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Lab Man > (F) - Skills for MT/MLS Part 1 > Flashcards

(F) - Skills for MT/MLS Part 1 Flashcards

1
Q

BRIEF CONCEPTS ON MANAGEMENT

  1. Classicial
  2. Behavioral
  3. Quantitative
  4. Integrated
A

FOUR THEORIES OF MANAGEMENT CONCEPTS

`

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2
Q

BRIEF CONCEPTS ON MANAGEMENT

Earliest perspective on management

A

Classical

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3
Q

BRIEF CONCEPTS ON MANAGEMENT

  • Fredrick Taylor
  • 1912
A

Classical (Scientific management)

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4
Q

BRIEF CONCEPTS ON MANAGEMENT

  • Henri Fayol
  • 1949
A

Classical (Administrative management)

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5
Q

BRIEF CONCEPTS ON MANAGEMENT

  • Max Weber
  • 1921
A

Classical (Nature of bereaucracy)

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6
Q

CLASSICAL

  • Describe and break down each task into its smallest
    component and study that task until the best way to do the task is fully defined
  • Remove uncertainty and alternatives facing each employee
    and reward productivity with incentives
  • Use experts – for example, industrial engineers – to define optimal work outputs and plan for optimal results
A

Scientific Management (Taylor, 1912)

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7
Q

Administrative Management

  • Planning
  • Organizing
  • Leading
  • Controlling

shifting the focus more on management than tasks and production

A

FOUR BASIC MANAGEMENT FUNCTIONS (Fayol, 1949)

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8
Q

Administrative Management

  1. Division of work
  2. Authority
  3. Discipline
  4. Unity of command
  5. Unity of direction
  6. Subordination of individual interest
  7. Remuneration
  8. Centralization
  9. Chain of command
  10. Order
  11. Equity
  12. Stability
  13. Initiative
  14. Esprit de corps (unity and teamwork)
A

14 PRINCIPLES OF MANAGEMENT (FAYOL)

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9
Q

Nature of Bureaucracy

  • Bureaucracy: formal rules and behaviors.
  • Uniformity of operations despite changes in personnel.
  • Division of labor based on functional specialization.
  • Rational allocation of tasks and impersonal orientation.
  • Membership that constitutes a career.
  • Promotion based on technical competence.
  • Employment based on merit and tested qualifications.
  • Legally defined and prescribed lines of authority.
  • Legally based organizational tenure.

Divided organizations into hierarchies,

establishing authority and control.

A

Max Weber’s Core Elements of New Organization

gurl idk ang haba shet

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10
Q
  • In contrast to classical view - the human relations movement was born.
  • A manager’s concern for his workers will lead to increased worker satisfaction and improved performance (worker’s wants and needs)
A

Behavorial

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11
Q

Enumerate the proponents under Behavioral Theory of Management

Prop + Year

A

Abraham Maslow (1943)
Douglas Mcgregor (1960)

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12
Q

MASLOW’S HIERARCHY OF NEEDS

Physiological and Safety Needs

A

Basic Needs

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13
Q

MASLOW’S HIERARCHY OF NEEDS

  • Belongingness and love needs
  • Esteem needs
A

Psychological Needs

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14
Q

MASLOW’S HIERARCHY OF NEEDS

Self-actualization

A

Self-fulfillment needs

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15
Q

“if it can be measured, it can
be managed”

A

Quantitative Theory of Management

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16
Q
  • Management science (optimal work process and
    saving on costs)
  • Linear programming, inventory management and
    control
A

Quantitative Theory of Management

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17
Q

Operations Management (tools, applied math, and HRM) and Integrated Theory

A

Integrated

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18
Q

Integrated Theory of Management

Managing what can be measured while simultaneously bringing the individual into focus.

