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LABORATORY MANAGEMENT > LABMAN SEMINAR 1 RECALL > Flashcards

LABMAN SEMINAR 1 RECALL Flashcards

1
Q

A place where tests are performed on clinical specimens in order to get information about the health of a patient with regard to the diagnosis, treatment and prevention of disease

A

Clinical Laboratory

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2
Q

Laboratory that cater both in-patient and out-patient

A

Hospital-based laboratory

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3
Q

Laboratory that cater only out-patients

A

Free-standing laboratory (non-hospital based)

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4
Q

Clinical Laboratory must be headed by a

A

Pathologist certified by the Philippine Board of Pathology

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5
Q

Classification of clinical laboratory according to institutional character

A

Hospital-based laboratory
Free-standing laboratory (non-hospital based)

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6
Q

Classification of clinical laboratory according to function

A

Anatomic Pathology
Clinical Pathology

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7
Q

Sections under Anatomic Pathology

A

Surgical Pathology
Cytology
Immunohistopathology
Forensic Pathology - Autopsy

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8
Q

Sections under Clinical Pathology

A

Hematology
Immunohematology
Clinical Chemistry
Microbiology
Clinical Microscopy
Molecular Biology
Immuno-Serology
Parasitology
Toxicology/TDM

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9
Q

RA No.4688, otherwise known as

A

Clinical Laboratory Law of 1966

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10
Q

Classification of clinical laboratory according to service capability

A

Primary Laboratory
Secondary Laboratory
Tertiary Laboratory

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11
Q

Minimum service capabilities of Primary Laboratory

A

CBC
Urinalysis
Fecalysis
Blood typing and quantitative platelet count for hospital-based laboratories

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12
Q

Primary Laboratory must have an area of at least

A

10sqm

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13
Q

Service capabilities of Secondary Laboratory

A

Service capabilities of a primary laboratory
Routine Clinical Chemistry (sugar, BUN/Crea, BUA and T. Cholesterol)
Crossmatching (hospital-based)

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14
Q

Secondary Laboratory must have an area of at least

A

20sqm

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15
Q

Service capabilities of Tertiary Laboratory

A

Service capabilities of a secondary laboratory
Special hematology
Special chemistry
Immune-serology
Microbiology

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16
Q

A type of laboratory suitable to be a training ground for interns and externs and site of scientific research

A

Tertiary Laboratory

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17
Q

Tertiary Laboratory must have an area of

A

60sqm

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18
Q

It has discrete sections in hematology, chemistry, microbiology, and blood bank,
generally separated into rooms or sections

A

Traditional ‘Closed’ Laboratory

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19
Q

The discrete services are placed in one large room with portable walls that can be adjusted as needed based on volume

A

‘Open’ Laboratory

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20
Q

A common type of consolidation has been hematology and chemistry laboratories (‘chematology‘)

A

Core Laboratory

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21
Q

Advantages of Core Laboratory

A

Handling stat requests
Improving offshift workflow
Avoiding chronic staffing problems

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22
Q

Specific low-volume or expensive laboratory services currently provided by more than one regional hospital laboratory, that are consolidated into one hospital

A

Regional Laboratory

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23
Q

Laboratory testing that is brought to the patient’s bedside

A

Point-of-Care

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24
Q

Rapid response laboratory that is often located in or near an emergency department or surgical suite

A

Stat Laboratory

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25
Q

STAT means

A

Short Turn-Around-Time

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26
Q

Laboratory provides limited menu of routine and/or specialty services on a stat or non-stat basis

A

Limited Service

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27
Q

Traditional full service laboratory that handles all types of testing, especially esoteric tests

A

Reference Laboratory

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28
Q

The National Reference Laboratories in the Philippines is established through

A

D.O. No. 393-E s. 2000; and additional designations through D.O. No. 2009 5148, December 21, 2009

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29
Q

Reference Laboratory for Clinical chemistry and Anatomic Pathology of Pulmonary Diseases

A

Lung Center of the Philippines

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30
Q

Reference Laboratory for Hematology, Immunohematology and Immunopathology, Anatomic Pathology for other Organ Diseases other than Lungs and heart

