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LAB MGT > COMPREHENSIVE EXAM - FINALS > Flashcards

COMPREHENSIVE EXAM - FINALS Flashcards

1
Q

a process of influencing others to achieve designated goal.

A

Leadership

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2
Q

employees work independently and feel responsible enough to participate in the decision-making

A

empowering

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3
Q

highly operational in settings where results/ performance require improvement

A

coaching

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4
Q

team leader does not directly give solution to employees

A

coaching

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5
Q

leader holds all authority and responsibility

A

autocratic

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6
Q

make decisions on their own without consulting

A

autocratic

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7
Q

exploitative-authorative system

A

autocratic

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8
Q

lives and works whatever structure is put in place without any suggestions or criticisms

A

lassez-faire

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9
Q

medical laboratory services: INPUT

A

people, test requests, specimens, informations, supplies, financial resources

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10
Q

medical laboratory services: TRANSFORMATION

A

test performance, personnel, instruments, expertise

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11
Q

medical laboratory services: OUTPUT

A

test results, consultation, salary, information, wastes

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12
Q

services of a laboratory should be:

A

accurate, timely, reliable

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13
Q

laboratory organizational chart

A

laboratory/unit manager
chief technologist
section supervisor
staff

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14
Q

management levels

A

laboratory/ director & administrative
manager/ chief medical technologist
supervisory technologist

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15
Q

skills needed ; management

A

conceptual
interpersonal
technical

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16
Q

establishes goals and priorities that determine the direction of the organization

A

Laboratory Director

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17
Q

oversees functioning of an activity to achieve a set goal or purpose

A

Manager/Chief Technologist

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18
Q

runs the organization within policies and directives framework

A

laboratory director

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19
Q

3 categories of resources entrusted to manager/chief technologist

A

financial, physical, human

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20
Q

oversees the activities of others to help them accomplish specific tasks or to perform schedules activities efficiently

A

Supervisory Technologist

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21
Q

guiding human and physical resources into a dynamic hard-hitting organization

A

Management

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22
Q

attain its objectives to the satisfaction of those served

A

management

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23
Q

the purpose or reason for the existence of the organization

A

mission/goals

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24
Q

laboratory managers should be:

A

strategist. problem solver, teacher, director

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25
Q

born leaders or natural leaders

A

manager as a person

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26
Q

supporter of his/her staff

A

manager as a servant

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27
Q

coordination and communication between admin and staff

A

manager as representative

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28
Q

management skills

A

organizational skills
people skills
financial management skills
technical skills

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29
Q

concerned about the production not the peopl

A

authority-compliance management

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30
Q

too much concern about employees

A

country club management

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31
Q

no regard with people or work

A

impoverished management

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32
Q

high concern for people and production

A

team management

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33
Q

most effective management style

A

team management

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34
Q

results are for compliance

A

middle-of-the-road management

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35
Q

two communication direction

A

horizontal and vertical communication

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36
Q

act or process receiving and transmitting messages

A

communication

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37
Q

the one who send information

A

sender

38
Q

the one who receives information

A

receiver

39
Q

actual format of the communication effort

A

message

40
Q

how a receiver translates the message

A

decoding

41
Q

the vehicle by which the message is sent: oral, non-verbal, recorded, or third party

A

mode of transmission

42
Q

has process

A

vertical communication

43
Q

direct

A

horizontal communication

44
Q

direct person-to-person communication

A

oral communication

45
Q

3 elements of oral communication

A

vocal, verbal, visual

46
Q

no visual contact

A

phone communication

47
Q

tone of voice > words itself

A

phone communication

48
Q

provides a permanent record but limited feedback

A

written communication

49
Q

4 elements of written communication

A

format, technique, style, content

50
Q

serves as written communication on screen

A

electronic communication

51
Q

includes photographs, paintings, etc.

A

visual communication

52
Q

includes posture, gestures, facial expressions, microexpressions, etc.

A

non-verbal communication

53
Q

barriers in communication

A

structure, semantics, technical, people, outcome, interpersonal

54
Q

a barrier of communication: barriers such as geography and job duties that isolate people from normal communication of an org

A

structure

55
Q

a barrier of communication: the exact dictionary work or phrase

A

denotation

56
Q

a barrier of communication: the context and non verbal messages associated with a word or phrase

A

connotation

57
Q

a barrier of communication: static, poor image

A

equipment

58
Q

a barrier of communication: perception - how message is viewed from the standpoint of the receiver

A

People

59
Q

a barrier of communication: credibility - worthiness of a person as perceived by another individual within the context of trust, honesty, and competence

A

Interpersonal

60
Q

a barrier of communication: is closely tied to the acceptance of the message by the receiver

A

outcome

61
Q

a barrier of communication: connotation and denotation

A

semantics

62
Q

a barrier of communication: equipment, environment, medium, information overload

A

technical

63
Q

type of listening: concerned with doing most of the talking

A

non-listener

64
Q

type of listening: hears the sounds and some of the words but doesn’t really listen

A

marginal listener

64
Q

type of listening: actively trying to hear what the speaker is saying but isn’t making enough effort to understand the intent

A

evaluative listener

65
Q

type of listening: refrains from evaluating the speaker’s words and attempts to see things from the speaker’s point of view

A

active listener

66
Q

simultaneous arousal of two or more incompatible motives

A

conflict

67
Q

disagreement over goals or how to accomplish them

A

conflict

68
Q

types of conflict: both parties recognize and acknowledge the disagreement and actively work to resolve it

A

constructive conflict

69
Q

types of conflict: ignoring a situation ; forceful resolution

A

destructive conflict

70
Q

sources of conflict: work-related or internal

A

internal conflict

71
Q

types of conflict: employees all have stressors in their private lives that can negatively affect their performance at work

A

external conflict

72
Q

types of conflict: the capacity to recognize and respond to important matters

A

healthy conflict

73
Q

types of conflict: an inability to recognize and respond to matters of great importance to the other person

A

unhealthy conflict

74
Q

conflict resolution styles

A

accommodation
collaboration
compromise
avoidance
aggression

75
Q

how to handle conflict?

A
  1. identify the source of the conflict
  2. identify the players
  3. have participants state their goals
  4. explore options
  5. pick a solution
  6. summarize and seek commitment
  7. be open to third-party assistance
76
Q

It is becoming something different

A

Change

77
Q

the systematic approach and application of knowledge, tools, and resources to deal with change

A

Change Management

78
Q

change is _

A

change is inevitable

79
Q

types of changes

A

planned and unplanned changes

80
Q

also known as merit review, performance evaluation, interview or rating

A

formal performance appraisal

81
Q

provides employees with the opportunity to learn their strengths and weaknesses

A

positive feedback

82
Q

four factors to consider when designing written performance appraisal

A

purpose of appraisal
work environment
skills of employees
manager’s management style

83
Q

appraisal methods: ease of use and understanding

A

rating scale

84
Q

appraisal methods: can focus on praising positive behavior and addressing areas for correction

A

narrative technique

85
Q

appraisal methods: can motivate performance in competitive workplaces and among competitive employees

A

comparison method

86
Q

appraisal methods: allows a better chance to compare different perspectives in the evaluation process

A

360 feedback

87
Q

hospital organizational chart

A

chief executive officer
chief operating officer
vp nursing
chief financial officer
chief information officer
director
laboratory
pharmacy
dietary
other operational departments

88
Q

complements the management of operations, which comprises the main focus topic

A

business strategy

89
Q

consists of optimizing individual business processes

A

operational management

90
Q

represents a deliberate effort to resist commoditization

A

strategy

91
Q
A

LAB MGT (1 decks)

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