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Laboratory Management > Organizing and Staffing the Laboratory > Flashcards

Organizing and Staffing the Laboratory Flashcards

1
Q

It is the process of identifying and grouping the work to be performed, defining and delegating responsibility and authority and establishing relationship for the purpose of enabling the people to work most effectively together in accomplishing objectives.

A

organizing

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2
Q

It is a collection of people working together under a defined structure for the purpose of achieving a predetermined outcome

A

organization

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3
Q

Characteristics of Organizational Systems:

A

Primary task
Hierarchy of system
Open system
Equilibrium
Self-regulation

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4
Q

defined duties that are necessary because of the nature of system’s products or services

A

Primary task

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5
Q

the process of whereby self contained subsystems develop within a parent
organization such as a laboratory within a hospital

A

Hierarchy of system

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6
Q

systems that interact with their environment by both receiving and delivering product services

A

Open system

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7
Q

a state of stability within and between the system and its environment

A

Equilibrium

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8
Q

the feedback process by which the system monitors performance and provides information to its members

A

Self-regulation

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9
Q

Open Systems Model parts

A

Input mechanism
Transformation
Output mechanism

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10
Q

process through which needed resources are
acquired and replaced

A

Input mechanism

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11
Q

the internal process whereby resources received through the input channels are converted into the products and services produced by the organization.

A

Transformation

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12
Q

the process of delivering the goods and
services produced to the external environment.

A

Output mechanism

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13
Q

Congruence Model parts

A

Formal Organization
Informal Organization
People
Work

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14
Q

the officially sanctioned lines of authority assigned by the owners of the organization, with the authority and responsibility to carry out the organization’s designed duties.

A

Formal organization

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15
Q

Alliances that form outside the boundaries of the formal organization from the interaction
and allegiance of people with common interests.

A

Informal organization

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16
Q

workforce or staff who perform their duties and responsibilities.

A

People

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17
Q

the division of tasks so that everyone is
indispensable.

A

Work

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18
Q

It is the process of constructing and adjusting an organization’s structure to achieve its business strategy and goals.

A

organizational design

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19
Q

It is linking of departments and jobs within the
organization.

A

organizational structure

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20
Q

ORGANIZATIONAL DESIGN &
STRUCTURE parts

A

Functional component
Self-contained component
Matrix component
Network Component

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21
Q

It is the hierarchal organizational levels (table of organization)

A

Functional component

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22
Q

is arranged along a common platform.

A

Self-contained component

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23
Q

It shows the different areas of work and person assigned as section head.

A

Matrix component

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24
Q

consists of units or realignment of work to reduce duplication and expand revenue generating services

A

Network Component

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25
Q

It is the diagram or chart that identifies
the major operational units of an organization and their attending job position

A

Table of Organization or
Organizational Chart

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26
Q

ELEMENTS OF LABORATORY
ORGANIZATION

A

1.Level of authority
2.Level of communication
3.Division of work

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27
Q

is the legal right to command actions by
others and to enforce compliance

A

Authority

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28
Q

Authority can be divided into two kinds

A

position authority
personal authority

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29
Q

derived from holding the position

A

position authority

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30
Q

derived from characteristics of a leader

A

personal authority

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31
Q

is the temporary assignment of authority and responsibility to perform a duty normally

A

Delegation of authority

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32
Q

It goes with responsibility

A

Level of authority

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33
Q

refers to the ways people communicate with each other (transfer of information in the organization)

A

Level of communication

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34
Q

is the designated function of a department
head to divide and delegate tasks or workload to avoid confusion and complications

A

Division of work

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35
Q

TYPES of AUTHORITY

A

Line Authority
Staff Authority
Line and Staff Authority

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36
Q

is the relationship in which superior exercises direct supervision over a subordinate.

A

Line Authority

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37
Q

is advisory service that comes from outside the chain of command. It helps line people work efficiently.

A

Staff Authority

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38
Q

is a concept that most organizations employ in designing organizational structure.

A

Line and Staff Authority

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39
Q

PRINCIPLES OF ORGANIZATIONAL
STRUCTURE AND AUTHORITY

A

Departmentalization
Decentralization
Scalar principle
Span of control
Exception principle

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40
Q

Related activities are grouped together to expedite the production process, that is specialization.

A

Departmentalization

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41
Q

Each individual must have only one head

A

Unity of command

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42
Q

The decision-making process is brought as close to those who are actually performing the work as possible.

