MT6316 - FIRST SHIFTING EXAM

Question 1

Who defined management as a “Process of forecasting, planning, organizing, commanding, coordinating, and controlling”

Answer 1

Henri Fayol (20th century)

Question 2

Anticipating events that is relevant to the operations of a particular organization

Answer 2

Forecasting

Question 3

Setting up the goals/activities for the particular organization

Answer 3

Planning

Question 4

Who defined management as “The social process of planning, coordination, control and motivation”

Answer 4

EFL Brech (Edward Francis Leopold Brech)

Question 5

Who defined management as “Organizational direction based on sound common sense, pride in the organization and enthusiasm for its works”

Answer 5

Tom Peters (1980)

Question 6

Management is the attainment of organizational goals in an _______ and _______ manner through planning, organizing, staffing, directing and controlling organizational resources.

Answer 6

effective, efficient

Question 7

Doing what is right to attain purpose

Answer 7

Effective

Question 8

Implement strategies and actions to eliminate wastages and make processes/operations not very costly

Answer 8

Efficient

Question 9

TF: Management would not exist without goals

Answer 9

TRUE

Question 10

_______ resources include men(human beings), money, machines and materials.

Answer 10

Organizational

Question 11

Most important asset of the organization

Answer 11

Human resources

Question 12

9 natures of management

Answer 12

Universal, social process, goal oriented, science & art, group effort, intangible, required at all levels, separate from ownership, purposeful activity

Question 13

Nature of management: applicable anywhere

Answer 13

Universal

Question 14

Nature of management: highly needed as controller of operations of every institution

Answer 14

Universal

Question 15

Nature of management: human/people interactions

Answer 15

Social process

Question 16

Nature of management: efficient use of scarce material for the benefit of the society

Answer 16

Social process

Question 17

Nature of management: effective management is always management by objectives

Answer 17

Goal oriented

Question 18

Nature of management: apply precise elements in a step-by-step process

Answer 18

Science

Question 19

Nature of management: determine exact aspects to be learned and assimilated

Answer 19

Science

Question 20

Nature of management: use creativity/imagination/initiative/invention with the overall skill of the occupation

Answer 20

Art

Question 21

Nature of management: collaboration with other people

Answer 21

Group effort

Question 22

Nature of management: processes are unseen but you can feel that the management is working because you can see the results

Answer 22

Intangible

Question 23

nature of management: follows certain qualifications in order to function

Answer 23

Separate from ownership

Question 24

Nature of management: main aim of management activities is to gain or achieve economic and social objective

Answer 24

Purposeful activity

Question 25

Management functions

Answer 25

Planning, organizing, staffing, directing/leading, controlling

Question 26

Process of determining the organization’s objectives and deciding how to accomplish them.

Answer 26

Planning

Question 27

Management functions: mission, vision, objectives

Answer 27

Planning

Question 28

Structuring of resources & activities to accomplish objectives efficiently & effectively.

Answer 28

Organizing

Question 29

Management functions: backbone of management

Answer 29

Organizing

Question 30

Management functions: delegation of authority and tasks to ensure necessary items are met

Answer 30

Organizing

Question 31

Organizing is important because it creates ______, establishes _______ and improves _____ and ______.

Answer 31

Synergy, lines of authority, communication and competitiveness

Question 32

Hiring qualified people to carry out the work of the organization.

Answer 32

Staffing

Question 33

Importance of staffing

Answer 33

Recruiting, determine skills, motivate and train, compensation levels

Question 34

Elimination of significant numbers of employees

Answer 34

Downsizing

Question 35

Downsizing is influenced by what factors?

Answer 35

economical (lessen demand)

Question 36

Redundancy pay for those who got fired, Motivating and leading employees to achieve organizational objectives.

