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[MT 6316] Laboratory Management > Introduction to Laboratory Management > Flashcards

Introduction to Laboratory Management Flashcards

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1
Q

Process of forecasting, planning, organizing, commanding, coordinating and controlling (PLOC)

A

Management by Henry Fayol (20th century)

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2
Q

The social process of planning, coordination,
control and motivation

A

Management by Edward Francis Leopold Brech (Engineer)

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3
Q

Organizational direction based on sound common sense, pride in the organization and enthusiasm for its works

A

Management by Tom Peters (1980)

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4
Q

Is the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing and controlling organizational resources

A

Management

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5
Q

Organization resources include 4 M’s

A
  1. Men
  2. Money
  3. Machines
  4. Materials
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6
Q

9 Natures of Management

A
  1. Universal
  2. Social Process
  3. Goal-Oriented
  4. Science & Art
  5. Group Effort
  6. Intangible
  7. Required at all Level
  8. Separate from Ownership
  9. Purposeful Activity
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7
Q

______ activities to achieve the organization’s objectives

A

Planning

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8
Q

_______ resources and activities to achieve the organization’s objectives

A

Organizing

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9
Q

______ the organization with qualified people

A

Staffing

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10
Q

_______ employees’ activities toward achievement of objectives

A

Directing / Leading

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11
Q

Process of determining the organization’s objectives and deciding how to accomplish them

A

Planning

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12
Q

______ the organization’s activities to keep it on course

A

Controlling

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13
Q

Structuring of resources and activities to accomplish objectives efficiently and effectively

A

Organizing

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13
Q

Importance of Staffing

A
  1. Recruiting
  2. Determine skills
  3. Motivate and train
  4. Compensation levels
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13
Q

Hiring people to carry out the work of the organization

A

Staffing

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14
Q

Importance of Organizing

A
  1. Creates synergy
  2. Establishes lines of authority
  3. Improves communication
  4. Improves competitiveness
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15
Q

Elimination of significant numbers of employees

A

Downsizing / Rightsizing / Trimming the Fat

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16
Q

Process of evaluating and correcting activities to keep
organization on course

A

Controlling

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16
Q

Motivating and leading employees to achieve organizational objectives

A

Directing

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16
Q

5 Activities of Controlling

A
  1. Measuring performance
  2. Comparing performance against standards
  3. Identifying deviations from standards
  4. Investigating causes of deviations
  5. Taking corrective action
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17
Q

Examples of Motivation

A
  1. Incentives (raise, promotion)
  2. Employee involvement (cost reduction, customer service, new products)
  3. Recognition and appreciation
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17
Q

Takes charge of the management

A

Manager

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18
Q

Oversees the activities to achieve set goal or purpose

A

Manager

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19
Q

Characteristics of a Manager

A
  1. Self-motivated and self controlled
  2. Possess well-defined goals
  3. Allocate resources according to priorities
  4. Make decisions, act upon them, and accept
    responsibility for them
  5. Willing to compromise
  6. Delegate and to depend on subordinates
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20
Q

Characteristics of a Laboratory Manager

A
  1. Able to organize, plan, and communicate for effective
    use of resources
  2. Maintain good relationship with others
  3. Possess emotional maturity
  4. And the internal resources to cope with frustration,
    disappointment, and stress
  5. Be able to appraise oneself and one’s performance
    objectively, to admit to being wrong
  6. Expect that one will keep on growing, improve one’s
    performance and continue to develop
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21
Q

Manager’s Roles

A
  1. Interpersonal
  2. Informational
  3. Decisional
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22
Q

Leader

A

Interpersonal

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22
Q

Figurehead

A

Interpersonal

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23
Q

Liaison

A

Interpersonal

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24
Q

Symbolic head; required to perform a number of routine
duties of a legal or social nature

