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Lab Man Finals > II. Management Processes > Flashcards

II. Management Processes Flashcards

1
Q

Managerial functions include

A

planning,
organizing,
directing,
decision making/problem solving, coordinating,
communicating.

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2
Q

Give 5 Managerial Roles

A

a. Represent the organization
b. Hold formal authority
c. Manage personnel
d. Manage financial responsibilities
e. Motivate

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3
Q

Manage personnel

A

1) Evaluations
2) Hiring
3) Promoting

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4
Q

Manage financial responsibilities

A

1) Budget
a) Capital
b) Operating
2) Revenue
3) Expenses

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5
Q

Develop a pathway(s) to accomplish the organization’s mission
and goals using resources and time

A

Planning

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6
Q

performed to determine
both internal and external factors.

A

SWOT analysis

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7
Q

SWOT Internal factors

A

Internal factors
1) S: Strengths of the organization
2) W: Weaknesses of the organization

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8
Q

SWOT External factors

A

External factors
1) O: Opportunities available to the organization
2) T: Threats to the organization

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9
Q

Writing objectives

A

a. Objectives are tasks to achieve goals.
b. Objectives are focused on achieving one goal.
c. Each objective deals with one task.
d. Objectives are very specific.
e. Objectives are written using action verbs.
f. Objectives are evaluated against specific and specified numerical criteria.

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10
Q

Types of plans

A

Short range or tactical plans
Operational planning
Strategic planning

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11
Q

cover a 1- to 5-year period and focus on
tasks that can be completed in this time frame

A

Short range or tactical plans

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12
Q

may be for 1 year or one budget period and
concerns operations

A

Operational planning

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13
Q

maps out the course of an organization for
approximately 20 years.

A

Strategic planning

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14
Q

involve tactical and operational
plans as well as forming alliances and partnerships with key players

A

Strategic planning

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15
Q

This plan is evaluated and modified yearly.

A

Strategic planning

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16
Q

skills necessary to facilitate use of manager’s time.

A

Managerial skills
Educated
Awareness of the work culture
Controls interferences
Decision-making capabilities
Develops resources
Self-Discipline

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17
Q

Organized, able to delegate, knows when to
say “no,” can take control, effective planning, able to prioritize,
conducts effective meetings, good listening skills, gives clear and
concise instructions, understands teams

A

Managerial skills

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18
Q

Self-study through seminars, management journals,
experience, or formal management course work

A

Educated

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19
Q

Knows the organization and/or
goals, able to see the “big” picture

A

Awareness of the work culture

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20
Q

Avoids lengthy unnecessary phone calls,
“drop-in” visitors, reading junk mail, and too much socializing

A

Controls Interferences

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21
Q

Controls perfectionism, able to
make a decision, appropriately detail oriented

A

Decision-making capabilities

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22
Q

Adequate money in budget, functional and up-to-date equipment, adequate staff, and support from the administration

A

Develops resources:

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23
Q

Avoids procrastination, inappropriate socializing,
meets deadlines, behavior sets example for employees

A

Self-discipline

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24
Q

The organizational structure is based on?

A

authority, responsibility, and
accountability.

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25
Q

This type of authority is assigned by organization or administration

A

Formal Authority

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26
Q

This type of authority is gained informally through competence or leadership
qualities

A

Informal Authority

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27
Q

Assigned by administration through delegation

A

Responsibility

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28
Q

occurs when the person responsible for completing
a task is evaluated to determine if the task was completed.

A

Accountability

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29
Q

Reorganizing work processes in an organization

A

Reengineering

30
Q

Examples of reengineering

A

Use of robotics to automate
Computerization
Pneumatic tube system to transport specimens

31
Q

is a process whereby the best process in one organization
is modified to fit similar processes in another organization

A

Benchmarking

32
Q

Examples of benchmarking

A

Cost per test
Number of tests performed per FTE
Number of corrected reports

33
Q

Requisitions for contract and purchase orders to obtain necessary
quantities of materials, etc., in suitable time frames

A

Inventory management

34
Q

Persuading employees to perform the tasks that help the
organization accomplish its mission and goals

A

Directing

35
Q

Techniques of directing

A

Authoritative
Coaching
Empowerment

36
Q

encompasses issuing orders and telling someone what to
do. It does not allow employee to decide how best to accomplish task.

A

Authoritative

37
Q

allows the instilling of confidence and motivation into an
employee about accomplishing a task.

