MT6316 - FIRST SHIFTING EXAM Flashcards
Who defined management as a “Process of forecasting, planning, organizing, commanding, coordinating, and controlling”
Henri Fayol (20th century)
Anticipating events that is relevant to the operations of a particular organization
Forecasting
Setting up the goals/activities for the particular organization
Planning
Who defined management as “The social process of planning, coordination, control and motivation”
EFL Brech (Edward Francis Leopold Brech)
Who defined management as “Organizational direction based on sound common sense, pride in the organization and enthusiasm for its works”
Tom Peters (1980)
Management is the attainment of organizational goals in an _______ and _______ manner through planning, organizing, staffing, directing and controlling organizational resources.
effective, efficient
Doing what is right to attain purpose
Effective
Implement strategies and actions to eliminate wastages and make processes/operations not very costly
Efficient
TF: Management would not exist without goals
TRUE
_______ resources include men(human beings), money, machines and materials.
Organizational
Most important asset of the organization
Human resources
9 natures of management
Universal, social process, goal oriented, science & art, group effort, intangible, required at all levels, separate from ownership, purposeful activity
Nature of management: applicable anywhere
Universal
Nature of management: highly needed as controller of operations of every institution
Universal
Nature of management: human/people interactions
Social process
Nature of management: efficient use of scarce material for the benefit of the society
Social process
Nature of management: effective management is always management by objectives
Goal oriented
Nature of management: apply precise elements in a step-by-step process
Science
Nature of management: determine exact aspects to be learned and assimilated
Science
Nature of management: use creativity/imagination/initiative/invention with the overall skill of the occupation
Art
Nature of management: collaboration with other people
Group effort
Nature of management: processes are unseen but you can feel that the management is working because you can see the results
Intangible
nature of management: follows certain qualifications in order to function
Separate from ownership
Nature of management: main aim of management activities is to gain or achieve economic and social objective
Purposeful activity
Management functions
Planning, organizing, staffing, directing/leading, controlling
Process of determining the organization’s objectives and deciding how to accomplish them.
Planning
Management functions: mission, vision, objectives
Planning
Structuring of resources & activities to accomplish objectives efficiently & effectively.
Organizing
Management functions: backbone of management
Organizing
Management functions: delegation of authority and tasks to ensure necessary items are met
Organizing
Organizing is important because it creates ______, establishes _______ and improves _____ and ______.
Synergy, lines of authority, communication and competitiveness
Hiring qualified people to carry out the work of the organization.
Staffing
Importance of staffing
Recruiting, determine skills, motivate and train, compensation levels
Elimination of significant numbers of employees
Downsizing
Downsizing is influenced by what factors?
economical (lessen demand)
Redundancy pay for those who got fired, Motivating and leading employees to achieve organizational objectives.
Directing
management functions: makes the plans concrete
Directing
TF: Under directing, motivation is given in the from of incentives, employee involvement, and recognition/appreciation
TRUE
Process of evaluating and correcting activities to keep organization on course
Controlling
Management functions: evaluation of the result of other managerial function
Controlling
Five activities in controlling include: measuring ___, comparing ____, identifying ___, investigating ___, and taking ___
Performance, performance against standards, deviations from standards, causes of deviations, corrective action
Who takes charge of management and oversees the activities to achieve set goal or purpose?
Manager
3 skills of a great manager
Leadership skills, interpersonal skills, strong body language
TF: Management is doing things right while leadership is doing the right thing.
TRUE
TF: Managers possess well-defined goals. They allocate resources according to wants.
true, false (accd to priorities)
TF: Leaders make decisions, act upon them, and accept responsibility for them.
false (managers)
TF: Managers are willing to compromise. However, they do not delegate and depend on subordinates.
true, false
What characteristic of a manager is keeping the drive at its height by always showing positivity and willingness?
Self-motivated
What characteristic of a manager is using authority in a proper manner?
