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Laboratory Management > Module 2 > Flashcards

Module 2 Flashcards

1
Q
  • Developing pathway(s) to accomplish the organization’s mission and goals using resources and time
  • Thinking and analyzing portion of management process
A

planning

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2
Q

what is the hierarchy of planning

A
  1. strategic
  2. tactical
  3. operational
  4. contingency
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3
Q
  • process by which high level decisions are made
  • designed and executed by top-level managers
  • usually based on long-term projections
  • maps out the course of an organization for approximately 20 years
A

strategic planning

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4
Q
  1. deciding on the objectives of the organization and the need to modify existing objectives if appropriate;
  2. allocating resources to attain these objectives; and
  3. establishing policies that govern the acquisition, use, and disposition of these resources
A

strategic planning

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5
Q

aka short range planning
* covers a 1-5 year period

A

tactical planning

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6
Q
  • supports strategic plans
  • consists of the detailed, day-to-day operations needed to meet the immediate needs
A

tactical planning

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7
Q
  • works towards meeting the long-term strategic goals that have been set
  • responsibility and functionality of middle-level managers
A

tactical planning

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8
Q
  • made by low-level managers
  • focused on specific procedures and process
  • may cover one year or one budget period
A

operation planning

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9
Q
  • made when something unexpected happens
  • helpful in circumstance that call for a change
A

contingency planning

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10
Q

what are the steps in management planning

A
  1. identifying goals
  2. evaluating the current situation
  3. establishing a time frame
  4. setting objectives
  5. forecasting resource needed
  6. implementing the plan
  7. creating feedback mechanisms
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11
Q

it is a broad, long-term, ambition of the organization

A

goal

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12
Q

a specific, short-term standard that allows the manager to achieve the desired goal

A

objective

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13
Q

what does SMART stand for

A

specific, measurable, achievable, realistic, timely

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14
Q
  • Written goals allow all employees to work toward a common result.
  • Questioning process
  • Where, or what, does the institution wish to be
A

identifying goals

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15
Q

Knowing where you are and how you got there is essential in determining where you are going

A

evaluating the current situation

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16
Q
  • key element in determining if a plan is realistic
  • set an acceptable period in which to achieve goals
A

establishing a time frame

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17
Q
  • 4 basic characteristics of a good objective:
    1. Clearly defined and understood
    2. Obtainable and realistic
    3. Has a strict time period in which it is to be accomplished
    4. Measurable
  • Objectives are written using action verbs.
A

setting objectives

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18
Q
  • Deliberation of current resources and obtaining additional assets
  • Principle vehicle for accomplishing this task is development of laboratory’s budget
A

Forecasting Resource Needs

19
Q

Working with and through people

A

Tools of Persuasion

20
Q
  • Allocation of financial resources through budgeting
  • Process of staffing and scheduling, or job assignments
A

tools of control

21
Q

A. tools of persuasion
B. tools of control

A

implementing the plan

22
Q

requires collecting data for evaluation

A

creating feedback mechanism

23
Q

is a program for managing an organization by setting and monitoring performance objectives

A

management by objectives

24
Q

steps to implements an MBO program

A
  • managers must set the goals and objectives
  • objectives should be shared with the staff
  • Manager and each employee must meet and come to a mutual agreement on the goals and objectives of the individual
25
Q

what does MBO stand for

A

management by objectives

26
Q

they use the seven steps of management planning in
order to achieve the given goal.

A

group work

27
Q

TAT

A

turnaround time

28
Q

essential factors in laboratory planning

A
  • objectives and tasks
  • responsibilities
  • timeline
  • budget and resources needs
  • benchmark
29
Q

what should be done

A

objectives and tasks

30
Q

essential for monitoring progress in implementation

A

benchmarks

31
Q

when will each task be worked on, when will it be completed

A

timeline

32
Q

additional staff, training needs, facilities, equipment, reagent and supplies, quality control materials

A

budget and resources needs

33
Q

who will get the job done, who will be responsible

A

responsibilities

34
Q

effects of bad planning

A
  1. poor time management
  2. poor clear definitions of objectives
  3. budget not set out
  4. dissatisfied customers
  5. lack of support from stakeholders
  6. failing to plan exposes the project to unpredicted high risks and problems
35
Q

Project will not be completed on time and the result will be a shoddily done work.

A

poor time management

36
Q

Team members will not know what exactly they are working on and this will make them not to work
efficiently for the project.

A

poor clear definitions of objectives

37
Q

Funds will be misused and wasted.

A

budget not set out

38
Q

Poor planning of a project will not meet the expectations of the
customers.

A

dissatisfied customers

39
Q

If the planning is poor, the
stakeholders will not support
the project.

A

lack of support from stakeholders

40
Q

This leads to time wastage in trying to figure out how to solve the challenges that the project faces.

A

Failing to plan exposes the project
to unpredicted high risks and problems

41
Q

laboratory errors cost in:

A
  • time
  • personnel effort
  • patient outcomes
42
Q

performed to determine both internal and external factors

A

SWOT analysis

43
Q

internal factors of SWOT

A

S - strengths of the organization
W - weaknesses of the organization

44
Q

external factors of SWOT

A

O - opportunities available to organization
T - threats to the organization

Laboratory Management (7 decks)

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