A

Decentralization

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43
Q

Supervision should be a linear system providing a direct vertical link from the board of directors to the lowest level worker

A

Scalar principle

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44
Q

There is a definable limit to the number of
people one person can effectively supervise, within the limits of specific work condition

A

Span of control

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45
Q

only significant deviations from normally expected results or conditions are brought to the attention of a supervisor for consideration and decision

A

Exception principle

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46
Q

is a collection of tasks, duties and responsibilities assigned to an individual
worker

A

Job

47
Q

is the process of organizing work into jobs

A

Job design

48
Q

is the process of collecting and analyzing information about tasks, work flow and jobs being done in an organization so that job descriptions, work standards and performance
appraisal systems can be developed.

A

Job analysis

49
Q

It not only defines and provides a baseline for the performance tasks of the employee, but it defines the employee’s interactions with people and how the position is integrated into the entire organization

A

JOB DESCRIPTION

50
Q

JOB DESCRIPTION includes

A

a. Title of the organization
b. Job Title
c. Job specifications.
d. Summary of duties for the position
e. Reporting relationships or authority level.
f. Preparer
g. Date of preparation and activation
h. Approval signatures

51
Q

It includes Name of the facility, location,
department, and sections.

A

Title of the organization

52
Q

It is the heart of the document of a job description

A

Summary of Duties for the position

53
Q

This is the position summary.

Represents the requirement for employment of a given job

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

A

JOB SPECIFICATION

54
Q

It should be prepared after studying the job description

A

JOB ADVERTISEMENT

55
Q

Key elements of a job advertisement include the following points

A

a. Title of job
b. Location of job
c. Brief description of job
d. Brief description of the company/organization
e. The minimum requirement
f. Additional comments
g. How to apply
h. Deadline for application
i. Equal opportunity statement

56
Q

is one of the most prominent duties of a
laboratory manager

A

Preparing a schedule

57
Q

represents the operational plan for the immediate future encompasses work on job design and analysis, labor budget, prediction of
current testing volume

A

Posted schedule

58
Q

long term effort reflected in job descriptions and the budgeting process

A

Staffing process

59
Q

represents the application of the plan for
everyday operations of the laboratory

A

Release of the schedule

60
Q

the process of matching the number and types of people with jobs that meet the goals and structure of the organization

A

STAFFING

61
Q

STAFFING is done by:

A

a. Identification of workforce requirement
b. Inventory of people available
c. Recruitment and selection
d. Promotion of staff
e. Appraisal
f. Planning career of employees
g. Training and development

62
Q

Ensures that the lab has appropriate personnel to deliver a timely, high quality service that meets the needs of its patients

A

STAFFING

63
Q

Staffing must address the following

A

1.Set the type of personnel needed by the laboratory
2.Determine the number and placements of each type needed
3.Ensure that the staff is suitably trained to perform its duties
4.Project long-term variation in personnel needs

64
Q

The type of personnel needed to staff a laboratory depend on

A

1.Technological and analytical complexity of procedures
2.Amount of supervision and support available
3.Testing volume or workload
4.Analytical throughput or turnaround time expectations
5.Equipment, instrumentation and Computer technology available

65
Q

Important aspect of staffing employees are

A

properly trained to
perform assignments

66
Q

Training personnel to staff the laboratory begins with_______ and follows through _____________

A

arrival (orientation)

employee development programsP

67
Q

Performance training ensures

A

A. Competency
B. Availability
C. Continual growth

68
Q

Data from which workload projections may come from

A

Historical records
Analysis of future trends
Analysis of foreseeable changes

69
Q

productivity and financial data (basis for current staffing requirement and preparation of schedule)

A

Historical records

70
Q

based on an examination of past and current
testing volume to detect tests gaining popularity, becoming obsolete, or giving way to alternative

A

Analysis of future trends

71
Q

resulting from the introduction of new procedures, discontinuance of old test, acquisition of new instruments, changes in medical staff and availability of new service

A

Analysis of foreseeable changes

72
Q

Builds on staffing information and focuses on matching people on a day-to-day basis with the fluctuating workload of the laboratory.

A

SCHEDULING

73
Q

Preparing a schedule can be:

A

*Routine
*Challenging

74
Q

Scheduling major part of

A

directing and controlling

75
Q

Issues and Factors Influencing
Schedule Decisions

A

Availability of Staff
Type and Volume of work
Workplace

76
Q

time and amount of shifts that have become the custom in all institutions that
require around the clock staffing

A

Three 8-hour shifts

77
Q

sets overtime pay when exceed 80 hours in a 2
week calendar period or work more than 8 hrs in a single day

A

8/80 hour rule

78
Q

sets overtime when work is more than 40 hours in a 7 day calendar period

A

40 hour rule

79
Q

Most easily defined as a standard 8-hour shift

A

Traditional Work Schedule

80
Q

Traditional Work Schedule amount of shifts

A

40-hour work week: 5 days on and 2 days off

81
Q

8/80 hour work cycle

A

10 days on and 4 days off during 2
week calendar period

82
Q

Traditional Work Schedule Advantages

A

Presents a three-shift package that fit into the 24 hour day

Aligned with the standard work philosophy of society: 8 hrs of duty, 5 days work, 2 days off
covered with a regular core staff and supplemented with other personnel

offers stability and continuity

83
Q

Traditional Work Schedule Disadvantage

A

Discourages and restricts flexibility and individualization

Tend to build a staff whose identity and skills are tied to a particular work area or group and discourages interaction and cooperation between different sections of lab.