Self-control
3 manager’s roles
Interpersonal, informational, decisional
manager roles: directly involves interaction w other people of the team or people outside the organization
Interpersonal
manager roles: flow of communication and information to and from the organization
Informational
manager roles: determine how the operations of the management should go
Decisional
3 interpersonal roles
Figurehead, leader, liaison
Interpersonal role: symbolic head, required to perform a number of routine duties of a legal or social nature
Figurehead
Interpersonal role: examples of this are ceremonies status requests and solicitations
Figurehead
Interpersonal role: Responsible for the motivation and direction of subordinates
Leader
Interpersonal role: examples of this are virtually all managerial activities involving subordinates
Leader
Interpersonal role: Maintains a network of outside contacts who provide favors and information
Liaison
Interpersonal role: examples of this are acknowledgments of mail external board work
Liaison
3 Informational roles
Monitor, disseminator, spokesperson
Informational role: Receives wide variety of info, serves as nerve center of internal and external info of the organization
Monitor
Informational role: example is handing all mail and contacts categorized as concerned primarily with receiving info
Monitor
Informational role: Transmits info received from outsiders or other subordinates to members of the organization
Disseminator
Informational role: examples are forwarding mail into org for info purposes and verbal contacts involving info flow to subordinates (eg. review sessions)
Disseminator
Informational role: Transmits info to outsiders on organizations plans, policies, actions, and results
Spokesperson
Informational role: serves as expert on organization’s industry
Spokesperson
Informational role: examples are board meetings and handling contacts transmission of info to outsiders
Spokesperson
4 decisional roles
Entrepreneur, disturbance handler, resource allocator, negotiator
Decisional role: Searches organization and its environment for opportunities and initiates projects to bring about change
Entrepreneur
Decisional role: example is strategy and review sessions involving initiation or design of improvement projects
Entrepreneur
Decisional role: Responsible for corrective action when organization faces important, unexpected disturbances
Disturbance handler
Decisional role: strategy and review sessions involving disturbances and crises
Disturbance handler
Decisional role: making or approving significant organizational decisions
Resource allocator
Decisional role: scheduling, requests for authorization, budgeting, the programming of subordinates work
Resource allocator
Decisional role: responsible for representing the organization at major negotiations
Negotiator
Decisional role: contract negotiation
Negotiator
3 managerial skills
Technical, human, conceptual
Managerial skills: competent in a specialized area, analytical ability, and ability to use appropriate tools and techniques
Technical skills
Managerial skills: understanding the physical operation to get the job done
Technical skills
Managerial skills: hands-on activity with basic product or process knowledge
Technical skills
An individuals’ ability to cooperate with other members of the organization and work effectively in teams.
Human skills
Managerial skills: interpersonal relationships
Human skills
Managerial skills: solving people’s problem
Human skills
Managerial skills: acceptance of other employees
Human skills
Ability of an individual to analyze complex situations and to rationally process and interpret available information.
Conceptual skills
TF: Top level management should have the highest percentage of human skills because they think of the entirety of the organization
FALSE (conceptual skills)
Managerial skills: Idea generation
Conceptual skills
Managerial skills: Analytical process of information
Conceptual skills
Managerial skills: Strategizing and thinking of solutions to situations
Conceptual skills
Managerial skills: Overall planning and foresight
Conceptual skills
Levels of management
Top management, middle management, first line / supervisory management
Top management includes?
President, chief executive officer (ceo), chief financial officer (cfo), chief operations officer (coo)
Level of management: strategic managers who makes decisions on long term objectives
Top management
Level of management: responsible for tactical planning
Middle management
Level of management: implement general guidelines established by top management
Middle management
Level of management: responsible for short term decisions/objectives
Middle management
Level of management: supervise workers
Firstline management
Level of management: oversee daily operations
Firstline management
Level of management: directing and controlling primary functions
Firstline management
TF: Micromanaging is an indicator of good management skills
false (lack of management skills because the manager lacks trust towards the employee)
TF: Lack of management skills is indicated when one focuses on the task and not the individual
TRUE
TF: Managers must make decisions then ask for feedback.
