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Laboratory Management > Preliminary > Flashcards

Preliminary Flashcards

1
Q

is working with and through people to accomplish a common mission.

A

Management

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2
Q

has been called “the art of getting things done through people”.

A

Management

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3
Q

a distinct process consisting of planning, organizing, actuating (leading), and controlling, which are performed to determine and accomplish objectives using people and resources.

A

Management

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4
Q

the effective motivation of men and the efficient utilization of resources for the attainment of a pre-determined objective

A

Management

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5
Q

a goal that the organization or sub-unit expects to accomplish.

A

Mission

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6
Q

needed to direct the team toward a goal.

A

Authority

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7
Q

includes people, equipment, supplies, and money.

A

Resources

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8
Q

for achieving the goals assigned

A

responsibility

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9
Q

for using the established resources.

A

Accountability

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10
Q

What are the five ingredients and/ or conditions necessary for management to succeed:

A

Mission
Authority
Resources
Responsibility
Accountability

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11
Q

The activities in clinical laboratories are divided into four categories.
what are those?

A

Administration
Patient care service
Research
Teaching

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12
Q

a mental effort by which executives anticipate the possible causes or factors that may affect or change the activities and objectives of a particular organization.

A

Planning

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13
Q

is the grouping together of men and establishing a relationship among them, defining the authority and responsibility to the personnel who are to perform the work to use maximum advantage of the laboratory’s material resources in the attainment of a common objective.

A

Organizing

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14
Q

refers to the way of getting all personnel in an organization to accomplish what management desires. It is telling what each man should do and making him like doing it. It involves both motivation and communication.

A

Directing

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15
Q

means checking the work accomplished against plans or standards, and adjusting or corrections when new developments or unforeseen circumstances necessitate. The bases for controlling are standard quantity, standard quality, standard cost, and standard time.

A

Controlling

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16
Q

Three aspects are involved namely in controllling:

A

Planned Performance
Measure of Actual Performance
Corrective Measures

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17
Q

-Forecasting
-Determination of objectives
-Policy formulation
-Preparation of programs, policies, procedures, budget, and rules.
-Anticipating and preparing for innovations

A

Planning

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18
Q

-Identification and grouping of work.
-Establishment of relationships taking into consideration the organizations’ principles such as:
-Unity of command
-Limited span of control
-Delegation of responsibility
-Homogenous assignment
-Integration of work

A

Organizing

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19
Q

-Effective utilization of executive ability using the rule of exemption
-Coordination of the different activities of the organization
-Securing adequate communication
-Good personnel management

A

Directing

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20
Q

-Determination of performance standards
-Measurement of performance
-Interpretation of performance
-Corrective action for deviations from standards or goals

A

Controlling

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21
Q

It is a leader who is responsible for directing, organizing, and controlling the work and personnel of a business.

A

Manager

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22
Q

As a leader of the organization, managers are required to play basic roles such as:

A

Person
Servant
Representative

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23
Q

The manager is first and foremost a person. Like other people, have similar fears, dreams, hopes, difficulties, potentials, expectations, and weaknesses as well. There seemed to be a “natural leader” with inborn skills.

A

as a Person

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24
Q

Managers must become a supporter of their staff and provide the means for the staff to meet the needs of their patients and customers. It is necessary for the organization to function well.

A

as a Servant

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25
Q

The manager is a paid representative of the owners to the people, they supervise and present their concerns to the owners.

A

as a Representative

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26
Q

is an individual whose job is to guide the organization to attain its objectives. Who performs the function of planning, organizing, directing, and controlling the work of his subordinates.

A

Manager

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27
Q

directs the affairs of an organization by establishing goals and priorities that determine the direction the organization will take.

A

Director

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28
Q

This might not directly supervise or manage in the technical sense since his role is primarily one of broad policymaking.

A

Director

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29
Q

It is commonly confused with director, administrator, and supervisor.

A

Manager

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30
Q

runs an organization within the framework of the various directives and policies given to him.

A

Administrator

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31
Q

oversees the activities of others to get them to accomplish specific tasks or to perform scheduled activities most efficiently.

