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LABORATORY MANAGEMENT > Management of Organization > Flashcards

Management of Organization Flashcards

1
Q

an organized body of people with a particular purpose

A

Organization

  • from Greek “organon” = “organ”
  • a system/entity that result from people joining together in pursuit of a common cause
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2
Q

a self-contained collection of interacting & interdependent components working toward a common purpose

A

System

  • input -> transformation -> output
  • social system = a group of people
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3
Q

types of organization

A

a. legal
b. hybrid
c. voluntary association
d. secret organization

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4
Q

organizations that are registered

A

Legal organizations

  • legally acknowledged with (or by) the country
  • corporate orgs
  • government orgs
  • NGOs
  • political, educational institutions
  • charities
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5
Q

organizations that operate in both public & private sectors

A

Hybrid organizations

- simultaneously fulfill public duties & develop market activities

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6
Q

a group of volunteers who operate without legal formalities

A

Voluntary associations

- clubs, fraternities

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7
Q

organizations that operate undergroun

A

Secret organizations

  • “illegal organizations”
  • secret societies
  • black markets
  • resistant movements
  • criminal organizations
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8
Q

characteristics of organizational systems

A
  1. Holistic & synergistic
    - interdependent & supportive
  2. Have a primary task
    - duties that are necessary because of the nature of the system’s products/services (dedicated & deliver timely results to patients)
  3. Internal components change & become progressively more specialized
    - adaptation, change, evolution of systems
  4. Operate as open systems
    - receiving & delivering products to the environment (eg. other labs)
  5. Seek a state of stability or equilibrium
    - managers need to direct or influence the team towards the common goal
  6. Must have a mechanism for self-regulation
    - effective feedback network must be in place
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9
Q

functions of organizational systems

A

a. input
b. transformation
c. output

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10
Q

describe input

A
  • EXTERNAL SOURCES in which a system receives instructions or resources
  • needed resources acquired & replaced
  • supplies, knowledge, machines, labor
  • lab: budget, lab requests, reagents, supplies
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11
Q

describe transformation

A
  • the INTERNAL PROCESSING following input
  • inputs converted into products & services
  • lab: tests, equipment, people
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12
Q

describe output

A
  • delivering the FINISHED GOODS, SERVICES to external users

- lab: results, lab wastes

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13
Q

organizational forces shaping the manager’s job

A
  • life cycle of the organization
  • external environment
  • internal culture
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14
Q

life cycle of the organization

A

starting point -> stabilizing period -> termination/begin again

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15
Q

external environment (factors) that shapes the character & capabilities of the institution

A
  • general economic conditions
  • law & regulations
  • national & local customs
  • transportation routes
  • funding sources
  • available work force
  • weather condition
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16
Q

status quo of the organization’s internal culture

A

“we have always done it this way”

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17
Q

organizational structures

A

a. Formal bureaucracy
- officially sanctioned lines of authority assigned by the owners

b. Informal groups
- alliances that form outside the boundaries of the formal bureaucracy
- formed from the allegiance & interaction of people with common interest

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18
Q

identify organizational structure:

  • leaders = appointed
  • followers = recruitment incentives
  • purpose = profit, social goals
  • shared opinions (how things should be done) = organizationally driven
  • performance & commitment expectations = job, task standards
  • sanctions = organizational rewards & punishment policies
A

FORMAL structure

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19
Q

identify organizational structure:

  • leaders = charisma
  • followers = personal attraction
  • purpose = peer motives
  • shared opinions (how things should be done) = social norms
  • performance & commitment expectations = issue-focused
  • sanctions = peer pressure
A

INFORMAL structure

- peer pressure = praise vs. temporary rejection

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20
Q

factors in assessing the structural design of an organization

A
  • design elements & factors
  • appropriate options, design models, strategies
  • delegation of authority
  • formal organizational charts
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21
Q

design elements & factors include..

A

a. tasks to be performed
- main object of attention
- type of equipment, level of automation, nature of the product or service
- what work needs to be performed & the best method for getting the job done

b. people involved
- skills, knowledge of employees
- personal talents, educational levels, personal/cultural background

c. workplace
- total space available, visibility & accessibility of workers, supervisors
- other physical elements that can influence how the company is organized

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22
Q

relationship between people within a group & between the groups themselves

A

Design models, strategies, options

  • essentials for any structural organizational plan
  • 2 broad groups of models:
      • bureaucratic
      • situational
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23
Q

a model that focuses entirely on the relationship between people & rely on the hierarchy’s formal chain of command

A

Bureaucratic model
- there is a clear understanding of who is in charge, who is responsible for specific areas of work