Answer 36

Directing

Question 37

management functions: makes the plans concrete

Answer 37

Directing

Question 38

TF: Under directing, motivation is given in the from of incentives, employee involvement, and recognition/appreciation

Answer 38

TRUE

Question 39

Process of evaluating and correcting activities to keep organization on course

Answer 39

Controlling

Question 40

Management functions: evaluation of the result of other managerial function

Answer 40

Controlling

Question 41

Five activities in controlling include: measuring ___, comparing ____, identifying ___, investigating ___, and taking ___

Answer 41

Performance, performance against standards, deviations from standards, causes of deviations, corrective action

Question 42

Who takes charge of management and oversees the activities to achieve set goal or purpose?

Answer 42

Manager

Question 43

3 skills of a great manager

Answer 43

Leadership skills, interpersonal skills, strong body language

Question 44

TF: Management is doing things right while leadership is doing the right thing.

Answer 44

TRUE

Question 45

TF: Managers possess well-defined goals. They allocate resources according to wants.

Answer 45

true, false (accd to priorities)

Question 46

TF: Leaders make decisions, act upon them, and accept responsibility for them.

Answer 46

false (managers)

Question 47

TF: Managers are willing to compromise. However, they do not delegate and depend on subordinates.

Answer 47

true, false

Question 48

What characteristic of a manager is keeping the drive at its height by always showing positivity and willingness?

Answer 48

Self-motivated

Question 49

What characteristic of a manager is using authority in a proper manner?

Answer 49

Self-control

Question 50

3 manager’s roles

Answer 50

Interpersonal, informational, decisional

Question 51

manager roles: directly involves interaction w other people of the team or people outside the organization

Answer 51

Interpersonal

Question 52

manager roles: flow of communication and information to and from the organization

Answer 52

Informational

Question 53

manager roles: determine how the operations of the management should go

Answer 53

Decisional

Question 54

3 interpersonal roles

Answer 54

Figurehead, leader, liaison

Question 55

Interpersonal role: symbolic head, required to perform a number of routine duties of a legal or social nature

Answer 55

Figurehead

Question 56

Interpersonal role: examples of this are ceremonies status requests and solicitations

Answer 56

Figurehead

Question 57

Interpersonal role: Responsible for the motivation and direction of subordinates

Answer 57

Leader

Question 58

Interpersonal role: examples of this are virtually all managerial activities involving subordinates

Answer 58

Leader

Question 59

Interpersonal role: Maintains a network of outside contacts who provide favors and information

Answer 59

Liaison

Question 60

Interpersonal role: examples of this are acknowledgments of mail external board work

Answer 60

Liaison

Question 61

3 Informational roles

Answer 61

Monitor, disseminator, spokesperson

Question 62

Informational role: Receives wide variety of info, serves as nerve center of internal and external info of the organization

Answer 62

Monitor

Question 63

Informational role: example is handing all mail and contacts categorized as concerned primarily with receiving info

Answer 63

Monitor

Question 64

Informational role: Transmits info received from outsiders or other subordinates to members of the organization

Answer 64

Disseminator

Question 65

Informational role: examples are forwarding mail into org for info purposes and verbal contacts involving info flow to subordinates (eg. review sessions)

Answer 65

Disseminator

Question 66

Informational role: Transmits info to outsiders on organizations plans, policies, actions, and results

Answer 66

Spokesperson

Question 67

Informational role: serves as expert on organization’s industry

Answer 67

Spokesperson

Question 68

Informational role: examples are board meetings and handling contacts transmission of info to outsiders

Answer 68

Spokesperson

Question 69

4 decisional roles

Answer 69

Entrepreneur, disturbance handler, resource allocator, negotiator

Question 70

Decisional role: Searches organization and its environment for opportunities and initiates projects to bring about change

Answer 70

Entrepreneur

Question 71

Decisional role: example is strategy and review sessions involving initiation or design of improvement projects

Answer 71

Entrepreneur

Question 72

Decisional role: Responsible for corrective action when organization faces important, unexpected disturbances

