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Lab Management > Chapter 1 > Flashcards

Chapter 1 Flashcards

1
Q

who defined Management as the process of forecasting, planning, organizing, commanding, corrdinating, and controllin

A

Henri Fayol (20th century

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2
Q

who defined the manangement as the process of planning, coordination, control and motivation

A

E.F.L Brech

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3
Q

Who defined organizational direction based on sound common sense, pride in the organization and ethusiasm for its works

A

Tom Peter

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4
Q

american writer best known for business book in search of excellence, defined management differently but also embedded in theories of management based on the managerial functions

A

Tom peters

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5
Q

it is the attainment of organization goals in an effective and efficient manner through planning, organizing, staffing, directing, and controlling organizational resources

A

Management

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6
Q

if there is an organization, then there is always a ____

A

goal

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7
Q

this is getting what you aim for at the same time decrease wastage resources

A

Efficient

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8
Q

this pertains to several resources like man power , money, machines, and materials

A

organizational resources

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9
Q

is the greatest resource of an organization

A

man power

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10
Q

9 nature of management

A
  1. Universal
  2. Social Process
  3. Goal oriented
  4. Science and art
  5. group effort
  6. intangible
  7. required at all level
  8. separate from ownership
  9. purposeful activity
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11
Q

management is composed of a group of people thus it shows management as a _____

A

social process

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12
Q

refers to the activities to achieve the organization’s objectives

A

planning

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13
Q

refers to the resources and activities to achieve the organization’s obectives

A

organizing

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14
Q

refers to the organization with qualified people

A

Staffing

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15
Q

employees activities toward achievement of objectives

A

Directing

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16
Q

the organization’s activities to keep it on course

A

Controlling

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17
Q

process of determining the organization’s objective and deciding how to accomplish them

A

planning

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18
Q

structuring f resources & activities to accomplish objectives efficiently & effectively

A

organizing

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19
Q

management function shown in dividing activities into department sections and jobs, subdividing jobs

A

organizing

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20
Q

T/F: organizing is a management function that is important because it creates synergy

A

TRUE

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21
Q

T/F: Staffing is important because it establishes lines of authority

A

False, it is organizing

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22
Q

T/F: downsizing improves communication and improves competitiveness

A

False, it is organizing

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23
Q

hiring people to carry out the work of the organization

A

Staffing

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24
Q

4 importance of staffing includes

A
  1. recruiting
  2. determine skills
  3. motivate and train
  4. compensation levels
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25
Q

it is the elimination of significant number of employees

A

downsizing

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26
Q

right sizing, trimming the fat

A

downsizing

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27
Q

this is a management function pertaining to grouping together, transferring, laying off, and redundancy

A

Downsizing

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28
Q

what organization protects employees

A

NLRC - National Labor Relations Commission

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29
Q

motivating and leading employees to achieve organization objectives

A

Directing

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30
Q

3 motivations for directing

A
  1. Incentives
  2. Employee involvement
  3. recognization and appreciation
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31
Q

pertains to raise and promotion in directing

A

incentives

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32
Q

pertains to cost reduction, customer service, and new products in directing

A

employee involvement

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33
Q

process of evaluating and correcting activities to keep organization on course

A

Controlling

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34
Q

what are the 5 activities of controlling as a management function

A
  1. Measuring performance
  2. comparing performace against standards
  3. identifying deviations from standards
  4. investigating ccuases of deviations
  5. taking corrective action
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35
Q

takes charge of the mangement

A

manager

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36
Q

oversees the activities to achieve set goal or purpose

A

Manager

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37
Q

T/F: A good characteristic of a manager possess well-defined goals

A

TRUE

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38
Q

T/F: A manager allocated resources according to priorities

A

TRUE

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39
Q

T/F: A manager makes decisions, act upon them, and accept responsibility for them

A

TRUE

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40
Q

T/F: A manager should always be correct, employees should be willing to compromise

A

FALSE

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41
Q

T/F: A manager should not depend on their subordinates

A

False, they should delegate and to depend on subordinates

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42
Q

T/F: one bad characteristic of a manager is being self-motivated and self-controlled

A

False, it is a good characteristic

43
Q

T/F: A laboratory manager must maintain good relationship with others

A

TRUE

44
Q

T/F: A laboratory manager should be emotionally mature

A

TRUE

45
Q

T/F: A laboratory manager is able to cope with frustration, disappointment, and stress

A

TRUE

46
Q

T/F: A bad characteristic of a laboratory manager is appraising oneself and one’s performance objectively

A

False, it is a good characteristic

47
Q

T/F: A characteristic of a laboratory manager should expect that one will keep on growing, and improve one’s performance and continue to develop

A

TRUE

48
Q

3 roles of managers

A

Interpersonal Information
Decisional

49
Q

Interpersonal Role: symbolic head; required to perform a number of routine duties of a legal or social nature

