(F) - Skills for MT/MLS Part 1 Flashcards
BRIEF CONCEPTS ON MANAGEMENT
- Classicial
- Behavioral
- Quantitative
- Integrated
FOUR THEORIES OF MANAGEMENT CONCEPTS
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BRIEF CONCEPTS ON MANAGEMENT
Earliest perspective on management
Classical
BRIEF CONCEPTS ON MANAGEMENT
- Fredrick Taylor
- 1912
Classical (Scientific management)
BRIEF CONCEPTS ON MANAGEMENT
- Henri Fayol
- 1949
Classical (Administrative management)
BRIEF CONCEPTS ON MANAGEMENT
- Max Weber
- 1921
Classical (Nature of bereaucracy)
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
Scientific Management (Taylor, 1912)
Administrative Management
- Planning
- Organizing
- Leading
- Controlling
shifting the focus more on management than tasks and production
FOUR BASIC MANAGEMENT FUNCTIONS (Fayol, 1949)
Administrative Management
- Division of work
- Authority
- Discipline
- Unity of command
- Unity of direction
- Subordination of individual interest
- Remuneration
- Centralization
- Chain of command
- Order
- Equity
- Stability
- Initiative
- Esprit de corps (unity and teamwork)
14 PRINCIPLES OF MANAGEMENT (FAYOL)
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.
Max Weber’s Core Elements of New Organization
gurl idk ang haba shet
- 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)
Behavorial
Enumerate the proponents under Behavioral Theory of Management
Prop + Year
Abraham Maslow (1943)
Douglas Mcgregor (1960)
MASLOW’S HIERARCHY OF NEEDS
Physiological and Safety Needs
Basic Needs
MASLOW’S HIERARCHY OF NEEDS
- Belongingness and love needs
- Esteem needs
Psychological Needs
MASLOW’S HIERARCHY OF NEEDS
Self-actualization
Self-fulfillment needs
“if it can be measured, it can
be managed”
Quantitative Theory of Management
- Management science (optimal work process and
saving on costs) - Linear programming, inventory management and
control
Quantitative Theory of Management
Operations Management (tools, applied math, and HRM) and Integrated Theory
Integrated
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)
Management by Objective (MBO)
Emergence of Management Theories
Operations Management
Match the Theory with the Year of Emergence
1940s
parusa kailangan pa ba to, situational naman exam
Emergence of Management Theories
- MGO
- Total Quality Management
- Continuous Quality Improvement
Match the Theory with the Year of Emergence
1950s
Emergence of Management Theories
- Six Sigma
- Lean
Match the Theory with the Year of Emergence
1980s
Emergence of Management Theories
Process reengineering
Match the Theory with the Year of Emergence
1990s
Emergence of Management theories
Lean Six Sigma
Match the Theory with the Year of Emergence
2000s
SKILLS REQUIRED IN CLINICAL LABORATORY MANAGEMENT
TOF. The new technology will not render managers superfluous or replace them by more technicians
True
SKILLS REQUIRED IN CLINICAL LABORATORY MANAGEMENT
TOF: With new technology, demand for managers will increase but greatly diminish the management area
F. greatly extend the management area
SKILLS REQUIRED IN CLINICAL LABORATORY MANAGEMENT
For positive impact, it is necessary to become part of the interdisciplinary patient-centered care team.
Sign lang to basahin mo yung transes to check this part -
go
*
- Also known as Chief Laboratorians (CMTs)
- Provides specialized technical expertise within the clinical laboratory.
Laboratory Managers
- 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
Laboratory Managers
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.
Planning
FOUR MAIN FUNCTION OF MANAGEMENT (FAYOL)
Involves arranging resources, people and tasks in a structured manner to achieve the planned objectives efficiently and effectively
Organizing
FOUR MAIN FUNCTION OF MANAGEMENT (FAYOL)
Includes establishing roles and responsibilities, creating organizational structures, delegating authority and coordinating activities.
Organizing
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
Leading
FOUR MAIN FUNCTION OF MANAGEMENT (FAYOL)
To be effective, it MUST involve communication, decision-making, problem-solving, and providing support and direction to employees.
Leading
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.
Controlling
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.
Management Planning
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.
F. Road map
SKILL IN PLANNING
if u see this card please read skills in planning
study mo na rin yung IPO plsplspls
yes naman salamat
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?
The Path of Workflow
PLANNING IN THE WORKFLOW OF CLINICAL LABORATORIES
Begins with the patient and ends in reporting and results interpretations.
The Path of Workflow
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
- 12
- pre-analytical, analytical, post-analytical flow processes in a clinical laboratory
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.
Purchasing and Inventory
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.
Process Control
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.
Information Management
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.
Documents and Records
FOCUS OF PLANNING IN THE CRITICAL AREAS OF CLINICAL LABORATORIES
An error or an event that should not have happened.