Answer 72

Disturbance handler

Question 73

Decisional role: strategy and review sessions involving disturbances and crises

Answer 73

Disturbance handler

Question 74

Decisional role: making or approving significant organizational decisions

Answer 74

Resource allocator

Question 75

Decisional role: scheduling, requests for authorization, budgeting, the programming of subordinates work

Answer 75

Resource allocator

Question 76

Decisional role: responsible for representing the organization at major negotiations

Answer 76

Negotiator

Question 77

Decisional role: contract negotiation

Answer 77

Negotiator

Question 78

3 managerial skills

Answer 78

Technical, human, conceptual

Question 79

Managerial skills: competent in a specialized area, analytical ability, and ability to use appropriate tools and techniques

Answer 79

Technical skills

Question 80

Managerial skills: understanding the physical operation to get the job done

Answer 80

Technical skills

Question 81

Managerial skills: hands-on activity with basic product or process knowledge

Answer 81

Technical skills

Question 82

An individuals’ ability to cooperate with other members of the organization and work effectively in teams.

Answer 82

Human skills

Question 83

Managerial skills: interpersonal relationships

Answer 83

Human skills

Question 84

Managerial skills: solving people’s problem

Answer 84

Human skills

Question 85

Managerial skills: acceptance of other employees

Answer 85

Human skills

Question 86

Ability of an individual to analyze complex situations and to rationally process and interpret available information.

Answer 86

Conceptual skills

Question 87

TF: Top level management should have the highest percentage of human skills because they think of the entirety of the organization

Answer 87

FALSE (conceptual skills)

Question 88

Managerial skills: Idea generation

Answer 88

Conceptual skills

Question 89

Managerial skills: Analytical process of information

Answer 89

Conceptual skills

Question 90

Managerial skills: Strategizing and thinking of solutions to situations

Answer 90

Conceptual skills

Question 91

Managerial skills: Overall planning and foresight

Answer 91

Conceptual skills

Question 92

Levels of management

Answer 92

Top management, middle management, first line / supervisory management

Question 93

Top management includes?

Answer 93

President, chief executive officer (ceo), chief financial officer (cfo), chief operations officer (coo)

Question 94

Level of management: strategic managers who makes decisions on long term objectives

Answer 94

Top management

Question 95

Level of management: responsible for tactical planning

Answer 95

Middle management

Question 96

Level of management: implement general guidelines established by top management

Answer 96

Middle management

Question 97

Level of management: responsible for short term decisions/objectives

Answer 97

Middle management

Question 98

Level of management: supervise workers

Answer 98

Firstline management

Question 99

Level of management: oversee daily operations

Answer 99

Firstline management

Question 100

Level of management: directing and controlling primary functions

Answer 100

Firstline management

Question 101

TF: Micromanaging is an indicator of good management skills

Answer 101

false (lack of management skills because the manager lacks trust towards the employee)

Question 102

TF: Lack of management skills is indicated when one focuses on the task and not the individual

Answer 102

TRUE

Question 103

TF: Managers must make decisions then ask for feedback.

Answer 103

FALSE (feedback first before decision)

Question 104

It is the process of assessing an organization’s goals and creating a realistic detailed plan of action for meeting those goals.

Answer 104

Clinical Laboratory Management Planning

Question 105

True or False: Clear goals and objectives can help in the formulation of mission and vision.

Answer 105

TRUE

Question 106

What are the guiding principles in the laboratory?

Answer 106

Goals/Objectives

Question 107

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.

Answer 107

TRUE

Question 108

Strategic Planning is a _____-term goal, while Tactical Planningis a _______-term goal.

Answer 108

long; short

Question 109

This outlines each task the company must accomplish to meet its overall objectives.

Answer 109

Roadmap

Question 110

This is the form of planning attended by the top management andmay be held outside the institution (out of town or country).

Answer 110

Strategic Planning

Question 111

What are the three major processes workflow?

