplace can also be used to share feelings of frustration and satisfaction and for the fulfillment of social needs
A

emotional expression

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15
Q
  • communication provides the needed information to get things done in the workplace
  • timeliness is crucial when relaying information
A

information

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16
Q

elements of the communication process

A
  1. sender
  2. message
  3. medium
  4. receiver
  5. feedback
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17
Q
  • origin of the message
  • must have a particular understanding of the meaning, purpose, target, and desired response of the message
A

sender

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18
Q
  • may be verbal or nonverbal
  • presentation is an important variable: wording, tone, voice, gesture
A

message

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19
Q
  • channel through which it is received
A

medium

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20
Q
  • receives and interprets the message
  • provide feedback to the sender
A

receiver

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21
Q

types of organizational communication

A
  1. formal communication
  2. informal communication
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22
Q
  • also known as vertical communication
  • aligned with the organizational structure and hierarchy
  • takes place with prescrives organizational work hierarchy
A

formal communication

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23
Q
  • not defined by the organization’s structural hierarchy
A

informal communication

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24
Q

purposes of informal communication

A
  1. satisfies needs for social interaction
  2. improves organization performance by creating alternative, and frequently faster and more efficient, channels of communication
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25
Q

directions of communication

A
  1. upward/downward
  2. lateral
  3. diagonal
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26
Q
  • manager to employee
  • employee to manager
A
  • downward
  • upward
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27
Q

communication between employees on the same level of organization

A

lateral

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28
Q
  • communication across both work areas and organizational levels
A

diagonal

29
Q

communication networks

A
  1. chain network
  2. wheel network
  3. all-channel network
30
Q

combination of vertical and horizontal flows of organizational communication into a variety of patterns

A

communication networks

31
Q
  • communication following the formal chain of command
  • scalar principle
A

chain network

32
Q

communication between leader and all the members of the team

A

wheel network

33
Q

free-flowing communication among all members

A

all-channel network

34
Q

communication cycle in the laboratory

A
  1. encounter between the patient and physician
  2. translation of physician’s decision into laboratory requisition
  3. performance of requisition by the laboratory
  4. processing and validation of laboratory result
  5. reporting of result to the physician
35
Q
  • official request of the physician to the laboratory to perform a test
A

laboratory requisition forms

36
Q

lab request forms must ensure complete information on:

A
  • identification of patient
  • laboratory examination desired
37
Q

minimum identification data on lab requisition forms:

A
  1. full name of patient
  2. age
  3. gender
  4. test/s
  5. attending physician
  6. if inpatient: hospital number, room, and bed number
38
Q
  • should include timestamp and date
  • should contain complete identification of patient
  • signed by the medical technologist and pathologist
  • validated by the laboratory head or designated medical technologist prior to release
A

laboratory reports

39
Q

assumes fixed level of sales or production

A

fixed cost

40
Q

takes into account the costs that vary with volume

A

variable cost

41
Q

unit cost formula

A

unit cost = variable cost + fixed cost / total units produced

42
Q

relationship of total cost to unit cost

A

as the total cost increases, the unit cost decreases

43
Q

a numerical plan for allocating resources to specific activities

A

budget

44
Q
  • the process of planning, forecasting, controlling, and monitoring the financial resources of the organization
  • the process of allocating resources to pay for designated future costs
  • serves as a financial control by providing managers with quantitative standards against which to measure and compare resource consumption
A

budgeting

45
Q

2 types of variable budget

A

cash budget and profit budget

46
Q

forecasts cash on hand and how much will be needed

A

cash budget

47
Q

combines revenue and expense budgets of various units to determine each unit’s profit contribution

A

profit budget

48
Q

two types of fixed budget

A

revenue budget and expense budget

49
Q

projects future sales

A

revenue budget

50
Q

lists primary activities and allocates dollar amount to each

A

expense budget

51
Q

approaches in budgeting

A
  1. incremental budgeting
  2. zero-based budgeting
52
Q
  • process starting with the current budget from which managers decide whether they need additional resources and the justification for requesting it
  • adjustments are based on previous experience of expected higher future costs
A

incremental budgeting

53
Q
  • process starting with an established point of zero rather than using the current budget as the basis of adding, modifying, or subtracting resources
  • considered to be more helpful in scrutinizing the value of different expenditures
A

zero-based budgeting

54
Q
  • the process of planning for the laboratory as an ongoing business concern accounting for everyday needs and expenditures
  • represents the financial parameters of the laboratory’s goals for the coming year
A

operating budget

55
Q

steps in operating budget preparation

A
  1. selection of time frame
  2. forecasting
  3. scheduling
  4. synthesis of information
56
Q
  • may cover several time frames (annual, quartetly, etc)
  • annual budget is considered as the main working guideline for management
A

selection of time frame

57
Q

2 types of forecasting

A
  1. quantitative forecasting
  2. qualitative forecasting
58
Q

application of mathematical rules to a series of past data to predict outcomes

A

quantitative forecasting

59
Q

use of judgment and opinions of knowledgeable individuals to predict outcomes

A

qualitative forecasting

60
Q

factors to consider in forecasting:

A
  • shifts in patient mix of volume
  • changes in medical staff composition
  • changes in business parameters such as inflation and reimbursement rates
  • expansion or cutbacks in services offered by the laboratory
  • population fluctuations brought about by changes in the local economy
61
Q
  • refers to the time alloted for the budget to be drafted, reviewed, negotiated, and revised prior to the implementation
  • most institutions start the process about six months before the beginning of the new budget year
A

scheduling

62
Q
  • refers to the actual write-up of budget
  • the informatiom must be presented logically, in a way that is useful to the manager and the organization
  • followed by review, approval, and implementation
A

synthesis of information

63
Q

covers specific equipment acquisitions and building projects that require major financial commitments

A

capital budget

64
Q

fixed assets such as land, buildings, machinery, and equipment

A

capital goods

65
Q

4 types of budget

A
  1. Personnel budget
  2. Capital budget
  3. Operational budget
  4. Allocation (overhead) budget
66
Q
  • projection of personnel needs, generally expressed in full time equivalents
  • a full time employee salary
  • labor related expenses (salaries and benefits)
A

personnel budget

67
Q
  • it is for the “big ticket” items whose return on investment may be achieved over multiple years
  • instruments
  • equipments
  • construction of facility
A

capital budget

68
Q
  • day-to-day cost and for “small ticket” items (depreciation and maintenance)
  • reagents
  • consumables
  • professional fees
A

operational budget

69
Q
  • workload recording is a tool used to monitor productivity, strategic planning, and to project future budget needs
  • ideally, workload recording units are weighed to reflect the labor and medical supply expense associated with each test performed
A

allocation budget

LABORATORY MANAGEMENT (13 decks)

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