FALSE (feedback first before decision)
It is the process of assessing an organization’s goals and creating a realistic detailed plan of action for meeting those goals.
Clinical Laboratory Management Planning
True or False: Clear goals and objectives can help in the formulation of mission and vision.
TRUE
What are the guiding principles in the laboratory?
Goals/Objectives
True or False: The basic steps in the management planningprocess involve creating a roadmap that outlines each task thecompany must accomplish to meet its overall objectives.
TRUE
Strategic Planning is a _____-term goal, while Tactical Planningis a _______-term goal.
long; short
This outlines each task the company must accomplish to meet its overall objectives.
Roadmap
This is the form of planning attended by the top management andmay be held outside the institution (out of town or country).
Strategic Planning
What are the three major processes workflow?
Pre-analytical, Analytical, Post Analytical
Patient prep, Sample collection, Personnel competency test evaluation, Sample receipt and accessioning, Sample transport areall under what process in the workflow?
Pre-analytical Phase
Quality control testing (Before the actual specimen testing, thereis the normal control, abnormal control, standardization, and calibration of equipment) is done in what process of the workflow?
Analytical Phase
Record keeping, Reporting, Signature, and Logbook are all underwhat process of the workflow?
Post Analytical Phase
True or False: Stamped signature is accepted.
FALSE
True or False: E-Signature is accepted depending on the policy ofthe laboratory.
TRUE
True or False: Planning is in close coordination with the top management because we need to verbalize our protocols to themsince they are the ones providing budget and signing requests.
TRUE
This requires the organization to plan, identify, and monitor.
ISO 9005:2015
Which of the following is NOT considered in planning? Choose thebest answer.a.) The internal and external issues affecting clinical laboratoriesb.) The interested parties that are relevant to the organization’spurpose and its strategic direction c.) External issues that couldimpact their business strategy, such as new technology and potential market forces (e.g., social and economic environments,international competitiond.) The expertise and skill level of the workers
d.) The expertise and skill level of the workers
True or False: Feedback is integral for planning
TRUE
True or False: The managers must not innovate to lower the risk.
FALSE
This refers to the interaction outside the laboratory (discuss labprotocols so that the workplace becomes smooth).
Interdepartmental
Radiology, Nursing, and Pharmacy are under:a. Interdepartmental b. Intradepartmental
a. Interdepartmental
This refers to the departments within the laboratory.
Intralaboratory
True or False: Planning gains economical operation and reducesoperational costs and increases revenue in the clinical laboratory
TRUE
Planning in the clinical laboratory considers the entire set ofoperations that occur in testing of patient samples and is called________________________
Path of Workflow
The path of workflow begins with the _______________ and endsin ____________________.
patient; results & interpretation
Planning for the development of quality practices in a clinical laboratory in twelve areas as recommended by the____________________________.
WHO Quality Management Handbook
A predetermined course of action intended to facilitate the accomplishment of a task
Plan
it defines the organization’s goals and establishes an overall strategy
Planning
Importance of Planning
Planning focuses attention on objectivesPlanning reduces risk of uncertaintyPlanning helps on coordinationPlanning gains economic oprationPlanning facilitates controllingPlanning helps on executive development
Setting objectives and stating the ways to achieve them
Planning focuses attention on objectives
Prepared to face with unpleasant surprises
Planning reduces risks of uncertainty
Avoids intradepartmental conflicts
Planning helps in coordination
To gain objectives with minimize cost
Efficient operation
Allocates responsibilities and establish standards for comparison
Planning facilitates control
Determine expected expenses for a fiscal year
Budgeting
Prone to high competition
Hazards
Efficient and effective
Proficient
Planning the structure and management of the laboratory thatimplements the quality policies ensures quality performance
Organization
Diligently planning the most important laboratory resource, ensures competent and motivated teams in implementing qualitymanagement systems
Personnel
What is the most important laboratory resource?
Personnel
Planning the acquisition and validation of equipment by carefullyand properly choosing and ensuring maintained systems through preventive maintenance programs helps an effective path of workflow
Equipment
Maintaining equipment must be done through what program?