A

Figurehead

50
Q

Interpersonal Role: ceremonies status request, solicitations

A

Figurehead

51
Q

Interpersonal Role: responsible for the motivation and direction of subordinates

A

Leader

52
Q

Interpersonal Role: virtually all managerial activities involving subordinates

A

Leader

53
Q

Interpersonal Role: maintains a network of outside contact who provide favors and information

A

Liaison

54
Q

Interpersonal Role: acknowledgement of mail external board work

A

Liaison

55
Q

Informational Role: receives wide variety of information; serves as nerve center of internal and external information of the organization

A

Monitor

56
Q

Informational Role: handling all mail and contacts categorized as concerned primarily with receiving information

A

Monitor

57
Q

Informational Role:transmits information received from outsiders or other subordinates to members of the organization

A

Disseminator

58
Q

Informational Role:forwarding mail into organization for information purposes;

A

Disseminator

59
Q

Informational Role:verbal contact involving information flow to subordinates such as review sessions

A

Disseminator

60
Q

Informational Role: Transmits information to outsiders on organizations plans, policies, actions, and results, serves as expert on organization’s industry

A

Spokesperson

61
Q

Informational Role:board meeting, handling contacts involving transmission of information to outsiders

A

Spokesperson

62
Q

Decisional Role: searches organization and its environment for opportunities and initiates projects to being about change

A

Entrepreneur

63
Q

Decisional Role: strategy and review sessions involving initiation or design of improvement projects

A

Entrepreneur

64
Q

Decisional Role: responsible for corrective action when organization faces important, unexpected disturbances

A

Disturbance handler

65
Q

Decisional Role: making or approving significant organization decisions

A

Resource allocator

66
Q

Decisional Role: scheduling, request for authorization, budgeting, and programming of subordinates work

A

Resource allocator

67
Q

Decisional Role: responsible for representing the organization at major negotiations

A

Negotiator

68
Q

Decisional Role: contract negotiation

A

negotiator

69
Q

3 managerial skills

A
  1. Technical
  2. Human
  3. Conceptual
70
Q

A manager shows ____ by being competent in specialized area, analytical ability and the ability to use appropriate tools and techniques

A

Technical Skills

71
Q

A manager shows _______ because they understand what is needed to get the job done

A

Technical skills

72
Q

a manager shows ______ by understanding the physical operation

A

technical skills

73
Q

a manager shows ______ by doing hands-on activity with basic product or process knowledge

A

technical skills

74
Q

a manager shows ______ by producing the actual products a company is designed to produce

A

Technical Skills

75
Q

this is the ability of an individual to cooperate with other members of the organization and work effectively in teams

A

Human skills

76
Q

Skill: interpersonal relationships

A

human skills

77
Q

Skill: solving people’s problem and acceptance of other employees

A

Human skills

78
Q

this is what you want your organization to become in a specific time frame

A

Vision

79
Q

this is something you would want your organization to deliver to your clients

A

Mission

80
Q

this is the ability of an individual to analyze the complex situations and to rationally process and interpret available information

A

Conceptual skills

81
Q

skill: idea generation

A

conceptual skills

82
Q

skill: analytical process of information

A

conceptual skills

83
Q

3 levels of management

A
  1. Top
  2. Middle
  3. First-line/supervisory management
84
Q

level of management: president

A

top management

85
Q

level of management: Chief executive Officer (CEO)

A

Top managemetn

86
Q

level of management: chief financial officer (CFO)

A

Top management

87
Q

level of management: Chief operations officer (COO)

A

Top management

88
Q

level of management: responsible for tactical planning

A

Middle management

89
Q

level of management: implement general guidelines established by top management

A

Middle management

90
Q

level of management: supervise workers

A

First-line management

91
Q

level of management: overdose daily operations

A

First-line management

92
Q

level of management: directing and controlling primary functions

A

First-line management

93
Q

Yes or No, Indicators of lack of management skills: not listening while people are talking

A

Yes

94
Q

Yes or No, Indicators of lack of management skills: macromanaging

A

false, micromanaging

95
Q

Yes or No, Indicators of lack of management skills: not focusing on the task but focusing on individuals

A

no, this is not lacking because we have to focus on individuals

96
Q

Yes or No, Indicators of lack of management skills: enforcing standards

A

No

97
Q

Yes or No, Indicators of lack of management skills: lack of effective communication of expectations

A

Yes

98
Q

Yes or No, Indicators of lack of management skills: giving feedback to employees

A

no, it is right to give positive and negative feedback

99
Q

Yes or No, Indicators of lack of management skills: communicating on a need to know basis only

A

Yes

100
Q

Yes or No, Indicators of lack of management skills: making decisions and then asking for feedback

A

Yes

101
Q

Yes or No, Indicators of lack of management skills: passing the buck, blaming other people for your mistake

A

Yes

102
Q

Yes or No, Indicators of lack of management skills: NO SENSE OF HUMOR

A

Yes

103
Q

T/F: A manager makes decisions, act upon them, and accept responsibility for them

A

TRUE

Lab Management (1 decks)

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