Answer 111

Pre-analytical, Analytical, Post Analytical

Question 112

Patient prep, Sample collection, Personnel competency test evaluation, Sample receipt and accessioning, Sample transport areall under what process in the workflow?

Answer 112

Pre-analytical Phase

Question 113

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?

Answer 113

Analytical Phase

Question 114

Record keeping, Reporting, Signature, and Logbook are all underwhat process of the workflow?

Answer 114

Post Analytical Phase

Question 115

True or False: Stamped signature is accepted.

Answer 115

FALSE

Question 116

True or False: E-Signature is accepted depending on the policy ofthe laboratory.

Answer 116

TRUE

Question 117

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.

Answer 117

TRUE

Question 118

This requires the organization to plan, identify, and monitor.

Answer 118

ISO 9005:2015

Question 119

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

Answer 119

d.) The expertise and skill level of the workers

Question 120

True or False: Feedback is integral for planning

Answer 120

TRUE

Question 121

True or False: The managers must not innovate to lower the risk.

Answer 121

FALSE

Question 122

This refers to the interaction outside the laboratory (discuss labprotocols so that the workplace becomes smooth).

Answer 122

Interdepartmental

Question 123

Radiology, Nursing, and Pharmacy are under:a. Interdepartmental b. Intradepartmental

Answer 123

a. Interdepartmental

Question 124

This refers to the departments within the laboratory.

Answer 124

Intralaboratory

Question 125

True or False: Planning gains economical operation and reducesoperational costs and increases revenue in the clinical laboratory

Answer 125

TRUE

Question 126

Planning in the clinical laboratory considers the entire set ofoperations that occur in testing of patient samples and is called________________________

Answer 126

Path of Workflow

Question 127

The path of workflow begins with the _______________ and endsin ____________________.

Answer 127

patient; results & interpretation

Question 128

Planning for the development of quality practices in a clinical laboratory in twelve areas as recommended by the____________________________.

Answer 128

WHO Quality Management Handbook

Question 129

A predetermined course of action intended to facilitate the accomplishment of a task

Answer 129

Plan

Question 130

it defines the organization’s goals and establishes an overall strategy

Answer 130

Planning

Question 131

Importance of Planning

Answer 131

Planning focuses attention on objectivesPlanning reduces risk of uncertaintyPlanning helps on coordinationPlanning gains economic oprationPlanning facilitates controllingPlanning helps on executive development

Question 132

Setting objectives and stating the ways to achieve them

Answer 132

Planning focuses attention on objectives

Question 133

Prepared to face with unpleasant surprises

Answer 133

Planning reduces risks of uncertainty

Question 134

Avoids intradepartmental conflicts

Answer 134

Planning helps in coordination

Question 135

To gain objectives with minimize cost

Answer 135

Efficient operation

Question 136

Allocates responsibilities and establish standards for comparison

Answer 136

Planning facilitates control

Question 137

Determine expected expenses for a fiscal year

Answer 137

Budgeting

Question 138

Prone to high competition

Answer 138

Hazards

Question 139

Efficient and effective

Answer 139

Proficient

Question 140

Planning the structure and management of the laboratory thatimplements the quality policies ensures quality performance

Answer 140

Organization

Question 141

Diligently planning the most important laboratory resource, ensures competent and motivated teams in implementing qualitymanagement systems

Answer 141

Personnel

Question 142

What is the most important laboratory resource?

Answer 142

Personnel

Question 143

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

Answer 143

Equipment

Question 144

Maintaining equipment must be done through what program?

Answer 144

Preventive Maintenance Program

Question 145

Planning reagents and supplies management in the laboratorycan produce cost savings ensures supplies and reagent availability

Answer 145

Purchasing and Inventory

Question 146

Planning the process control ensures quality control for testing,appropriate management of the sample, collection and handling,and method verification and validation.

Answer 146

Process Control

Question 147

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

Answer 147

Information Management

Question 148

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.

Answer 148

Documents and Records

Question 149

It is an error of an event that should not have happened.