A

Supervisor

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32
Q

takes charge of the management or oversees the functioning of an activity to achieve a set of goals or purposes. His strength is in his ability to use all his resources to get things done properly. Everyone who has responsibility for a section, an office, a laboratory, or any activity- functions as a manager.

A

Manager

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33
Q

WHAT ARE THE FIVE (5) ESSENTIAL CHARACTERISTICS OF A MANAGER

A
  1. Motivation
  2. Vision
  3. Decidion
  4. Good health
  5. Humility
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34
Q

an outgrowth of management science which views the organization as a continuous process interaction among itself and its environment.

A

System Analysis

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35
Q

focuses on the performance and interaction of people within the organization. This approach uses concepts of psychology and sociology.

A

Bureaucracy science

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36
Q

study the origin of this theory (bureaucy science)

A

Elton Mayo (1880-1949)

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37
Q

developed the assumptions of the basic nature of men.

A

Douglas McGregor (1906-1964)

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38
Q

encouraged managers to be supportive in their relationships.

A

Rensis Likert (1903-1981)

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39
Q

managers should encourage a climate of cooperation.

A

Barnard

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40
Q

examines the organizational aspects of the laboratory and its workflow to explain how institutions function and how to improve their structural process. Management principle that stems from this is the “scalar principle” which deals with the chain of command in an organization and states that each person should always have one boss.

A

Bureaucracy management

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41
Q

concept of specialization (Bureaucracy management)

A

Adam Smith (1723-1790)

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42
Q

concept of efficiency and effectiveness. (Bureaucracy management)

A

Peter Drucker (1909-2005)

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43
Q

a scientific or systemic approach to the study of organizations. This concept applies the concept of cause-and-effect analysis.

A

Scientific management

44
Q

management is an orderly process of tasks and duties of which planning is the most important.

A

Henri Fayol (1841-1925)

45
Q

the father of scientific management where he broke down each task into segments that could be analyzed for ways to improve efficiency.

A

Frederick Taylor (1856-1915)

46
Q

developed method analysis. The performance standard used by the College of American Pathologists is dependent on this.

A

Frank Gilbert (1868-1915)

47
Q

pointed out that management is coordination.

A

Mary Parker Follet (1868-1933)

48
Q

introduced the role of the management consultant and attempted to classify and codify the work done on management theories.

A

Lyndall Urwick (1891-1983)

49
Q

WHAT ARE THE FOUR (4) MAJOR MANAGEMENT THEORIES

A
  1. Scientific Management
  2. Bureaucracy Management
  3. Bureaucracy Science
  4. Systems Analysis
50
Q

This idea (MBO) was first introduced by _________ in the _______, it incorporates the principles of planning, operating, directing, and controlling and provides a mechanism to bring these concepts into everyday practice.

A

Peter Drucker
1960s

51
Q

The heart of the MBO is _______________

A

setting objectives

52
Q

MBO means…

A

Management By Objectives

53
Q

The core of the MBO is _________

A

communication

54
Q

5 CHARACTERISTICS OF OBJECTIVES IN MBO PROGRAMS

A
  1. Follow well-thought-out plans and long-term goals.
  2. Be based on a collaborative agreement between manager and employee.
  3. Be within the power of the individual to accomplish.
  4. Be person specific.
  5. Be measurable.
55
Q

Individually, although the objective is the same for employees with similar jobs, objectives should be customized so that members understand their roles in meeting the mission of the organization.

A

Be person specific.

56
Q

Although objectives are short-term by nature, they should not be set according to aimless, arbitrary, and hastily decisions.

A

Follow well-thought-out plans and long-term goals.

57
Q

This provides accountability and ownership of the objective by the manager and employee as well. They should identify and accept the expected result.

A

Be based on a collaborative agreement between manager and employee.

58
Q

Objectives must be realistic and attainable, yet at the same time encourage employees to reach their potential.

A

Be within the power of the individual to accomplish.

59
Q

This is the way of knowing when the objectives have or have not been accomplished.

A

Be measurable.

60
Q

Management often called the unseen force; its presence is evidenced by the results of its efforts – motivation among employees, discipline in the group, high productivity, adequate surplus, etc.

