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Lab Management > Introduction To MANAGEMENT > Flashcards

Introduction To MANAGEMENT Flashcards

1
Q

Getting things done through people
Focuses on task, achievement, people

A

MANAGEMENT

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2
Q

Management

A

▪ Management as a systematic process of planning, organizing, staffing, leading and controlling.

It is the coordination and administration of tasks to achieve a goal.

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3
Q

FUNCTIONS OF MANAGEMENT

IN ORDER!!!!!!!!

A

• Planning
• Organizing
• Leading/Directing
• Controlling

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4
Q

Foundation area of management

A

PLANNING

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5
Q

Delivering strategic value

A

PLANNING

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6
Q

Specifying the goals to be achieved

A

PLANNING

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7
Q

Deciding what actions are needed to achieve the goals

A

PLANNING

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8
Q

get the resources
• machines, people, etc….

A

ORGANIZING

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9
Q

Assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals

A

ORGANIZATION

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10
Q

Attracting people, specifying job responsibilities, grouping jobs into work units

A

ORGANIZING

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11
Q

marshaling and allocating resources,

creating conditions so people and things work together

A

ORGANIZING

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12
Q

Stimulating people to be high performers

A

LEADING/ DIRECTING

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13
Q

Motivating and communicating with employees; individually and in groups

A

LEADING/ DIRECTING

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14
Q

Done daily bu the manager

A

LEADING

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15
Q

Employees must be motivated

A

LEADING

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16
Q

Monitors performance and implements necessary changes

A

CONTROLLING

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17
Q

Evaluation

A

CONTROLLING

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18
Q

CONTROLLING

Makes sure that:

A

Resources are being used properly

Organization is meeting its goals, e.g. quality and worker safety

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19
Q

________ SHOULD DEVOTE ADEQUATE______ and ______ TO ALL FOUR FUNCTIONS

A

MANAGERS

ATTENTION AND RESOURCES

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20
Q

MANAGEMENT ROLES

A

Decisional
Informational
Interpersonal

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21
Q

What management role?

MAKE DECISIONS ON THE SPOT!

Managers make key decisions, allocate resources, and handle conflicts to guide the organization effectively.

A

Decisional Roles

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22
Q

What management role?

USE OF INFORMATION AND RELAY

Managers gather, share, and analyze information to keep stakeholders informed and support decision-making.

A

Informational Roles

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23
Q

What management role?

DEALS WITH OTHER PEOPLE

Managers interact with others to lead, motivate, and build relationships within and outside the organization.

A

Interpersonal Roles

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24
Q

INFORMATIONAL ROLES

A

Monitor
Disseminator
Spokesperson

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25
Q

DECISIONAL ROLES

A

Entrepreneur
Disturbance handler
Resource allocator
Negotiator

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26
Q

INTERPERSONAL ROLES

A

Figurehead
Leader
Liaison

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27
Q

Receives wide variety of Information;

A

MONITOR

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28
Q

serves as nerve center of interal and external information of the organization

A

MONITOR

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29
Q

Handing all mail and contacts, categorized as concerned - primarily with receiving information

A

MONITOR

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30
Q

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

A

DISSEMINATOR

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31
Q

Forwarding mall into organization for information purposes;

verbal contacts Involving information flow to subordinates, such as, review sessions

A

DISSEMINATOR

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32
Q

Transmits information to outsiders on organization’s plans, policies, actions, and results:

serves as expert on
organization’s industry

A

SPOKESPERSON

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33
Q

Board meeting;

handling contacts involving transmission of information to outsiders

A

SPOKESPERSON

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34
Q

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

A

ENTREPRENEUR

35
Q

Strategy and review sessions involving initiation or design of improvement projects

A

ENTREPRENEUR

36
Q

Responsible for corrective action when organization faces important, unexpected disturbances

A

Disturbance handler

37
Q

Strategy and review sessions involving disturbances and crises

A

Disturbance handler

38
Q

Making or approving significant organizational decisions

A

Resource allocator

39
Q

Scheduling; requests for authorization;
budgeting.

the programming of subordinates work

A

Resource allocator

40
Q

Responsible for representing the organization at major negotiations

A

NEGOTIATOR

41
Q

Contract negotiation

A

NEGOTIATOR

42
Q

Symbolic head;

A

FIGUREHEAD

43
Q

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

A

FIGUREHEAD

44
Q

Ceremonies, status request, solicitations

A

FIGUREHEAD

45
Q

Responsible for the motivation and direction of subordinates

A

LEADER

46
Q

Virtually all managerial activities involving subordinates

A

LEADER

47
Q

Maintalns a network of outside contacts who provide favors and information

A

LIAISON

48
Q

Acknowledgement of mall, external board/work

A

LIAISON

49
Q

WHAT IS MANAGEMENT PLANNING?