(all employees will have a target with clearly defined objectives with monitoring)

A

Management by Objective (MBO)

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19
Q

Emergence of Management Theories

Operations Management

Match the Theory with the Year of Emergence

A

1940s

parusa kailangan pa ba to, situational naman exam

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20
Q

Emergence of Management Theories

  • MGO
  • Total Quality Management
  • Continuous Quality Improvement

Match the Theory with the Year of Emergence

A

1950s

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21
Q

Emergence of Management Theories

  • Six Sigma
  • Lean

Match the Theory with the Year of Emergence

A

1980s

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22
Q

Emergence of Management Theories

Process reengineering

Match the Theory with the Year of Emergence

A

1990s

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23
Q

Emergence of Management theories

Lean Six Sigma

Match the Theory with the Year of Emergence

A

2000s

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24
Q

SKILLS REQUIRED IN CLINICAL LABORATORY MANAGEMENT

TOF. The new technology will not render managers superfluous or replace them by more technicians

A

True

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25
Q

SKILLS REQUIRED IN CLINICAL LABORATORY MANAGEMENT

TOF: With new technology, demand for managers will increase but greatly diminish the management area

A

F. greatly extend the management area

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26
Q

SKILLS REQUIRED IN CLINICAL LABORATORY MANAGEMENT

For positive impact, it is necessary to become part of the interdisciplinary patient-centered care team.

A

Sign lang to basahin mo yung transes to check this part -

go

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27
Q

*

  • Also known as Chief Laboratorians (CMTs)
  • Provides specialized technical expertise within the clinical laboratory.
A

Laboratory Managers

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28
Q
  • Are “extenders” of the physician and clinical laboratory scientist directors.
  • Remains updated with and capable of implementing federal and industry regulations.
  • Adheres to credentialing and compliance requirements.
  • Understands and evaluates new technologies, and remains continuously informed about advancements in clinical testing capabilities
A

Laboratory Managers

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29
Q

FOUR MAIN FUNCTION OF MANAGEMENT (FAYOL)

Involves setting objectives and determining the course of action to achieve those objectives, assessing the current situation, identifying goals, developing strategies and outlining tasks and timeliness, and the process of deciding in advance what needs to be done and how it will be accomplished.

A

Planning

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30
Q

FOUR MAIN FUNCTION OF MANAGEMENT (FAYOL)

Involves arranging resources, people and tasks in a structured manner to achieve the planned objectives efficiently and effectively

A

Organizing

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31
Q

FOUR MAIN FUNCTION OF MANAGEMENT (FAYOL)

Includes establishing roles and responsibilities, creating organizational structures, delegating authority and coordinating activities.

A

Organizing

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32
Q

FOUR MAIN FUNCTION OF MANAGEMENT (FAYOL)

Involves guiding and motivating employees to achieve organizational goals;
focuses on inspiring and
influencing others to perform their best work

A

Leading

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33
Q

FOUR MAIN FUNCTION OF MANAGEMENT (FAYOL)

To be effective, it MUST involve communication, decision-making, problem-solving, and providing support and direction to employees.

A

Leading

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34
Q

FOUR MAIN FUNCTION OF MANAGEMENT (FAYOL)

  • Involves monitoring performance, comparing actual results with planned objectives, and taking corrective action when necessary
  • Ensures that activities are on track and aligned with organizational goals
  • May involve establishing standards, measuring performance, analyzing deviations, and implementing adjustments to ensure desired outcomes are achieved.
A

Controlling

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35
Q

SKILL IN PLANNING

It is the process of assessing an organization’s goals and creating a realistic, detailed plan of action for meeting those goals.

A

Management Planning

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36
Q

SKILLS IN PLANNING

TOF. The basic steps in the management planning process involve creating a concept map that outlines each task the company must accomplish to meet its overall objectives.

A

F. Road map

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37
Q

SKILL IN PLANNING

if u see this card please read skills in planning

study mo na rin yung IPO plsplspls

A

yes naman salamat

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38
Q

PLANNING IN THE WORKFLOW OF CLINICAL LABORATORIES

Planning in the clinical laboratory considers the entire set of operations that occur in testing of patient samples and is called?

A

The Path of Workflow

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39
Q

PLANNING IN THE WORKFLOW OF CLINICAL LABORATORIES

Begins with the patient and ends in reporting and results interpretations.

A

The Path of Workflow

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40
Q

PLANNING IN THE WORKFLOW OF CLINICAL LABORATORIES

Planning for the development of quality practices in a clinical laboratory as recommended by WHO Quality Management Handook involves how many areas AND transcends the Path of Workflow from ?

2 answers

A
  • 12
  • pre-analytical, analytical, post-analytical flow processes in a clinical laboratory
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41
Q

FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES

Planning reagents and supplies management in the laboratory can produce cost savings ensures and reagent availability.

