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2nd Year 2nd Term > MT6316 CHAPTER 4 > Flashcards

MT6316 CHAPTER 4 Flashcards

1
Q

What is the definition of directing?

A

Ways and means to encourage all personnel, accomplish all assignments and goals in the most efficient manner

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2
Q

What is the definition of supervision?

A

Overseeing the work of subordinates by their superiors and an act of watching & directing work & workers.

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3
Q

General principle of directing?

A

written, comprehensive, current, clearly stated and reinforced by discussion and example

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4
Q

General principle of supervision?

A

entails responsibility in assuming that policies and procedures are followed

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5
Q

DIRECTING OR SUPERVISING: Wide

A

DIRECTING

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6
Q

DIRECTING OR SUPERVISING: Narrow

A

SUPERVISING

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7
Q

DIRECTING OR SUPERVISING: efforts employees under his commands

A

SUPERVISING

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8
Q

DIRECTING OR SUPERVISING: Financial and non-financial incentives

A

DIRECTING

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9
Q

DIRECTING OR SUPERVISING: top level

A

DIRECTING

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10
Q

DIRECTING OR SUPERVISING: one of the elements of direction

A

SUPERVISING

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11
Q

DIRECTING OR SUPERVISING: at lower level only for implementation

A

SUPERVISING

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12
Q

DIRECTING OR SUPERVISING: for top level in formulating policies and takes important decisions

A

DIRECTING

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13
Q

DIRECTING OR SUPERVISING: deal, guide, and lead workers directly under his commands

A

SUPERVISING

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14
Q

DIRECTING OR SUPERVISING: leads efforts of medium and lower level executives

A

DIRECTING

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15
Q

DIRECTING OR SUPERVISING: cannot provide incentives but can only recommend rewards in special case

A

SUPERVISING

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16
Q

T or F: Direction is related to supervision

A

T

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17
Q

What is referred to as the intermediate link between the workers and management?

A

Supervision

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18
Q

What are the kinds of contemporary leadership?

A
  • Level 5 leadership
  • Servant leadership
  • Authentic Leadership
  • Interactive Leadership
  • Charismatic leadership
  • Transformational leadership
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19
Q

What are the 5 levels of leadership?

A

1 - Individual
2 - Team Member
3 - Manager
4 - Leader
5 - Executive

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20
Q

What level of leadership: Capable; contributes talent, skills, knowledge

A

1

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21
Q

What level of leadership: builds excellence through dedication and humility

A

5

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22
Q

What level of leadership: manages team members and assets to reach set objectives

A

3

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23
Q

What level of leadership: contributes individually; works well in group

A

2

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24
Q

What level of leadership: competent

A

3

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25
Q

What level of leadership: contributing

A

2

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26
Q

What level of leadership: stimulates high standards and champions dedication to vision

A

4

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27
Q

What level of leadership: effective

A

4

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28
Q

What kind of contemporary leadership transcends self-interest to serve others, the organization, and society?

A

Servant leader

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29
Q

Servant leaders operate on how many levels and what are these?

A

2 levels:
for the fulfillment of their subordinates’ goals and needs

for the realization of the larger purpose or mission of their organization.

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30
Q

T or F: Servant leaders give things away—power, ideas, information, recognition, credit for accomplishments, even money.

A

T

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31
Q

What kind of leadership entails individuals who know and understand themselves?

A

Authentic leadership

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32
Q

What does authentic leadership act on and espouse?

A

espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity.

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33
Q

What does being authentic mean?

A

means being real, staying true to one’s values and beliefs, and acting based on one’s true self rather than emulating what others do.

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34
Q

What do authentic leaders do?

A

inspire trust and commitment because they respect diverse viewpoints, encourage collaboration, and help others learn, grow, and develop as leaders.

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35
Q

What are the components of an authentic leader?

A

Pursues purpose with passion
Leads with the heart and head
Practices solid values
Connects with others
Demonstrates self-discipline

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36
Q

This type of leadership involves a leader who favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority.

A

Interactive leadership

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37
Q

Interactive leadership is a leadership style characterized by values such as?

A

inclusion, collaboration, relationship building, and caring.

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38
Q

Interactive leadership is associated with _____ style of leading.

A

women’s

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39
Q

“a fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty.

A

Charisma

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40
Q

has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice.