A

National Kidney and Transplant Institute (NKTI)

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31
Q

Reference Laboratory for Environmental and Occupational Health Toxicology and Micronutrient Assay

A

East Avenue Medical Center

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32
Q

Reference Laboratory for dengue, influenza, TB & other mycobacteria, malaria and other parasites, bacterial enteric diseases, measles and other exanthems, mycology, enteroviruses, antimicrobial resistance and emerging diseases. Also for confirmatory testing of blood donors and blood units

A

Research Institute for Tropical Medicine (RITM)

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33
Q

Reference Laboratory for HIV-AIDS, Hepatitis and STDs

A

San Lazaro Hospital

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34
Q

Reference Laboratory for Anatomic Pathology for Cardiac diseases

A

Philippine Heart Center

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35
Q

Phases of the testing process

A

Test Ordering
Collection
Transportation
Sample Receipt
Sample Processing
Testing
Reporting

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36
Q

It is of paramount importance in any workflow analysis

A

Data

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37
Q

Data necessary in order to validate results

A

Supplemental data

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38
Q

Mapping needs for the staff working on the particular section

A

Sample Mapping

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39
Q

Mapping needs for the instrumentations used on the particular section

A

Test Mapping

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40
Q

The most fundamental data collection technique

A

Analyze the distribution of samples and tests over time

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41
Q

Sample and test “density” should also be considered as samples and tests in the inpatient department is higher than in the outpatient. True or False?

A

False, tests in the outpatient department is higher than in the inpatient

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42
Q

Tube Analysis is also known as

A

Tube labor

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43
Q

Tube Analysis workload includes:

A

SCAR MURLS
Sorting of Tube - according to color
Centrifuging
Aliquoting
Racking
Unracking
Loading & unloading of samples in analyzers
Manual dilutions & reruns
Retrieving tubes - for additional testing
Storing of tubes

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44
Q

Tube analysis is mostly needed in

A

Immuno-Serology
Immunodiagnostics
Clinical Chemistry

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45
Q

Non-technologic solution in troubleshooting tube analysis

A

Altering laboratory rerun/review criteria to reduce the number of tubes flagged for rerun

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46
Q

Technologic solution in troubleshooting tube analysis

A

Acquiring a new analyzer or upgrading the specs of the analyzer to better its performance against the workload of the laboratory

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47
Q

Goal of workstation analysis:

A

To understand where, when, and how the work performed

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48
Q

Instrument throughput

A

Number of test/hour

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49
Q

This information can be very useful in identifying processing bottlenecks and assist in redesigning workflow

A

Labor considerations

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50
Q

Running one test for multiple samples

A

Batch Testing

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51
Q

Running multiple tests for one sample

A

Parallel Testing

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52
Q

Randomly access sample and reagents and can accommodate an emergency sample at any time

A

Random Testing

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53
Q

Breakthrough technology:

A

a. Changes fundamental workflow
b. Consolidates workstations
c. Saves labor
d. Improves service
e. Sets new performance standard
f. Premium pricing

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54
Q

Operation that best meets the clinical needs and financial goals of the organization

A

High quality at Low cost

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55
Q

Optimizing performance is an ongoing process that requires one to constantly assess and reassess workflow and needs. True or False?

A

True

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56
Q

The means employed to encourage all personnel in the organization to accomplish whatever assignments may be given them by management in order to achieve the objectives in the manner they were planned and organized

A

Leading

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57
Q

Leading can only be effective if it is preceded by a well-designed strategy developed in the planning and organizing stages of the management process, and if it is followed through with a strong controlling phase. True or False?

A

True

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58
Q

Most active part of the directing function

A

Leadership

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59
Q

Leadership employs _____ to accomplish the work of an organization

A

Management skills
People skills
Vision

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60
Q

Purpose of Leadership

A

To produce change by establishing direction, aligning, motivating, and inspiring people; provides direction of where one (or an organization) is going

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61
Q

Leadership Responsibility

A

a. Develop and maintain effective relations with medical and hospital staff and administration
b. Encourage free-flow and exchange of ideas
c. Assure an awareness by all personnel of current trends and practices
d. Formulate and develop policies and procedures
e. Effectively communicate the plans to all personnel

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62
Q

An individual whose job is to guide the organization to attain its objectives.

