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LAB MAN > MANAGEMENT > Flashcards

MANAGEMENT Flashcards

1
Q

working with and through people to accomplish a common mission

A

management

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2
Q

Five Ingredients of Management (MARRA)

A

Mission Goal
Authorize Leaders
Resources
Responsibility
Accountability

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3
Q

the act of getting people together to accomplish the organization desired goals and objectives using available resources efficiently and effectively

A

Management

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4
Q

application of scientific approach to the study organization

A

scientific management

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5
Q

process of examining the organizational aspects of companies and their work flow to explain how institutions function and how to improve their perfomance

A

bureaucracy management

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6
Q

management approach the looks at the performance and interaction of people within the organization

A

organizational behavior management

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7
Q

the analytical view of an organization as a complete, self contained unit that interacts within itself and with its environment in a continuous process of interchange and renewal

A

system analysis management

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8
Q

designed to provide laboratory services where diagnostics test are being processed

A

laboratory

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9
Q

what percentage of medical decisions are based on lab results

A

70%

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10
Q

the purpose of lab provides healthcare professionals with information to: (DCEGM)

A

Detect disease
Confirm or reject disease
Establish prognoses
Monitor efficacy and therapy

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11
Q

2 purpose of laboratory

A

provide physicians and healthcare information
plays a leading role in education and research, IT design, implementation and quality improvement

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12
Q

Successful Laboratory Requires: (MRO)

A

Medical, Scientific, and technical expertise
Resources such as personnel, laboratory and date processing equipment, supplies and facilities
Organization, management, and communication skills

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13
Q

Provides direction of where an organization is going

A

Leadership

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14
Q

Provides the road to get there

A

Management

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15
Q

an employing management skills, people skills and vision to accomplish the organization

A

leadership

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16
Q

pattern of behavior used to engage others to complete task in a timely and productive manner

A

leadership

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17
Q

an application of motivational principles

A

leadership

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18
Q

Process of influencing others to achieve designated organizational goals

A

leadership

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19
Q

“what a leader is”

A

trait approach

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20
Q

“what the leader does”

A

behavioral approach

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21
Q

focused on the importance of content of the situation in explain effective leader effectiveness

A

situational contingency approach

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22
Q

focuses on the concept that leadership is influence and exchange process

A

influence approach

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23
Q

focuses on the concept that leadership is relational and shared process that includes strong emphasis on followership

A

reciprocal approach

24
Q

the one responsible for providing the conditions necessary for employees to accomplish the work of the organization

A

Leader

25
Q

The leader must understand the following: (ILTW)

A

Interaction of the employee and the institution
Leadership Approach
The situation
Workplace structure and function

26
Q

leadership style that provides physical and personal resources

A

supporting

27
Q

leadership style that presents rules/instructions on how to complete tasks/function

A

directing

28
Q

leadership style that provides low support and direction, offers flexibility and encouragement in decision making and or problem solving

A

delegating

29
Q

leadership style that has high support and direction

A

coaching

30
Q

low concern for people and production

A

impoverished managements

31
Q

low concern for people, high concern for production

A

authority compliance

32
Q

medium concern for both people and production

A

middle of the road management

33
Q

high concern for people, low concern for production

A

country club management

34
Q

high concern for both people and management

A

team management

35
Q

relates to authoritative leader, implies that employees are basically lazy

A

X theory

36
Q

related to democratic leader, implies that workers view work as natural play

A

Y theory

37
Q

presupposes that people, once having reaches a level of economic security

A

Z theory

38
Q

leadership style continuum from authoritative to democratic

A

Tannenbaum and Schmidt Theory

39
Q

indicates the style used by the leader may vary according to situation

A

Fiedler Theory

40
Q

based on the maturity of the follower, the ultimate goal of the leader is to motivate the follower to advances in job knowledge and responsibility

A

Hersey-Blanchard Theory

41
Q

employee is new to job, very immature to job

A

Telling

42
Q

employee has mastered some of the job with supervision

A

Selling

43
Q

employee has mastered job but still need verification

A

Participating

44
Q

employee has confidently mastered the job

A

Delegating

45
Q

low task skills, on interpersonal skills and are usually procrastinators

A

on the job retirees

46
Q

very task oriented, low on interpersonal skills and see the task to be done as their primary responsibility no matter what the cost

A

whip crackers

47
Q

taken from the Yiddish word for one who chats and idly gossips, rank low on task and high on interpersonal skill

A

schmoozers

48
Q

rank high in both task and interpersonal skills

A

team builders

49
Q

empowers one to do the job and accomplish tasks

A

authority

50
Q

derived from holding the position

A

Position authority

51
Q

derived from the characteristics of the leader

A

Personal authority

52
Q

the group together of related activities to expedite the production process

A

Departmentalization

53
Q

the decision-making process is brought as close to those who are actually performing the work

A

Decentralization

54
Q

states that each individual must have a boss

A

Unity of command

55
Q

holds that there is definable limit to the number of people one person can effectively supervise, within limits of work conditions

A

Span of control

56
Q

chain command, supervision should be linear system providing a direct vertical link from the board of directors to the lowest level worker

A

Scalar principle

57
Q

allows the manager and staff to do their job without having to check with a supervisor

A

Exception principle

LAB MAN (8 decks)

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