A

Management is Intangible

61
Q

Management can neither be replaced nor substituted by anything else. Even the computer, a wonderful invention of the twentieth century, can only aid but not replace management.

A

Management is Indispensable

62
Q

Managers focus their attention and efforts on bringing about successful action. Successful managers have an urge for accomplishment. They know when and where to start, what to do to keep things moving, and how to follow a goal-oriented approach.

A

Management is Goal-oriented.

63
Q

Management is sometimes defined as “getting things done through others’ efforts. “Besides the manager of a firm, there may be accountants, engineers, system analysts, salesmen, and a host of other employees working but it is the manager’s job to integrate all their activities. Thus, it can well be said that participation in management necessitates relinquishing the normal tendency to perform all things oneself and getting tasks accomplished through group efforts.

A

Management is Accomplished Through the Efforts of Others

64
Q

Wherever there is management, there is a purpose. Management deals with the achievement of something definite expressed as a goal or objective. Management success is commonly measured by the extent to which objectives are achieved. Management exists because it is an effective means of getting the necessary work accomplished.

A

Management is Purposeful

65
Q

It is usual to associate management with a group. Although people as individuals manage many personal affairs, the group emphasis on management is universal. Every enterprise entails the existence of a group to achieve goals. It is now established that goals are achieved more readily by a group than by any one person alone.

A

Management is Associated with Group Efforts

66
Q

7 Features of Management

A
  1. Management is Associated with Group Efforts
  2. Management is Purposeful
  3. Management is Accomplished Through the Efforts of Others
  4. Management is Goal-oriented.
  5. Management is Indispensable
  6. Management is Intangible
  7. Management can Ensure a Better Life
67
Q

4 SPECIFIC SKILLS OF A MANAGER (MANAGEMENT SKILLS:

A
  1. Organizational skills
  2. People skills
  3. Financial management skills
  4. Technical skills
68
Q

conceptualizing and applying the management process, systemizing workflow, making decisions, and communicating with co-workers.

A

Organizational skills-

69
Q

the ability to put in operational parameters (lab results/ service) the physical resources (supplies, equipment, facilities).

A

Technical skills

70
Q

the ability to account and use and use the assets of the company effectively.

A

Financial management skills

71
Q

ability to manage people well, understanding their needs, and work motivation necessary to accomplish the goals of the individual and the organization.

A

People skills

72
Q

is the ability to get things done correctly. It is an “input-output” concept. An efficient manager is one who achieves output or results that measure up to the inputs (labor, reagents, supplies, equipment, and time) used to achieve them.

A

Efficiency

73
Q

is the ability to choose appropriate objectives. An objective manager is one who selects the right things to get done.

A

Effectiveness

74
Q

He argued that a manager’s performance can be measured in terms of two concepts: efficiency and effectiveness. As he puts it, efficiency means “doing things right” and effectiveness means “doing the right thing”.

A

Peter Drucker

75
Q

the manager’s value is in direct proportion to his ability to motivate himself and his workers.

A

Motivation

76
Q

every manager is a supervisor. The word supervision carries the connotation of someone possessed with super vision; hence, one capable of seeing over and beyond the obvious.

A

Vision

77
Q

a manager who cannot decide must yield authority to one who can.

A

Decision-making ability

78
Q

it embodies more than physical fitness. It means living a balanced life physically, emotionally, and spiritually as the best antidote to tensions, illustrations, strains, and effort.

A

Good health

79
Q

this implies the recognition that we have shortcomings that we are not self-sufficient, and that we need the help of our subordinates just as much as they need our help.

A

Humility

80
Q

What makes a good manager?

The qualities that top management contenders possess have been described as follows:

A

-Appearance
-Personality Style
-Articulateness
-Energy, drive, and ambition
-Positive attitude
-Thoughtfulness
-Overall composure
-Aura-leadership
-Bright, informed, and a bit of sparkle
-Breadth of interest

81
Q

Without being at the least pedantic, you can learn a little about many fields- art, music, architecture, politics, travel, language, economics, literature, etc.