A

Manager

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63
Q

A manager must possess essential characteristics that will make him/her a successful manager such as:

A

Motivation
Vision
Decision-making skills
Humility
Good health

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64
Q

Roles played by managers in an organization

A

a. Represents the organization
b. Holds formal authority
c. Develops & implements strategies to accomplish mission & goals of the organization
d. Manages personnel (e.g., evaluation, hiring, promotion)
e. Manages financial responsibilities (i.e., budget, revenue, expenses)
f. Facilitates communication
g. Motivates employees
h. Implements time management strategies
i. Oversees customer service
j. Implements innovative ways to expand services, expand customer base, & fulfill the bottom-line

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65
Q

10 Characteristics of a Leader

A
  1. Good listener
  2. Confident
  3. Self-discipline
  4. Good self-esteem
  5. Optimism
  6. Likes everyone
  7. Ambitious
  8. Good memory
  9. Accessible
  10. Good sense of Values and Sound Judgement
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66
Q

Self-centered Leadership Style

A

Autocratic

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67
Q

Characteristics of Autocratic Leadership Style

A

a. Self-centered
b. Makes decisions without the consultation of subordinates
c. The manager’s way is the best, & employees need not to think of another way to complete the task
d. Inhibits employees from thinking for themselves; they lose interest & initiative

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68
Q

People power; shared authority Leadership Style

A

Democratic

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69
Q

Characteristics of Democratic Leadership Style

A

a. People power; shared authority
b. Employees take part in decision-making

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70
Q

By the book Leadership Style

A

Bureaucratic

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71
Q

Characteristics of Bureaucratic Leadership Style

A

a. Exercise of control on the basis of knowledge
b. Focuses on rules & regulations set by the hierarchy of authority; leaders work “by the book

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72
Q

Delegating Leadership Style

A

Laissez Faire

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73
Q

Characteristics of Laissez Faire Leadership Style

A

a. Delegating leadership
b. To let people do as they choose
c. Leaders have a back seat role in the organization
d. The employees (experts) are allowed to decide on their own

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74
Q

Leadership Style where leaders encourage certain behaviors in others by force of personality, persuasion, & eloquent communication

A

Charismatic

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75
Q

Four (4) Key Leadership Styles

A
  1. Supportive Leader - Physical and personal resources to accomplish duties
  2. Directive Leader - Rules, order, or defined instructions
  3. Coaching Leader - High support and direction
  4. Delegating Leader - Low support and direction
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76
Q

“The art and science of getting things done thru people”

A

Management

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77
Q

Management as an art

A

It results in the accomplishment of objectives through the use of human efforts

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78
Q

Management as science

A

It is a systematic body of knowledge. It gathers and analyzes facts and formulates general laws or principles from these facts

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79
Q

Functions of Management

A

Planning
Organizing/Delegating
Leading/Directing
Controlling & Evaluating

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80
Q

The mental effort by which executives anticipate the possible causes or factors that may affect or change the activities and objectives of a particular organization

A

Planning

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81
Q

The process of identifying and grouping of work to be performed, defining and delegating responsibility and authority and establishing relationship for the purpose of enabling the people to work most effectively together in accomplishing objectives

A

Organizing

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82
Q

Refers to the way of getting all personnel in an organization to accomplish what management desires

A

Leading/Directing

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83
Q

Means checking the work accomplished against plans or standards, and making adjustments or corrections when new developments or unforeseen circumstances necessitate

A

Controlling and Evaluating

84
Q

Directs the affairs of an organization by establishing goals and opportunities that determine the direction the organization will take

A

Director

85
Q

Runs an organization within the framework of the various directives and policies given to him/her

A

Administrator

86
Q

Oversees the activities of the others to get them accomplish specific tasks or to perform scheduled activities most efficiently