Answer 149

Occurrence

Question 150

Planning for detecting and managing detect these problems oroccurrences, handling them properly, learning from mistakes and acting so that they do not happen again.

Answer 150

Occurrence Management

Question 151

A tool for examining laboratory performance and comparing it tostandards, benchmarks or the performance of other laboratories.

Answer 151

Assessment

Question 152

True or False: Planning assessment is done internally.

Answer 152

False (internally and externally)

Question 153

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

Answer 153

Process Improvement

Question 154

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.

Answer 154

Customer Services

Question 155

Planning for management of facilities and safety include what? (4)

Answer 155

SecurityContainmentSafetyErgonomics

Question 156

The process of preventing unwanted risks and hazards from entering the laboratory space.

Answer 156

Security

Question 157

This seeks to minimize risks and prevent hazards from leaving thelaboratory space and causing harm to the community.

Answer 157

Containment

Question 158

This includes policies and procedures to prevent harm to workers, visitors and the community.

Answer 158

Safety

Question 159

This addresses facility and equipment adaptation to allow safeand healthy working conditions at the laboratory site. Comfortablein handling equipments in different processes.

Answer 159

Ergonomics

Question 160

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

Answer 160

Management by Objectives

Question 161

Management by Objective (MBO) encourages… (3)

Answer 161

Discussion, Interaction, Commitment

Question 162

Arrange the following into a hierarchy (from highest to lowest).ProgrammesPoliciesObjectivesMissionBudgetsStrategiesRules and Procedures

Answer 162

MissionObjectivesStrategiesPoliciesRules and ProceduresProgrammesBudget

Question 163

Provides a framework in consistent and level by level planning

Answer 163

Hierarchy of Plans

Question 164

Organization’s purpose and philosophy

Answer 164

Mission

Question 165

Looking forward to the future

Answer 165

Envisioning

Question 166

The ultimate goal towards which the activities of the organization are directed

Answer 166

Objectives

Question 167

This must coincide with the mission and vision.

Answer 167

Objectives

Question 168

Who will check the alignment of the objectives to the mission andvision?

Answer 168

Quality Manager

Question 169

General program of action and deployment of resources

Answer 169

Strategies

Question 170

Who implements strategies?

Answer 170

Middle managers, Staff

Question 171

General statement or understanding which guide or channel thinking in decision making

Answer 171

Policies

Question 172

States a series of related steps or tasks to be performed in asequential way

Answer 172

Procedures

Question 173

Prescribes a course of action and explicitly states what is to bedone; more specific

Answer 173

Rules

Question 174

Statement of expected results expressed in numerical terms

Answer 174

Budget

Question 175

Comprehensive plan that includes future use of different resources

Answer 175

Program

Question 176

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

Answer 176

Strategic Planning

Question 177

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

Answer 177

Tactical Planning

Question 178

Detailed plan used to provide; Team, section or department; Very short-term (for the next 1 week to 1 year); Responsibility offirst-line managers

Answer 178

Operational Plans

Question 179

True or False: In the laboratory design, patients and patient samples must have common pathways.

Answer 179

FALSE

Question 180

True or False: Reception area for incoming patients should belocated as close as possible to the entry door

Answer 180

TRUE

Question 181

Access restriction may be done using ________ on door locksand ______________ for staff.

Answer 181

signs; identification badges

Question 182

Sample collection areas must be located near________________.

Answer 182

Reception Area

Question 183

True or False: There must be a separate sample areas for male and female

Answer 183

TRUE

Question 184

Reception area and sample collection room located at the patient’s entrance

Answer 184

Sample collection areas

Question 185

Separated from other sections of the lab but nearby testing areas

Answer 185

Sample processing areas

Question 186

True or False: The sample processing area must be separatedfrom other areas in the laboratory and must be near testing areas.

Answer 186

TRUE

Question 187

The area where samples are centrifuged, labeled, and coded.