A

• Conscious, systematic process of deciding what goals and activities the organization will pursue in the future

• Provides units with a flexible map to follow

50
Q

• Conscious, systematic process of deciding what goals and activities the organization will pursue in the future

• Provides units with a flexible map to follow

A

MANAGEMENT PLANNING

51
Q

BASIC PLANNING PROCESS

SAGGI

A

• Situational analysis

• Alternative goals and plans

• Goals and plan evaluation

• Goals and plan selection

• Implement, monitor, and control

52
Q

: analyze the market and your abilities

A

Situational analysis

53
Q

: include contingency plans

A

• Alternative goals and plans

54
Q

: advantages and disadvantages

A

• Goal and plan evaluation

55
Q

: select the BEST

A

• Goal and plan selection

56
Q

LEVELS OF PLANNING

STO

A

STRATEGIC PLANNING (3-7 years)

TACTICAL PLANNING (1-2 years)

OPERATIONAL PLANNING (<1 year)

57
Q

• Making decisions about the long-term goals and strategies of the organization

A

STRATEGIC PLANNING (3-7 years)

58
Q

STRATEGIC PLANNING yrs

A

(3-7 years)

59
Q

• Translating broad strategic goals into specific goals and plans relevant to a particular unit in the organization

A

TACTICAL PLANNING

60
Q

TACTICAL PLANNING

A

(1-2 years)

61
Q

• Identifies the specific procedures and processes required at lower levels of the organization

A

OPERATIONAL PLANNING

62
Q

OPERATIONAL PLANNING

A

(<1 year)

63
Q

: basic purpose of the organization

A

MISSION

64
Q

: what do we want to become?

Perspective on where the organization is headed and what it can become

A

VISION

65
Q

: St. Luke’s Medical Center will be an internationally recognized academic medical center by the year 2020

A

Vision

66
Q

: We are committed to deliver state of the art healthcare because at St. Luke’s Medical Center, the needs of our patients come first.

A

Mission

67
Q

SWOT ANALYSIS

A

Strength
Weakness
Opportunities
Threats

68
Q

Characteristics of a business which give it advantages over its competitors

A

STRENGTHS

69
Q

Characteristics of a business which make it disadvantageous relative to competitors

A

WEAKNESSES

70
Q

Elements in a company’s external environment that allow it to formulate and implement strategies to Increase profitability

A

OPPORTUNITIES

71
Q

Elements in the external environment that could endanger the integrity and profitability of the business

A

THREATS

72
Q

Depicts the arrangement of positions in the organization

A

ORGANIZATIONAL CHART

73
Q

Org chart

• Common purpose:

A

unification of all members

74
Q

Solid lines:

A

Who reports to whom?

75
Q

Boxes with titles:

A

different clusters of jobs/departments

76
Q

: many units that work on different tasks

A

Differentiation

77
Q

: differentiated work is coordinated into an overall product

A

Integration

78
Q

VERTICAL STRUCTURE

A

Authority
Responsibility
Span of control
Delegation
Decentralization

79
Q

legitimate right inherent to positions (e.g. make decisions, give orders)

A

AUTHORITY

80
Q

: obligation to perform tasks

A

RESPONSIBILITY

81
Q

: number of subordinates who report directly to an executive or supervisor (Ideal: 5)

A

SPAN OF CONTROL

82
Q

: assignin a task to someone at a lower level

A

DELEGATION

83
Q

more decisions are made at lower levels

A

DECENTRALIZATION

84
Q

HORIZONTAL STRUCTURE
• Departmentalization

A

Groupings into departments
Different functions and skills
Division of labor

Lab Management (18 decks)

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