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Lab Management > Chapter Two > Flashcards

Chapter Two Flashcards

1
Q

employed to encourage all personnel in the organization accomplished whatever assignment may be given in order to achieve the objectives

A

Leading

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2
Q

Leading can only be achieved if it is preceded by

A

a well- designed strategy

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3
Q

Most active part of the directing function and provides direction where one is going

A

Leadership

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4
Q

Characteristics of a Leader

A
  1. Good listener
  2. Optimistic
  3. Ambitious
  4. Likes everyone
  5. Good self-esteem
  6. Accessible
  7. Self- discipline
  8. Confident
  9. Good memory
  10. Good sense of value and sound judgement

GOAL* GAS* CGG

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5
Q

Manager roles played in an organization

A
  1. Represents the org
  2. Hold formal authority
  3. Develops and implements strategies to accomplish goals
  4. Manage personnel and financial responsibility
  5. Facilitate communication
  6. Motivates employees
  7. Oversees customer service
  8. Implement time management strategies and innovative ways to expand service
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6
Q

4 key leadership styles

A
  1. Directing
  2. Coaching
  3. Supporting
  4. Delegating
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7
Q

Leadership employs____, _____,and _____ to accomplish the work of an org

A

Management skills, people skills, and vision

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8
Q

Indiv whose job is to guide the org to attain its objectives

A

Manager

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9
Q

Essential characteristics/ qualities of a successful manager

A
  1. Mission
  2. Vision
  3. Good health
  4. Humility
  5. Decision making ability
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10
Q

Leadership style in which manager makes decisions without consulting the subordinates ( self-centred)

A

Autocratic

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11
Q

Let people do as they choose( Delagating leadership)

A

Laissez-faire

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12
Q

It focuses on rules and regulations set by the hierarchy of authority ( work by the book)

A

Bureaucratic

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13
Q

Manager view all authority to be concentrated at the very top

A

Concept of centralized authority

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14
Q

Leader sets logical and realistic goals that initiates movement and providez motivation for full participation

A

Conviction of merits of decentralized authority

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15
Q

Leadership responsibility

A
  1. Formulate and document policies and procedures
  2. Encourage free flow and exhange of ideas
  3. Effectively communicate plan to all personnel
  4. Develop and maintain effective relationship with staffs
  5. Assure an awareness by all personnel of current trends and practice
  6. Provides efficient meand for assuring compliance

FEEDAP

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16
Q

Leadership style the provides low support and direction

A

Delagating

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17
Q

Leadership style thr provides high support and direction

A

Coaching

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18
Q

Leadership style the presents rules, orders, or defined instructions

A

Directing

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19
Q

Leadership sytle the provides physical and personal resources

A

Supporting

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20
Q

5 M’s of Management

A
  1. Mission
  2. Man
  3. Money
  4. Materials
  5. Methods
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21
Q

Art of getting things done thru peopl

A

Management

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22
Q

Functions of Management

A
  1. Planning
  2. Organizing
  3. Leading/ Directing
  4. Controlling and Evaluating
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23
Q

Primarily one of broad policy making

A

Director

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24
Q

Run the org withing the framework

A

Administrator

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25
Q

Oversees activities of others to get them accomplish

A

Supervisor

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26
Q

Qualities the top management contenders possess

A
  1. Bright, informed, a bit of sparkle
  2. Articulateness
  3. Thoughtfulness
  4. Positive attitude
  5. Aura of leadership
  6. Breadth of interest

BAT- PABa

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27
Q

Responsible for the overall management of tbe organization

A

Top managers

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28
Q

Refer to more than one level in an org

A

Middle manager

29
Q

Lowest level in an org that are responsible for thr work of others

A

First - line manager

30
Q

First- line managers often call as

A

Supervisors

31
Q

They direct activities and balance the demand of their supervisors with the capacitids of their subordinate

A

Middle managers

32
Q

He provided one of the first comprehension studies of the nature of managerial work

A

Henry Mintzberg ( 1973)

33
Q

Mintzberg grouped the basic roles performed by the manager as:

A
  1. Interpersonal roles
  2. Informational roles
  3. Decision roles
34
Q

He identified 3 basic type of skills needdd by all managers

A

Robert Katz

35
Q

Katz’ 3 basic types of skills

A
  1. Technical skills
  2. Human skills
  3. Conceptual skills
36
Q

Doing things right

A

Efficiency

37
Q

Doing the right thing

A

Effectiveness

38
Q

Efficiency and effectiveness concept

A

Peter Drucker

39
Q

Indicators of lack management skills

A
  1. Inability to maintain adequate staff
  2. Recurring or persistent misunderstanding
  3. Excessive cost of operation

IRE

40
Q

Categories of communication

A
  1. Upward
  2. Downward
  3. Diagonal
41
Q

Barriers to effective communication

A

1.culture diff
2. Non-verbal expression
3. Paraverbal
4. Environment
5. Over communication
6. Under communication

42
Q

Purpose of communication

A
  1. Influenced another’s action
  2. Meet social expectations
  3. Exchange knowledge
  4. Expression of feelings, ideas, and thoughts

IMEE

43
Q

Difference between interdepartmental communication and intradepartmental communication

A

Inter- info between among departments

Intra- info within the department

44
Q

Process of passing info and understanding from one person to another

A

Communication

45
Q

3 factors of leadership

A
  1. Leader
  2. Follower
  3. Situation
46
Q

Supervisor tends to emphasize jigh productivity at the expense of all other factors

A

Production- oriented

47
Q

Supervisor had a strong ties yo their employees

A

Employee- oriented

48
Q

Widely known approach yo dramatize leadership style

A

Managerial Grid

49
Q

Persons behind managerial grid

A

Robert Blake and Jane Mouton

50
Q

2 dimensions in managerial grid

A
  1. Concept for production
  2. Concept for people
51
Q

He based this theory on how employees view work

A

McGregor ( X and Y theory)

52
Q

Authoritative leader- don’t like to work and have to be controlled

A

X Theory

53
Q

Democratic leader- hardworking and self-motivated workers

A

Y theory

54
Q

Little concerned for people or productivity

A

Improverishd management (1,1)

55
Q

Great concern for people and production

A

Team management (9,9)

56
Q

Medium concern for people and production

A

Middle of the road management (5,5)

57
Q

Great concern for people, little for production

A

Country club management (1,9)

58
Q

Little concern for people, great concern for production

A

Authority- compliance management (9,1)

59
Q

Fred Fielder

A

Contingency Theory

60
Q

Success of manager as the leader is contingent on 2 factors:

A
  1. Leadership style
  2. Favorablenesz
61
Q

Leadership can either be:

A
  1. Relationship- oriented
  2. Task-oriented
62
Q

Continuum of leadership

A

Robert Tannenbaum and Warren Schidmt

63
Q

Normative Theory

A

Victor Vroom and Philip Yetton

64
Q

Normative Theory classifies decision-making method as:

A
  1. Autocratic
  2. Consultative
  3. Group-oriented
65
Q

Makes decisions based on the current info available

A

A-1 manager

66
Q

Shares the problem with selected indiv before making decisions

A

C-1 manager

67
Q

Shares problem with all members but makes the final decision

A

C-2 manager

68
Q

Seeks necessary info from subordinates before making decisions

A

A-2 manager

Lab Management (5 decks)

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