A

Supervisor

87
Q

An individual whose job is to guide the organization to attain its objectives

A

Manager

88
Q

Qualities of being a Manager

A

Decision-making ability
Good health
Humility
Motivation
Vision

89
Q

The qualities that top management contenders possess

A

a. BRIGHT, INFORMED, A BIT OF SPARKLE
b. POSITIVE ATTITUDE
c. ARTICULATENESS
d. THOUGHTFULNESS
e. AURA OF LEADERSHIP
f. BREADTH OF INTEREST

90
Q

Manager that has the lowest level in an organization who is responsible for the work of others

A

First-line managers

91
Q

What does First-line managers do?

A

They direct operating employees only and are concerned about completing the day‘s work

92
Q

Examples of First-line managers

A

Supervisors
Team leaders
Chief Technologists

93
Q

Managers that direct activities of other managers and also those of operating employees

A

Middle managers

94
Q

What does Middle managers do?

A

They direct activities that implement their organization‘s policies and to balance the demands of their supervisors with the capacities of their subordinates. They engaged in a variety of technical and non-technical activities

95
Q

Examples of Middle manager

A

Operation manager
Division head

96
Q

They are composed of a small group of executives

A

Top managers

97
Q

What does Top managers do?

A

They are responsible for the overall management of the organization

98
Q

Examples of Top managers

A

Directors
CEO

99
Q

Specific skills of first-line managers

A

Possess mostly human skills

100
Q

Specific skills of middle managers

A

Focuses on technical matters

101
Q

Specific skills of top managers

A

Mostly involved in making key decisions

102
Q

Provided one of the first comprehension studies of the nature of managerial work

A

HENRY MINTZBERG (1973)

103
Q

He grouped the basic roles performed by the managers

A

HENRY MINTZBERG (1973)

104
Q

Roles described by Henry Mintzberg

A

Interpersonal Roles
Informational Roles
Decisional Roles

105
Q

A manager is symbol. This role is necessary because of the position occupied and consists of such duties as signing of documents required by the law and officially receiving visitors

A

Interpersonal Roles

106
Q

Managers gather information in order to be well informed. Managers are disseminator of information flowing from both external and internal sources

A

Informational Roles

107
Q

Managers as entrepreneurs are initiators, innovators, problem discoverers, and designers of improvement project that direct and control change in the organization

A

Decisional Roles

108
Q

He identified three basic types of skill needed by all managers

A

Robert L. Katz

109
Q

Three basic types of skill needed by all managers as described by Robert L. Katz

A

Technical Skills
Human Skills
Conceptual Skills

110
Q

It is the mental ability to coordinate and integrate all of the organization‘s interests and activities

A

Conceptual/Organizational Skill

111
Q

It is an understanding of the basic theories of human needs and work motivation

A

Human/ People Skill

112
Q

It involves the synthesis of a specialized skill and the management of physical resources into the operational parameters unique to each organization

A

Technical Skill

113
Q

Suggested that managerial performance can be measured by “Efficiency” and “Effectiveness”

A

Peter Drucker

114
Q

Doing things right or ability to get things done correctly

A

Efficiency

115
Q

Doing the right thing or the ability to choose appropriate objectives

A

Effectivity

116
Q

Indicators of Lack of Management Skills:

A

Frequent “rush” orders of supplies
Excessive cost of operation
Recurring or persistent misunderstanding
Inability to maintain adequate staffs

117
Q

One of the mostly widely known approaches to dramatizing leadership style

A

The Managerial Grid

118
Q

Who developed The Managerial Grid?