A

Figurehead

25
Q

Ceremonies, status requests,
solicitations

A

Figurehead

26
Q

Responsible for the motivation and direction of
subordinates

A

Leader

26
Q

Virtually all managerial
activities involving subordinates

A

Leader

27
Q

Maintains a network of outside contacts who provide favors and information

A

Liaison

28
Q

Acknowledgement of mail external board work

A

Liaison

29
Q

Monitor

A

Informational Role

30
Q

Disseminator

A

Informational Role

31
Q

Receives wide variety of information; serves as nerve center of internal and external
information of the organization

A

Monitor

32
Q

Spokesperson

A

Informational Role

33
Q

Handling all mail and contacts categorized as concerned primarily with receiving information

A

Monitor

34
Q

Transmits information received from outsiders or other subordinates to members of the organization

A

Disseminator

35
Q

Forwarding mail into organization for information
purposes, verbal contacts
involving information flow
to subordinates such as review sessions

A

Disseminator

36
Q

Transmits information to outsider on organizations plans, policies, actions, and results; serves as expert on organization’s industry

A

Spokesperson

37
Q

Board meeting; handling contacts involving transmission of information to outsiders

A

Spokesperson

38
Q

Entrepreneur

A

Decisional Role

39
Q

Disturbance Handler

A

Decisional Role

40
Q

Resource Allocator

A

Decisional Role

40
Q

Searches organization and its environment for opportunities and initiates projects to bring about change

A

Entrepreneur

40
Q

Negotiator

A

Decisional Role

41
Q

Strategy and review sessions involving initiation or design of improvement projects

A

Entrepreneur

41
Q

Responsible for corrective action when organization faces important, unexpected disturbances

A

Disturbance Handler

42
Q

Strategy and review sessions
involving disturbances and crises

A

Disturbance Handler

43
Q

Making or approving significant organizational decisions

A

Resource Allocator

44
Q

Scheduling; requests for authorization; budgeting, the programming of subordinates work

A

Resource Allocator

44
Q

Responsible for representing the organization at major negotiations

A

Negotiator

45
Q

Contract negotiation

A

Negotiator

46
Q

3 Managerial Skills

A
  1. Technical
  2. Human
  3. Conceptual
47
Q

Idea generation

A

Conceptual

48
Q

High relational skills, effective communicators

A

Human

49
Q

In depth knowledge with operations

A

Technical

50
Q

Understanding what is needed to get the job done; understanding the physical operation

A

Technical Skills

50
Q

Competent in the specialized area, analytical ability, and the ability to use appropriate tools and techniques

A

Technical Skills

51
Q

Hands-on activity with basic product or process knowledge; producing the actual products a company is designed to produce

A

Technical Skills

51
Q

An individuals’ ability to cooperate with other members of the organization and work effectively in teams

A

Human Skills

51
Q

Interpersonal Relationships

A

Human Skills

52
Q

Solving people’s problems

A

Human Skills

53
Q

Acceptance of other employees

A

Human Skills

54
Q

Ability of an individual to analyze complex situations and to rationally

A

Conceptual Skills

55
Q

Analytical Process of Information

A

Conceptual Skills

56
Q

Levels of Management

A
  1. Top
  2. Middle
  3. First-line / Supervisory
57
Q

Top Management

A
  1. President
  2. Chief Executive Officer
  3. Chief Financial Officer
  4. Chief Operations Officer
58
Q
  • Responsible for tactical planning
  • Implement general guidelines established by top
    management
A

Middle Management

59
Q

● Supervise workers (directly)
● Oversee daily operations
● Directing and controlling primary functions

A

First-line / Supervisory Management

60
Q

Indicators of Lack of Management of Skills

A
  1. Not listening while people are taking
  2. Micro managing
  3. Focusing on the task and not the individuals
  4. Not enforcing standards
  5. Lack of effective communication of expectations
  6. Ineffective feedback - positive and negative
  7. Communicating on a need to know basis only
  8. Making decisions and then asking for feedback
  9. Passing the buck
  10. No sense of humor

[MT 6316] Laboratory Management (2 decks)

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