A

Coaching

38
Q

The employee has more “say-so”
in how to accomplish a task.

A

Coaching

39
Q

allows an employee to determine what task and how to
accomplish the task to help the manager solve a problem or to allow an
organization to come closer to accomplishing their mission and goals.

A

Empowerment

40
Q

Employees are allowed to be creative and innovative to solve problems.

A

Empowerment

41
Q

Employees are allowed to take risks without fear of admonishment for
failing

A

Empowerment

42
Q

Types of Communicating

A

Face-to-face
Written Communication
Listening
Motivating
Delegating
Coaching

43
Q

Motivators include:

A

1) Reward (i.e., bonus)
2) Empowerment
3) Praise
4) Recognition
5) Salary
6) Encouragement

44
Q

Influencing a person to act in a particular way and to generate
initiative within that person

A

Motivating

45
Q

Assigning responsibility, authority, and accountability for a
task to an employee

A

Delegating

46
Q

occurs when the manager selects the right task for
the right person, prepares an overview of exactly what must be done,
allows time for the task to be completed, and then provides recognition for
performing the task.

A

Effective delegation

47
Q

Coaching include:

A

a. Create an atmosphere of trust.
b. Allow employees to take risks and not be reprimanded for failures.
c. Make everyone feel that he or she is important.
d. Work through emotions of players.
e. Seek feedback by asking questions.

48
Q

Good directives

A

Reasonable
Understandable
Appropriately Worded
Important
Time limits

49
Q

Major techniques for directives

A

Autocratic
Consultative
Change and Influence

50
Q

An employee is able to, desires to, and has resources to do so

A

Reasonable

51
Q

The employee has clear expectations and can repeat the
directive in his/her own words accurately.

A

Understandable

52
Q

and delivered in a nonthreatening tone; presented
in the form of a suggestion; avoid giving orders

A

Appropriately worded

53
Q

for getting the job done; requests should not be made for
personal gain of supervisor

A

Important

54
Q

should be included in directives and should be of reasonable
length.

A

Time limits

55
Q

Detailed instructions given of exactly how and what is to be done.
This inhibits employees from thinking for themselves. They lose
interest and initiative. Ambition, imagination, and involvement in daily
job will be diminished or lost.

A

Autocratic

56
Q

Organizations are constantly changing in leadership positions to
capture more market share and to meet technological advancements

A

Change and influence

57
Q

Also called participative, democratic, permissive, or empowered
management

A

Consultative

58
Q

Reasons people resist change

A

Uncertainty
Perception
Loss
Self-Interest
Insecurity

59
Q

They do not want to be moved out of their comfort
zone, because it will take effort on their part to analyze the change,
learn new procedures, or perform additional tasks.

A

Uncertainty

60
Q

Everyone has particular life experiences, values, and
perceptions. Each individual has a different perception of the same
event

A

Perception

61
Q

Within the organization, there exist relationships among all
workers that are built upon respect, trust, and expertise. Change can
destroy all those relationships and make people lose status or
perceived status among peers.

A

Loss

62
Q

Change disturbs the current state of affairs. Even
though it may not be perfect, people have arranged their lives so
their need satisfaction is stable. Change produces instability and
uncertainty

A

Self-Interests

63
Q

Job security and being able to earn a wage that
will allow an individual to pay the bills and maintain a decent
standard of life is why people work. Change usually produces
insecurity because people see their jobs threatened or taken away
from them

A

Insecurity

64
Q

Essential component of every organization; different from management

A

Leadership

65
Q

involves planning and budgeting, organizing and staffing,
controlling, and problem solving

A

Management

66
Q

involves establishing direction, aligning, motivating, and
inspiring people.

A

Leadership

67
Q

Challenging assignments early in a career,
visible leadership role models who are very good or very bad,
assignments that broaden a person’s experience

A

Promote leadership

68
Q

A long series of narrow and tactical jobs, vertical
career movement, rapid promotions, measurements and rewards based
on short-term results only

A

Inhibit leadership

69
Q

A vision of the future of the organization is
established and strategies are developed and implemented to bring the
organization closer to that vision

A

Establish Direction

70
Q

Communicate the vision and strategies to other people
using words and deeds so that the vision and strategies are understood and
accepted

A

Align people

71
Q

Energize people to implement the vision and
strategy changes by satisfying basic needs (achievement, belonging,
recognition, self-esteem, and a control of one’s life) that may go unmet.

A

Motivate and Inspire

Lab Man Finals (6 decks)

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