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MTAP 2 > LAB MANAGEMENT (Management) > Flashcards

LAB MANAGEMENT (Management) Flashcards

1
Q

Organizing and controlling of the affairs of a business or a sector of a business or “working with & through people to accomplish a common mission.

A

MANAGEMENT
(ADMINISTRATION)

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2
Q

LEADERSHIP STYLES

A

Authoritarian
Democratic
Consensus
Laissez-faire

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3
Q

Autocratic;
Closed system;
Manager makes all decisions without input from others

A

Authoritarian

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4
Q

Participated;
Open system;
Manager makes decisions after polling staff

A

Democratic

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5
Q

Manager gets at least partial agreement from staff

A

Consensus

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6
Q

Free reign;
Manager leaves decision to staff, abdicates responsibility

A

Laissez-faire

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7
Q

Motivational theory of Abraham Maslow

A

HIERARCHY OF NEEDS

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8
Q

Enumerate MASLOW’S HIERARCHY OF NEEDS from least to greatest need

A

Physiological needs
Safety and security
Love and belonging
Self-esteem
Self-actualization

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9
Q

TWO MOTIVATIONAL THEORIES

A

MASLOW’S HIERARCHY OF NEEDS
HERZBERG’S TWO FACTOR PRINCIPLES

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10
Q

MASLOW’S HIERARCHY OF NEEDS:
Breathing, food, water, shelter, clothing, sleep

A

Physiological needs

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11
Q

MASLOW’S HIERARCHY OF NEEDS:
Health, employment, property, family, social ability

A

Safety and security

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12
Q

MASLOW’S HIERARCHY OF NEEDS:
Friendship, family, intimacy, sense of connection

A

Love and belonging

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13
Q

MASLOW’S HIERARCHY OF NEEDS:
Confidence, achievement, respect of others, need to be unique individual

A

Self-esteem

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14
Q

MASLOW’S HIERARCHY OF NEEDS:
Morality, creativity, spontaneity, acceptance, experience purpose, meaning and inner potential

A

Self-actualization

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15
Q

Herzberg’s Two-Factor principles
Influenced by HYGIENE FACTORS

A

Job dissatisfaction

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16
Q

Herzberg’s Two-Factor principles
Influenced by MOTIVATOR FACTORS

A

Job satisfaction

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17
Q

Herzberg’s Two-Factor principles

Improving the _________ increased job satisfaction

A

Motivator factors

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18
Q

Herzberg’s Two-Factor principles

Improving the _________ decreases job dissatisfaction

A

Hygiene factors

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19
Q

LEADERSHIP THEORIES

A
  1. Tannenbaum & Schmidt
  2. Douglas McGregor’s X and Y
  3. Blake and Mouton
  4. Fielder
  5. Hersey-Blanchard
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20
Q

Styles can be plotted on a continuum from authoritative to democratic

A

Tannenbaum and Schmidt Theory

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21
Q

In Douglas McGregor’s X and Y, this relates to authoritative leader

A

X theory

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22
Q

In Douglas McGregor’s X and Y, this relates to democratic leader

A

Y theory

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23
Q

Theory that defines 5 types of management situations based on concern for people and production

A

Blake and Mouton Theory

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24
Q

Low concern for people
Low concern for production

A

Impoverished management

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25
Q

Low concern for people
High concern for production

A

Authority-compliance

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26
Q

Medium concern for people
Medium concern for production

A

Middle-of-the-road management

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27
Q

High concern for people
Low concern for production

A

Country club management

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28
Q

High concern for people
High concern for production

A

Team management

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29
Q

Leader style may vary according to the situation with a very favorable or very unfavorable situation requiring a task-oriented leader and a moderately favorable or moderately unfavorable situation requiring a relationship-oriented leader.

A

Fielder Theory

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30
Q

Leadership theory discussing four leadership situations

A

Hersey-Blanchard Theory

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31
Q

4 leadership situations accdg. to Hersey-Blanchard Theory

A

a. Employee new to job.
b. Employee has mastered some of the job, but needs supervision.
c. Employee has mastered the job, but needs verification.
d. Employee has mastered the job and is confident

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32
Q

SKILLS OF MANAGERS

A

Organizational skills
People skills
Financial skills
Technical skills

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33
Q

Conceptualize and apply management process, systematize work flow, make decisions, and communicate with coworkers

A

Organizational skills

34
Q

Understands basic theories of human needs and work motivation

A

People skills

35
Q

Effective use of and accounting for the monetary assets of the company

A

Financial skills

36
Q

Involve the synthesis of the first three skills above and the management of physical resources (supplies, equipment, facilities) into the operational parameters (products and services).

A

Technical skills

37
Q

FOUNDATIONS OF MANAGEMENT PROCESSES

A

Vision
Mission
Goals
Objectives

38
Q

descriptive picture of a desired future state, long-term

39
Q

organization’s purpose

40
Q

organization’s desired outcomes, intermediate term and broad

41
Q

directives that describe how a goal will be achieved; should be SMART

A

Objectives

42
Q

SMART means

A

Specific
Measurable
Achievable
Relevant
Time-bound

43
Q

Concept of management as a continuous process of interacting functions, each dependent on the success of the other.