Preventive Maintenance Program
Planning reagents and supplies management in the laboratorycan produce cost savings ensures supplies and reagent availability
Purchasing and Inventory
Planning the process control ensures quality control for testing,appropriate management of the sample, collection and handling,and method verification and validation.
Process Control
Planning the production of the main output of the clinical laboratory (information in the form or test reports) ensures accuracy,confidentiality, and accessibility of the information which are managed through either paper systems or computers
Information Management
Planning the creation and storage of documents needed in thelaboratory that informs how to do things ensures that documentsare accurate, up to date, and accessible.
Documents and Records
It is an error of an event that should not have happened.
Occurrence
Planning for detecting and managing detect these problems oroccurrences, handling them properly, learning from mistakes and acting so that they do not happen again.
Occurrence Management
A tool for examining laboratory performance and comparing it tostandards, benchmarks or the performance of other laboratories.
Assessment
True or False: Planning assessment is done internally.
False (internally and externally)
Planning for continuous improvement of the clinical laboratoryprocesses is a primary goal and must be done in a systematicmanner to ensure alignment, effectiveness and efficiency
Process Improvement
Ensures that the laboratory understands and assess who theircustomers are and use feedback for making improvements toalign with external changes. Positive and negative feedback arerelevant.
Customer Services
Planning for management of facilities and safety include what? (4)
SecurityContainmentSafetyErgonomics
The process of preventing unwanted risks and hazards from entering the laboratory space.
Security
This seeks to minimize risks and prevent hazards from leaving thelaboratory space and causing harm to the community.
Containment
This includes policies and procedures to prevent harm to workers, visitors and the community.
Safety
This addresses facility and equipment adaptation to allow safeand healthy working conditions at the laboratory site. Comfortablein handling equipments in different processes.
Ergonomics
First outlined by Peter Drucker in 1954, a process in which the managers and employees jointly set goals for the employees to make action plan
Management by Objectives
Management by Objective (MBO) encourages… (3)
Discussion, Interaction, Commitment
Arrange the following into a hierarchy (from highest to lowest).ProgrammesPoliciesObjectivesMissionBudgetsStrategiesRules and Procedures
MissionObjectivesStrategiesPoliciesRules and ProceduresProgrammesBudget
Provides a framework in consistent and level by level planning
Hierarchy of Plans
Organization’s purpose and philosophy
Mission
Looking forward to the future
Envisioning
The ultimate goal towards which the activities of the organization are directed
Objectives
This must coincide with the mission and vision.
Objectives
Who will check the alignment of the objectives to the mission andvision?
Quality Manager
General program of action and deployment of resources
Strategies
Who implements strategies?
Middle managers, Staff
General statement or understanding which guide or channel thinking in decision making
Policies
States a series of related steps or tasks to be performed in asequential way
Procedures
Prescribes a course of action and explicitly states what is to bedone; more specific
Rules
Statement of expected results expressed in numerical terms
Budget
Comprehensive plan that includes future use of different resources
Program
The identification of the mission and of those objectives; Mostefficient pursuit; Long-term goals for the next 5, 10, 15, 10 years;Top managers with final authority and responsibility
Strategic Planning
Action and deals with the method; Short-range - strategy implementation (6 months - 2 years); Operational or technical skill;Middle managers (supervisory staff), Section Heads & ChiefMedtechs
Tactical Planning
Detailed plan used to provide; Team, section or department; Very short-term (for the next 1 week to 1 year); Responsibility offirst-line managers
Operational Plans
True or False: In the laboratory design, patients and patient samples must have common pathways.
FALSE
True or False: Reception area for incoming patients should belocated as close as possible to the entry door
TRUE
Access restriction may be done using ________ on door locksand ______________ for staff.
signs; identification badges
Sample collection areas must be located near________________.
Reception Area
True or False: There must be a separate sample areas for male and female
TRUE
Reception area and sample collection room located at the patient’s entrance
Sample collection areas
Separated from other sections of the lab but nearby testing areas
Sample processing areas
True or False: The sample processing area must be separatedfrom other areas in the laboratory and must be near testing areas.
