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Lab Management > MANAGEMENT OF ORGANIZATION > Flashcards

MANAGEMENT OF ORGANIZATION Flashcards

1
Q
  1. organized body of people with a particular purpose
A

organization

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2
Q
  1. greek word for organization
A

organon

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3
Q
  1. T/F - an organization is a system
A

true

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4
Q
  1. people joining together in pursuit of a common cause
A

organization

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5
Q
  1. self contained collection of interacting and interdependent components working towards a common purpose
A

system

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6
Q
  1. input. transform, output
A

system

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7
Q
  1. external sources in which system receive instruction

- maybe in a form of requests or budget from stakeholder

A

input

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8
Q
  1. internal processing followed after input, in the form of lab tests and equipment
A

transformation

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9
Q
  1. deliver the finish goods or services to external users

- in the form of lab results

A

output

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10
Q
  1. registered or legally acknowledge with the country
A

legal

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11
Q
    • corporate

- government and non government orgs, political, educational institutions and charity

A

legal

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12
Q
  1. operated both public and private sector
A

hybrid

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13
Q
  1. group of volunteers to operate without legal formalities
A

voluntary association

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14
Q
  1. fraternities, clubs
A

voluntary association

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15
Q
  1. illegal organization

- operates underground

A

secret organization

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16
Q
  1. secret society, black markets, resistant movements, criminal orgs
A

secret organization

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17
Q
  1. characteristic of organizational system
A
  • holistic and synergistic
  • primary task
  • more specialized
  • open systems
  • stability or equilibrium
  • self regulation
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18
Q
  1. needed sources acquired and replaced

- skill, supplies machines and labor

A

input

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19
Q
  1. input converted to product and services

- in lab its in the form of lab tests using equipment and machines

A

transformation

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20
Q
  1. output mechanism , products and services produced and are delivered to the customers
    - in the lab its in the form of lab results given to patients or doctors or any hc personnel
A

output

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21
Q
  1. reagents, supplies and test requests
A

input

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22
Q
  1. use of instruments and people to perform test procedures
A

transformation

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23
Q
  1. deliver results to patients and doctors
A

output

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24
Q
  1. ORGANIZATIONAL FACTORS shaping the manager’s job :LIFE CYCLE
A

starting point, stabilizing period, termination or begin again

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25
Q
  1. ORGANIZATIONAL FACTORS shaping the manager’s job

- factors which an outside influence the managed shaped the character and capabilities of the institution

A
  • external environment
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26
Q
  1. general economic conditions
    law and regulations
    national and local customs
A

external environment

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27
Q
  1. the status quo is “ weve always done this way”
A

internal culture

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28
Q
  1. officially sanctioned lines of authority ASSIGNED BY THE OWNERS
A

formal bureaucracy

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29
Q
  1. alliances that form outside the boundaries of formal bureaucracy
    - form the allegiance and interaction with common interest
A

informal groups

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30
Q
  1. Leader
    formal: appointed
    informal: ?
A

charisma

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31
Q
  1. Followers
    formal: ?
    informal: personal attraction
A

appointed

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32
Q
  1. purpose
    formal:
    informal:
A

recruitment incentives

peer motives

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33
Q
  1. shared opinions on how things should be done
    formal: organizationally driven
    informal:
A

social norms

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34
Q
  1. performance and commitment expectations
    formal: ?
    informal: issue focused
A

job and task standards

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35
Q
  1. sanctions
    formal:
    informal:
A

organizational rewards and punishment policies

peer pressure

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36
Q
  1. refers to the type of equipment, level of automation and nature of product or service
A

task to be performed

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37
Q

37, refers to the skill and knowledge of employee

A

people involved

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38
Q
  1. refers to the total space available the visibility and accessibility of the workers
A

workplace

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39
Q
  1. relationship between people within a group and the group themselves
A

appropriate options, design models and strategies

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40
Q
  1. focus entirely on the relationship between people and rely on THE HEIRARCHY’S FORMAL CHAIN OF COMMAND
    - clear understanding of who is in charge and who is responsible for specific areas of work
A