Answer 187

Sample processing areas

Question 188

Bacteriology must be far from what laboratory section?

Answer 188

Histopathology

Question 189

Bacteriology must be near what section?

Answer 189

Clinical Miscroscopy

Question 190

True or False: Histopathology section must be well-ventilated because the section contains many toxic reagents that may possiblyproduce dangerous fumes.

Answer 190

TRUE

Question 191

True or False: Blood Bank must be placed far from the donatingarea to protect donors from hazards.

Answer 191

FALSE

Question 192

The communication system or LIS is part of what pathway?

Answer 192

Post-examination Pathway

Question 193

Efficient and reliable communication system and transferring of messages

Answer 193

Post-examination pathways

Question 194

Transferring of messages, Rechecking and Organizing of the results, and Release of results are under what pathway?

Answer 194

Post-examination Pathway

Question 195

What sections must be removed from the central area?

Answer 195

Short turn around time, More specialized safety protocols, Less volume

Question 196

How many rooms do molecular biology need?

Answer 196

2

Question 197

True or False: The blood bank and the critical care laboratory procedures should be readily accessible to the emergency room, operating room, and ICU.

Answer 197

TRUE

Question 198

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.

Answer 198

B. Planning reduces risks of uncertainties of man aging clinical labs

Question 199

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

Answer 199

C. Planning helps executive development and ensures good succession planning programs for the clinical lab

Question 200

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

Answer 200

E. Competitive and knowledgeable staff

Question 201

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

Answer 201

C. Good judgment, imagination, foresight, and experience

Question 202

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

Answer 202

D. The handling of emergency, unexpected problems, and management of risks in the clinical laboratory

Question 203

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

Answer 203

C. Materials are recycled

Question 204

Clean and dirty laboratory materials should never __________, and contaminated materials should be ___________

Answer 204

Cross; Isolated

Question 205

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.

Answer 205

TRUE

Question 206

True or False: The intra-laboratory traffic flow must be combined with the outside.

Answer 206

FALSE

Question 207

True or False: Provisions should be made for ambulatory patients and blood bank donors coming into the laboratory

Answer 207

TRUE

Question 208

Where should highly automated and manual processes be located?

Answer 208

Centralized in automated processing area

Question 209

Where should greater turn around time (TAT), less volumes, and special safety features be located?

Answer 209

Removed from the central area

Question 210

Requires dark room and proper ventilation

Answer 210

Fluorescence Microscopy

Question 211

Needs a dark room, separation due to ultraviolet illumination, and radiation

Answer 211

Ultraviolet illumination systems for DNA gel photography

Question 212

Must be readily accesible to emergency room, operating room, and ICU

Answer 212

Blood bank and critical laboratory procedures

Question 213

Must have accessibility to corridors and elevators

Answer 213

In-patient population

Question 214

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

Answer 214

Organizing

Question 215

It is the deployment of organizational resources in its efforts of achieving its short- and long-term goals

Answer 215

Organizing

Question 216

Division of Labor; Well defined authorit- Responsibility Relationships; Coordination; Substitution of Personnel

Answer 216

Characteristic of Organization

Question 217

T/F: When authority is delegated, responsibility is created

Answer 217

TRUE

Question 218

Concepts of Organization

Answer 218

Herd Concept, Man to Man Concept, The Social Concept

Question 219

“obey now, question later”; The subordinates follow the leader who yields exclusive power to decide and enforce unquestionable obedience in his subord

Answer 219

Herd Concept

Question 220

The organization sees the individual working, in terms of direct personal relation with his superior

Answer 220

Man to Man Concept

Question 221

The superior and subordinates are members of the team; The relationship is no longer man to man but man to his group

Answer 221

The Social Concept

Question 222

The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated

Answer 222

Organization Structure

Question 223

The visual representation of an organization’s structure

Answer 223

Organization Chart

Question 224

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

Answer 224

Work Specialization

Question 225

An unbroken line of authority that links all individuals in the organization and specifies who reports to whom

Answer 225

Chain of Command

Question 226

The formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes

Answer 226

Authority

Question 227

1. Authority is vested in organizational positions, not people. 2. Authority is accepted by subordinates. 3. Authority flows down the vertical hierarchy.

