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Lab Man > (F) - Skills for MT/MLS Part 1.1 > Flashcards

(F) - Skills for MT/MLS Part 1.1 Flashcards

1
Q
  • the process of making choices by identifying a decision,
    gathering information, and assessing alternative resolutions
  • Integral to and a primary function of modern
    management
  • A deliberate process of applying models based on
    deductive, inductive, analytical, and simulation
    approaches
A

Decision Making

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2
Q

TOF. The closer a person is to the manager and effects of a decision, the higher the quality of the decision

A

F. information (hindi manager)

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3
Q

This requires stretching, coaching, training, giving
authority, and implying permission to make mistakes (judiciouslyapplied) (Pickett, 2001)

A

Empowerment

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4
Q

A course of action purposely chosen from a
set of alternatives to achieve organizational or
managerial objectives or goals

A

Decision

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5
Q

aralin mo figure 1.4 regarding decision making process, Tables 1.2, and 1.3

A

good gurl

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6
Q
  • Defined as a deviation or an imbalance between what “should be” and what “actually is” happening
  • Change of one kind or another.
  • Answered by the question, “what is wrong that needs
    correction”.
A

The Problem

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7
Q
  1. Causality-based problems
  2. Meaning-based problems
A

Categories of Problem

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7
Q

Categories of a Problem

  • well defined boundaries
  • elements are connected primarily through cause and effect.
  • linear relationship

Ex:
- the laboratory intercom’s failure to work properly
- boundaries are well-defined
- These elements are linked by cause and effect.

A

Causality-based problems

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8
Q

Categories of a Problem

  • boundaries are poorly defined.
  • rarely are linked directly by cause and effect
  • the nature of their connections depends on the meaning attached to each elements.

Ex:
- the financial proceeds of the laboratory is declining
- Which elements are in and which are not?
- The facilities, the personnel, the scope of activity, the trend
- the elements to include are not given, they must be chosen.

A

Meaning-based problems

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9
Q

Type of problem solving approach where employers allow or encourage employees to share or
participate in organizational decision-making

A

Participative Problem Solving

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10
Q

Type of Problem Solving in which a manager may choose to make the decision alone or request input from an individual with specific expertise or experience in
the subject matter

A

Unilateral Problem Solving

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11
Q
  1. Find the problem
  2. Diagnose the problem
  3. Develop alternative solutions
  4. Evaluate alternative solutions
  5. Select the best solution – the decision point
  6. Implement the solution after developing a plan
  7. Evaluate feedback and take corrective action where needed to ensure the problem is solved.
A

Seven Steps of Problem Solving

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12
Q

Sources;
- Failure to meet objectives
- decreased production or quality of service
- lowered employee morale
- diminishing income
- rise in incident reports
- Employees, peers and supervisors

A

Finding problem

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13
Q

TOF. A manager need only be alert to the existence of problems and prepared to investigate their causes.

A

T

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14
Q

To assure a good diagnosis you should:
1. Define the problem in writing as briefly and accurately as possible
2. Gather as much data as possible to determine the cause/s
3. Identify the specific cause to reduce work latter on
4. Identify known constraints and barriers that would preclude some
solutions

A

Diagnose the Problem

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15
Q

Develop Alternative Solutions

  • to develop a list of possible solutions
  • as many solutions as possible should be identified
  • but none of them should be evaluated
  • Criticizing the suggestions
  • to inhibit contributions, one of which could possibly be the basis
    of the best solution.
A

Brainstorming approach

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16
Q

▪ Direct look at the pros and cons
▪ Cost-benefit analysis may be appropriate
* Financial aspect should be quantified
* The patient benefits verified

A

Evaluate Alternative Solution

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17
Q

Careful consideration must be given as to how the decision is to be made

A

Selecting the Best Solution

18
Q
  1. Considered decision
  2. Operational decisions
  3. Swallow hard decisions
  4. Ten-second decisions
A

4 Major Types of Decision

19
Q

4 Major Types of Decision

  • have a major effect on the total operation
  • complicated and require considerable reflection
  • require much interaction with others
A

Considered decision

20
Q

4 Major Types of Decision

  • the routine kinds of things we do on day to day basis
  • an excellent opportunity to develop as decision makers
A

Operational decisions

21
Q

4 Major Types of Decision

  • The kind that are often personally uncomfortable
  • Usually deal with interpersonal relationships
  • Employees may not like the decision but they can understand why it was made.
A