Bureaucratic model

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41
Q
  1. who proposed or developed the bureaucratic model
A

Max Weber

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42
Q
  1. T/F- each job has a formally established set of official duties in a bureaucratic model
A

TRUE

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43
Q
  1. T/F- there is no hierarchy based chain of command in bureaucratic model
A

FALSE

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44
Q

44.T/F- rules and regulations are consistenly applied in a bureaucratic model

A

TRUE

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45
Q
  1. T/F - the system works its own” formalistic personality” in a bureaucratic model
A

TRUE

46
Q
  1. T/F- hiring and firing are based on qualifications and performance
A

TRUE

47
Q
  1. a model that attempts to tailor to organization structure to specific job needs dictated by the work situation.
    - accomplished by looking at the type of work performed and ability of the staff to work independently
A

Situational model

48
Q
  1. proponents of a technological model on the company’s type of production process
A

John Woodward and associates

49
Q
  1. production of single pieces to costumer order

production of pieces in small batches

A

group 1( small batch and unit production)

50
Q
  1. production of large batches assembly line type

mass production

A

group 2(large batch and mass production)

51
Q
  1. continuous process of production 0f chemicals in batches

continuous flow of liquids, gases and solid shapes

A

group 3(continuous process production)

52
Q

52.a repetitive task, minimally trained personnel

A

routine strategy

53
Q
  1. non repetitive work, requires judgment and is performed by a professionally prepared staff
A

engineering strategy

54
Q
  1. extremely skilled workers that produce unique products
A

craft strategy

55
Q
  1. allows wide latitude in investigation and from more obstruct products
A

heuristic strategy

56
Q
  1. assigned through the formal delegation of authority
A

line authority

57
Q
  1. empowerment by formal job classification
A

authority

58
Q
  1. T/F - manager’s power is not limited
A

False

59
Q
  1. passing of authority and responsibility
A

delegation

60
Q
  1. delegated from the owners to ceo
A

delegation routes

61
Q
  1. factors to delegate
A
  • ability of the employee to handle assignment
  • time management skills
  • nature of tasks
62
Q
  1. straight line of authority
A

line authority

63
Q
  1. two forms of line authority
A
  • within the department

- within the institution

64
Q
  1. from the admin to dept head to supervisor to staff of the lab
A
  • within the department
65
Q
  1. hospital admin to nursing dept to other depts then to the labs
A
  • within the institution
66
Q

66.influence exerted through control of support services

A

staff authority

67
Q
  1. allow specialist to exercise control within the boundaries of their specialty
A

functional authority

68
Q
  1. formal written map of the structural pam and authority delegation
A

organizational chart

69
Q
  1. clarify the bureaucratic relationships between individual and work groups
A

organizational chart

70
Q
  1. types of organizational charts
A
  • functional top down
  • divisional organization chart
  • matrix organization chart
  • flat organization chart
71
Q
  1. traditional business structures, president at the top, followed by senior managers, middle managers etc
A

functional top down

72
Q

72.employees are divided into teams by project

A

divisional org chart

73
Q
  1. shows a company that operates using cross functional groups instead of verticals silos
A

matrix org chart

74
Q
  1. shows few or no level of management between executives and all other employees
A

flat org chart

75
Q
  1. empowers self management and greater decision making ability for every employee
A

flat org chart

76
Q

76.types of traditional org chart

A

tall and flat org chart

77
Q
  1. has many management layers, starts from the president last down line
A

tall

78
Q
  1. few management layers, no clear identification between top managers and staff
A

flat structure

79
Q
  1. cyclical in nature

- focuses on the organizational interdependence rather than on segregation and division