A

Breadth of interest

82
Q

if you are intelligent and well-rounded, you will come across as such. A degree of honor adds sparkle.

A

Bright, informed, and a bit of sparkle

83
Q

an erect carriage, a head held high, an agreeable manner, and self-confidence connote leadership qualities. You must be sure of yourself to lead others. It is important that you inspire trust and are likable.

A

Aura-leadership

84
Q

the nail bitter, hair twirler, foot tapper, or chain smoker goes beyond an initial interview unless his or her credentials are so outstanding that allowances can be made for nervous habits.

A

Overall composure

85
Q

no one wants a “yes” man. An intelligent man and woman usually weigh a question for a second or two before responding.

A

Thoughtfulness

86
Q

without being an utter fool, you can beat the pessimist by consistently displaying a constructive, cheerful outlook in life.

A

Positive attitude

87
Q

easy to recognize, through the quick stride, fresh appearance, and superb physical health.

A

Energy, drive, and ambition

88
Q

conspicuous obesity or extreme emaciation are negative marks. In men, conservative suits can be faulted. In women, a good quality suit with a fresh, bright-colored blouse is excellent. Jewelry should be muted, and hair neat.

A

Appearance

89
Q

you can learn manners and poise, adopt a diplomatic approach, and act with difference.

A

Personality style

90
Q

this is increasingly important because even if you have the proper educational background, superb dress, manners, looks good etc; you will ruin your chance if you are a “linguistic cripple”.

A

Articulateness

91
Q

3 MANAGEMENT LEVELS

A

First Line Managers
Middle Managers
Top Managers

92
Q

In _________, He provided one of the first comprehensive studies of the nature of managerial work.

A

1973
Henry Mintzberg

93
Q

He found that about one-third of a manager’s time is spent dealing with subordinates, about one-third deals with external (outside the organization) matters, and the other third in a variety of activities, including contacts with supervisors, tours of the workplace, and thinking.

A

Henry Mintzberg

94
Q

He grouped ten basic roles performed by the managers: interpersonal, informational, and decisional.

A

Henry Mintzberg

95
Q

3 ROLES OF MANAGERS

A

-Interpersonal roles
-Information roles
-Decisional roles

96
Q

Managers as entrepreneurs are initiators, innovators, problem discoverers, and designers of improvement projects that direct and control change in the organization.

A

Decisional roles

97
Q
  • As monitors, managers gather information to be well-informed.
    - Managers are disseminators of information flowing from both external and internal sources.
    - Managers are spoke-persons or representatives of the organization. They speak for subordinates to superiors and represent upper management to subordinates.
A

Information roles

98
Q
  • A manager is a symbol or a figurehead. This role is necessary because of the position occupied and consists of such duties assigning certain documents required by law and officially receiving visitors.
    - A manager serves as a LEADER- who hires, trains, encourages, fires, remunerates, and judges.
    - A manager serves as a liaison between outside contacts- such as the community, suppliers, and others, and the organization.
A

Interpersonal roles

99
Q

This is the lowest level in an organization responsible for the work of others. They direct operating employees only; they do not supervise other managers.

A

First Line Managers

100
Q

This is composed of a comparatively small group of executives responsible for the overall management of the organization. It establishes operating policies and guides the organization’s interaction with its environment. An example of a top manager is the President of the hospital.

A

Top Managers

101
Q

This can refer to more than one level in an organization. They direct the activities of other managers and sometimes also those operating employees.

A

Middle managers

102
Q

What is the mission of MSEUF

A

The University is a private non-stock non-profit non-sectarian educational foundation with a three-fold function - instruction, research, and community service - offering responsive and alternative programs supportive of national development and standards of global excellence.

103
Q

what is the Vision of MSEUF

A

In 2030, the Manuel S. Enverga University Foundation is a globally competitive university with high concentrations of talent, excellent teaching environment, rigorous program quality, sufficient resources, and a culture of collaboration.

104
Q

What are the core values of MSEUF

A

recite

105
Q

What is the goal of MSEUF

A

MSEUF shall produce graduates who have research-based knowledge, leadership and management skills, and professionalism.

Laboratory Management (2 decks)

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