Answer 227

Authority-Responsibility-Delegation

Question 228

T/F: Authority is vested in people, not organizational positions

Answer 228

FALSE

Question 229

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.

Answer 229

Acceptance theory of authority

Question 230

Is the flip side of authority; The duty to perform the task or activity as assigned

Answer 230

Responsibility

Question 231

When managers have responsibility for task outcomes but little authority, the job is ________________

Answer 231

Possible but difficult

Question 232

T/F: When managers have authority exceeding responsibility, they may become tyrants, using authority toward frivolous outcomes

Answer 232

TRUE

Question 233

Is the mechanism by which authority and responsibility are brought to alignment

Answer 233

Accountability

Question 234

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

Answer 234

Accountability

Question 235

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

Answer 235

TRUE

Question 236

Is the process managers use to transfer authority and responsibility to positions below them in the hierarchy.

Answer 236

Delegation

Question 237

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

Answer 237

TRUE

Question 238

A form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates.

Answer 238

Line authority

Question 239

A form of authority granted to staff specialists in their area of expertise.

Answer 239

Staff authority

Question 240

The number of employees reporting to a supervisor; also called span of control / management ratio

Answer 240

Span of Management

Question 241

A management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.

Answer 241

Tall structure

Question 242

A management structure characterized by an overall broad span of control and relatively few hierarchical levels.

Answer 242

Flat structure

Question 243

1. Work performed by subordinates is stable and routine.
2. Subordinates perform similar work tasks.
3. Subordinates are concentrated in a single location.
4. Subordinates are highly trained and need little direction in performing tasks.
5. Rules and procedures defining task activities are available.
6. Support systems and personnel are available for the manager.
7. Little time is required in nonsupervisory activities such as coordination with other departments or planning.
8. Managers’ personal preferences and styles favor a large span.

Answer 243

Factors contributing to less supervisor involvement and favor larger spans of control

Question 244

Is a diagram (chart) that identifies the major operational units of an organization and their attending job position

Answer 244

Organizational Charts

Question 245

It is the single most concise representation of the organization and provides an important means of managing and monitoring all its activities.

Answer 245

Organizational Charts

Question 246

One position should have span of control of how many positions?

Answer 246

4-12

Question 247

____ if functions are similar; ___ if functions are dissimilar

Answer 247

12; 4

Question 248

It is the filling of positions in the organization through recruitment, selection, placement, promotion, appraisal, compensation, and training; Major management responsibility

Answer 248

Staffing

Question 249

Who said that staffing is an efficient and effective selection,grouping and utilization of personnel

Answer 249

Koontz, O’Donnell, Heinz Weihrich

Question 250

Is a written declaration of a given job position

Answer 250

Job Description

Question 251

How do job description supplements organizational charts?

Answer 251

1. Providing definition to all position
2. Identify operational duties and responsibilities and
3. Salary classification and order to job performance

Question 252

Represents the requirements for employment in a given job

Answer 252

Job Specification

Question 253

It provides the organization with the personnel requirements considered to match most efficiently with the demands of each job

Answer 253

Job Specification

Question 254

Job Title
Job Location
Job Summary
Reporting to working conditions
Job Duties
Machines to be used
Hazards

Answer 254

Job Description

Question 255

Qualifications
Experience
Training
Skills
Responsibilities
Emotional Characteristics
Sensory Demands

Answer 255

Job Specification

Question 256

The arbitrary but firmly established practice of eight-hour shifts serve as the usual method of dividing twenty-hour period

Answer 256

Work Schedule

Question 257

The largest number of personnel are scheduled during __________

Answer 257

1st eight period

Question 258

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

Answer 258

FALSE

Question 259

One should strive for ____________ in every position so that at least two people know every job on every shift

Answer 259

Two Deepness

Question 260

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

Answer 260

C

Question 261

No more than ____ consecutive working days for each individual

Answer 261

5

Question 262

Provide _____ consecutive days off, except in the rare case where the individual prefers split days off

Answer 262

2

Question 263

Post schedules at least _______ weeks in advance, even more if possible

Answer 263

3

Question 264

The location of decision authority near top organizational levels.

