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[MT 6316] Laboratory Management > Chapter 4: Directing & Supervising > Flashcards

Chapter 4: Directing & Supervising Flashcards

1
Q
  • Ways and means
  • to encourage all personnel
  • to accomplish all assignments
  • goals in the most efficient manner
A

Directing

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2
Q
  • Overseeing the work of subordinates by their superiors
  • Act of watching & directing work & workers.
A

Supervision

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3
Q

Is generally at top level

A

Directing (Wide)

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3
Q

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

A

directing

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3
Q

entails responsibility in assuming that policies and procedures are followed

A

supervision

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4
Q

It includes motivation, communication, supervision, training & leadership.

A

Directing (Wide)

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4
Q

Is related to supervision which is the intermediate link between the workers and management

A

Directing (Wide)

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4
Q

Direction being at the top level, formulates polices and
takes important decision.

A

Directing (Wide)

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5
Q

Leads the efforts of medium and lower Level executives

A

Directing (Wide)

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6
Q

Financial & non financial incentives

A

Directing (Wide)

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7
Q

It is only one of the elements of direction.

A

Supervising (Narrow)

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8
Q

It is restricted to the lower level management

A

Supervising (Narrow)

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9
Q

Supervision at lower level only for implementation.

A

Supervising (Narrow)

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9
Q

He has to deal, guide and lead workers directly under his commands.

A

Supervising (Narrow)

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10
Q

It cannot provide incentives but it can only recommend
rewards in special case.

A

Supervising (Narrow)

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11
Q

Efforts of employee under his commands.

A

Supervising (Narrow)

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12
Q

Level 5 Leadership

A
  1. Individual
  2. Team Member
  3. Manager
  4. Leader
  5. Executive
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13
Q

Contributes talent, skills, knowledge

A

Capable / L1 Individual

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14
Q

Manages team members and assets to reach set objectives

A

Competent / L3 Manager

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15
Q

Contributes individually; works well in group

A

Contributing / L2 Team Member

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15
Q

Stimulates high standards; champion dedication to vision

A

Effective / L4 Leader

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16
Q

Builds excellence through dedication and humility

A

L5 Effective

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17
Q

In organizations, a servant leader transcends self-interest to serve others, the organization, and society.

A

Servant Leadership

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17
Q

Servant leaders operate on two levels:

A
  • for the fulfillment of their subordinates’ goals and needs
  • for the realization of the larger purpose or mission of their organization.
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17
Q

Give things away—power, ideas, information, recognition, credit for
accomplishments, even money.

A

Servant leaders

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18
Q

refers to individuals who know and understand
themselves, who espouse and act consistent with higher-order ethical values,
and who empower and inspire others with their openness and authenticity.

A

Authentic Leadership

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19
Q

means being real, staying true to one’s values and beliefs, and acting based on one’s true self rather than emulating what others do.

A

authentic

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20
Q

Inspire trust and commitment because they respect diverse viewpoints, encourage collaboration, and help others learn, grow, and develop as leaders.

A

Authentic leaders

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21
Q

Components of authentic leadership

A
  1. Pursues purpose with passion
  2. Practices solid values
  3. Connects with others
  4. Demonstrates self-discipline
  5. Leads with the heart as well as the head
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22
Q

Means that the leader favors a consensual and collaborative process, and influence derives from
relationships rather than position power and formal authority.

A

Interactive Leadership

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23
Q

Is a leadership style characterized by values such
as inclusion, collaboration, relationship building, and caring.

A

Interactive Leadership

24
Q

Has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice.

A

charismatic leader

25
Q

T/F: Interactive leadership is associated with women’s style of leading, both men and women can be effective interactive leaders.

A

T

25
Q

Has been referred to as “a fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty.

A

Charisma

26
Q

The impact of charismatic leaders normally comes from:

A
  • stating a lofty vision of an imagined future that employees identify with
  • displaying an ability to understand and empathize with followers
  • empowering and trusting subordinates to accomplish results.
26
Q

Tend to be less predictable because they create an
atmosphere of change, and they may be obsessed by visionary ideas that excite, stimulate, and drive other people to work hard.

A

Charismatic leaders

26
Q

are similar to charismatic
leaders, but they are distinguished by their special ability to bring about innovation and change by recognizing followers’ needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors

A

Transformational leaders

27
Q

Inspire followers not just to believe in the leader personally, but to believe in their own potential to imagine and create a better future for the organization

A

Transformational leaders

28
Q

have the ability to lead changes in the organization’s mission, strategy, structure, and culture, as well as to promote innovation in products and technologies.

