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Laboratory Management > Module 1 > Flashcards

Module 1 Flashcards

1
Q

Getting things done through other people.

A

Management

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2
Q

Produces predictability and order. Also, provides the “what” needs to be done.

A

Management

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3
Q

Management can be considered as: (3)

A
  • science
  • profession
  • art
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4
Q

Systematic body of knowledge with theories, concepts, principles, experiments & functions which are systematically & logically analyzed

A

MANAGEMENT AS A SCIENCE

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5
Q

Precise elements, scientific & exact aspects to be learned & assimilated

A

MANAGEMENT AS A SCIENCE

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6
Q

Knowledge & practices are developed through various observations & experiments which are research & experiment-based

A

MANAGEMENT AS A SCIENCE

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7
Q

Availability of systematic knowledge, skills, and aptitudes must be understood for aspiring managers

A

MANAGEMENT AS A PROFESSION

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8
Q

Requires formal education and training with updates of professionalism

A

MANAGEMENT AS A PROFESSION

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9
Q

Professional managers must be joined in associations that follow rules and regulations according to the objective set

A

MANAGEMENT AS A PROFESSION

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10
Q

All management efficient people should have academic qualification and personal qualification from any body

A

MANAGEMENT AS A PROFESSION

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11
Q

Uses creativity, imagination, initiative, and invention within the overall sphere of the occupation.

A

MANAGEMENT AS AN ART

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12
Q
  • Managers apply their interest, ability and skills for solving contemporary issues through decisions which ignite their creativity
  • Manager must possess practical knowledge acquired from experiences which helps in working according to situation
A

MANAGEMENT AS AN ART

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13
Q
  • A manager needs to know how to apply various principles in real situations by function in the capacity of a manager. Management as art is personalized.
  • Every manager has his own way of managing things based on his knowledge, experience, and personality.
A

MANAGEMENT AS AN ART

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14
Q

“Management is the art of getting things done through other and with formally organized groups.”

A

According to Harold Koontz

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15
Q

“Management is the art of knowing what you want to do and then seeing that they do it in the best and the cheapest manner.”

A

According to F.W Taylor

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16
Q

“Management is a distinct process consisting of planning, organizing, actuating and controlling; utilizing in each both science and arts, and followed in order to accomplish pre-determined objectives.”

A

According to George R. Terry

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17
Q

“Management is the process of forecasting, planning, organizing, commanding, coordinating and controlling.”

A

According to Henri Fayol

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18
Q

“Management is the social process of planning, coordination, control, and motivation.”

A

According to E.F.L Brech

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19
Q

“Management is the organizational direction based on sound common sense, pride in the organization and enthusiasm of its works.”

A

According to Tom Peters

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20
Q
  • Getting things done through people

* Creative and energetic combination of scarce resources into effective and profitable activities

A

Management

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21
Q
  • Combination of skills and talents of individuals concerned
  • Accomplish a common mission
A

Management

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22
Q

Describes the organization’s purpose and its overall intention.

A

MISSION

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23
Q

The guiding principle in the decision-making process during the planning phase.

A

MISSION

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24
Q

There are certain inborn qualities, such as initiative, courage, and intelligence that might predestine someone to leadership.

A

LEADERS

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25
Q

Is a person who was in the right place at the right time.

A

Leader

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26
Q

Is someone who can see how things can be improved and directs the team toward the goal.

A

leader

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27
Q

The five crucial elements of leadership are:

A
  • Leadership, like decision making, is a process
  • The locus of leadership is a person, the “leader” -The focus of leadership is other individuals or groups (followers)
  • Leadership entails influencing
  • The objective of leadership is a good accomplishment
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28
Q

Anything that could be thought of as a strength for an organization (Wernerfelt, 1984).
*Include any tangible or intangible assets that are semi-permanently tied to the organization.

A

RESOURCES

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29
Q

Include brand names, employee knowledge, skills and abilities; machinery and technology, capital, etc.

A

Examples of resources

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30
Q

The necessary resources needed by successful management are:

A
  • people
  • equipment
  • supplies
  • money.
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31
Q

Four Main Types of Business Resources

A
  • Physical Resources
  • Human Resources
  • Intellectual Resources
  • Financial Resources
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32
Q

Considered as tangible assets which the organization, which may include, equipment, buildings, inventory, and manufacturing.

A

Physical Resources

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33
Q

Important for the functioning of the organization since without things like equipment and inventory it is difficult for an organization to function.

A

Physical Resources

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34
Q

*Include the employees of the company. *Important for the functioning of any organization without which the activities of an organization will come to a standstill.