A

Charismatic leader

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41
Q

Followers are willing to put aside their own interests for the sake of the team, department, or organization.

A

Charismatic leadership

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42
Q

The impact of charismatic leaders normally comes from?

A

stating a lofty vision of an imagined future that employees identify with,

displaying an ability to understand and empathize with followers, and

empowering and trusting subordinates to accomplish results.

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43
Q

Charismatic leaders tend to be ______ because they create an atmosphere of ____, and they may be obsessed by _______.

A

less predictable
change
visionary ideas that excite, stimulate, and drive other people to work hard.

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44
Q

similar to charismatic leaders

A

Transformational leaders

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45
Q

Transformational leaders are distinguished by their special ability to?

A

bring about innovation and change by recognizing
followers’ needs and concerns, providing meaning,
challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors

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46
Q

Transformational leaders inspire followers to?

A

believe in their own potential to imagine and create a better future for the organization.

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47
Q

Transformational leaders create significant change in?

A

followers AND organization

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48
Q

Transformational leaders have the ability to lead changes in?

A

organization’s mission, strategy, structure, and culture, as well as to promote innovation in products and technologies.

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49
Q

T or F: Transformational leaders rely solely on tangible rules and incentives to control specific transactions with followers.

A

F; do not rely solely

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50
Q

Transformational leaders focus on intangible qualities, such as? for what?

A

vision, shared values, and ideas, to build relationships, give larger meaning to diverse activities, and find common ground to enlist followers in the change process

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51
Q

Transactional leaders also?

A

clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of their subordinates.

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52
Q

The transactional leader’s ability to satisfy subordinates may improve ____.

A

productivity.

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53
Q

Transactional leaders excel at?

A

management functions

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54
Q

Transactional leaders are (what values)? Take pride in?

A

They are hardworking, tolerant, and fair-minded. They take pride in keeping things running smoothly and
efficiently.

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55
Q

Transactional leaders often stress what?
They have a sense of commitment to?

A

impersonal aspects of performance, such as plans, schedules, and budgets.
organization and conform to organizational norms and values.

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56
Q

Characteristics of a leader?

A

Drive and Passion
Power motive
Self-confidence combined with humility
Trustworthy and honesty
Good intellectual ability, knowledge, and technical competence
Optimism and Positivity
Likeable
Discipline
Emotional Intelligence
Good Listener

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57
Q

What are the different leadership styles?

A

Autocratic
Democratic
Laissez-faire

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58
Q

centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation

A

Autocratic

59
Q

What is the strength of autocratic leadership?

A

One person authority, and the decisions will be quick and similar, this in turn can project an image of a confident, well managed business.

60
Q

Weaknesses of autocratic leadership?

A
  • subordinates may become dependent upon the leaders and supervision may be needed;
  • this style can decrease motivation and increase staff turnover
61
Q

leader delegates much authority to employees; the leader’s role is peripheral and staff manage their own areas of the business.

A

Laissez-faire

62
Q

Laissez-faire is also known as?

A

free-rein

63
Q

Strength of free-rein?

A

the style brings out the best in highly professional and creative groups of employees.

64
Q

Weaknesses of free-rein?

A
  • the leader therefore evades the duties of management and uncoordinated delegation occurs;
  • this leads to a lack of staff focus and sense of direction, which in turn leads to much dissatisfaction, and a poor company image
65
Q

involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees

A

democratic

66
Q

Weakness of democratic?

A

the decision-making process is severely slowed down, and the need of a consensus may avoid taking the ‘best’ decision for the business.

67
Q

Strengths of democratic?

A
  • this style can be particularly useful when complex decisions need to be made that require a range of specialist skills
  • from the overall business’ point of view, job satisfaction and quality of work will improve.
68
Q

Responsibilities of leadership?

A
  • formulate and document policies and procedures
  • communicate plans to personnel
  • provide efficient means for assuring compliance
  • encourage free flow of ideas
  • assure awareness by all personnel of current trends and practices
  • develop and maintain relations with medical staff and hospital administration
69
Q

What are the laboratory methods?

A
  • develop and update all laboratory procedures and policies by preparation of appropriate manual.
  • schedule and conduct periodic meetings with the staff for discussion and review
  • delegate the responsibility for monitoring compliance with policies and procedures.
  • conduct periodic meeting with the lab staff to encourage innovative thinking and improvement in services
  • fully support and generously budget for continuing program.
  • assure awareness of the laboratory mission by requiring that appropriate personnel attend all meeting that call for laboratory representation.
70
Q

What are the personal characteristics of leaders?

