(F) - Skills for MT/MLS Part 1.1 Flashcards
- 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
Decision Making
TOF. The closer a person is to the manager and effects of a decision, the higher the quality of the decision
F. information (hindi manager)
This requires stretching, coaching, training, giving
authority, and implying permission to make mistakes (judiciouslyapplied) (Pickett, 2001)
Empowerment
A course of action purposely chosen from a
set of alternatives to achieve organizational or
managerial objectives or goals
Decision
aralin mo figure 1.4 regarding decision making process, Tables 1.2, and 1.3
good gurl
- 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”.
The Problem
- Causality-based problems
- Meaning-based problems
Categories of Problem
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.
Causality-based problems
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.
Meaning-based problems
Type of problem solving approach where employers allow or encourage employees to share or
participate in organizational decision-making
Participative Problem Solving
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
Unilateral Problem Solving
- Find the problem
- Diagnose the problem
- Develop alternative solutions
- Evaluate alternative solutions
- Select the best solution – the decision point
- Implement the solution after developing a plan
- Evaluate feedback and take corrective action where needed to ensure the problem is solved.
Seven Steps of Problem Solving
Sources;
- Failure to meet objectives
- decreased production or quality of service
- lowered employee morale
- diminishing income
- rise in incident reports
- Employees, peers and supervisors
Finding problem
TOF. A manager need only be alert to the existence of problems and prepared to investigate their causes.
T
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
Diagnose the Problem
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.
Brainstorming approach
▪ Direct look at the pros and cons
▪ Cost-benefit analysis may be appropriate
* Financial aspect should be quantified
* The patient benefits verified
Evaluate Alternative Solution
Careful consideration must be given as to how the decision is to be made
Selecting the Best Solution
- Considered decision
- Operational decisions
- Swallow hard decisions
- Ten-second decisions
4 Major Types of Decision
4 Major Types of Decision
- have a major effect on the total operation
- complicated and require considerable reflection
- require much interaction with others
Considered decision
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
Operational decisions
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.
Swallow hard decisions
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
. Ten-second decisions
▪ plan must be developed
▪ designation of required personnel
▪ list of available financial
▪ material resources
▪ assignment of authority, responsibility and accountability
▪ gaining employee acceptance
Implement the Solution
TOF. All decisions involve some element of risk
T
TOF. Risk identification is based on certainty
F. uncertainty
TOF.The greater the outcome uncertainty of the decision made, the greater the risk
True
TOF. The laboratory managers’ appetite for risk is linked to the culture of his upbringing
F. (culture of the organization)
TOF. Good decision-making is influenced by knowledge of both the importance and components of the process
T
TOF. It requires experience and learning from one’s mistake and to reflect on the information, and then a decision is made
T
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
The Forming Stage
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
The Storming Stage
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.
The Norming Stage
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
The Performing Stage
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
The Adjourning Stage
It is the process of determining that everything is going according to plan
Controlling
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
T
TOF. By controlling the employees, a manager ensures that the laboratory functions at the highest possible level of efficiency
F (controlling the details not employees)
gurl?
The implementation of a large number of small, incremental improvements in all areas of the organization on an ongoing basis.
Continuous improvement, or kaizen
- Flow chart
- Fish bone diagram
- Check sheet
- Histogram
- Pareto chart
- Scatter diagram
- Control chart
7 QC TOOLS
- 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
FLOWCHART
- 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 Cause-and-effect (CE) diagram