TRUE
The area where samples are centrifuged, labeled, and coded.
Sample processing areas
Bacteriology must be far from what laboratory section?
Histopathology
Bacteriology must be near what section?
Clinical Miscroscopy
True or False: Histopathology section must be well-ventilated because the section contains many toxic reagents that may possiblyproduce dangerous fumes.
TRUE
True or False: Blood Bank must be placed far from the donatingarea to protect donors from hazards.
FALSE
The communication system or LIS is part of what pathway?
Post-examination Pathway
Efficient and reliable communication system and transferring of messages
Post-examination pathways
Transferring of messages, Rechecking and Organizing of the results, and Release of results are under what pathway?
Post-examination Pathway
What sections must be removed from the central area?
Short turn around time, More specialized safety protocols, Less volume
How many rooms do molecular biology need?
2
True or False: The blood bank and the critical care laboratory procedures should be readily accessible to the emergency room, operating room, and ICU.
TRUE
What pertains to the importance of planning in the clinical laboratory? A. Planning focuses attention on the results of the clinical laboratory B. Planning reduces risks of uncertainties of managing clinical labs C. Planning helps in separating interdepartmental goals and objectives in the clinical labs D. All of the above. E. None of the above.
B. Planning reduces risks of uncertainties of man aging clinical labs
What pertains to the importance of planning in the clinical laboratory? A. Planning reduces economical operation and gains operational costs and increases revenue in the clinical lab B. Planning facilitates organizing by allocating resources appropriately, establishing standards of performance, and more effective financial management in the clinical lab C. Planning helps executive development and ensures good succession planning programs for the clinical lab D. All of the above E. None of the above
C. Planning helps executive development and ensures good succession planning programs for the clinical lab
Planning in the context of Quality Management System ensures quality in the many processes and procedures performed in the clinical laboratory including all EXCEPT? A. Laboratory environment B. Quality control procedures C. Communications D. Record keeping E. Competitive and knowledgeable staff F. Good quality reagents and equipment
E. Competitive and knowledgeable staff
Which among the following is a quality of a good planner: A. Proficiency in the resolving of objectives B. Ability to accept employees C. Good judgment, imagination, foresight, and experience D. Ability to evaluate laboratory opportunities and safety
C. Good judgment, imagination, foresight, and experience
The following are valued derived from planning for clinical laboratory management, EXCEPT:A. The achievement of the objectives of the clinical laboratories in the most efficient and economical manner. B. The use of efficient methods and the development of standards necessary for accurate control within the clinical lab C. Integration of activities of the different units in the clinical laboratory toward goal-directed actions. D. The handling of emergency, unexpected problems, and management of risks in the clinical laboratory
D. The handling of emergency, unexpected problems, and management of risks in the clinical laboratory
All are indicators of poor planning, EXCEPT: A. Delivery dates not met B. Idle machines C. Materials are recycled D. Some machines doing jobs that should be done by smaller machines
C. Materials are recycled
Clean and dirty laboratory materials should never __________, and contaminated materials should be ___________
Cross; Isolated
True or False: If the laboratory is serving an in-patient population, accessibility to corridors and elevators providing access to the main patient care unit is essential.
TRUE
True or False: The intra-laboratory traffic flow must be combined with the outside.
FALSE
True or False: Provisions should be made for ambulatory patients and blood bank donors coming into the laboratory
TRUE
Where should highly automated and manual processes be located?
Centralized in automated processing area
Where should greater turn around time (TAT), less volumes, and special safety features be located?