84
Q

driven by the needs of the hospital to meet the changing nature of its patient population and to aid in the recruitment and retention of its workforce

A

Alternative Work Schedule

85
Q

o10- to 12- hour shifts spread over 3 to 4 days

o7 days on, 7 days off

oEmployees work double (16 hour) shifts during certain weekdays or seasonal periods in exchange of day offs

A

Compressed Work Cycle

86
Q

Employees are required to be on the job during a core period but allowed to establish own arrival and departure depending on
personal needs and demands of the workload

A

Flexible Working Hours

87
Q

Occurs when two or more persons are responsible for a job that is normally performed by a single employee

Each employee take full responsibility for the total job and all
duties

Shares the benefits due a full-time employee

A

Job sharing

88
Q

Staff can be classified as payroll status employees which means
they can be exempted from the restraints by the overtime provisions of
wage and salary laws

A

Exempt and professional status

89
Q

is setting the pace in the work at home
movement

A

Cytotechnology

90
Q

Includes not only satellite labs but point of care testing at the patient’s bedside which may be in another facility (nursing home or patient home)

A

Off-site testing

91
Q

Opportunity of laboratorians to work away from the traditional laboratory

Ex. Technical consultants to lab in physician’s offices

A

Freelance employment

92
Q

STEPS IN MAKING SCHEDULE

A

1.Select type of schedule
2.Establish staffing levels
3.Develop staffing personnel pool
4.Determine format, terminology and schedule keys
5.Set posting time frame
6.Prepare skeleton stage
7.Complete routine scheduling stage
8.Fill in gaps
9.Post schedules

93
Q

TYPES OF SCHEDULE

A

Attendance
Work assignments
Combination

94
Q

give the station or section in which the
laboratorian is to work on a day

A

Work assignments–

95
Q

showing who is working and who is off

A

Attendance

96
Q

Determine staffing requirements for shifts with specific number and type of personnel needed

A

Staffing levels

97
Q

must be larger than the number personnel needed

A

Staffing pool

98
Q

working draft that includes weekends and
requested time off.

Serve as a working document in which the supervisor notes any changes and requests that will influence the final schedule

A

Skeleton schedule

99
Q

This phase follows a set of pattern marking Xs and Os

A

Routine Stage

100
Q

These can be caused by unexpected resignations, dismissals, last
minute request for time off and illness

A

Filling in the Gaps

101
Q

person who is able to work in many sections
of the lab and is assigned according to fluctuating daily and hourly workload needs

A

Floaters

102
Q

Persons most amendable to floater situations

A

part-timers
and temporary personnel

103
Q

technical and clerical assistants who do tasks traditionally performed by a professional (e.g. phlebotomists, nurses, clerical staffs)

A

Professional Extenders

104
Q

Concerns the actual live, ongoing processing of the work in laboratory

A

MICROMANAGEMENT OF WORKFLOW

105
Q

Two kinds of prioritization:

A

Ranking of workload by factors
Bulk or bottleneck management

106
Q

based on factors such as clinical urgency and patient throughput

A

WORKLOAD PRIORITY

107
Q

all of the work must pass through this narrow point before reaching the internal production machinery of the organization

A

BULK or BOTTLENECK MANAGEMENT

108
Q

individual specimen that require unusually large amounts of time often holding up completion of other samples

A

bottlenecks

109
Q

Must be handled in the same framework as all behaviour and performance problems, following closely to corrective action policies of the institution

A

ABSENTEEISM MANAGEMENT PLAN

110
Q

l is a systematic and periodic process of measuring an individual’s work performance
against the established requirements of the job

A

performance appraisal

111
Q

Issues in Organizing

A

Re-Organization
Re-engineering
Benchmarking

112
Q

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

A

Re-Organization

113
Q

is the reorganizing work processes in an
organization

A

Re-engineering -

114
Q

is a process whereby the best process in one
organization is modified to fit similar processes in another organization

A

Benchmarking

Laboratory Management (4 decks)

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