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2ND SEM - LAB MANAGEMENT > MODULE 1 - UNIT 3 > Flashcards

MODULE 1 - UNIT 3 Flashcards

1
Q

meaning of input

A

receive instructions & resources from external sources

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2
Q

meaning of transformation

A

process this internally

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3
Q

meaning of output

A

deliver finished goods/ service to external users

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4
Q

supplies, knowledge, machinery, & labor are procured w/ the money received
from the sale of the enterprise’s products and services.

A

input

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5
Q

resources received thru input channels must be converted into the product & services offered by the organization

A

transformation

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6
Q

products & services produced by org is delivered to its customers

A

output

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7
Q

in this stage, enterprise satisfies its clients and receives nourishment to renew itself through the input process.

A

output

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8
Q

All organizations share the ff six traits

A
  • Holistic and Synergistic w/ Clearly Defined Boundaries
  • Purposeful Activity & a Primary Task
  • Operates as an Open System
  • Hierarchy of Systems
  • Seek a State of Stability and Equilibrium
  • Self-regulating
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9
Q

➔ made up of interconnected parts that are both dependent on & supportive of each other.
➔ each component acts on, & is acted upon, by other members of the system, resulting in a cause-and effect syndrome.

A

Holistic and Synergistic w/ Clearly Defined Boundaries

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10
Q

system’s reason for being is a commonly shared goal.

A

Purposeful Activity & a Primary Task

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10
Q

important concept bcs even most comprehensive system must receive inputs from outside its boundaries to survive.

A

Operates as an Open System

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11
Q

➔ internal components change & become progressively more specialized as org increases in size & sophistication.
➔ results in the dev’t of their own character yet maintain remain under the umbrella of the superior organization

A

Hierarchy of Systems

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12
Q

can be both a strength & a source of frustration to managers, whose job is to influence the behavior/ direction of the group.

A

Seek a State of Stability and Equilibrium

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13
Q

➔ to be successful, a system depends on specific behaviors occurring at exactly the right time.
➔ business org relies on the management process to monitor performance and provide info to its members.

A

Self-regulating

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14
Q

Work Specialization aka

A

DIVISION OF LABOR

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15
Q

despite the apparent advantages of specialization, many orgs are moving away from this principle bcs

A
  • w/ too much specialization, employees are isolated & perform only small, boring tasks.
  • if that person leaves the company, his specialized knowledge may disappear as well.
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16
Q

an unbroken line of authority that links all persons in an org & defines who reports to whom.

A

chain of command

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17
Q

two underlying principle of chain of command

A

unity of command
scalar principle

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18
Q

difference between unity of command and scalar principle

A

unity of command: employee should have one & only one supervisor to whom he/ she is directly responsible
scalar principle: line of authority that includes all employees in the organization

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19
Q

formal & legitimate right of manager to make decisions, issue orders, & allocate resources to achieve organizationally desired outcomes.

A

authority

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20
Q

give three important underlying principles of authority:

A
  • based on organizational position, & anyone in the same position has the same authority.
  • accepted by subordinates
  • flows down the vertical hierarchy.
21
Q

three types of authority

A

LINE AUTHORITY
STAFF AUTHORITY
FUNCTIONAL AUTHORITY

22
Q

type of authority that gives manager the right to direct work of his/ her employees & make many decisions without consulting others.

A

LINE AUTHORITY

23
Q

type of authority that supports line authority by advising, servicing, and assisting, but typically limited.

A

STAFF AUTHORITY

24
Q

type of authority that delegated to an indiv. or dep’t over specific activities undertaken by personnel in other departments.

A

FUNCTIONAL AUTHORITY

25
Q

why would an org create positions of functional authority?

A

this authority breaks the unity of command principle by having individuals report to two bosses. The answer is that functional authority allows specialization of skills and improved coordination.

26
Q

downward transfer of authority from a manager to a subordinate.

A

DELAGATION

27
Q

four steps if they want to successfully delegate responsibilities to their teams:

A
  • Specifically assign tasks to individual team members
  • Give team members the correct amount of authority to accomplish assignments
  • Make sure that team members accept responsibility
  • Create Accountability
28
Q

supervisor delegates ______, but the
_____ is shared

A

authority;responsibility

29
Q

managers can build accountability into their organizational structures by

A

monitoring performances & rewarding successful outcomes.

