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Lab Management > Part 2 > Flashcards

Part 2 Flashcards

1
Q

• refers to the process of structuring and organizing tasks, responsibilities, and roles within a job or position

A

JOB DESIGN

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2
Q

THREE COMMON APPROACHES TO JOB DESIGN

A
  1. JOB ENLARGEMENT
  2. LOB ENRICHMENT
  3. JOB ROTATION
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3
Q

→ Expanding the scope of a job by adding tasks or responsibilities at the same level of skill and responsibility

A

JOB ENLARGEMENT

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4
Q

→ Assigning workers additional same level activities, thus increasing the number of activities they perform.

A

JOB ENLARGEMENT

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5
Q

The goal of this design is to reduce monotony and increase variety in the work - so employees are efficient in working

A

JOB ENLARGEMENT

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6
Q

→ Leads to higher job satisfaction and motivation

A

JOB ENLARGEMENT

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7
Q

→ Make the job more challenging and fulfilling by proving employees with opportunities for skill development, greater autonomy in decision making, and a sense of ownership over their work

A

LOB ENRICHMENT

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8
Q

→ Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.

A

LOB ENRICHMENT

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9
Q

→ This provides employees a broader prospective of the organization; this would prevent job stagnation or burnout -employees are not bored

A

JOB ROTATION

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10
Q

→ Periodically moving employees from position to position through different roles within the organization

A

JOB ROTATION

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11
Q

→ Moving a trainee from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company

A

JOB ROTATION

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12
Q

• Serves as a tool for leaders and maangers to assess their leadership style and identify areas for improvement
• Emphasizes the concern for production and concern for people

A

BLAKE-MOUTON’S MANAGERIAL GRID

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13
Q

• leader lays more emphasis on the personal needs of the subordinates and give less attention to the output

• friendly and comfortable working environment

A

Country club management (1,9)

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14
Q

• leader is more concerned with the production and lay less emphasis on the personal needs of his subordinates

• the output in the short run may increase drastically, but there
could be a high labor turnover

A

Task/Produce-or-perish management (9,1)

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15
Q

• minimal concern for both the people and production (laissez-faire)

• function merely to preserve their jobs and seniority

A

Impoverished management (1,1)

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16
Q

• most effective leadership style wherein the leader takes both people and production hand in hand

A

Team management (9,9)

17
Q

• leader focuses on an adequate performance through a balance between the work requirements and satisfactory morale

• the organization land up to an average performance

A

• Middle of the road (5,5)

18
Q

• the degree to which individuals feel positively or negatively about their jobs

A

JOB SATISFACTION

19
Q

• Common causes of job dissatisfaction (Forbes)

A

• Micromanagement: no autonomy
• Lack of progress: employees want to feel the work matters
• Job insecurity: unstable companies
• No confidence on leaders
• Lack of recourse for poor performance
• Poor communication
• Unpleasant coworkers
• Boredom: no fulfillment

20
Q

FRAMEWORK OF JOB DISSATISFACTION
EVLN

•: leaving the organization

•: active and constructive attempt to improve conditions (discussions, suggestions, union activity)

•: passively but optimistically waiting (speaking up and trusting the management)

•: passively allows conditions to worsen (absenteeism, lateness, reduced effort, increased errors)

A

Exit

Voice

Loyalty

Neglect

21
Q

Collection and management of information from one or more sources and the distribution of that information to an audience

A

COMMUNICATION

22
Q

COMMUNICATION BARRIERS

A

Filtering
Selective perception
Information overload
Emotions
Language
Physical barrier
Personal barrier

23
Q

• Planned operation of information to make it more favorable to the receiver

A

Filtering

24
Q

Receiving communication is selected by the receiver depending on their background, experience, needs, or motivation

A

Selective perception

25
Q

The receiver can’t understand the message to the massive amount of information

A

Information overload

26
Q

The emotions of the receiver during the relay of information can affect the
transmission (happy, sad, afraid)

A

Emotions

27
Q

Words have different meanings to different people (cultural background)

A

Language

28
Q

Noise, distance, improper time

A

Physical barrier

29
Q

• Attitude of superiors, ignoring the juniors, poor listening skills, egotism

A

Personal barrier

30
Q

BULLYING IN THE LABORATORY

Requires conflict resolution

A

• Good communication skills
• Mediation strategies
• Practical interventions

31
Q

• Excessive and prolonged stress
• Feeling overwhelmed, emotionally drained, and unable to meet constant demands
• A major occupational syndrome

A

BURNOUT

32
Q

• Major factor in low morale, absenteeism, and high job turnover

A

BURNOUT

33
Q

• Common reasons of BURNOUT

A

• Pressure for immediate results
• Limited mobility
• Low pay
• Limited authority

34
Q

• May lead to feelings of sadness and depression

A

Burnout

35
Q

Mediation strategies of BULLYING

A

• Problem-solving
• Mediation and negotiation
• Follow-up and monitoring
• Documentation

36
Q

Practical interventions of BULLYING

A

• Training and creating a safe working environment

37
Q
  • Moving a trainee from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company
A

Job rotation

38
Q
  • Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition.
A

• Job enrichment

39
Q
  • Assigning workers additional same level activities, thus increasing the number of activities they perform.
A

Job enlargement

Lab Management (18 decks)

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