Answer 264

Centralization

Question 265

The location of decision authority near lower organizational levels.

Answer 265

Decentralization

Question 266

Greater change and uncertainty in the environment are usually associated with ___________.

Answer 266

Decentralization

Question 267

T/F: The amount of centralization or decentralization should fit the firm’s strategy

Answer 267

TRUE

Question 268

The basis on which individuals (positions) are grouped into departments and departments into the total organization.

Answer 268

Departmentalization

Question 269

The grouping of positions into departments based on similar skills, expertise, and resource use.

Answer 269

Functional structure

Question 270

An organization structure in which departments are grouped based on similar organizational outputs.

Answer 270

Divisional structure

Question 271

An organization structure that uses functional and divisional chains of command simultaneously in the same part of the organization.

Answer 271

Matrix approach

Question 272

A group of employees from various functional departments that meet as a team to resolve mutual problems.

Answer 272

Cross-functional teams

Question 273

An organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization

Answer 273

Virtual network structure

Question 274

The functional, divisional, and matrix are traditional approaches that rely on the _____________ to define departmental groupings and reporting relationships along the hierarchy.

Answer 274

Chain of command

Question 275

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.

Answer 275

FALSE

Question 276

Advantage: Efficient use of resources, economies of scale in-depth skill specialization and development. Top manager direction and control

Answer 276

Functional

Question 277

Disadvantage: Poor communication across functional departments, Slow response to external changes, lagging innovation, Decisions concentrated at top of hierarchy, creating delay

Answer 277

Functional

Question 278

Advantage: Fast response, flexibiltiy in unstable environment; Fosters concern for customer needs; Excellent coordination across functional departments

Answer 278

Divisional

Question 279

Disadvantage: Duplication of resources across divisions; Less technical depth and specialization; Poor coordination across divisions

Answer 279

Divisional

Question 280

Advantage: More efficient use of resources than single hierarchy; Flexibility, adaptability to changing environment; Interdisciplinary cooperation, expertise available to all divisions

Answer 280

Matrix

Question 281

Disadvantage: Frustration and confusion from the dual chain of command; High conflict between two sides of the matrix; Many meetings, more discussion than action

Answer 281

Matrix

Question 282

Advantage: Reduced barriers among departments, increased compromise; Shorter response time, quicker decisions; Better morale, enthusiasm from employee involvement

Answer 282

Team

Question 283

Disadvanatage: Dual loyalties and conflict; Time and resources spent on meetings; Unplanned decentralization

Answer 283

Team

Question 284

Advantage: Can draw on expertise worldwide; Highly flexible and responsive; Reduced overhead costs

Answer 284

Virtual network

Question 285

Disadvanatage: Lack of control; weak boundaries; Greater demands on managers; Employee loyalty weakened

Answer 285

VIrtual network

Question 286

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

Answer 286

Coordination

Question 287

A temporary team or committee formed to solve a specific short- term problem involving several departments.

Answer 287

Task force

Question 288

A person responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project.

Answer 288

Project manager

Question 289

Is the process which an existing organization undergoes that brings about changes in the size and shape of the organization structure

Answer 289

Reorganization

Question 290

Two main reasons for reorganization

Answer 290

Growth and Adaptation

Question 291

The radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.

Answer 291

Reengineering

Question 292

An organized group of related tasks and activities that work together to transform inputs into outputs and create value.

Answer 292

Process