Chapter 3

Question 1

The presence of one or more authority centers which control the concerted efforts of the organization and direct them towards its goals.

Answer 1

Organizing

Question 2

Substitution of personnel

Answer 2

Organizing

Question 3

Concepts of organization

Answer 3

Herd concept
Man to man concept
The social concept

Question 4

Division of labor, authority and communication responsibilities.

Answer 4

Organizing

Question 5

“obey now, question later”

Answer 5

Herd concept

Question 6

The organization sees the individual working, in terms of direct personal relation with his superior.

Answer 6

Man to man concept

Question 7

The superior and subordinates are members of the team.

Answer 7

Social concept

Question 8

The relationship is no longer man to man but man to his group

Answer 8

Social concept

Question 9

Denotes an effort to divide total operations into size and type of units by which efficient and effective services are best assured and needs and weaknesses most easily identified.

Answer 9

Organizing

Question 10

It is a major management responsibility for the purpose of securing a united and cohesive performance

Answer 10

Organizing

Question 11

Efficient and effective selection, grouping and utilization of personnel constitute a major responsibility

Answer 11

Organizing

Question 12

Is a diagram (chart) that identifies the major operational units of an organization and their attending job position.

Answer 12

Table of organization

Question 13

It is the single most concise representation of the organization and provides an important means of managing and monitoring all of its activities.

Answer 13

Table of organization

Question 14

It also provides the members an understanding of their station and how they relate to one another

Answer 14

Table of organization

Question 15

one position should have span of control (direct supervision) of 4-12 positions. 12 if functions are similar; 4 if functions are dissimilar

Answer 15

Table of organization

Question 16

Are written declarations of a given job positions.

Answer 16

Job description

Question 17

Job description supplements the table of organization by:

Answer 17

1. providing definition to all position
   
   2. identify operational duties and responsibilities, and
   3. salary classification and order to job performance

Question 18

Represents the requirements for employment in a given job.

Answer 18

Job specification

Question 19

It provides the organization with the personnel requirements considered to match most efficiently with the demands of each job

Answer 19

Job specification

Question 20

• the arbitrary but firmly established practice of eight-hour shifts serve as the usual method of dividing each twenty-four hour period.

Answer 20

Work schedule

Question 21

• because of request patterns, the largest number of personnel are scheduled during the 1st eight period while the second and third shifts are staffed with fewer people

Answer 21

Work schedule

Question 22

at least two people know every job on every shift

Answer 22

Two-deepness

Question 23

Basic rules of scheduling

Answer 23

No more than 5 consecutive working days for each individual
Provide two consecutive days off, except in the rare case where the individual prefers split days off
Within the possibilities, give the individual shift he wants.
Rotate weekend and holidays off with as much fairness as possible
Post schedules at least three weeks in advance, even more if possible
Stick to the schedule as closely as possible and make changes only when essential and only after discussion with others concerned
Provide the opportunity for individual to ask for a specific day off on occasion

Question 24

Is the process which an existing organization undergoes that brings about changes in the size and shape of the organization structure

Answer 24

Reorganization

Question 25

two main reasons for reorganization

Answer 25

Growth

Adaptation

Question 26

Directions must be written, comprehensive, current, clearly stated and reinforced by discussion and example

Answer 26

Directing

Question 27

Entails responsibility in assuming that policies and procedures are followed

Answer 27

Supervision

Question 28

Characteristics of a Leader

Answer 28

Liking for people
Natural optimism
Good self-esteem - confidence
Ambitious – work well
Self-discipline
	-  to force himself to do necessary things even      when they are unpleasant.  
	-  ex.  discharge an employee
Good listener
Poise 
		-  in the face of errors, disasters and accidents
Accessibility
Good memory
		- a good secretary
Good sense of values and sound judgment

Question 29

Leadership styles

Answer 29

Decentralized authority
Centralized authority
Absenteeism or Inattention

Question 30

Delegation of responsibility

Answer 30

Decentralized authority

Question 31

the weakness of this style:

(a) if one part performs poorly, the entire system is jeopardized, 
(b) there is possibly a sense of isolation by the lower ranks.

Answer 31

Decentralized authority

Question 32

Authority to be concentrated at the very top.

Answer 32

Centralized authority

Question 33

Strength of this style:

1. one person authority; actions and decisions are quick
2. avoids lengthy discussions

Answer 33

Centralized authority

Question 34

This practice must be condemned.