A

MANAGEMENT PROCESS

44
Q

4 MAIN FUNCTIONS OF MANAGEMENT PROCESS

A

Planning
Organizing
Directing
Controlling

45
Q

short range or tactical, operational, strategic

46
Q

coordinating resources to achieve plans

A

Organizing

47
Q

leading

48
Q

defining standards of performance

A

Controlling

49
Q

Act of overseeing all activities and tasks that must be accomplished to maintain a desired level of excellence. This includes determination of a quality policy, creating and implementing quality planning and assurance, and quality control and quality improvement.

A

QUALITY MANAGEMENT

50
Q

APPROACHES TO QUALITY MANAGEMENT

A

Total Quality Management (TQM)
PDCA cycle
Six Sigma
Lean
Management by objective (MBO)
Benchmarking

51
Q

Provides both a management philosophy for organizational development and a management process for improvement of quality in all aspects of work.

A

Total Quality Management (TQM)

52
Q

TQM Five-Q

A

Quality Laboratory Process (QLP)
Quality Control (QC)
Quality Assessment (QA)
Quality Improvement (QI)
Quality Planning (QP)

53
Q

Includes analytical processes and general policies, practices and procedures that define how all aspects of the laboratory are done (QA)

A

Quality Laboratory Process (QLP)

54
Q

Emphasizes statistical control procedures, and non-statistical check procedure such as linearity checks, reagents and standard checks and temperature monitoring

A

Quality Control (QC)

55
Q

Concerned primarily with broader measures and monitoring of laboratory performance (TAT, patient ID, test utility)

A

Quality Assessment (QA)

56
Q

Structured problem-solving process to help identify the root cause of a problem and a remedy for that problem

A

Quality Improvement (QI)

57
Q

Provides the planning to eliminate problems identified by QI

A

Quality Planning (QP)

58
Q

PDCA cycle includes:

A

Plan
Do (perform)
Check (monitor)
Act (improve)

59
Q

Set of methodologies and tools used to improve business processes by reducing defects and errors, minimizing variation, and increasing quality and efficiency.

60
Q

Goal of Six Sigma

A

Achieve a level of quality that is nearly perfect, with only 3.4 defects per million opportunities.

61
Q

5 data-driven stages of Six Sigma

A

DMAIC
- Define
- Measure
- Analyze
- Improve
- Control

62
Q

Coach, consult, and lead projects

A

1 - MASTER

63
Q

Lead and manage projects

A

2 - BLACK BELT

64
Q

Lead or support projects

A

3 - GREEN BELT

65
Q

Understand basics of lean six sigma

A

4 - YELLOW BELT

66
Q

Designed to reduce waste, increase efficiency, and improve customer satisfaction; often used in clinical laboratories to improve TAT.

67
Q

5 Lean principles

A
  1. Define value
  2. Map value stream
  3. Create flow
  4. Establish pull system
  5. Pursue perfection
68
Q

Categories of waste (LEAN)

A

DOWNTIME
1. Defects
2. Overproduction
3. Waiting
4. Non-utilized talent
5. Transportation
6. Inventory
7. Motion
8. Extra-processing

69
Q

Medical Laboratories is an international standard that specifies the requirements for quality and competence in medical lab environments. Essentially, it is a standard that requires labs to develop a robust, reliable quality management system (QMS) to establish their competence.

A

ISO 15189:2022

70
Q

Targets organizational and employee performance by aligning goals and objectives throughout the organization, including timelines, tracking, and feedback in the process.

A

Management by objective (MBO)

71
Q

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

A

Benchmarking

72
Q

QUALITY TOOLS

A

Cause-and-effect diagram (Ishikawa or
fishbone diagrams)
Check sheet
Control chart
Histogram
Pareto chart
Scatter diagram
Stratification

73
Q

Identifies many possible causes for an effect or problem and sorts ideas into useful categories

A

Cause-and-effect diagram (Ishikawa or
fishbone diagrams)

74
Q

Structured, prepared form for collecting and analyzing data

A

Check sheet

75
Q

A generic tool that can be adapted for a wide variety of purposes

A

Check sheet

76
Q

Graph used to study how a process changes over time. Comparing current data to historical control limits leads to conclusions about whether the process variation is consistent (in control) or is unpredictable (out of control, affected by special causes of variation).

A

Control chart

77
Q

Most commonly used graph for showing frequency distributions, or how often each different value in a set of data occurs

78
Q

Bar graph showing which factors are more significant

A

Pareto chart

79
Q

Graphs pairs of numerical data, one variable on each axis, to look for a relationship

A

Scatter diagram

80
Q

Separates data gathered from a variety of sources so that patterns can be seen

A

Stratification
(some lists replace stratification with flowchart or run chart)

MTAP 2 (23 decks)

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