A

Human Resources

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35
Q
  • Nonphysical and intangible in nature like the customer data and knowledge, and even the talent in the organization.
  • Once they are developed they can offer unique advantages to the organization.
A

Intellectual Resources

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36
Q

Often include cash, credit, and lines of credit along with the ability to have options of stock plans for the employees of the organization.

A

Financial Resources

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37
Q
  • Has two different senses in management literature.
  • Some writers explain it as a duty or task which assigned to a subordinate on the basis of his position in the organization.
A

RESPONSIBILITY

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38
Q

Obligation of an individual to perform the duty or task assigned to him.

A

Responsibility

39
Q

It arises from a superior-subordinate relationship. A senior possesses the authority to get the required task done from his subordinates.

A

Responsibility

40
Q

Thus, for this purpose, he assigns duties to subordinates. The subordinates are under a duty to perform the work assigned to them.

A

Responsibility

41
Q
  • Arises out of responsibility.

* The person who accepts responsibility is also accountable for his performance.

A

ACCOUNTABILITY

42
Q

Management process that ensures employees answer to their superiors for their actions and that supervisors behave responsibly as well.

A

Accountability

43
Q

Are concepts surrounding recommended management strategies, which may include tools such as frameworks and guidelines that can be implemented in modern organizations.

A

Management theories

44
Q

Application of systematic or scientific approach to the study of organizations

A

SCIENTIFIC MANAGEMENT

45
Q

American mechanical engineer who was one of the earliest management theorists, pioneered the scientific management theory.

A

Frederick Taylor

46
Q

His philosophy emphasized the fact that forcing people to work hard wasn’t the best way to optimize results. Instead, Taylor recommended simplifying tasks so as to increase productivity.

A

Frederick Taylor

47
Q

Money was the key incentive for working, which is why he developed the “fair day’s wages for a fair day’s work” concept.

A

Frederick Taylor

48
Q

“Management is an orderly process of task & duties.”

A

According to Henri Fayol

49
Q

“Broke down tasks into segments that could be analyzed for ways to improve efficiency.”

A

According to Frederick Taylor

50
Q

“Developed methods of analysis where performance standards are based.”

A

According to Frank and Lilian Gilbreth

51
Q
  • Examines organizational aspects of the company & its work flow to explain how institutions function & how to improve their structural process
  • Relates to rules, regulations, impersonality & the division of labor
A

BUREAUCRACY MANAGEMENT

52
Q

A form of structure to be found in many large-scale organizations

A

BUREAUCRACY MANAGEMENT

53
Q

A German sociologist, showed particular concern for what he called ‘bureaucratic structures’, although his work in this area came almost as a side issue to his main study on power and authority.

A

Weber

54
Q

*An organization through a continuous process *Applies behavioral principles to individuals and groups in business, industry, government, and human service settings, according to Psychological Services, a publication from the American Psychological Association.

A

ORGANIZATIONAL BEHAVIOR MANAGEMENT

55
Q

Can be seen as the intersection between behavioral science and improvement in organizational environments.

A

ORGANIZATIONAL BEHAVIOR MANAGEMENT

56
Q

Rooted in the field of applied behavior analysis (ABA), which develops techniques to produce socially significant behavior in a wide range of areas and behavioral problems.

A

ORGANIZATIONAL BEHAVIOR MANAGEMENT

57
Q
  • Looking at people & how they function & interact within the organization
  • Not new and has been used in the natural and physical sciences for a number of years.
A

SYSTEMS ANALYSIS MANAGEMENT

58
Q

One of the founders who was a biologist, who used the term ‘systems theory’ in an article published in 1951 and who is generally credited with having developed the outline of General Systems Theory.

A

Ludwig von Bertalanffy

59
Q

Attention is focused on the total work organization and the interrelationships of structure and behavior, and the range of variables within the organization.

A

System Analysis Management

60
Q
  • The idea is that any part of an organization’s activities affects all other parts.
  • The systems approach encourages managers to view the organization both as a whole and as part of a larger environment.
A

System Analysis Management

61
Q

MANAGERIAL FUNCTIONS

A
  • Planning
  • Organizing
  • Directing
  • Decision Making or Problem Solving
  • Coordinating
  • Comnunicating
62
Q

The process of formulating objectives and determining the steps which be employed in obtaining them. No modern healthcare organization can be effective without an overall plan of action.

A

Planning

63
Q

The process of structuring activities, material, and personnel for accomplishing predetermined objectives.

A

Organizing

64
Q

The process of influencing people to attain predetermined objectives.

A

Directing

65
Q

A skill that can be developed, and it improves with confidence and repetition. To be an effective problem solver, a manager must approach problem in a structure, creative way, much as scientist deploys novel techniques to surpass existing problems.

A

Decision Making or Problem Solving

66
Q

Ensures that different departments and groups work in sync. There is unity of action among the employees.

