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Laboratory Management > A - LESSON 3: Organizing and Staffing the Laboratory > Flashcards

A - LESSON 3: Organizing and Staffing the Laboratory Flashcards

1
Q

is a system used to define a hierarchy within an organization.

A

Organizational structure

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2
Q

✓ It identifies each job, its function and where it reports to within the organization.

A

Organizational structure

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3
Q

developed to establish how an organization operates and assists an organization in obtaining its goals to allow for future growth.

A

Organizational structure

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4
Q

illustrated using an organizational chart.

A
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5
Q

Significance of Organization Structure

A
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6
Q

Organisation structure allocates authority and responsibility.

A

Clearcut Authority Relationships

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7
Q

It specifies who is to direct whom and who is accountable for what results.

A

Clearcut Authority Relationships

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8
Q

The structure helps an organization member his role and how does it relate to other roles

A

Clearcut Authority Relationships

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9
Q

Organisation structure provides the patterns of communication and coordination.

A

Pattern of Communication

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10
Q

By grouping activities and people, structure facilitates communication between peopl e centred on their job activities.

A

Pattern of Communication

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11
Q

People who have joint problems to solve often need to share information

A

Pattern of Communication

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12
Q

Organisation structure determines the location of centres of decision making in the organisation.

A
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13
Q

A departmental store, for instance may follow a structure that leaves pricing, sales promotion and other matters largely up to individual departments to ensure that various departmental conditions are considered.

A

Location of Decision Centres

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14
Q

Organisation structure creates the proper b alance and emphasizes on coordination of group activities.

A

Proper Balancing

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15
Q

Those more critical aspect for the success of the enterprise may be given higher priority in the organisation.

A

Proper Balancing

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16
Q

Research in a pharmaceutical company, for instance, might be singled out for reporting to the general manager or the managing director of the company.

A

Proper Balancing

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17
Q

Activities of comparable importance might be given, roughly equal levels in the structure to give them equal emphasis.

A

Proper Balancing

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18
Q

Sound organisation structure stimulates creativ e thinking and initiative among organisational members by providing well defined patterns of authority.

A

Stimulating Creativity

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19
Q

Everybody knows the area where he specialises and where his efforts will be appreciated

A

Stimulating Creativity

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20
Q

An organisation structure provides the fra mework within which an enterprise functions.

A

Encouraging Growth

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21
Q

If it is flexible, it will help in meeting challenges and creating opportunities for growth.

A

Encouraging Growth

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22
Q

A sound organisation structure facilitates growth of the enterprise by increasing its capacity to handle increased lev el of activity.

A

Encouraging Growth

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23
Q

A sound organisation structure which is adaptable to change can make the best possible use of latest technology.

A

Making use of Technological Improvements

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24
Q

It will modify the existing pattern of authorityresponsibility relationships in the wake of technological improvements.

A

Making use of Technological Improvements

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25
Q

influence the division of the tasks, grouping of activities, coordinating the activities and the overall accomplishment of the tasks.

A

Organisation structure

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26
Q

Since organisation structure relates to relatively stable relationship and process of the organisation, all influencing factors must be analysed for designing the organisation structure

A
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27
Q

FACTORS AFFECTING ORGANIZATIONAL STRUCTURE

A
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28
Q

T or F

➢ The quicker the environment changes, the more problems face managers.

A

T

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29
Q

T or F

➢ Structure must be more flexible (i.e., decentralized authority) when environmental change is rapid.

A

T

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30
Q

require the use of different structures

A

Different strategies

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31
Q

needs a flexible structure, low cost may need a more formal structure.

A

differentiation strategy

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32
Q

✓ Increased (?) also requires a more flexible structure.

A

vertical integration or diversification

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33
Q

➢ The combination of skills, knowledge, tools, equipment, computers and machines used in the organization.

A

Technology

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34
Q

T or F

➢ More complex technology makes it harder for managers to regulate the organization.

A

T

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35
Q

Technology can be measured by:

A
  1. Task variety: the number of new problems a manager encounters.
  2. Task analyzability: the availability of programmed solutions to a manager to solve problems.
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36
Q

➢ Highly skilled workers whose jobs require working in teams usually need a more flexible structure.

A

Human Resources

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37
Q

➢ Higher skilled workers (e.g., CPA’s and doctors) often have internalized professional norms and values.

A

Human Resources

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38
Q

➢ Managers must take into account all four factors (environment, strategy, technology and human resources) when designing the structure of the organization.

