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Laboratory Management > Chapter 1 > Flashcards

Chapter 1 Flashcards

1
Q

Process consisting of planning, organizing, actuating(directing) and controlling

A

Management

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2
Q

Effective motivation of people and the efficient utilization of resources for the attainment of a predetermined objective.

A

Management

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3
Q

Two natures of environment

A

Art

Science

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4
Q

it results in the accomplishment of objectives through the use of human effort. It requires skill and careful study in its application

A

Art

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5
Q

it is a systematic body of knowledge. It gathers and analyses facts and formulates general laws or principles from these facts

A

Science

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6
Q

Functions of Management

A

Planning
Organizing
Directing
Controlling

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7
Q

It is the mental effort whereby executives anticipate the possible causes or factors that may affect or change the activities and objectives of the organization

A

Planning

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8
Q

It controls the nature and direction of change and determines what measures or actions are necessary to accomplish predetermined goals

A

Planning

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9
Q

includes several possible alternative courses of action that may be taken under varying conditions . Consider best course of action

A

Planning

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10
Q

The grouping together of people and establishing relationships among them

A

Organizing

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11
Q

Defining the authority and responsibility who will perform the work in order

A

Organizing

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12
Q

Refers to the way of getting all personnel in an organization to accomplish what management desires.

A

Directing

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13
Q

It involves both motivation and communication

A

Directing

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14
Q

Checking the work accomplished against plans or standards

A

Controlling

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15
Q

The bases for controlling

A

standard quality, standard quantity, standard cost, and standard time

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16
Q

An individual whose job is to guide the organization to attain its objectives

A

Manager

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17
Q

He performs the functions of planning, organizing, directing and controlling the work of his subordinates

A

Manager

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18
Q

Takes charge of the management or oversees the functioning of an activity to achieve a set of goal or purpose

A

Manager

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19
Q

His strength is his ability to use all of his resources to get things done properly

A

Manager

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20
Q

Directs the affairs of an organization by establishing goals and priorities that determine the direction of the organization

A

Director

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21
Q

Administers or runs an organization within the framework or the various directives and policies given to him

A

Administrator

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22
Q

Oversees the activities of others to get them to accomplish specific tasks or to perform efficiently.

A

Supervisor

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23
Q

Essential characteristics of a Manager

A 
Motivation 
Vision 
Decision-making ability 
Good health 
Humility
24
Q

What makes a good manager?

A

Appearance
Personality – act with proper decorum
Articulate
Energy driven, ambitious
Positive attitude – constructive, cheerful outlook
Thoughtfulness
Overall composure
Aura of leadership – agreeable manner, self confidence
bright, informed, a bit of sparkle
Breadth of interest – learn a little about many fields

25
Q

Management Levels

A

First line manager
Middle manager
Top manager

26
Q

lowest level in an organization responsible for the work of others. They direct operating employees only they do not supervise other managers

A

First line manager

27
Q

often called supervisors

A

First line manager

28
Q
  • more than one level in the organization

- direct the activities of other managers and sometimes also those of operating employees

A

Middle manager

29
Q
  • their principal responsibilities are to direct the activities that implement their organization’s policies and to balance the demands of their supervisors with the capacities of their subordinates
    ex. CMT
A

Middle manager

30
Q
  • small group of executives.

- overall management of the organization.

A

Top manager

31
Q
  • establishes operating policies and guides the organization’s interactions with its environment.
    ex. President of the Hospital
A

Top manager

32
Q

Roles of managers

A

Interpersonal
Informational
Decisional

33
Q

Symbol or a figurehead

A

Interpersonal roles

34
Q

Serves as a leader – hires, trains, encourages, fires, remunerates, judges

A

Interpersonal roles

35
Q

Serves as a liaison - community, organizations

A

Interpersonal roles

36
Q

Monitors – gathers information

A

Informational role

37
Q

Disseminator of information from both external and internal sources

A

Informational role

38
Q

Spokesperson or representative of the organization.

A

Informational role

39
Q

As entrepreneurs are initiators, innovators

A

Decisional role

40
Q

Disturbance handler

A

Decisional role

41
Q

Resource allocator

A

Decisional role

42
Q

Negotiators when conflicts arise

A

Decisional role

43
Q

Management Skills

A

Technical skill
Human skill
Conceptual skill

44
Q

ability to use equipments, procedures and techniques of a specialized field

A

Technical skill

45
Q

The manager needs enough technical skill to accomplish the mechanics of the particular job he is responsible for

A

Technical skill

46
Q

Ability to work with, understand, and motivate other people, either as individuals or as groups.

A

Human skill

47
Q

Managers need enough human relation skill to work with other organizations and to lead their own work groups

A

Human skill

48
Q

The mental ability to coordinate and integrate all of the organization’s interest and activities

A

Conceptual skill

49
Q

To recognize how the various factors in a given situation are interrelated, so that the action he takes will be in the best interests of the total organization

A

Conceptual skill

50
Q

Managerial Performance

A

Efficiency

Effectiveness

51
Q
  • doing things right

- the ability to get things done correctly. It is an input-output concept

A

Efficiency

52
Q
  • achieves output or results that measure up to the inputs (labor, reagents, supplies, equipment and time)
  • able to minimize cost in attaining the goals
A

Efficiency

53
Q
  • the ability to follow objectives.

- an effective manager is one who selects the right things to be done

A

Effectiveness

54
Q

Indicators of Lack of Management Skills

A

-Inability to maintain an adequate staff
-Recurring or persistent misunderstanding with the hospital administration
-Frequent or recurrent confusion concerning requisitions or reports of laboratory work
-Frequent rush orders for supplies
-Low moral in the laboratory
-Requests for deserved pay raise by competent workers (when funds are available)
-Excessive cost of operation
-Ignorance of the cost of operation
Spending much time in making minor decisions
-Inability to do one or more tests when a key individual has a day off

55
Q

The art of getting things done through people

A

Management

Laboratory Management (3 decks)

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