  • basic features introduced by Max Weber
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24
Q

basic features of a bureaucratic model by Max Weber

A
  1. each job has a formally established set of OFFICIAL DUTIES
  2. there is a HEIRARCHY-BASED COC
  3. RULES & REGULATIONS are consistently applied
  4. the system works as its own FORMALISTIC PERSONALITY w/o attachment of human emotions
  5. hiring & firing are based on QUALIFICATIONS & PERFORMANCE
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25
Q

a model that attempts to tailor the organization structure to specific job needs dictated by the work situation

A

Situational model

  • looks at both the type of work to be performed & the ability of the staff to work independently
  • technological model developed by Joan Woodward & associates
      • based on the company’s type of production process
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26
Q

Joan Woodward’s situational model

A

Group 1: small batch & unit production
- low technical complexity

Group 2: large batch & mass production
- moderate technical complexity

Group 3: continuous process production
- high technical complexity

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27
Q

a strategy that grades crucial variables in each unit by grouping them according to the task to be performed, type of personnel needed, & history of each section

A

Matrix scheme

  • structural strategies:
      • routine = repetitive tasks; needs minimally trained workforce
      • engineering = non-repetitive work; requires judgment; performed by professionally prepared staff
      • craft = extremely skilled workers; producing unique products

– heuristic (discovery) = wide latitude in investigation; form more obstruct products (eg. research & development)

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28
Q

the empowerment of an individual to make commitments & act on behalf of the firm

A

Authority

- “power”, “influence”, “knowledge”, “control”, “appointment”, “responsibility”

29
Q

passing of authority & responsibility to someone else

A

Delegation

  • manager has to give trust & control to the other person
  • can be permanent or temporary
  • fear of delegation
  • there is lack of confidence (manager or the staff)
  • managers may see it as a personal threat to their position, or use it as a way of punishing the staff
30
Q

T/F:

all authority is delegated from the employees of the organization to the adminstrators

A

FALSE

- delegated from the OWNERS to the CHIEF EXECUTIVE OFFICE

31
Q

factors in deciding when, how, & to whom to delegate

A
  • ability of the employee to handle the assignment
  • time management skills of the manager
  • nature of tasks
32
Q

types & roles of authority

A
  • line authority
  • staff authority
  • functional authority
33
Q

supervisory responsibility is assigned through the formal delegation of authority

A

Line authority

  • straight line
  • 2 forms of line authority in hospital-based labs:
      • within the dept. = admin -> dept. head -> supervisors -> staff
      • within the institution = hospital admin -> other dept. heads -> lab
34
Q

influence is exerted through the control of support services

A

Staff authority

  • provide recommendations to the line manager
  • set institution-wide policies
  • provide supportive services indirectly
35
Q

allows specialists to exercise control within the boundaries of their specialty although they are outside the formal organization structure

A

Functional authority

  • ex: physician - lab relationship
      • doctors are not part of the lab, but they still exercise authority in handling the results
36
Q

a formal written map of the structural plan & authority delegation

A

Organizational chart

  • attempts to clarify the bureaucratic relationships between the individuals & work groups
  • show work responsibilities & reporting relationships
  • allow leadership to more effectively manage growth or change
  • allow employees to better understand how their work fits into the organization’s overall scheme
  • improve lines of communication
  • create a visual employee directory
  • present other types of info (eg. business entity structures, data hierarchies)
37
Q

tyes of organizational charts

A
  • functional top-down
  • divisional
  • matrix
  • flat
38
Q

reflect traditional business structures

A

Functional top-down

  • top to bottom:
      • president
      • senior managers
      • middle managers
      • staff
39
Q

reflects companies organized by division or department

A

Divisional org. chart

- from heads to team members

40
Q

reflects companies where employees are divided into teams by project or product

A

Matrix org. chart

  • project/product manager reports to functional division manager
  • operating using cross-functional groups
41
Q

shows few or no level of management between executives & all other employees

A

Flat org. chart

  • empowers self-management & greater decision-making ability for every employee
  • used by small businesses or organizations
42
Q

forms of organizational chart

A

a. traditional
- tall
- flat

b. alternative

43
Q

an organizational chart that has many management layers

A

Tall

- top: president

44
Q

an organizational chart that has few management layers

A

Flat

- no clear indication between the top managers & their staff

45
Q

cyclical organizational chart

A

Alternative chart

  • made to get away from the bureaucratic pyramid style org. charts
  • focuses on organizational interdependence rather than on segregation & division
46
Q

principles of organizational structure & authority

A
  • departmentalization
  • decentralization
  • unity of command
  • scalar principle
  • span of control
  • exception principle
47
Q

grouping together of related activities to make production faster

A

Departmentalization

- applies the principle of specialization

48
Q

define specialization

A
  • grouping people who are highly trained in a specific area with the specialized workspace & equipment to effectively produce a product or service
  • first described by Adam Smith (1776, Wealth of Nations)
49
Q

decision-making is done from those who are close to those actually performing the work