A

Human Resources

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39
Q

The way an organization’s structure works depends on the choices managers make about:

A

How to group tasks into individual jobs
How to group jobs into functions and divisions
How to allocate authority and coordinate functions and divisions

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40
Q

: A chart that shows the structure of the organization including the title of each manager’s position and, by means of connecting lines, who is accountable to whom and who has authority for each area

A

Organization Chart

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41
Q

Few employees reporting directly to one person (owner)

A
  1. Simple
  2. Functional Organizational Structure
  3. Divisionalized Structure
  4. Project-Based Matrix Structure
  5. HYBRID structures
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42
Q

✓ employee Organizes employees around skills or other resources (marketing, production)

A
  1. Functional Organizational Structure
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43
Q

✓ Create subordinate goals

A
  1. Functional Organizational Structure
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44
Q

Organizes employees around outputs, clients, or geographic areas

A
  1. Divisionalized Structure
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45
Q

Employees are temporarily assigned to a specific project team and have a permanent functional unit

A
  1. Project-Based Matrix Structure
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46
Q

Parts are combined to maintain balance of power and 5. HYBRID structures effectiveness across functional, product, geographic and client focused units

A
  1. HYBRID structures
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47
Q

The power vested in a manager to make decisions and use resources to achieve organizational goals by virtue of his position in an organization

A

Authority

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48
Q

An organization’s chain of command, specifying the relative authority of each manager

A

Hierarchy of Authority

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49
Q

the number of subordinates who report directly to a manager

A

Span of Control

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50
Q

Allocating Authority

A

Line Manager
Staff Manager

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51
Q

Hierarchy of Authority

A

Span of Control

52
Q

: Someone in the direct line or chain of command who has formal authority over people and resources

A

Line Manager

53
Q

: Managers who are functional advice to line managers

A

Staff Manager

54
Q

Three types of authority

A
  1. line authority
  2. staff authority
  3. functional authority
55
Q

➢ The right to carry out tasks and give orders related to the organization’s primary purpose.

A
  1. line authority
56
Q

is related to the production and/or delivery of products or services.

A
  1. line authority
57
Q

➢ Those associated with production are described as line supervisors.

A
  1. line authority
58
Q

➢ The right to advise or assist those with line authority.

A
  1. staff authority
59
Q

provides support for line functions

A
  1. staff authority
60
Q

➢ The right given by higher management to specific staff personnel to give orders concerning an area in which the staff personnel have expertise.

A
  1. functional authority
61
Q

is assigned to the position.

A

Authority

62
Q

who occupies the position and has the authority to carry out the assignments of the position

A

supervisor

63
Q

Delegation of broad decision-making authority and responsibility.

A

Empowerment

64
Q

Types of organizations

A
  1. Tall organizations
  2. Flat organization
65
Q

➢ Tall structures have many levels of authority and narrow spans of control.

A

Tall organizations

66
Q

➢ As hierarchy levels increase, communication gets difficult creating delays in the time being taken to implement decisions.

A

Tall organizations

67
Q

➢ Communications can also become distorted as it is repeated through the firm.

A

Tall organizations

68
Q

➢ Can become expensive

A

Tall organizations

69
Q

➢ Flat structures have fewer levels and wide spans of control.

A

Flat organization

70
Q

➢ Structure results in quick communications but can lead to overworked managers.

A

Flat organization

71
Q

➢ Top managers should al ways construct a hierarchy with the fewest levels of authority necessary to efficiently and effectively use organizational resources

A

Minimum Chain of Command

72
Q

➢ shared set of beliefs, expectations, values, and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals

A

Organizational culture

73
Q

Sources of an Organization’s Culture

A

Organizational Ethics
Employment Relationship
Strong, Adaptive Cultures Versus Weak, Inert Cultures

74
Q

➢ moral values, beliefs, and rules that establish the appropriate way for an organization and its me mbers to deal with each other and people outside the organization

A

Organizational Ethics

75
Q

Can influence how hard employees will work to achieve the organization’s goals,

A

➢ Human resource policies

76
Q

How attached they will be to it

A

➢ Human resource policies

77
Q

Whether or not they will buy into its values and norms

A

➢ Human resource policies

78
Q

Strong, Adaptive Cultures Versus Weak, Inert Cultures types

A

Adaptive cultures
Inert cultures

79
Q

: values and no rms help an organization to build momentum and to grow and change as needed to achieve its goals and be effective

A

Adaptive cultures

80
Q

✓ Those that lead to values and norms that fail to motivate or inspire employees

A

Inert cultures

81
Q

✓ Lead to stagnation and often failure over time

A

Inert cultures

82
Q

giving lower-level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources

A

Decentralizing authority

83
Q

Decentralizing authority Disadvantages

A
  • Teams may begin to pursue their own goals at the expense of organizational goals
  • Can result in a lack of communication among divisions
84
Q
  • people have little autonomy
A