Answer 34

Absenteeism or inattention

Question 35

Concern for production

Concern for people

Answer 35

Managerial Grid

Question 36

It is conceived as the attitudes of a supervisor toward a wide variety of things

Answer 36

Concern for production

Question 37

It includes degree of personal commitment toward goal achievement, maintaining the self-esteem of workers, basing responsibility on trust rather than obedience, maintaining good working conditions and having satisfying interpersonal relations.

Answer 37

Concern for people

Question 38

4 extremes of basic styles

Answer 38

impoverished management
team management
country-club management
autocratic task management

Question 39

1.1 style

Answer 39

Impoverished style

Question 40

9.9 style

Answer 40

team management

Question 41

1.9 style

Answer 41

country-club management

Question 42

9.1 style

Answer 42

autocratic task management

Question 43

Involves measuring, restraining and correcting performance to accomplish an objective as it was planned.

Answer 43

Controlling

Question 44

It involves the measurement of certain elements such as time, quality and quantity and cost against standards or models which have been established and the evaluation of the work or performance of various personnel in the organization.

Answer 44

Controlling

Question 45

A good control system encourages each employee to exercise self-control. - know specific levels expected

Answer 45

Controlling

Question 46

Types of formal control

Answer 46

Pre-action control

Post-action control

Question 47

controlling by means of personal supervision and utilizing control checks consisting of procedures for any given task or function.

Answer 47

Pre-action control

Question 48

Controlling as the task or function is being performed or may have been performed and corrective deviations from standards or plans

Answer 48

Post-action control

Question 49

Steps in controlling

Answer 49

1. Determination of the standards or basis of control based on appraisal of past experience.
2. Measurement of performance by observation, reports or statistical data.
3. Comparison of performance with the standards, models or criteria to determine deviations or difference.
4. Enactment of remedial measures or steps to correct deviation or errors.

Question 50

Performance standards must be expressed in

Answer 50

Quantitative terms

Question 51

Is the process in human relations of passing information from one person to another. It is most frequently conducted by written or spoken word but may be conveyed by gesture, lack of gesture, manner of dressing, personal appearance and general behavior

Answer 51

Communication

Question 52

The data generated by the laboratory has been called potential information and is not actual information until it has been utilized in patient care.

Answer 52

Communication

Question 53

Is the transmission of information between or among departments

Answer 53

Interdepartmental communication

Question 54

Recommendations for interdepartmental communication

Answer 54

Recommendations:
-Be courteous at all times
Speak distinctly and in a pleasant tone of voice.
-Be certain all questions and answers are clearly understood.
-Do not answer questions about which there is uncertainty. Consult resources of department (immediate supervisors, manuals, etc)
-Do not allow delay in answering telephone.
-Never leave telephone unattended after call is received: if placed on “hold”, reassure caller at frequent intervals that attempt is being made to complete connection.
-When receiving calls, initiate conversation with “good morning…”, department of laboratory.
-When transferring calls, inform person of caller’s name and department
-When making calls, prepare remarks with name and department
-Be certain all written or typed reports are neat, legible and accurate; also that they are dated and initiated or signed.

Question 55

Is the transmission of information within the department. Communication is better within the department because of proximity, similar education related duties and common goals among co-workers.

Answer 55

Intradepartmental Communication

Question 56

The subordinates follow the leader who yields exclusive power to decide and enforce unquestionable obedience in his subordinates.

Answer 56

Herd concept

Question 57

Ways to communicate

Answer 57

Informal talks
Planned appointments
Telephone calls
Interoffice memos
Letters
Reports
Informal staff meetings
Planned conference  
Mass meeting
Bulletin boards notices
Posters
Exhibits and display
Visual aids (films, filstrips)

Question 58

This is the most fundamental form of communication. It is suitable for day-to-day liaison, direction ad exchange of information. It must provide opportunity for a two way exchange.

Answer 58

Informal talks

Question 59

this is appropriate for regular review or liaison recurring joint work sessions, etc.

Answer 59

Planned appointments

Question 60

this is good for frequent check-up or for empathy or receiving information, instruction, data, etc.

Answer 60

Telephone calls

Question 61

they are effective for recording informal inquiries or replies. Use of memos should not be overdone, or they will be ignored.

Answer 61

Interoffice memos

Question 62

they are useful for official notices, formally recorded statements or lengthy communications even when the addressee is physically available.

Answer 62

Letters

Question 63

they are used to convey information associated with evaluation, analysis, recommendations, etc to supervisors or colleagues and are most effective when based on conferences, visits, inspections, surveys, research study etc.

Answer 63

Reports

Question 64

it provides opportunity for the development of strong group cohesiveness and response. Supervisor should hold staff meetings earl morning, at the end of the day or at lunch.

Answer 64

Informal staff meetings

Question 65

they are relatively formal affair. Participants be given time to prepare needed data, information, reports, recommendations, etc.