29
Q

managers often find accomplishing this step (CREATE ACCOUNTABILITY) difficult for the following reasons:

A

-delegation requires planning, and planning takes time
-managers may simply lack confidence in the abilities of their subordinates.
-managers experience dual accountability.
-managers may refrain from delegating bcs they are insecure about their value to the org.

30
Q

MANAGERS LEARN TO DELEGATE EFFECTIVELY by: 4 principles

A
  • Principle 1: Match the employee to the task
  • Principle 2: Be organized & Communicate clearly
    -Principle 3: Transfer Authority & Accountability w/ the task
  • Principle 4: Choose the level of delegation carefully
31
Q

WHAT PRINCIPLE:
- consider the employees to whom they delegate tasks.
- indiv. selected should possess skills & capabilities needed to complete the task.
- should delegate to employees who will view their accomplishments as personal benefits.

A

Principle 1: Match the employee to the task

32
Q

WHAT PRINCIPLE:
- have clear understanding of what needs to be done, what deadlines exist, & what special skills are required.
- capable of communicating their instructions effectively

A

Principle 2: Be organized & Communicate clearly

33
Q

WHAT PRINCIPLE:
➔ can’t walk away from task/ person to whom task is delegated.
➔ maintain some control of both the process and the results of the delegated activities.

A

Principle 4: Choose the level of delegation carefully

34
Q

WHAT PRINCIPLE:
➔ delegation process is doomed to failure if indiv to whom task is delegated is not given the authority to succeed at accomplishing the task & is not held accountable for the results
➔ provide the employees w/ necessary resources & power to succeed

A

Principle 3: Transfer Authority & Accountability w/ the task

35
Q

SPAN OF CONTROL AKA

A

SPAN OF MANAGEMENT

36
Q

refers to the number of workers who report to one manager

A

SPAN OF CONTROL

37
Q

SPAN OF CONTROL SHOULD BE EITHER

A

WIDE SPAN OF MANAGEMENT
NARROW SPAN OF MANAGEMENT

38
Q

WIDE SPAN vs NAROW SPAN

A

WIDE SPAN: exists when manager has large subordinates
NARROW SPAN: exists when manager has few subordinates

39
Q

span of control may be wide when:

A
  • manager & subordinates are very competent.
  • organization has well-established set of standard operating procedures.
  • Few new problems are anticipated.
40
Q

span of control may be narrow when:

A
  • workers are located far from one another physically.
  • great deal of interaction is required between supervisor and workers.
  • new problems arise frequently.
41
Q

CENTRALIZED VS DECENTRALIZED ORG

A

Centralized org: systematically works to concentrate authority at the upper levels

Decentralized org: management consciously attempts to spread authority to the lower org levels

42
Q

POSSIBLE DETERMINANTS TO DETERMINE IF AN ORG IS DECENTRALIZED OR CENTRELIZED

A
  • The external environment in which the firm operates
  • The nature of the decision itself
  • The abilities of low-level managers
  • The Organization’s Tradition of Management
43
Q

two simultaneous organizational structures that may complement, but often compete w/ eo

A
  • formal bureaucracy
    -informal groups
44
Q

officially sanctioned by owners of institution & is given the authority and responsibility to carry out the organization’s designated duties.

A

Formal Bureaucracy

45
Q

➔ develop from interaction of people w/ common interest.
➔ these can arise from within the org thru the day-to-day activities of people working together or

A

informal groups

46
Q

FIVE STEPS OF ORGANIZATIONAL PROCESS

A
  1. Review plans & objectives
  2. Determine the work activities necessary to accomplish objectives
  3. Classify & Group the necessary work activities into manageable units
  4. Assign activities & Delegate Authority
  5. Design a hierarchy of relationships
47
Q

manager should determine the vertical (_____) and horizontal (_____) relationships of org as a whole.

A

decision-making; coordinating

48
Q

shows hierarchical relationships between functional areas; visual depiction of the organization.

A

organizational chart

2ND SEM - LAB MANAGEMENT (13 decks)

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