Centralized organization/authority

85
Q
  • norms that focus on being cautious, obeying authority, and respecting traditions emerge
A

Centralized organization/authority

86
Q
  • predictability and stability are desired goals
A

Centralized organization/authority

87
Q
  • people have more freedom to choose and control their own activities
A

flat, decentralized structure

88
Q
  • norms that focus on being creative and courageous and taking risks appear
A

flat, decentralized structure

89
Q
  • gives rise to a culture in which innovation and flexibility are desired goals
A

flat, decentralized structure

90
Q

one of the Henri Fayol’s 14 principles of Management

A

Unity of command

91
Q

This principle states that there must be only one superior to a subordinate. That is, an employee or a worker must not have many bosses or superiors. If an employee or subordinate has to work under the influence of many bosses or superiors, then it creates a confusi ng situation, dilemma and disorder.

A

Unity of command

92
Q

This also affects overall efficiency, productivity and profit of the organization

A

Unity of command

93
Q

The flow of authority in an organization from one level of management to the next.

A

Chain of Command

94
Q

Similar to unity of command in that e ach person communicates with the person above or below without skipping a link in the chain.

A

Chain of Command

95
Q

Skipping a link going up the chain is referred to as going over someone’s head

A

Chain of Command

96
Q

: The management principle that there should be a clear line of com mand linking each employee to the next high level of authority, up to and including the highest level of management.

A

Scalar principle

97
Q

The number of subordinates that a manager or supervisor can directly control.

A

Span of control

98
Q

This number varies with the type of work: complex, variable work reduces it to six, whereas routine, fixed work increases it to twenty or more

A

Span of control :

99
Q

a practice where only significant deviations from a budget or plan are brought to the attention of management

A

Exception principle/ management by exception

100
Q

The idea behind it is that management’s attention will be focused only on those areas in need of action. When they are notified of a variance, they can hone in on that specific issue and let staff handle everything else.

A

Exception principle/ management by exception

101
Q

If nothing is brought up, then ma nagement can assume everything is going according to plan

A

Exception principle/ management by exception

102
Q

Staffing & scheduling

A
103
Q

The process by which managers decide how to divide tasks into specific jobs.

A

Job Design

104
Q

The appropriate division of labor results in an effective and efficient workforce

A

Job Design

105
Q

The process of reducing the tasks each worker performs.

A

Job Simplification

106
Q

Too much simplification and boredom results.

A

Job Simplification

107
Q

➢ Increasing the number of different t division of labor

A

Job Enlargement

108
Q

Increasing the degree of responsibility a worker has over a job

A

Job Enrichment

109
Q

Empowering workers to experiment to find new or better ways of doing the job

A

Job Enrichment

110
Q

Encouraging workers to develop new skills

A

Job Enrichment

111
Q

Allowing workers to decide how to do the work

A

Job Enrichment

112
Q

Allowing workers to monitor and measure their own performance

A

Job Enrichment

113
Q

The Job Characteristics Model

A
114
Q

Employee uses a wide range of skills

A

Skill variety

115
Q

Worker is involved in all tasks of the job from beginning to end of the production process

A

Task identity

116
Q

Worker feels the task is meaningful to organization

A

Task significance

117
Q

Employee has freedom to schedule tasks and carry them out

A

Autonomy

118
Q

Worker gets direct information about well the job is done

A

Feedback

119
Q

: how Group of people, working together, who possess similar skills or use the same kind of knowledge, tools, or techniques to perform their jobs

A

Function

120
Q

: An organizational structure composed of all the departments that an organization requires to produce its goods or services.

A

Functional Structure

121
Q

Grouping Jobs into Functions Advantages

A

Encourages learning from others doing similar jobs.
Easy for managers to monitor and evaluate workers.
Allows managers to create the set of functions monitor the competitive environment

122
Q

Grouping Jobs into Functions Disadvantages

A

Difficult for departments to communicate with others.
Preoccupation with own department and losing sight of organizational goals

123
Q

The important steps involved in the process of an organization is the [?].

A

determination of objectives, the grouping of activities, assignment of duties to persons, delegation of authority and creating authority relations

124
Q

[?] is one of the important managerial functions which is concerned with the assessment of the manpower requirement and selection of personnel, training and development or personnel and periodic appraisal of the performance of the personnel.

A

Staffing

125
Q

Every manager at all levels has the responsibility for the efficient execution of staffing function. However, to assist the manager, some of the staffing functions are assigned to a specialized agency known as the [?].

A

human resource management

Laboratory Management (13 decks)

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