A

Robert Blake & Jane Mouton

119
Q

Two dimensions of the Managerial Grid

A

Concept for production
Concept for people

120
Q

It is conceived as the attitudes of a supervisor toward a wide variety of things such as the quality of policy decisions, procedures and processes, creativeness of research, quality of staff services, work efficiency and volume and output

A

Concept for production

121
Q

Includes degree of personal commitment toward goal achievement, maintaining the self-esteem of workers, basing responsibility on trust rather than obedience, maintaining good working conditions and having satisfying interpersonal relations

A

Concept for people

122
Q

He proposes that leadership behavior is based on the manager‘s assumptions about the nature of people

A

Douglas McGregor

123
Q

Proponent of Theory X - Theory Y model

A

Douglas McGregor

124
Q

The Theory X Managers believe that people:

A

a. Are inherently lazy and dislike work
b. Must be coerced into performing their duties by constant supervision and maintenance of tight operational control
c. Have no ambition and little interest in improving their efficiency on their own and must be prodded to produce.

125
Q

Managers who hold X theory philosophies tend to be

A

Autocratic and Dictatorial

126
Q

The Theory Y Managers believe that people:

A

a. Work is a natural part of life
b. People have a high degree of ingenuity and creativity that they are eager to apply to the job
c. Worker potentially is only partially tapped by the company
d. Workers are self-learners and seek responsibility for their performance
e. Workers exercise self-control and self-discipline if they are committed to a goal, and the strength of this commitment depends on the reward associated with the achievement.

127
Q

Managers who hold the Y philosophies tend to be

A

Participatory in their leadership style; actively seeking advice and counsel form their co-workers and allow employees to share in the decision making process.

128
Q

4 Extreme Styles of Management

A

Impoverished Management
Team management
Country club Management
Authority-Compliance Management

129
Q

Leaders in this position have little concern for people or productivity, avoid taking sides and stay out of conflicts. They do enough to get by. Often referred to as Laissez faire leadership.

A

1, 1 or Impoverished Management

130
Q

Managers in this position have great concern for production and little concern for people. They desire tight control in order to get task done efficiently. They consider creativity and human relations unnecessary. Also called Authority-obedience Management or Autocratic Task Management

A

9,1 Authority-Compliance Management

131
Q

Leaders in this position have medium concern for people and production. They attempt to balance their concern for both people and production but are not committed to either. Sometimes called “Organization Man Management”

A

5, 5 or Middle-of-the-road management

132
Q

Managers in this position have great concern for people and little concern for production. They try to avoid conflicts and concentrate on being well-liked. To them the task is less important than good interpersonal relations. Their goal is to keep people happy

A

1,9 or Country club Management.

133
Q

This style of leadership is considered to be ideal. Such managers have great concern for people and production. They work to motivate employees to reach their highest levels of accomplishments. They are flexible and responsive for change, and understand the need to change

A

9,9 or Team management

134
Q

According to Contingency Theory, the success of the manager as the leader is contingent on 2 factors:

A

Leadership style of the manager
Favorableness of the leadership

There are 3 components that establish favorableness:
a. Leader-member relations – the level of confidence and trust between leader and members of the staff. This is the most important factor according to this model
b. Task Structure – the amount of formal structure imposed on work assignments.
c. Position power – the degree of influence that the manager exerts on the reward and punishment system of the institution.

135
Q

According to Contingency Theory, Leadership can be either:

A

i. Relationship-oriented
ii. Task-oriented

136
Q

Management style can be plotted on a continuum from authoritative to democratic. Managers could move along the continuous line, adjusting their leadership style to fit the situation

A

Continuum of Leadership

137
Q

Proponent of Continuum of Leadership

A

Robert Tannebaum and Warren H. Schidmit

138
Q

Provides normative guidelines and recommendations for the way a leader should make decisions in a specific set of workplace conditions

A

Normative Theory

139
Q

Proponent of Normative Theory

A

Victor H. Vroom and Phillip W. Yetton

140
Q

Normative Theory classifies decision-making methods as

A

Autocratic
Consultative
Group Oriented

140
Q

The 5 possible behavior styles identified by Vroom and Yetton

A

i. A-I- Manager makes decision based on the current information available
ii. A-II- Manager seeks necessary information from subordinates before making a decision.
iii. C-I- Manager shares the problem with selected individuals before making a decision.
iv. C-II- Manager shares the problem with all the members of the group but makes the final decision
v. G- Manager shares the problem with the group and a decision is reached by consensus.