A

alternative chart form

80
Q
  1. principles of org structures and authority
A
  • departmentalization
  • decentralization
  • unity of command
  • scalar principle
  • span of control
  • exception principle
81
Q
  1. grouping together of related activities to make production process faster
A

departmentalization

82
Q
  1. grouping people who are highly trained in a specific area
A

specialization

83
Q

83.decision making process close to those who are actually performing the work

A

decentralization

84
Q
    • aka unity of direction

- individual should have only one boss

A

unity of command

85
Q

85.linear system of authority providing direct vertical link from the board of directors to the lowest level worker

A

scalar principle

86
Q
  1. limit to the number of people one person can effectively supervise within the limits of specific work conditions
A

span of control

87
Q
  1. referring for resolution by a superior only those things that cannot be solved by employees at their own level
A

-exception principle

88
Q
  1. current workplace generations are divided into four groups
A

Sarah Vinings

89
Q
  1. born between 1922-1945

- the greatest depression, second world war , korean war

A

traditionalist

90
Q
  1. motivated by respect and providing long term value to the company
    communication style include personal touch, handwritten notes
A

traditionalist

91
Q
  1. viewed as obedient individuals, age equate seniority advancing through the heirarchy
A

traditionalist

92
Q
  1. employers should provide satisfying work and opportunities to contribute and emphasize stability
A

traditionalist

93
Q
  1. dependable, straightforward, tactful loyal
A

traditionalist

94
Q
  1. born between 1946-1964

fill leadership roles

A

baby boomers

95
Q
  1. vietnam war, civil rights struggles, assassination of John F, kennedy and martin luther king jr and watergate
A

baby boomers

96
Q
  1. grew up in prosperous economy with two parent families, only one worked
    - motivated by company loyalty, teamwork duty
A

baby boomers

97
Q
  1. comm styles: whatever is most efficient including phone calls and face to face
    - achievers
A

baby boomers

98
Q
  1. employers should provide specific goals and deadlines, put into mental roles, offer coaching style feedback to work properly
A

baby boomers

99
Q

99.optimistic, competitive, workaholic, team oriented

A

baby boomers

100
Q
  1. 1965-1981
    - grow up in economic world of uncertainty
    - parents are both working or divorced wc made children resilient and independent but also cynical
A

gen x

101
Q
  1. shaped by AIDS pandemic, Fall of Berlin, dot com boom
    - motivated by diversity, work ife balance personal professional interest
    - communication: whatever is the most efficient phone calls face to fcae
A

gen x

102
Q
  1. favors diversity, quick to move, resistant to change
A

gen x

103
Q
  1. employers should give immediate feedback, provide flexible work arrangements and work balance, opportunities for personal development
A

gen x

104
Q
  1. flexible, informal skeptical independent
A

gen x

105
Q
  1. early 1980s- early 2000s
    grew up in a time of marked advances in technology, internet 24/7 also economic uncertainty
    grew up in merged families
    also cynical but confident and social
A

gen y millenial

106
Q
  1. motivated by responsibility quality of their manager and unique work experiences
    - comm style: IMS, text emails
    - seeking challenge, love challenges, likely to leave org if they dont like change
A

gen y millenial

107
Q

107.employers should get to know them presonally, managed by results, be flexible, provide feedback

A

gen Y millennial

108
Q
  1. competitive, civic and open minded, achievement oriented
A

gen Y millennial

109
Q
  1. early 2001-2020
    - shaped by great recession
    - access technology at young ages
    - employers provide formal training
A

gen z

110
Q
  1. motivated by diversity, personalization, individuality, and creativity
    - comm style: IMS, text and social media
    - self identified, digital device addicts, value independence, prefer to work with millennial managers, innovative with co workers and good with technologies
A

gen z

111
Q
  1. employers should offer opportunities to work for multiple projects at the same time, provide work balance and allow them to be self directed and independent
A

gen z

112
Q

112.global, entrepreneurial, progressive, less focused

A

gen z

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