Lab Management Flashcards
It is a skill in the management of of physical resources (supplies, equipment, facilities) into operational parameters (products/services)
Technical skill
It is a skill where effective use of and monitoring for the monetary assets of the company
Financial management skill
It is a skill in the management of human resources
- understanding of the basic theories of human needs and work motivation
People skill
It is a skill where there’s an ability to conceptualize work flow, make decisions, and communicate with co workers
Organizational skills
It is a role where it represents/ links the group to the customers
- represents those that they supervise: responsible for supplying their needs and presenting their concerns to the owners
Role as a Representative
It is a role where one must become supporters of their staffs; provide the means for the staff to meet the needs of their patients and customers
Role as SERVANT
It is a role where it exists as a part of the group; bring with them their own individual talents, training, and weaknesses
- contributes to the weakness or strength of a group
Role as a person
Top administrator or manager of an organization and usually reports directly to the board of directors
Chief executive officer
Preside over events that have direct impact on the well-being of an organization and its individual members
MANAGER
What are the components of quality management viewpoint?
- Prioritize every employee
- Involvement of every employee
- Listen and learn from customers and employees
- Use accurate standards to identify and eliminate problems
It is the preferred management viewpoint in the laboratory under contemporary theory.
Quality management viewpoint
It is under the contemporary theory: manage your people depending on the individual and depending on the environment
Contingency viewpoint
It is under the contemporary theory: treat the organization as having different parts working together
Input> transformational process> output> feedback
Systems analysis approach
It is under the systems analysis approach where it entertains feedback
Open system
It is under the systems analysis approach where it does not receive any comments
Closed system
Two types of theories of management
Historical theories
Contemporary theories
Proponents of organizational behavior
Monsterberg
Elton Mayo
Chester Barnard
Maslow
Rensis Likert
McGregor
Behavioral science approach
Proponents under organizational behavior:
Combines scientific methods and behaviour
Behavioral science approach
A manager’s attitude may actualize itself on the workers
McGregor
Encourage managers to be supportive in their relationships
Rensis Likert
Hierarchy of needs
MASLOW
Recommends executives to encourage a climate of cooperation
CHESTER BARNARD
“Hawthorne effect”m increased attention can lead to temporary increase in productivity of the workers
ELTON MAYO
“Why not use psychologists in the workplace”
MONSTERBERG
It is under the historical theories wheee it is focused on workers as people and how they function in groups
Organizational behavior
It is the study of organizational structure
Bureaucratic management
It is the process of examining the organizational aspects of companies and their work flow to explain how institutions function and how ti improve their performance
Bureaucratic management
Importance on delineation of one’s job and clear procedures and policies
Bureaucratic
Impersonal
Bureaucratic
Meritocracy
Bureaucratic
Who are the proponents under bureaucratic management
Adam smith
Peter drucker and Tom peters
He introduced the concept of specializatin
Adam smith
They contributed to establish an understanding of how companies should be organized to more effectively pursue their operational goals
Peter drucker and tom peters
It is a historical theory where they apply systemic method of cause and effect analysis to study organizations
SCIENTIFIC
These are the five essential components of management.
- Mission: goal/purpose or reason for the existence of an organization
- Leaders with authority to direct the team toward the goal
- Resources
- people
- equipment
- supplies
- Material - Responsibility (for achieving the goals assigned)
- Accountability (for using resources established)
He stated that management should be an orderly process of tasks and duties of which PLANNING is the most important
Henri Fayol
He provided the base for the theory called the FUNCTIONS OF MANAGEMENT AND MANAGEMENT PROCESS
HENRI FAYOL
He is the father of scientific management
FREDERICK TAYLOR
He broke down each task into segments that can be analyzed for ways to improve efficiencies
FREDERICK TAYLOR
He developed methods analysis
FRANK AND LILLIAN GILBRETH
She stated that management is essentially coordination
MARY PARKER FOLLET
He/she introduced the role of management consultant
LYNDALL URWICK
He/she attempted to classify and codify the work on management theories
LYNDALL URWICK
Working with and through people to accomplish a common mission
MANAGEMENT
Four primary areas of management
Planning
Organizing
Directing
Controlling
Four fundamental functions of management
Planning
Organizing
Directing
Controlling
4 fundamental functions of management
It implies measurement of accomplishement
Controlling
4 fundamentals of management
Part of managerial function which actuates the organizational methods
Directing (leading)
4 fundamentals of management
- the process of bringing together physical, financial, and human resources and developing productive relationships
Organizing
The basic function of management
PLANNING
Each level controls the levels below and is controlled by the level above
HIERARCHICAL MANAGEMENT STRUCTURE
Tasks are clearly defined and employees become skilled by specializing in doing one thing
DIVISION OF LABOR
Employee selection and promotion are based on experience, competence, and technical qualification demonstrated by examination, education, or training. There is mo nepotism
Formal selection process
Management is separate from ownership and managers are career employees
Career orientation
Rules and regulations are documented to ensure reliable and predictable behavior. Managers must depend on formal organizational rules in employee relations
Formal rules and regulations
Rules are applied uniformly to everyone. There is no preferential treatment or favoritism
IMPERSONALITY
One who looks to the future, makes educated guesses about the major forces and trends he or she can see, and interprets them in terms of opportunities for growth and progress
A strategist
One who clearly perceives the differences between the anticipated future and the unfolding present and who decides what must be done with those factors under his or her control to influence the environment or to adopt to its most effectively
A problem solver
One who guides others and helps them to identify and solve problems, so that they can perform their tasks effectively and can develop themselves as individuals as well as workers
A teacher
Refers to a line of demarcation between various managerial positions in an organization
Levels of management
3 categories in levels of management
Top level/ administrative level
Middle level/ executory
Low level / supervisory/ Operative/ First-line managers
It consists of board of directors, chief executive, or managing director. It devotes more time on planning and coordinating functions
Top level of management
It consists of branch managers and departmental managers. They devote more time to organizational and directional functions
Middle level of Management
It consists of supervisors, foreman, section officers and superintendent. They are concerned with direction and controlling function of management
Lower level of management