A

Purchasing and Inventory

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42
Q

FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES

Planning this ensures quality control for testing appropriate management of the sample, collection and handling, and method of verification and validation.

A

Process Control

43
Q

FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES

Planning the production of the main output of the clinical laboratory (information in the form of test reports), ensures accuracy, confidentiality, and accessibility of the information which are managed through either paper systems or computers.

A

Information Management

44
Q

FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES

Planning the creation and storage of documents in the laboratory that informs how to do things, how to do things ensures that documents are accurate, up to date, and accessible.

A

Documents and Records

45
Q

FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES

An error or an event that should not have happened.

A

Occurrence

46
Q

FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES

Planning for detecting and managing detect these problems or occurrences, handling them properly, learning from mistakes and acting so that they do not happen again.

A

Occurrence Management

47
Q

FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES

  • Is a tool for examining laboratory performance and comparing it to standards, benchmarkers or the performance of other laboratories.
  • May be internal (performed within the laboratory using its own staff), or
  • It may be external (conducted by a group or agency outside the laboratory).
A

Assessment

48
Q

FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES

Planning for continuous improvement of the clinical laboratory processes is a primary goal and must be done in a systematic manner to ensure alignment, effectiveness, and efficiency.

A

Process Improvement

49
Q

FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES

Planning and benchmarking ___________ ensures that the laboratory understands and assess who their customers are and use feedback for making improvements to align with external changes.

A

Customer Services

50
Q

Facilities and Safety

The process of preventing unwanted risks
and hazards from entering the laboratory space

A

Security

51
Q

Facilities and Safety

Seeks to minimize risks and prevent hazards from leaving the laboratory space and causing harm to the community

A

Containment

52
Q

Facilities and Safety

Includes policies and procedures to prevent
harm to workers, visitors and the commun

A

Safety

53
Q

Facilities and Safety

Addresses facility and equipment adaptation to allow safe and healthy working conditions at the laboratory site

A

Ergonomics

54
Q

A methodical process whereby an organization defines its mission, identifies directions, develops a unified approach, prioritizes long- and short-term goals, assigns accountabilities, and allocates financial resources

A

Strategic planning

55
Q

Helps the organization develop an action-oriented
approach and identify the pieces needed to build a successful laboratory operation

A

Strategic plan

56
Q

if u see this card…

A

review the steps in strategic planning

poasay purr,, yuh meow

57
Q

Helps in defining the roles of every person and defines
the hierarchy in the organization

A

Skills in Organizing

58
Q

S’KILL’ IN ORGANIZING

Distribution of the job on the basis of the
individual’s field of expertise

A

Efficiency

59
Q

SKILL IN ORGANIZING

Individual task assignments

A

No clashes

peace lang

60
Q

SKILL IN ORGANIZING

Duplication of work can be
controlled and avoided

A

Better use of Resources

61
Q

SKILL IN ORGANIZING

Easy adoption of any change in an
organization.

A

Flexibility

62
Q

SKILL IN ORGANIZING

Help the organization achieve
both short-term and long-term goals

A

Growth and Expansion

63
Q

SKILL IN ORGANIZING

Helps in defining the roles of every person and therefore defines the hierarchy in the organization in a better manner.

A

Better coordination among teams

64
Q

SKILL OF ORGANIZING INTERCONNECTEDNESS OF

LABORATORY WORKFLOW

  • Formal steps top guide an employee through a specific job task
  • A written sequential course of action to be taken to achieve a desired
    outcome
  • The laboratory manager should maintain current, concise, procedure manuals
    for all processes that are performed in the clinical laboratory
A

Procedures

65
Q

Express behavioral expectations within the workplace

A

Policies

66
Q

POLICIES AND PROCEDURES

  1. Well thought out
  2. Flexible enough to be applied to both normal and unusual situations
  3. Acceptable to those who apply them
  4. Consistent
  5. Objective
  6. Clear and communicated to those individuals to whom they apply
  7. Continuously reevaluated and changed when necessary
A

7 BASIC CHARACTERISTICS OF POLICIES

67
Q
  • A document that describes the interconnectedness of processes within the clinical laboratory usingstandard graphic symbols
  • They are usually sequential and accomplished in such a way that one process or step must be completed before the next one can begin
  • It is the process of organizing tasks in a way to accomplish a specified result
A