Answer 65

Planned conference

Question 66

they are conducted by management with large number of employees. They are valuable means of celebrating occasions, building morale, introducing new policies, or key personnel, making special announcements.

Answer 66

Mass meeting

Question 67

they are effective for lengthy or formal announcements.

Answer 67

Bulletin board notices

Question 68

Categories of communication

Answer 68

• Upward communication
• Downward communication
• On-the-same-level communication
• Diagonal communication

Question 69

when a subordinate communicates directly to his supervisor or superior.

Answer 69

Upward communication

Question 70

when a superior or supervisor communicates directly to his subordinates.

Answer 70

Downward communication

Question 71

communication among peers.

Answer 71

On-the-same-level communication

Question 72

when a supervisor and a subordinate not under him communicate.

Answer 72

Diagonal communication

Question 73

Don’ts of Upward Communication

Answer 73

don’t try to shield the boss. The subordinate must not prevent any upsetting news form reaching supervisor.
Don’t try to over protect yourself. Don’t “playdown” certain facts because we know that their disclosure would make us look bad.
Don’t think that the need to discuss a problem will just disappear if you don’t say anything.
Don’t be afraid of the result of communications.
Don’t neglect to communicate because you are not directly responsible.
Don’t rely on someone else to send the word upward.
Don’t think you must have a solution before you discuss a problem
Don’t use upward communication to blow your horn.

Question 74

What Subordinates want from the Boss

Answer 74

Back up the subordinates’ decision
Tell subordinates what he (the boss) expects of them and how they are going.
Give recognition for work well done.
Be interested in subordinate as people-make them feel they belong.
Provide good leadership and be competent for the job.
Give constructive criticism.
Tell the whys of the job/work
Follow the chain of command
Pass along information-both up and down the line.
Get raises for subordinates and for the workers they recommend.
Have confidence in the ability of subordinates.
Recognize the difficulties in getting the job done
Take the responsibility rather than pass the buck
Make good decisions
Be loyal to the subordinates and to the lab
Welcome ideas and opinions; let subordinates have a voice in decision
don’t play favorites, be fair
Help subordinates in problems beyond their depth

Question 75

What Supervisors want from fellow Supervisors

Answer 75

Exchange of ideas and information
Have work completed on time for the next fellow
Give and take constructive criticism
Keep one another informed about new procedures, policies and rules.
Respect one another’s authority
Achieve uniformity in the interpretation of policies and enforcement of rules.
Try to understand one another’s problems
Render necessary assistance to one another
Straighten out differences in private and among themselves rather than carry them with the boss
Refrain from putting one another on the spot
Practice teamwork and refrain from passing the buck
Show loyalty to the laboratory and respect for its policies

Question 76

Proper requisitioning procedures assure adequate identifications of the patient and the specimen, indicate the measurements or examinations desired, and facilitate reporting of the results. An additional important function is the provision of administrative and billing data.

Answer 76

Requisitioning

Question 77

Information contained in a request form

Answer 77

Laboratory procedure number or other identification
Identification of the patient name and hospital number
Room number or address of patient
Age of the patient
Sex of patient
Status (stat, pre-op, etc)
Name of the practitioner
Date and time the specimen was collected
Date and time the specimen was received
Date, time and by whom the specimen was examined
Condition of any unsatisfactory specimen
Type of tests or procedure to be performed

Question 78

Reporting

Answer 78

Compactness
Consistency of terminology, format and usage of abbreviations and symbols
Clearly understandable
Logical and accessible location in medical chart
Statement of date and time of collection
Good description and source of specimen when pertinent
Sharp differentiation of reference or normal and abnormal values
Sequential order of multiple results on single specimen
Identification of patient, patient location and physician
Assurance of accuracy of transcription of request
Ease of preparation
Administrative and record keeping value

Question 79

Verbal reports

-telephone reports

Answer 79

Telephone reports
- Can be given in order to facilitate medical care, particularly in an emergency situation. On the other hand, this is a major potential source of errors and resulting medical liability. To avoid this, the laboratory should require proper identification of the person receiving the report and of the patient. The person giving the report should report the patient’s name, identification number and location along with the results in order to further confirm the identification.

Question 80

Recommendations for intradepartmental communication

Answer 80

Recommendations:

• Know the department’s table organization and all communication channels so indicated.
• Be certain of job description and all duties set forth.
• Confer messages by memo if face-to-face or telephone communication is not possible.
• Minimize conversations unrelated to job duties.
• Maintain effective contact with members of all shifts.
• Be constantly alert to the posting of all schedules and notices.