141
Q

3 Factor involved in Leadership:

A

Leader
Follower
Situation

142
Q

Supervisors with the best productivity levels had strong ties to their employees, spent more time in actual supervision rather than production in work, supervised less closely while allowing workers more latitude in performing their duties, and demonstrated concern for their people both on and off the job

A

Employee-oriented Leadership Style

143
Q

Supervisors who tended to emphasize high productivity at the expense of all other factors. They viewed their workers as only tools for use by the company in the manufacturing process and spent the majority of their time on production-related problems

A

Production-oriented

144
Q

Marked by emphasis on actively directing the staff toward getting the work done: paying attention to assigning particular tasks, specifying and clarifying what is expected of subordinates and the uniformity of the procedures to be followed and personally deciding what and how work will be done

A

Initiating Structure

145
Q

Manager’s effort to explain their actions, treat workers as equals, listen to subordinates’ concerns, look out for their personal welfare, give advance notice to changes and be generally friendly and approachable

A

Consideration Behavior

146
Q

The process in human relations of passing information and understanding from one person to another

A

Communication

147
Q

Communication is most frequently conducted by

A

Written or spoken word
Gesture
Manner of dressing
Personal appearance
General behaviour

148
Q

It is the transmission of information between among departments

A

Interdepartmental Communication

149
Q

It is the transmission of information within the department

A

Intradepartmental Communication

150
Q

Why does Intradepartmental Communication is better?

A

Because of proximity, similar education, related duties, and common goals among co-workers

151
Q

Communication typically serves the following purposes:

A
  1. Exchange of knowledge
  2. Expression of feelings
  3. Expression of ideas and thoughts
  4. To attempt to influence another’s thoughts and actions
  5. To meet social expectations
152
Q

Barriers to Effective Communication

A
  1. Culture differences
  2. Nonverbal expression
  3. Para verbal issues
  4. Environmental
  5. Overcommunication
  6. Undercommunication
153
Q

It is the most fundamental form of communication.

A

Informal talks

154
Q

Ways to Communicate

A
  1. Informal talks
  2. Planned appointments
  3. Telephone calls
  4. Interoffice memos
  5. Letters
  6. Reports
  7. Informal staff meetings
  8. Planned conference
  9. Mass meeting
  10. Bulletin board notices
155
Q

Categories of Communication

A

Upward Communication: Employee to Supervisor
Downward Communication: Supervisor to Employee
Diagonal Communication: Employee to Employee

156
Q

Predetermined course of action intended to facilitate the accomplishment of a task, work or mission

A

Plan

157
Q

The methodical selection of a series or set of complementary actions for the purpose of pursuing an improved position

A

Planning

158
Q

Nature and Importance of Planning

A

To achieve the objective of any organization

159
Q

Visualize what goal must be realized at a certain time in the future

A

Long range plans

160
Q

Visualize what goal must be realized daily, weekly, monthly, or annually

A

Short range plans

161
Q

Indicators of Poor Planning

A
  1. Late submission of results
  2. Some laboratory personnel overworked, others are underworked.
  3. Some machines doing jobs that should be done by smaller machines.
  4. Quarrelling
162
Q

Benefits of Good Planning

A
  1. Jobs turn out on time
  2. Good relationship with other departments
  3. Equipment in good shape
  4. Materials available
163
Q

Qualities of a Good Planner

A
  1. Good judgement, imagination,foresight and experience.
  2. Ability to evaluate laboratory opportunities and hazards.
  3. Proficiency in the determination of objective.
  4. Ability to accept changes
164
Q

Is a statement of the organization‘s reason for being. It is a final and ultimate goal

A

Mission

165
Q

Is the non-specific directional and motivational guidance for the entire business

A

Vision

166
Q

Are goals through which an organization aims to achieve

A

Objectives

167
Q

Are specific statements of anticipated results

A

Goals

168
Q

Denotes general program of action implying commitment of emphasis and resources to attain broad objectives

A

Strategies

169
Q

Are general statements which guide or channel thinking and action in decision-making