A

Transformational leaders

29
Q

Create significant change in both followers and the organization

A

Transformational leaders

30
Q

focus on intangible qualities, such as vision, shared values, and ideas, to build relationships, give larger meaning to diverse activities, and find common
ground to enlist followers in the change process

A

Transformational leaders

30
Q

have the ability to lead changes in the organization’s mission, strategy, structure, and culture, as well as to promote innovation in products and technologies

A

Transformational leaders

30
Q

clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and
try to be considerate and meet the social needs of their subordinates

A

Transactional leaders

30
Q

do not rely solely on tangible rules and incentives to control specific transactions with followers

A

Transformational leaders

31
Q

excel at management functions. They are hardworking, tolerant, and fair-minded. They take pride in keeping things running smoothly and efficiently.

A
32
Q

often stress the impersonal aspects of performance, such as plans, schedules, and budgets. They have a sense of commitment to the
organization and conform to organizational norms and values

A
33
Q

Important to all organizations, but leading change requires a different approach

A
34
Q

Ability to satisfy subordinates may improve productivity

A

Transactional leaders

35
Q

Characteristics of a Leader

A
  1. Drive & Passion
  2. Power motive
  3. Self-confidence combined with humility
  4. Trustworthy and honesty
  5. Good intellectual ability, knowledge, and technical competence
  6. Optimism and Positivity
  7. Likeable
  8. Discipline
  9. Emotional Intelligence
  10. Good Listener
36
Q

One person authority, and the decisions will be quick and similar, this in turn can project an image of a confident, well managed business

A

Strength of autocratic style

37
Q

A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation

A

Autocratic style

38
Q
  • subordinates may become dependent upon the leaders and supervision may be needed;
  • this style can decrease motivation and increase staff turnover
A

Weakness of autocratic style

39
Q

A leader who involves employees in decision
making, delegates authority, encourages participation in deciding work methods and
goals, and uses feedback to coach employees

A

Democratic style

40
Q
  • this style can be particularly useful when complex decisions need to be made that require a range of specialist skills
  • from the overall business’ point of view, job satisfaction and quality of work will improve.
A

Strength of Democratic style

41
Q

the leader delegates much authority to employees; the leader’s role is peripheral and staff manage their own areas of the business.

A

Laissez-faire (free-rein)

41
Q

the decision-making process is severely slowed down, and the need of a consensus may avoid taking the ‘best’ decision for the business

A

Weakness of Democratic style

42
Q

the style brings out the best in highly professional and creative groups of employees.

A

Strength of Laissez-faire (free-rein)

43
Q
  • the leader therefore evades the duties of management and uncoordinated delegation occurs;
  • this leads to a lack of staff focus and sense of direction, which in turn leads to much dissatisfaction, and a poor company image
A

Weakness of Laissez-faire (free-rein)

44
Q

To formulate and document policies and procedures that
are constantly current and relevant effective pursuit of
laboratory goals.

A

Leadership Responsibility

45
Q

To effectively communicate these plans to all personnel

A

Leadership Responsibility

45
Q

To provide efficient means for assuring compliance with policies and procedures

A

Leadership Responsibility

46
Q

To encourage free flow and exchange of ideas through
all levels of the organization

A

Leadership Responsibility

46
Q

To develop and constantly update all laboratory procedures and policies by preparation of appropriate manual.

A

Laboratory Methods

47
Q

To assure an awareness by all personnel of current
trends and practices in the delivery of hospital laboratory services

A

Leadership Responsibility

47
Q

To develop and maintain effective relations with the
medical staff and hospital administration for assuring an open exchange of the needs and concerns of all parties

A

Leadership Responsibility

48
Q

To schedule and conduct periodic meetings with the staff for discussion and review of policies and procedures.

A

Laboratory Methods

49
Q

To delegate the responsibility for efficiently monitoring compliance with policies and procedures

A

Laboratory Methods

50
Q

To conduct periodic meeting with the laboratory staff to
encourage innovative thinking and improvement in services

A

Laboratory Methods

51
Q

To fully support and generously budget for a meaningful laboratory continuing program

A

Laboratory Methods

52
Q

Leaders are concern for the feelings, needs, personal interest, problems, and well-being of followers

A

Concern for People

53
Q

To assure awareness of the laboratory mission by requiring that appropriate personnel attend all hospital and medical staff meeting
that call for laboratory representation.

A

Laboratory Methods

54
Q

Leaders are concerned about the activities designed to accomplish group goals such as organizational tasks, assigning responsibilities and establishing performance standards

A

Concern for Production

55
Q

is a group made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications
technologies

A

Virtual Team Leadership Model

55
Q

Stages of Team Development in Directing

A

● Forming
● Storming
● Norming
● Performing
● Adjourning

55
Q

Can be local, national, or global, with members coming from one firm or many

A

Virtual Team Leadership Model

[MT 6316] Laboratory Management (2 decks)

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