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Laboratory Management > Human resource, theories of motivation; Leadership > Flashcards

Human resource, theories of motivation; Leadership Flashcards

1
Q

It is the phase of management concerned with the engagement and effective utilization of manpower to obtain optimum efficiency of human resources.

A

Human Resource Management

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2
Q

It consists of a series of activities intended to carry out the personnel policies of the laboratory for the purpose or realizing objectives of the organization.

A

Personnel Program

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3
Q

5 Personnel Program

A
  1. Employment
  2. Safety
  3. Employee Relations
  4. Employee Research and Standards
  5. Employee Services
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4
Q

It is the statement of intention that commits the laboratory manager to a general course of action in order to accomplish a specific purpose.

A

Personnel Policy

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5
Q

2 Sources of Labor

A
  1. Internal Sources
  2. External Sources
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6
Q

are the employees actively working in the laboratory.

[sources of labor]

A

Internal Sources

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7
Q

include person who apply in person, who answer advertisement and who are recommended by schools.

[sources of labor]

A

External Sources

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8
Q

Motivation is a general term applying to drives, desires, needs and wishes of an individual in order to perform.

A

Theories of Motivation

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9
Q

2 Herzberg’ Motivation-Hygiene Theory

A
  1. Extrinsic Factors or Hygiene Theory
  2. Intrinsic Factors or Motivation Factors
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10
Q

Pay or Salary increases.

[Herzberg’ Motivation-Hygiene Theory]

A

Extrinsic Factors or Hygiene Theory

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11
Q

Technical supervision or having a competent superior.

[Herzberg’ Motivation-Hygiene Theory]

A

Extrinsic Factors or Hygiene Theory

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12
Q

The human relations.

[Herzberg’ Motivation-Hygiene Theory]

A

Extrinsic Factors or Hygiene Theory

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13
Q

Organization Policy and Administration.

[Herzberg’ Motivation-Hygiene Theory]

A

Extrinsic Factors or Hygiene Theory

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14
Q

Working Condition or Physical Surrounding.

[Herzberg’ Motivation-Hygiene Theory]

A

Extrinsic Factors or Hygiene Theory

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15
Q

Job security.

[Herzberg’ Motivation-Hygiene Theory]

A

Extrinsic Factors or Hygiene Theory

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16
Q

Achievement completing important task successfully.

[Herzberg’ Motivation-Hygiene Theory]

A

Intrinsic Factors or Motivation Factors

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17
Q

Recognition (being single out our praise)

[Herzberg’ Motivation-Hygiene Theory]

A

Intrinsic Factors or Motivation Factors

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18
Q

Responsibility for one’s own or other’s work.

[Herzberg’ Motivation-Hygiene Theory]

A

Intrinsic Factors or Motivation Factors

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19
Q

Advancement (changing status through promotion)

[Herzberg’ Motivation-Hygiene Theory]

A

Intrinsic Factors or Motivation Factors

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20
Q

Dr. Abraham M. Maslow postulated five basic need which are organized into successive levels. Unfulfilled needs drive a person to work.

A

Maslow’s Theory

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21
Q

5 Maslow’s Theory

A
  1. Physiological needs
  2. Safety needs
  3. Love needs
  4. Esteem needs
  5. Need for self-actualization
22
Q

This ties the strength of behavioral motives to the individual’s assessment of the likelihood of achieving a specific goal.

A

McCelland’s Achievement Model

23
Q

3 McClelland’s Achievement Model

A
  1. Achievement needs
  2. Power needs
  3. Affiliation needs
24
Q

job and career success.

[McClelland’s Achievement Model]

A

Achievement needs

25
Q

control and influence.

[McClelland’s Achievement Model]

A

Power needs

26
Q

warm, friendly relationships.

[McClelland’s Achievement Model]

A

Affiliation needs

27
Q

3 Aldefer’s ERG Theory

A
  1. Existence needs
  2. Relatedness needs
  3. Growth needs
28
Q

physiologic needs.

[Aldefer’s ERG Theory]

A

Existence needs

29
Q

interpersonal relationship, acceptance and belonging.

[Aldefer’s ERG Theory]

A

Related needs

30
Q

creativity, challenge and personal growth on the job.

[Aldefer’s ERG Theory]

A

Growth needs

31
Q

This motivation theory holds that: Effort will bring rewards.

A

Vroom’s Expectancy Theory

32
Q

5 Variables influence the selection decision.

A
  1. Expectancy
  2. Outcome
  3. Instrumentality
  4. Valance
  5. Choices
33
Q

This theory holds that they are perceived in their work situation, especially compared with people in similar positions.

A

Adam’s Equity Theory

34
Q

B. F. Skinner’s Theory of motivation is based on the observation that we tend to behave to the way we are treated.

A

Skinner’s Reinforcement Theory

35
Q

5 Components of Skinner’s Reinforcement Theory

A
  1. Law of effect
  2. Stimulus
  3. Response
  4. Reinforcement
  5. Behavior motivation
36
Q

Leadership and Employees

[factors]

A

Internal factors

37
Q

Customers/ Clients and Economy

[factors]

A

External factors

38
Q

It is comprised behaviors, values, and beliefs. Factors such as work areas, tools that employees need to perform their job functions and tasks and responsibilities that supervisors assign to employees affect employee behavior.

A

Organizational Culture

39
Q

4 Likert’s Leadership Models

A
  1. Exploitative Authoritative
  2. Benevolent Authoritative
  3. Consultative
  4. Participative
40
Q

extremely hierarchal, with power and responsibility lying at higher levels within the organization.

[Likert’s Leadership Models]

A

Exploitative Authoritative

41
Q

employees are instead motivated through a reward system.

[Likert’s Leadership Models]

A

Benevolent Authoritative

42
Q

greater trust in their subordinates and demonstrate as such by implementing ideas or beliefs that they share with their team members.

[Likert’s Leadership Models]

A

Consultative

43
Q

full trust in their subordinates and demonstrate and actively works with them as part of the decision-making process.

[Likert’s Leadership Models]

A

Participative

44
Q

willingness to work.

A

Division of work

45
Q

the right to be respected by the people; one should be responsible in doing the task assigned to him/her.

A

Authority and responsibilty

46
Q

[2] Command responsibility

A
  1. Respondent superior
  2. Respondent inferior
47
Q

is having only one superior or one boss.

[principle of leadership]

A

Unity of command

48
Q

Scalar arrangement of persons to whom responsibility passes in a hierarchal level.

[principle of leadership]

A

Chain of command

49
Q

The leader has the power to fully control the people under him.

[principle of leadership]

A

Centralization

50
Q

Refers to the salary or fringe benefits.

[principle of leadership]

A

Remuneration of personnel

Laboratory Management (7 decks)

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