Removed from the central area
Requires dark room and proper ventilation
Fluorescence Microscopy
Needs a dark room, separation due to ultraviolet illumination, and radiation
Ultraviolet illumination systems for DNA gel photography
Must be readily accesible to emergency room, operating room, and ICU
Blood bank and critical laboratory procedures
Must have accessibility to corridors and elevators
In-patient population
Denotes an effort to divide total operations in to size and type of units by which efficient and effective services are best assured and needs and weaknesses most easily identified
Organizing
It is the deployment of organizational resources in its efforts of achieving its short- and long-term goals
Organizing
Division of Labor; Well defined authorit- Responsibility Relationships; Coordination; Substitution of Personnel
Characteristic of Organization
T/F: When authority is delegated, responsibility is created
TRUE
Concepts of Organization
Herd Concept, Man to Man Concept, The Social Concept
“obey now, question later”; The subordinates follow the leader who yields exclusive power to decide and enforce unquestionable obedience in his subord
Herd Concept
The organization sees the individual working, in terms of direct personal relation with his superior
Man to Man Concept
The superior and subordinates are members of the team; The relationship is no longer man to man but man to his group
The Social Concept
The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated
Organization Structure
The visual representation of an organization’s structure
Organization Chart
An approach to efficient and effective achievement of organizational goals (sometimes called division of labor); It shows the degree to which organizational tasks are subdivided into separate jobs
Work Specialization
An unbroken line of authority that links all individuals in the organization and specifies who reports to whom
Chain of Command
The formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes
Authority
- Authority is vested in organizational positions, not people. 2. Authority is accepted by subordinates. 3. Authority flows down the vertical hierarchy.
Authority-Responsibility-Delegation
T/F: Authority is vested in people, not organizational positions
FALSE
The ___________ argues that a manager has authority only if subordinates choose to accept his or her commands. If subordinates refuse to obey because the order is outside their zone of acceptance, a manager’s authority disappears.
Acceptance theory of authority
Is the flip side of authority; The duty to perform the task or activity as assigned
Responsibility
When managers have responsibility for task outcomes but little authority, the job is ________________
Possible but difficult
T/F: When managers have authority exceeding responsibility, they may become tyrants, using authority toward frivolous outcomes
TRUE
Is the mechanism by which authority and responsibility are brought to alignment
Accountability
Means that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command
Accountability
T/F: For organizations to function well, everyone needs to know what they are accountable for and accept the responsibility and authority for performing it
TRUE
Is the process managers use to transfer authority and responsibility to positions below them in the hierarchy.
Delegation
T/F: Most organizations today encourage managers to delegate authority to the lowest possible level to provide maximum flexibility to meet customer needs and adapt to the environment in clinical laboratories
TRUE
A form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates.
Line authority
A form of authority granted to staff specialists in their area of expertise.
Staff authority
The number of employees reporting to a supervisor; also called span of control / management ratio
Span of Management
A management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.
Tall structure
A management structure characterized by an overall broad span of control and relatively few hierarchical levels.
Flat structure
- Work performed by subordinates is stable and routine.
- Subordinates perform similar work tasks.
- Subordinates are concentrated in a single location.
- Subordinates are highly trained and need little direction in performing tasks.
- Rules and procedures defining task activities are available.
- Support systems and personnel are available for the manager.
- Little time is required in nonsupervisory activities such as coordination with other departments or planning.
- Managers’ personal preferences and styles favor a large span.
Factors contributing to less supervisor involvement and favor larger spans of control
Is a diagram (chart) that identifies the major operational units of an organization and their attending job position
Organizational Charts
It is the single most concise representation of the organization and provides an important means of managing and monitoring all its activities.
Organizational Charts
One position should have span of control of how many positions?
4-12
____ if functions are similar; ___ if functions are dissimilar
12; 4
It is the filling of positions in the organization through recruitment, selection, placement, promotion, appraisal, compensation, and training; Major management responsibility
Staffing
Who said that staffing is an efficient and effective selection,grouping and utilization of personnel
Koontz, O’Donnell, Heinz Weihrich
Is a written declaration of a given job position
Job Description
How do job description supplements organizational charts?