A

Coordinating

67
Q

The most important components of management. Without it, there is no effective way of articulating expectations, expressing concerns, providing feedback, and ensuring that policies are implemented.

A

Communicating

68
Q

MANAGERIAL ROLES

A

MANAGER AS A PERSON
MANAGER AS A SERVANT
MANAGER AS A REPRESENTATIVE

69
Q

Responsible for, and to, other people with similar fears, dreams, hopes, life problems, aspirations potential & expectations

A

MANAGER AS A PERSON

70
Q
  • Bring with them their own talents, trainings, & weaknesses

* Through proper training programs must develop the ability to deal with both people and things.

A

MANAGER AS A PERSON

71
Q
  • Shares power, puts the needs of others first, and helps people develop and perform as highly as possible
  • Supporters of their staffs
A

MANAGER AS A SERVANT

72
Q

Ensure that the person performing the task has the training and resources necessary to accomplish their duties.

A

MANAGER AS A SERVANT

73
Q
  • Paid representative of the owners or board of directors in both for-profit or no-profit organizations
  • Responsible for supplying the employee’s needs
A

MANAGER AS A REPRESENTATIVE

74
Q

Patient/customers interfaced or interact with institution and received services from the person at the bottom.

A

Traditional Organizational Charts

75
Q

Represent the organizational structure in a business is hierarchical, meaning power flows vertically and upward, and employees are departmentalized.

A

Traditional Organizational Charts

76
Q
  • All employees follow a chain of command. Such as a manager is the chief coordinator of all departments.
  • Each department has a head who reports to the manager. Like the military system-very hierarchical, organized, disciplined.
A

Traditional Organizational Charts

77
Q
  • Every department has its own rules and regulations as well as and every employee has their own job description and accountability to his superior.
  • There’s strictly follow their own business strategy that’s set in the annual economic year. All the goal achievement plans are set before and difficult to change. Always traditional organization is fixed and rigid.
A

Traditional Organizational Charts

78
Q

*Out the patients and clients at the top priority of any organization because they are the reason for the organization’s existence. *Patients/customers interact with institution at the top.

A

Patient-Focus Organizational chart

79
Q

A manager should have the following skills:

A
  • Organizational Skills
  • People Skills
  • Financial Management Skills
  • Technical Skills
80
Q

Should be able to conceptualize and apply the management process, systematize workflow, make decisions, and communicate with coworkers.

A

organizational skills

81
Q

Encompasses an understanding of the basic theories of human needs and work motivation.

A

human resources

82
Q

Includes effective use of and accounting for the monetary assets of the company.

A

financial resources

83
Q

Refer to the management of laboratory operations.

A

Technical skills

84
Q

First step in a systematic approach to the management and organization of a health laboratory

A

Establishment of GOALS and Specific OBJECTIVES

85
Q

General and qualitative statements of overall philosophy of the organization

A

Goals

86
Q

Should be consistent with the organizational structure, the management style of the laboratory director, and the available resources

A

Goals

87
Q

Written goals may be organized as follows:

A
  • A statement of the primary external goals of the laboratory
  • A statement of the secondary and tertiary goals of the lab in reference to service, research, or education.
  • A statement in reference to the management philosophy of and need for cost-effectiveness. -A statement as to what kind of environment is desired in the laboratory with respect to interpersonal relationships, working conditions, and attitudes toward teaching and scholarly activities.
88
Q

Should be in quantifiable statements that are achievable over a designated period of time.

A

OBJECTIVES

89
Q

Process of formulation, performance & assessment, and as such it provides means of focus on pertinent factors and issues that affect the practice of lab medicine

A

MANAGEMENT BY OBJECTIVES (MBO)

90
Q

*Encourages discussion, interaction, and consensus decision making among all organizational levels of the laboratory *Incorporates the principles of planning, operating, directing, and controlling

A

MANAGEMENT BY OBJECTIVES (MBO)

91
Q
  • Tried to integrate the concept of managing what can be measured while simultaneously bringing the individual into focus.
  • Every employee has a set of objectives to achieve, which altogether with all other employees in the organization will pull the enterprise toward its overall objectives.
A

MBO

92
Q

Characteristics of Objectives

A
  • Simple
  • Measurable
  • Achievable
  • Relevant
  • Time bound
93
Q
  • Based on a collaborative agreement between supervisor & employee
  • Have a built-in feedback mechanism
A

Implementation of an MBO Program

94
Q

Three Different Phases in the Implementation of an MBO Program:

A
  • Setting goals and objectives
  • Sharing the objectives with the staff
  • Meeting and coming to a mutual agreement on the goals and objectives of the individual.

Laboratory Management (1 decks)

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