A

Physical Characteristics (Energy and Stamina)
Intelligence and Ability
Personality
Social Characteristics
Work-related characteristics
Social background

71
Q

What are the classifications in the leadership/managerial grid?

A

Concern for people and
Concern for production

72
Q

Concern for the feelings, needs, personal interest, problems, and well-being of followers

A

Concern for people

73
Q

Concern about the activities designed to accomplish group goals such as organizational tasks, assigning responsibilities and establishing performance standards

A

Concern for production

74
Q

Leader or Manager: Focus on the organization

A

Manager

75
Q

Leader or Manager: Rational, organizes, analyzes

A

Manager

76
Q

Leader or Manager: Focus on the people

A

Leader

77
Q

Leader or Manager: innovates, nurtures, visionary

A

Leader

78
Q

Leader or Manager: Assigns tasks, maintains stability, Position power

A

Manager

79
Q

Leader or Manager: Defines purpose, promotes change, personal power

A

Leader

80
Q

What are the models of directing and supervising?

A

Situational Leadership Model
Work-Team Effectiveness Model
Virtual Team Leadership Model

81
Q

A virtual team is a group made up of?

A

geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications technologies.

82
Q

T or F: A virtual team can be local, national, or global, with members coming from one firm or many.

A

T

83
Q

What are the stages of team development in directing?

A

Forming - Orientation
Storming - Conflict, disagreement
Norming - Order and cohesion
Performing - Cooperation, problem solving
Adjourning - Task completion

84
Q

What stage of team development: members break the ice and test one another for friendship possibilities and task orientation

A

Forming

85
Q

What stage of team development: the team leader should emphasize unity within the team and help to clarify team norms and values.

A

Norming

86
Q

What stage of team development: task performance is no longer a top priority

A

Adjourning

87
Q

What stage of team development: uncertainty is high during this stage, and members usually accept what- ever power or authority is offered by either formal or informal leaders

A

Forming

88
Q

What stage of team development: the stage where individual personalities emerge and people become more assertive in clarifying their roles and what is expected of them

A

Storming

89
Q

What stage of team development: members may jockey for position, and coalitions or subgroups based on common interests may form

A

Storming

90
Q

What stage of team development: conflict is resolved and team harmony and unity emerge; consensus develops on who has the power, who the leaders are, and what the various members’ roles are

A

Norming

91
Q

What stage of team development: members come to accept and understand one another

A

Norming

92
Q

What stage of team development: occurs in committees and teams that have a limited task to perform and are disbanded afterward

during this stage, the emphasis is on wrapping up and gearing down

A

Adjourning

93
Q

What stage of team development: members may feel heightened emotionality, strong cohesiveness, and depression or regret over the team’s disbanding

A

Adjourning

94
Q

What stage of team development: the major emphasis is on problem solving and accomplishing the assigned tasks
and members are committed to the team’s mission

A

Performing

95
Q

What stage of team development: people may disagree over their perceptions of the team’s goals or how to achieve them

A

Storming

96
Q

What stage of team development: they are coordinated with one another and handle disagreements in a mature way and confront and resolve problems in the interest of task accomplishment

A

Performing

97
Q

What stage of team development: during this stage, the emphasis is on wrap- ping up and gearing down

A

Adjourning

98
Q

What are the models of handling conflict in directing/supervising?

A

Dominating
Compromising
Accommodating
Collaborating
Avoiding

99
Q

reflects assertiveness to get one’s own way and should be used when quick, decisive action is vital on important issues or unpopular actions, such as during emergencies or urgent cost cutting requirements

A

Dominating

100
Q

“halfway”
moderate amount of both assertiveness and cooperativeness

A

Compromising

101
Q

reflects a high degree of both assertiveness and cooperativeness
enables both parties to win, although it may require substantial bargaining and negotiation

A

Collaborating

102
Q

reflects neither assertiveness nor cooperativeness
“no way”

A

Avoiding

103
Q

“my way”

A

Dominating

104
Q

When is compromising style appropriate?

