QUIZLET Unit 3: Organizing and Staffing the Laboratory Flashcards
Denotes an effort to divide total operations into 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
Characteristics of Organization (4)
Division of labor
Well-defined authority
Coordination
Substitution of personnel
T/F: When authority is delegated, responsibility is created.
True
Enumerate the concepts of organization (3)
Herd concept
Man to man concept
Social concept
Concepts of organization
“obey now, question later”
Herd concept
Concepts of organization
The subordinates follow the leader who yields exclusive power to decide and enforce unquestionable obedience in his subordinates
Herd concept
Concepts of organization
The organization sees the individual working, in terms of direct personal relation with his superior
Man to man concept
Concepts of organization
The relationship is no longer man to man but man to his group
Social concept
T/F: In herd concept, the superior and subordinates are members of the team
False (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
Work Specialization
Sometimes work specialization is 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
T/F: Authority is vested in organizational positions and people.
False (*not people)
T/F: Authority is accepted by subordinates
True
T/F: Authority flows down the horizontal hierarchy.
False (*vertical)
The acceptance theory of authority 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.
a. Only the first statement is correct
b. Only the second statement is correct
c. Both statements are correct
d. None are correct
c
The flip side of authority
Responsibility
The duty to perform the task or activity as assigned
Responsibility
T/F: When managers have responsibility for task outcomes but little authority, the job is impossible and difficult.
False (possible*)
T/F: When managers have authority exceeding responsibility, they may become tyrants, using authority toward frivolous outcomes
True
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
For organizations to function well, everyone needs to know what they are accountable for and accept the responsibility and authority for performing it. Responsibility should be built into the organization structure.
a. Only the first statement is correct
b. Only the second statement is correct
c. Both statements are correct
d. None are correct
A (accountability*)
The process managers use to transfer authority and responsibility to positions belo 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
a management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels
Tall structure
the number of employees reporting to a supervisor
span of management
Other terms for span of management
span of control/ management ratio
a management structure characterized by an overall broad span of control and relatively few hierarchical levels
Flat structure
Factors contributing to less supervisor involvement and thus favor larger spans of control
- 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.
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
It also provides the members an understanding of their station and how they relate to one another
Organizational Charts
One position should have span of control (direct supervision) of how many positions if similar?
12
One position should have span of control (direct supervision) of how many positions if dissimilar?
4
Who defined staffing as
- filling position in the organization
- Efficient and effective selection, grouping and utilization of personnel
- major management responsibility
Koontz, O’Donnell and Heinz Weihrich
filling position in the organization
-identifying workforce requirements, inventorying the people available
- recruitment, selection, placement, promotion, appraisal, compensation, and training
Staffing
workforce requirements in staffing (8)
recruitment
selection
placement
promotion
appraisal
compensation
training
Efficient and effective selection, grouping and utilization of personnel
Staffing
T/F: Staffing is a minor management responsibility securing a united and cohesive performance.
False
a written declaration of a given job position
Job description
How do job description supplements the organizational charts? (3)
- Providing definition to all position
- Identify operational duties and responsibilities
- 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
Two types of job analysis
Job description
Job specification
All of the following are under job description except:
A. Job duties
B. Job location
C. Job title
D. Job training
D
All of the following are under job description except:
A. Hazards
B. Working conditions
C. Sensory demands
D. Job location
C
All of the following are under job specification except:
A. Machines to be used
B. Emotional characteristics
C. Skills
D. Qualifications
A
All of the following are under job specification except:
A. Experience
B. Training
C. Reporting to
D. Responsibilities
C
The arbitrary but firmly established practice of eight-hour shifts serve as the usual method of dividing twenty-hour period
Work schedule
Because of request patterns, the largest number of personnel are scheduled during the second and third shifts. Meanwhile, the 1st eight period are staffed with fewer people.
a. Only the first statement is correct
b. Only the second statement is correct
c. Both statements are correct
d. None are correct
D
T/F: Whenever possible, one should strive for “two deepness” in every position so that at least two people know every job on every shift.
True
Basic rules of scheduling
T/F: No more than 7 consecutive working days for each individual
TRUE
Basic rules of scheduling
T/F: Provide three consecutive days off, except in the rare case where the individual prefers split days off
False (two*)
Basic rules of scheduling
T/F: Within the possibilities, give the individual shift he wants
True
Basic rules of scheduling
T/F: Rotate weekend and holidays off with as much fairness as possible
True
Basic rules of scheduling
T/F: Post schedules at least four weeks in advance, even more if possible
False (three*)
Basic rules of scheduling
T/F: Provide the opportunity for individual to ask for a specific day off on occasion
True
Basic rules of scheduling
T/F: Do not stick to the schedule as closely as possible and avoid make changes only when essential and only after discussion with others concerned
False
the location of decision authority near top organizational levels
Centralization
the location of decision authority near lower organizational levels
Decentralization
Factors that typically influence centralization versus decentralization
T/F: No change and certainty in the environment are usually associated with decentralization.
False
Factors that typically influence centralization versus decentralization
T/F: The amount of centralization or decentralization should fit the firm’s strategy
True
Factors that typically influence centralization versus decentralization
T/F: In times of crisis or risk of company failure, staffs may be centralized at the top.
False
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
an organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization
Virtual network structure
a group of employees from various functional departments that meet as a team to resolve mutual problems
Cross-functional teams
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
Two innovative approaches which have emerged to meet changing organizational needs in a turbulent global environment.
Teams and virtual networks
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
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