Workflow

68
Q

An important tool for analyzing the
workflow

A

Flowchart

69
Q

Organizing the Vertical Structure

The framework in which the organization defines
how tasks are divided, resources are deployed,
and departments are coordinated

A

Organization structure

70
Q

Organizing the Vertical Structure

The visual representation of an organization’s structure

A

Organization Chart

71
Q
  • An approach to efficient and effective achievement of
    organizational goals (sometimes called division of labor)
  • It shows the degree to which organizational tasks are
    subdivided into separate jobs
A

Work Specialization

72
Q

An unbroken line of authority that links all individuals in the organization and specifies who reports to whom

A

Chain of Command

73
Q

The formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes

A

Authority

74
Q

AUTHORITY– RESPONSIBILITY - DELEGATION

TOF. Authority is vested in people, not in organizational positions

A

F. Baliktad

75
Q

AUTHORITY– RESPONSIBILITY - DELEGATION

The acceptance theory of authority argues that a manager has authority only if subordinates choose to accept his or her commands. If subordinates refuse to obey because the order is outside their zone
of acceptance, a manager’s authority disappears.

A

Authority is accepted by subordinates

76
Q

AUTHORITY– RESPONSIBILITY - DELEGATION

TOF. Authority flows down the horizontal hierarchy.

A

F. vertical

77
Q
  • is the flip side of authority
  • the duty to perform the task or activity as assigned
A

Responsibility

78
Q

Responsibility

TOF. When managers have responsibility for task outcomes but little authority, the job is possible but difficult

A

T

79
Q

Responsibility

TOF. When managers have authority exceeding responsibility, they may become tyrants, using authority toward frivolous outcomes

A

Tru

80
Q

*Is the mechanism by which authority and responsibility are brought to alignment
* means that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command

A

Accountability

81
Q

Accountability

  • For organizations to function well, everyone needs to know what they
    are accountable for and accept the responsibility and authority for
    performing it
  • Accountability should be built into the organization structure
A

points of discussion lang

wala pinabasa qoh lang ywn congrats

82
Q

It is the process managers use to transfer authority and responsibility to positions below them in the hierarchy

A

Delegation

83
Q

A form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates.

A

Line Authority

84
Q

A form of authority granted to staff specialists in their area of expertise.

A

Staff Authority

85
Q

The number of employees reporting to a supervisor; also called span of control / management ratio

A

Span of Management

86
Q

A management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.

A

Tall Structure

87
Q

Amanagement structure characterized by an overall broad span of control and relatively few hierarchical levels.

A

Flat Structure

88
Q

centralization the location of decision authority near top organizational levels.

A

Centralization

89
Q

The location of decision
authority near lower
organizational levels.

A

Decentralization

90
Q

Greater change and uncertainty in the environment are usually associated with?

A

Decentralization

91
Q

The amount of centralization or decentralization should fit the?

A

Firm’s strategy

92
Q

In times of crisis or risk of company failure, authority may be centralized at the?

A

top

whatta tops

93
Q

The basis on which individuals (positions) are grouped into departments and departments into the total organization.

A

Departmentalization

94
Q

The grouping of positions into departments based on similar skills, expertise, and resource use.

A

Functional structure

95
Q

An organization structure in which
departments are grouped based on
similar organizational outputs.

A

Divisional structure

96
Q

An organization structure that uses functional and
divisional chains of command simultaneously in the same part of the organization.

A

Matrix
Approach

97
Q

A group of employees from various functional departments that meet as a team to resolve mutual
problems.

A

Cross-Functional
teams

98
Q

An organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization.

A

Virtual Network
Structure

99
Q

Traditional approaches that rely on the chain of command to define departmental groupings and reporting relationships along the hierarchy.

A

functional, divisional, and matrix

100
Q

Emerged to meet changing organizational needs in a turbulent global environment.

A

use of teams and virtual networks

101
Q

SKILLS IN LEADING

The action of leading people
in an organization towards achieving
goals.

A

Leadership

102
Q

SKILLS IN LEADING

Sets a clear vision for the organization, motivates employees, guides employees through the work
process and builds morale.

Ø setting a clear vision
Ømotivating employees
Øbuilding morale

A

Leader

103
Q

if u see this card

A

check the table 8.1 sa skills in leading

Lab Man (8 decks)

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