Occurrence
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.
Occurrence Management
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).
Assessment
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.
Process Improvement
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.
Customer Services
Facilities and Safety
The process of preventing unwanted risks
and hazards from entering the laboratory space
Security
Facilities and Safety
Seeks to minimize risks and prevent hazards from leaving the laboratory space and causing harm to the community
Containment
Facilities and Safety
Includes policies and procedures to prevent
harm to workers, visitors and the commun
Safety
Facilities and Safety
Addresses facility and equipment adaptation to allow safe and healthy working conditions at the laboratory site
Ergonomics
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
Strategic planning
Helps the organization develop an action-oriented
approach and identify the pieces needed to build a successful laboratory operation
Strategic plan
if u see this card…
review the steps in strategic planning
poasay purr,, yuh meow
Helps in defining the roles of every person and defines
the hierarchy in the organization
Skills in Organizing
S’KILL’ IN ORGANIZING
Distribution of the job on the basis of the
individual’s field of expertise
Efficiency
SKILL IN ORGANIZING
Individual task assignments
No clashes
peace lang
SKILL IN ORGANIZING
Duplication of work can be
controlled and avoided
Better use of Resources
SKILL IN ORGANIZING
Easy adoption of any change in an
organization.
Flexibility
SKILL IN ORGANIZING
Help the organization achieve
both short-term and long-term goals
Growth and Expansion
SKILL IN ORGANIZING
Helps in defining the roles of every person and therefore defines the hierarchy in the organization in a better manner.
Better coordination among teams
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
Procedures
Express behavioral expectations within the workplace
Policies
POLICIES AND PROCEDURES
- Well thought out
- Flexible enough to be applied to both normal and unusual situations
- Acceptable to those who apply them
- Consistent
- Objective
- Clear and communicated to those individuals to whom they apply
- Continuously reevaluated and changed when necessary
7 BASIC CHARACTERISTICS OF POLICIES
- 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
Workflow
An important tool for analyzing the
workflow
Flowchart
Organizing the Vertical Structure
The framework in which the organization defines
how tasks are divided, resources are deployed,
and departments are coordinated
Organization structure
Organizing the Vertical Structure
The visual representation of an organization’s structure
Organization Chart
- 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
Work Specialization
An unbroken line of authority that links all individuals in the organization and specifies who reports to whom
Chain of Command
The formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes
Authority
AUTHORITY– RESPONSIBILITY - DELEGATION
TOF. Authority is vested in people, not in organizational positions
F. Baliktad
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.
Authority is accepted by subordinates
AUTHORITY– RESPONSIBILITY - DELEGATION
TOF. Authority flows down the horizontal hierarchy.
F. vertical
- is the flip side of authority
- the duty to perform the task or activity as assigned
Responsibility
Responsibility
TOF. When managers have responsibility for task outcomes but little authority, the job is possible but difficult
T
Responsibility
TOF. When managers have authority exceeding responsibility, they may become tyrants, using authority toward frivolous outcomes
Tru
*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
Accountability
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
points of discussion lang
wala pinabasa qoh lang ywn congrats
It is the process managers use to transfer authority and responsibility to positions below them in the hierarchy
Delegation
A form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates.
Line Authority
A form of authority granted to staff specialists in their area of expertise.
Staff Authority
The number of employees reporting to a supervisor; also called span of control / management ratio
Span of Management
A management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.
Tall Structure
Amanagement structure characterized by an overall broad span of control and relatively few hierarchical levels.
Flat Structure
centralization the location of decision authority near top organizational levels.
Centralization
The location of decision
authority near lower
organizational levels.
Decentralization
Greater change and uncertainty in the environment are usually associated with?
Decentralization
The amount of centralization or decentralization should fit the?
Firm’s strategy
In times of crisis or risk of company failure, authority may be centralized at the?
top
whatta tops
The basis on which individuals (positions) are grouped into departments and departments into the total organization.
Departmentalization
The grouping of positions into departments based on similar skills, expertise, and resource use.
Functional structure
An organization structure in which
departments are grouped based on
similar organizational outputs.
Divisional structure
An organization structure that uses functional and
divisional chains of command simultaneously in the same part of the organization.
Matrix
Approach
A group of employees from various functional departments that meet as a team to resolve mutual
problems.
Cross-Functional
teams
An organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization.
Virtual Network
Structure
Traditional approaches that rely on the chain of command to define departmental groupings and reporting relationships along the hierarchy.
functional, divisional, and matrix
Emerged to meet changing organizational needs in a turbulent global environment.
use of teams and virtual networks
SKILLS IN LEADING
The action of leading people
in an organization towards achieving
goals.
Leadership
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
Leader
if u see this card
check the table 8.1 sa skills in leading