A

when the goals on both sides are equally important, when opponents have equal power and both sides want to split the difference, or when people need to arrive at temporary or expedient solutions under time pressure

105
Q

reflects a high degree of cooperativeness
“your way”

A

Accommodating

106
Q

When does accommodating style work best?

A

when people realize that they are wrong, when an issue is more important to others than to oneself, when building social credits for use in later discussions, and when maintaining harmony is especially important

107
Q

When is collaborating style important?

A

when both sets of concerns are too important to be compromised, when insights from different people need to be merged into an overall solution, and when the commitment of both sides is needed for a consensus

108
Q

When is avoiding style appropriate?

A

when an issue is trivial, when there is no chance of winning, when a delay to gather more information is needed, or when a disruption would be costly.

109
Q

Organizations that provide guidance on lab procedures?

A

CLIA
CLSI
CAP
UCAS for Microbio

110
Q

All noncompliance and disobedience will be indicated where?

A

Employee’s performance appraisal

111
Q

What is the appropriate manual with the policies and procedures called?

A

Quality Management System Manual

112
Q

What is the graphical model of alternative combinations of managerial styles or behaviors in a 2D space?

A

Leadership/Managerial Grid

113
Q

Vertical part of the managerial grid indicates ____ and horizontal indicates ______

A

Vertical - Concern for People
Horizontal - Concern for Production

114
Q

Ideal gris grade?

A

9,9

115
Q

What is 1,9 Managerial Grid indicate?

A

Country Club Management

116
Q

What is 5,5 Managerial Grid indicate?

A

Middle-of-the-Road Management

117
Q

What is 9,9 Managerial Grid indicate?

A

Team Management

118
Q

What is 1,1 Managerial Grid indicate?

A

Impoverished Management

119
Q

What is 9,1 Managerial Grid indicate?

A

Authority-Compliance

120
Q

What kind of management: Thoughtful attention to the needs of the people which leads to comfortable, friendly organization atmosphere

A

Country Club

121
Q

What kind of management: Efficiency in operations; human elements interfere to a minimum degree

A

Authority-Compliance

122
Q

What kind of management: Work accomplishment from committed people; “common stake” leads to trust and respect

A

Team Management

123
Q

What kind of management: Adequate performance through balancing necessity; getting out of work to maintain morale of people at satisfactory levels

A

Middle-of-the-road management

124
Q

What kind of management: Minimum effort to get work done; appropriate to sustain organization membership

A

Impoverished Management

125
Q

Situational Leadership Model was made by?

A

Hersey and Blanchard

126
Q

What pertains to confidence, commitment and motivation?

A

Willingness

127
Q

What pertains to the amount of knowledge, expertise, and demonstrated skill subordinates bring to the task?

A

Ability

128
Q

Outcomes of the Work-Team Effectiveness Model?

A

Productive outputs
Personal satisfaction
Capacity to adapt and learn

129
Q

What does the vertical axis of the leadership/managerial grid represent?

A

Concern for People

130
Q

What does the horizontal axis of the leadership/managerial grid represent?

A

Concern for Production

131
Q

What is considered as graphical representation of the cross-over between managerial styles and behaviors plotted on a 2D space?

A

Leadership/Managerial Grid

132
Q

How many different positions are there on the Leadership/Managerial Grid?

A

81

133
Q

What leadership style has a high concern for people and low concern for production?

A

Country Club Management

134
Q

What leadership style has a low concern for people and low concern for production?

A

Impoverished Management

135
Q

What leadership style has a low concern for people and high concern for production?

A

Authority-Compliance

136
Q

What leadership style has a moderate concern for people and for production?

A

Middle-of-the-Road Management

137
Q

What leadership style has a high concern for people and high concern for production?

A

Team Management

138
Q

What is considered an extension of the Leadership/Managerial Grid that measures, which focuses on the followers and their ability to determine leadership and leadership behaviors?

A

Situational Leadership Model

139
Q

What model of handling conflict has assertiveness and cooperativeness?

A

Compromising (Half-Way)

140
Q

What model of handling conflict is assertive and uncooperative?

A

Dominating (My Way)

141
Q

What model of handling conflict is assertive and cooperative?

A

Collaborating (Our Way)

142
Q

What model of handling conflict is unassertive and cooperative?

A

Accommodating (Your Way)

143
Q

What model of handling conflict is unassertive and uncooperative?

A

Avoiding (No Way)

2nd Year 2nd Term (38 decks)

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