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RADTECH > C4 - Ethics and Jurisprudence > Flashcards

C4 - Ethics and Jurisprudence Flashcards

1
Q

Deals with the formulation of objectives, policies and organizations

A

Administration

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2
Q

Means getting the work done through and with others

A

Management

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3
Q

What is the nature of work of the Administration?

A

Thinking function and relates to decision making

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4
Q

What is the nature of work of the Management

A

Execution of decision. They are the function

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5
Q

This refers to the higher level of the organization

A

Administration

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6
Q

Is relevant at the lower levels of organization

A

Management

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7
Q

They determines what to be done and when it is done

A

Administration

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8
Q

They decides who shall implement the administrative decision

A

Management

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9
Q

It is decision-making regarding the goals and setting the future course of action from a set of alternatives to reach them

A

PLANNING

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10
Q

What is planning and decision making

A

DETERMINING COURSES OF ACTION

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11
Q

Coordinating Activities and Resources

A

ORGANIZING

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12
Q

Explain Organizing

A

✔️IT CAN BE DEFINED AS PROCESS BY WHICH THE ESTABLISHED BY WHICH THE ESTABLISHED PLANS ARE MOVED CLOSER TO REALIZATIONS
✔ ORGANIZING THE RESOURCES BOTH HUMAN AND NON HUMAN
✔️ ANSWERS THE WHERE, WHO AND HOW

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13
Q

Managing, Motivating, and Directing People

A

LEADERSHIP

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14
Q

What is Leading?

A

IT IS THE SKILL TO INFLUENCE PEOPLE

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15
Q

Included in the leading processor system

A
  1. DIRECTION
  2. MOTIVATING
  3. COMMUNICATION
  4. COORDINATION
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16
Q

“Monitoring and Evaluating Activities”

A

CONTROLLING

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17
Q

What is Controlling?

A

MOTIVATING THE ORGANIZATIONAL PROGRESS TOWARD GOAL FULFILLMENT

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18
Q

Controlling consists of what functions?

A
  1. MEASURING THE PERFORMANCE
  2. COMPARING IT WITH THE EXISTING STANDARD
  3. FINDING DEVIATIONS
  4. CORRECTING THE DEVIATIONS
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19
Q

What are the functions of management?

A
  1. PLANNING AND DECISION MAKING
  2. ORGANIZING
  3. LEADING
  4. CONTROLLING
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20
Q

What are the benefits of Management Theories

A
  1. INCREASED PRODUCTIVITY
  2. INCREASED COLLABORATION
  3. INCREASED OBJECTIVITY
  4. SIMPLIFIED DECISION MAKING
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21
Q

He recommended that the scientific method should be used to perform tasks in the workplace, as opposed to the leader relying on their judgment or the personal discretion of team members.

A

FREDERICK WINSLOW TAYLOR

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22
Q

What theory did Frederick Winslow Taylor made and what did it suggested?

A

SCIENTIFIC MANAGEMENT THEORY AND IT SUGGESTED TO SIMPLIFIED DECISION MAKING TO INCREASED PRODUCTIVITY AND TO SCIENTIFICALLY SELECT MEMBERS THAT BEST SUITS THEIR ABILITY, TRAIN THEM THOROUGHLY AND SUPERVISE THEM

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23
Q

What theory did Henri Fayol made and explain it

A

PRINCIPLES OF ADMINISTRATIVE MANAGEMENT THEORY

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24
Q

What are the 5 main functions that Fayol believe leaders have

A

1.FORECAST
2. PLAN
3. COORDINATE
4. COMMAND
5. CONTROL

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25
Q

This refers to the level of freedom employees should have to carry out their responsibilities without being forced or ordered.

A

INITIATIVE

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26
Q

This principle implies everyone in the organization should be treated equally and that it should be an environment of kindness.

A

EQUITY

27
Q

This principle says there should be a chain of supervisors from the top level of management to the lower level and that communication generally flows from top to bottom.

A

SCALAR CHAIN

28
Q

This principle refers to the assertion that there should be both monetary and non-monetary remuneration based on performance levels to create a bond between the employee and the organization.