Swallow hard decisions

21
Q

4 Major Types of Decision

  • dictated by external pressure
  • an employee requesting an hour off that day
  • primarily unilateral decisions
  • managers must remember that he will be held accountable for the decision
A

. Ten-second decisions

21
Q

▪ plan must be developed
▪ designation of required personnel
▪ list of available financial
▪ material resources
▪ assignment of authority, responsibility and accountability
▪ gaining employee acceptance

A

Implement the Solution

22
Q

TOF. All decisions involve some element of risk

A

T

23
Q

TOF. Risk identification is based on certainty

A

F. uncertainty

24
Q

TOF.The greater the outcome uncertainty of the decision made, the greater the risk

A

True

25
Q

TOF. The laboratory managers’ appetite for risk is linked to the culture of his upbringing

A

F. (culture of the organization)

26
Q

TOF. Good decision-making is influenced by knowledge of both the importance and components of the process

A

T

27
Q

TOF. It requires experience and learning from one’s mistake and to reflect on the information, and then a decision is made

A

T

28
Q

TEAM DEVELOPMENT IN SUPERVISING/DIRECTING

  • is a period of orientation and getting acquainted
  • members break the ice and test one another for friendship possibilities and task orientation
  • uncertainty is high during this stage, and
    members usually accept what- ever power or
    authority is offered by either formal or informal
    leaders
A

The Forming Stage

29
Q

TEAM DEVELOPMENT IN SUPERVISING/DIRECTING

  • the stage where individual personalities emerge
  • people become more assertive in clarifying their roles and
    what is expected of them
  • this stage is marked by conflict and disagreement
  • people may disagree over their perceptions of the team’s
    goals or how to achieve them
  • members may jockey for position, and coalitions or subgroups
    based on common interests may form
A

The Storming Stage

30
Q

TEAM DEVELOPMENT IN SUPERVISING/DIRECTING

  • conflict is resolved and team harmony and unity emerge
  • consensus develops on who has the power, who the leaders are, and what the various members’ roles are
  • members come to accept and understand one another
  • differences are resolved, and members develop a sense of team cohesion
  • during the norming stage, the team leader should emphasize unity within the team and help to clarify team norms and
    values.
A

The Norming Stage

30
Q

TEAM DEVELOPMENT IN SUPERVISING/DIRECTING

  • the major emphasis is on problem solving and
    accomplishing the assigned tasks
  • members are committed to the team’s mission
  • they are coordinated with one another and handle
    disagreements in a mature way
  • they confront and resolve problems in the interest of task
    accomplishment
  • they interact frequently and direct their discussions and
    influence toward achieving team goals
A

The Performing Stage

31
Q

TEAM DEVELOPMENT IN SUPERVISING/DIRECTING

  • occurs in committees and teams that have a limited
    task to perform and are disbanded afterward
  • during this stage, the emphasis is on wrap- ping up
    and gearing down
  • task performance is no longer a top priority
  • members may feel heightened emotionality, strong
    cohesiveness, and depression or regret over the
    team’s disbanding
A

The Adjourning Stage

32
Q

It is the process of determining that everything is going according to plan

A

Controlling

33
Q

TOF. Small, isolated problems, when left unattended, often grow in size and complexity, stealing more and more resources as they compound and create other problems, until they become the sole focus of a manager’s time and attention

A

T

34
Q

TOF. By controlling the employees, a manager ensures that the laboratory functions at the highest possible level of efficiency

A

F (controlling the details not employees)

gurl?

35
Q

The implementation of a large number of small, incremental improvements in all areas of the organization on an ongoing basis.

A

Continuous improvement, or kaizen

36
Q
  • Flow chart
  • Fish bone diagram
  • Check sheet
  • Histogram
  • Pareto chart
  • Scatter diagram
  • Control chart
A

7 QC TOOLS

37
Q
  • Describe the flow of work and the relationships among steps in the process,
    and reveal any unnecessary steps and waste that can be eliminated
  • Identify possible problems that need to be investigated via further data
    collection and analysis
A

FLOWCHART

38
Q
  • shows the relationship of factors and variables that might have led to the occurrence of issues;
  • identifies the problem itself, the effect, which is placed on the right side of the diagram;
  • fleshes out the various potential causes of the problem that are shown along the spineof the diagram and categorized, for
  • shows an appearance of a diagram that
    suggests a fishbone analogy.
A

A Cause-and-effect (CE) diagram

39
Q
A

Lab Man (8 decks)

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