A

Decentralization

- frees upper-level managers to focus on other issues (which only they can deal with)

50
Q

“each individual should only have 1 boss”

A

Unity of command

- “unity of direction”

51
Q

provide direct vertical link from the BOD to the lowest level worker

A

Scalar principle

- linear system of authority

52
Q

definable limit to the number of people one person can effectively supervise within the limits of specific work condition

A

Span of control

53
Q

the manager & staff are able to do their jobs without having to check with a supervisor about every detail

A

Exception principle

- referring for resolution by a superior = only those things that cannot be solved by employees at their own level

54
Q

Sarah Vining

A
  • current workplace generations are divided into groups based on their birth year
  • each group has had certain formative influences that helped to determine their attributes
55
Q

people born between 1922-1945

A

Traditionalists
- “the greatest generation”

  • events: Great Depression, WWII, Korean War
  • motivations: respect, providing long-term value to the company
  • communication styles: personal touch, handwritten notes
  • world view: obedient
  • age = seniority; advancing through the hierarchy
56
Q

T/F:

for traditionalist workers, employers should provide satisfying work & opportunities to contribute & emphasize stability

A

TRUE

57
Q

traditionalist workers are..

A
  • dependable
  • straightforward
  • tactful
  • loyal
58
Q

workers are optimistic, competitive, workaholics, team-oriented

A

Boomers (1946-1964)
- events: Vietnam War, Civil Rights struggles, Assassination of JFK, MLK, Jr., Watergate

  • the sexual generation
      • led them to question authority & social institutions
  • typically fill leadership roles; grew up in a prosperous economy; 2-parent families, only 1 worked
  • motivation: company loyalty, teamwork, duty
  • communication styles: whatever is most efficient; phone calls, face-to-face
  • world view: achievers
      • achievement comes after paying one’s dues
      • sacrifice for success
59
Q

T/F:

for boomer workers, employers should provide them with broad, general goals & not offer feedback

A

FALSE

  • employers should provide SPECIFIC GOALS, DEADLINES
  • put them into mental roles
  • offer coaching-style feedback
60
Q

Gen. X

A
  • born between 1965-1981
  • events: AIDS epidemic, Fall of Berlin, Dot Com Boom, Economic uncertainty
  • grew up in a world filled with rapid change & without solid traditions
  • both parents working or are divorced
      • children are resilient, independent, but cynical
  • motivations: diversity, work-life balance, personal/professional interest rather than the company’s
  • communication styles: whatever is most efficient; phone calls, face-to-face
  • world view: someone who favors diversity, quick to move if employer fails to meet their needs, resistant to change at work if it affects personal lives
61
Q

For Gen X workers, employers should give them _____________ & provide ___________, opportunities for personal development

A
  • immediate feedback

- flexible work arrangements & work balance

62
Q

Gen X workers are..

A
  • flexible
  • informal
  • skeptical
  • independent
63
Q

workers are competitive, civic & open-minded, achievement-oriented

A

Gen Y: Millennials
- early 1980s - early 2000s

  • events: Columbine, 9/11, Internet & Technology, Economic uncertainty
  • many grew up in merged families
      • confident, social, have fun, but cynical
  • motivations: responsibility, quality of their manager, unique work experiences
  • communication styles: IMS, text, e-mails
  • world view: someone seeking challenge & development, fun & balanced work-life, likely to leave the organization if they don’t like change
64
Q

IMS

A

Instant Messaging Service

65
Q

T/F:
for Millennial workers, employers should get to know them personally, manage by results, be flexible on their schedules & work assignments, and provide feedback

A

TRUE

66
Q

Those born between early 2001-2020

A

Gen. Z
- events: Great Recession

  • access technology at a young age
  • expects employers to provide formal training
  • motivations: diversity, personalization, individuality, creativity
  • communication styles: IMS, text, social media
  • world view: self-identified digital device addicts, value independence & individuality, prefer to work with millennial managers, innovative with co-workers, good/adaptable with new tech
67
Q

For Gen Z workers, employers should offer opportunities to work for ___________, provide work-life balance, and allow them to be ____________ & _________

A
  • multiple projects at the same time

- self-directed & be independent

68
Q

Gen Z workers are..

A
  • global
  • entrepreneurial
  • progressive
  • less focused

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