A

REMUNERATION OF PERSONNEL

29
Q

This principle asserts that there should be only one manager per department who is in charge of coordinating the group activity

A

UNITY OF DIRECTION

30
Q

According to this principle, employees should be respectful and obedient, and an organization should outline rules and regulations that clarify rules, good supervision and a reward-punishment system.

A

DISCIPLINE

31
Q

This principle asserts that the overall action of management should be divided and that team members should be given responsibilities based on their skills and interests

A

DIVISION OF WORK

32
Q

There should be a balance between the right to give commands and make decisions and the obligation of an employee to perform the tasks they’re designated.

A

AUTHORITY AND RESPONSIBILITY

33
Q

This refers to the assertion that employees must get orders from only one immediate supervisor and be accountable

A

UNITY OF COMMAND

34
Q

There must be harmony between the interests of the individual and the organization, although the organizational interest should be given priority since it will bring rewards for the individual.

A

SUBORDINATION OF THE INDIVIDUAL INTEREST TO GENERAL INTEREST

35
Q

According to this principle, the topmost level of authority should be centralized to the top level of management, who has the power to make the most important decisions in an organization.

A

CENTRALIZATION

36
Q

This principle asserts that for an organization to run smoothly, the right person must be in the right job and that, therefore, every material and employee should be given a proper place.

A

ORDER

37
Q

This principle says employees must have job security to be efficient.

A

STABILITY OF TENURE

38
Q

This refers to the belief that there must be a unified team contribution and that cooperation is always greater than the aggregate of individual.

A

ESPIRIT DE CORPS

39
Q

Focuses on structuring organizations in a hierarchy so there are clear rules of governance.

A

Bureaucratic Management Theory

40
Q

What theory dis Karl Emil Maximilian Weber made?

A

Bureaucracy Management Theory

41
Q

What theory Elton Mayo made?

A

HUMAN RELATIONS THEORY

42
Q

These experiments gave rise to the theory that employees are more motivated by personal attention and being part of a group than they are by money or even working conditions.

A

HUMAN RELATIONS THEORY

43
Q

This theory suggests that the organization’s success, therefore, depends on synergy, interdependence and interrelations between subsystems.

A

Systems Management Theory

44
Q

Per this theory, managers should evaluate patterns and events within the organization to determine the best management approach

A

SYSTEMS MANAGEMENT THEORY

45
Q

Who made the Systems Management theory?

A

LUDWIG VON BETALANFFY

46
Q

This theory’s primary focus is that no one management approach works for every organization.

A

CONTINGENCY MANAGEMENT THEORY

47
Q

Who made the Contingency Management Theory

A

FRED FRIEDLER

48
Q

The leader’s traits were directly related to how effectively they lead their team. He asserts there are leadership traits that apply to every kind of situation and that a leader must be flexible to adapt to a changing environment.

A

CONTINGENCY MANAGEMENT THEORY

49
Q

Who made the Contingency Management theory?

A

FRED FIEDLER

50
Q

Who made theory X and Y?

A

DOUGLAS MC GREGOR

51
Q

This theory concluded two different styles of management are guided by their perceptions of team member motivations.

A

THEORY X AND Y

52
Q

What are the 5 important functions in radiology department management

A
  1. RELIABILITY
  2. RESPONSIVENESS
  3. ASSURANCE
  4. TANGIBLES
  5. EMPATHY
53
Q

High-quality imaging and accurate interpretation of results

A

RELIABILITY

54
Q

High-quality imaging and accurate interpretation of results

A

RELIABILITY

55
Q

Availability of imaging examination appointments
Timely conveyance of results to ordering providers

A

RESPONSIVENESS

56
Q

Competent, confident, and courteous staff

A

ASSURANCE

57
Q

Concern for patients as human beings, expressed by physicians and staff

A

EMPATHY

58
Q

Physical appearance of department Modern Imaging Equipment

A

TANGIBLES

59
Q

Relies on POWER

A

AUTOCRATIC MODEL

60
Q

Depends on economic resources (money)

A

CUSTODIAL MODEL

61
Q

This model relies on LEADERSHIP

A

SUPPORTIVE MODEL

62
Q

Employees depend on each other cooperatively and work as a team to do the task
Depends on PARTNERSHIP

A

COLLEGIAL MODEL

63
Q

Depends on trust, community, and understanding

A

SYSTEM MODEL

RADTECH (4 decks)

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