A

Policies

170
Q

Establishes a required method of handling future activities

A

Procedures

171
Q

Are required actions chosen from among alternatives

A

Rules

172
Q

Are complex of goals, policies, procedures, task assignment, steps to be taken, resources to be employed necessary to carry out a given course of action

A

Programs

173
Q

Is the statement of expected results expressed in numerical terms. It is also referred to as ―Numerical program

A

Budget

174
Q

Refers to the totality of an organization’s awareness based upon the prior observations and participations of its membership

A

Past Experience

175
Q

Known or estimated expenditures for given services in a given locale or as projections of these expenditures contingent upon specific plans and anticipated developments

A

Market Potential

176
Q

An analysis of most market potential areas will usually disclose a relatively consistent set of competitive forces

A

Competition

177
Q

Are difficulties and problems that results between those responsible for providing laboratory services and those accountable for administering overall hospital policy

A

Hospital/Laboratory Relations

178
Q

Are regulations and performance standard bodies

A

Regulatory & Accrediting Forces

179
Q

Series of events constituting a pattern that suggests both origin and probabilities for continuation

A

Laboratory trends

180
Q

Pattern of tests requests is as useful indicator of the relative value with which the physician perceives the wide range of laboratory services

A

Medical Trends

181
Q

Events which affect hospital laboratory operation like include the legislation of unions, equal job opportunity, etc.

A

Socio-political Trends

182
Q

Concerned with the identification of the mission and of those objectives that will permit its most efficient pursuit

A

Strategic Planning

183
Q

Requires an operational or technical skill and is generally a logical responsibility of the supervisory staff

A

Tactical Planning

184
Q

The process of identifying and grouping the work to be performed, defining and delegating responsibility and authority, and establishing relationship for the purpose of enabling the people to work most effectively together in accomplishing objectives

A

Organization

185
Q

The subordinates follow the leader who yields exclusive power to decide and enforce unquestionable obedience in his subordinates

A

Herd Concept

186
Q

Direct delegation of authority and definition of the area of responsibility of the superior to the subordinate

A

Man to Man Concept

187
Q

The superior and the subordinates are members of the team. The relationship is no longer man to man but man to his group

A

Social Concept

188
Q

A diagram that identifies the major operational units of an organization and their attending job position

A

Table of Organization

189
Q

The single most concise representation of the organization and also provides membership of an understanding of their station and how they relate to one another

A

Table of Organization

190
Q

Are written declarations of a given job positions

A

Job descriptions

191
Q

This is the position summary

A

Job specifications

192
Q

The process which an existing organization undergoes that brings about changes in the size and shape of the organization structure

A

Reorganization

193
Q

Encourage all personnel in the organization to accomplish whatever assignments may be given to them by management in order to achieve the objectives in the manner they were planned and organized

A

Leading/Directing

194
Q

Entails responsibility for assuming that policies and procedures are followed

A

Supervision

195
Q

Involves measuring, restraining and correcting performance to accomplish an objective as it was planned

A

Controlling

196
Q

Control in management:

A

Setting standards
Measuring actual performance
Taking corrective actions

197
Q

Types of Formal Control:

A

Pre-action control
Post-action control

198
Q

Controlling by means of personal supervision and utilization control checks consisting of procedures for any given task or function

A

Pre-action control

199
Q

Controlling as the task or function is being performed or may have been performed and corrective deviations from standards or plans

A

Post-action control

200
Q

Basic Control Process

A

a. Determination of Standards
b. Performance Standard
c. Appraisal or Measurement of Standards
d. Correction of Deviations

201
Q

It is a selective point in planning performance at which performance is measured, so that managers can receive signals about how things are going

A

Performance Standard

202
Q

An item against which the performance or behaviour of an employee can be compared to obtain a relative measurement

A

Performance Standard

203
Q

Involves a systematic process of assessment of strengths and weaknesses of workers as basis for administrative decisions and development

A

Appraisal or Measurement of Standards

204
Q

Appraisal or Measurement of Standards can be done through:

A

Criteria-based Evaluation
Competency-based Evaluation

LABORATORY MANAGEMENT (5 decks)

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