- Providing definition to all position
- Identify operational duties and responsibilities and
- Salary classification and order to job performance
Represents the requirements for employment in a given job
Job Specification
It provides the organization with the personnel requirements considered to match most efficiently with the demands of each job
Job Specification
Job Title
Job Location
Job Summary
Reporting to working conditions
Job Duties
Machines to be used
Hazards
Job Description
Qualifications
Experience
Training
Skills
Responsibilities
Emotional Characteristics
Sensory Demands
Job Specification
The arbitrary but firmly established practice of eight-hour shifts serve as the usual method of dividing twenty-hour period
Work Schedule
The largest number of personnel are scheduled during __________
1st eight period
T/F: The fewest number of personnel are scheduled during the 1st eight period while the second and third shifts are staffed with more people
FALSE
One should strive for ____________ in every position so that at least two people know every job on every shift
Two Deepness
Which one is not a part of the basic rules of scheduling?
a. Provide two consecutive days off, except in the rare case where the individual prefers split days off
b. Post schedules at least three weeks in advance, even more if possible
c. Even within the possibilities, you cannot give the individual the shift he wants
d. No more than 5 consecutive working days for each individual
C
No more than ____ consecutive working days for each individual
5
Provide _____ consecutive days off, except in the rare case where the individual prefers split days off
2
Post schedules at least _______ weeks in advance, even more if possible
3
The location of decision authority near top organizational levels.
Centralization
The location of decision authority near lower organizational levels.
Decentralization
Greater change and uncertainty in the environment are usually associated with ___________.
Decentralization
T/F: The amount of centralization or decentralization should fit the firm’s strategy
TRUE
The basis on which individuals (positions) are grouped into departments and departments into the total organization.
Departmentalization
The grouping of positions into departments based on similar skills, expertise, and resource use.
Functional structure
An organization structure in which departments are grouped based on similar organizational outputs.
Divisional structure
An organization structure that uses functional and divisional chains of command simultaneously in the same part of the organization.
Matrix approach
A group of employees from various functional departments that meet as a team to resolve mutual problems.
Cross-functional teams
An organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization
Virtual network structure
The functional, divisional, and matrix are traditional approaches that rely on the _____________ to define departmental groupings and reporting relationships along the hierarchy.
Chain of command
T/F: Two innovative approaches are the use of functional and divisional networks, which have emerged to meet changing organizational needs in a turbulent global environment.
FALSE
Advantage: Efficient use of resources, economies of scale in-depth skill specialization and development. Top manager direction and control
Functional
Disadvantage: Poor communication across functional departments, Slow response to external changes, lagging innovation, Decisions concentrated at top of hierarchy, creating delay
Functional
Advantage: Fast response, flexibiltiy in unstable environment; Fosters concern for customer needs; Excellent coordination across functional departments
Divisional
Disadvantage: Duplication of resources across divisions; Less technical depth and specialization; Poor coordination across divisions
Divisional
Advantage: More efficient use of resources than single hierarchy; Flexibility, adaptability to changing environment; Interdisciplinary cooperation, expertise available to all divisions
Matrix
Disadvantage: Frustration and confusion from the dual chain of command; High conflict between two sides of the matrix; Many meetings, more discussion than action
Matrix
Advantage: Reduced barriers among departments, increased compromise; Shorter response time, quicker decisions; Better morale, enthusiasm from employee involvement
Team
Disadvanatage: Dual loyalties and conflict; Time and resources spent on meetings; Unplanned decentralization
Team
Advantage: Can draw on expertise worldwide; Highly flexible and responsive; Reduced overhead costs
Virtual network
Disadvanatage: Lack of control; weak boundaries; Greater demands on managers; Employee loyalty weakened
VIrtual network
The quality of collaboration across departments; The clinical laboratory needs systems to process information and enable communication among people in different departments and at different levels
Coordination
A temporary team or committee formed to solve a specific short- term problem involving several departments.
Task force
A person responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project.
Project manager
Is the process which an existing organization undergoes that brings about changes in the size and shape of the organization structure
Reorganization
Two main reasons for reorganization
Growth and Adaptation
The radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.
Reengineering
An organized group of related tasks and activities that work together to transform inputs into outputs and create value.
Process
