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[MT 6316] Laboratory Management > QUIZLET Unit 3: Organizing and Staffing the Laboratory > Flashcards

QUIZLET Unit 3: Organizing and Staffing the Laboratory Flashcards

1
Q

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

A

Organizing

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2
Q

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

A

Organizing

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2
Q

Characteristics of Organization (4)

A

Division of labor
Well-defined authority
Coordination
Substitution of personnel

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3
Q

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

A

True

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4
Q

Enumerate the concepts of organization (3)

A

Herd concept
Man to man concept
Social concept

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5
Q

Concepts of organization
“obey now, question later”

A

Herd concept

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5
Q

Concepts of organization
The subordinates follow the leader who yields exclusive power to decide and enforce unquestionable obedience in his subordinates

A

Herd concept

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6
Q

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

A

Man to man concept

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7
Q

Concepts of organization
The relationship is no longer man to man but man to his group

A

Social concept

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8
Q

T/F: In herd concept, the superior and subordinates are members of the team

A

False (social concept*)

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9
Q

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

A

Organization structure

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10
Q

the visual representation of an organization’s structure

A

Organization chart

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11
Q

An approach to efficient and effective achievement of organizational goals

A

Work Specialization

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12
Q

Sometimes work specialization is called __________.

A

Division of labor

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13
Q

It shows the degree to which organizational tasks are subdivided into separate jobs

A

Work Specialization

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14
Q

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

A

Chain of command

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15
Q

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

A

Authority

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16
Q

T/F: Authority is vested in organizational positions and people.

A

False (*not people)

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17
Q

T/F: Authority is accepted by subordinates

A

True

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18
Q

T/F: Authority flows down the horizontal hierarchy.

A

False (*vertical)

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19
Q

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

A

c

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20
Q

The flip side of authority

A

Responsibility

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21
Q

The duty to perform the task or activity as assigned

A

Responsibility

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22
Q

T/F: When managers have responsibility for task outcomes but little authority, the job is impossible and difficult.

A

False (possible*)

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23
Q

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

A

True

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24
Q

The mechanism by which authority and responsibility are brought to alignment

A

Accountability

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25
Q

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

A

Accountability

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26
Q

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

A (accountability*)

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27
Q

The process managers use to transfer authority and responsibility to positions belo them in the hierarchy.

A

Delegation

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28
Q

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.

A

True

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29
Q

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

A

line authority

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30
Q

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

A

staff authority

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31
Q

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

A

Tall structure

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31
Q

the number of employees reporting to a supervisor

A

span of management

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32
Q

Other terms for span of management

A

span of control/ management ratio

33
Q

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

A

Flat structure

34
Q

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

A
  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.
35
Q

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

A

Organizational Charts

36
Q

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

A

Organizational Charts

37
Q

It also provides the members an understanding of their station and how they relate to one another

A

Organizational Charts

38
Q

One position should have span of control (direct supervision) of how many positions if similar?

A

12

39
Q

One position should have span of control (direct supervision) of how many positions if dissimilar?

A

4

40
Q

Who defined staffing as
- filling position in the organization
- Efficient and effective selection, grouping and utilization of personnel
- major management responsibility

A

Koontz, O’Donnell and Heinz Weihrich

41
Q

filling position in the organization
-identifying workforce requirements, inventorying the people available
- recruitment, selection, placement, promotion, appraisal, compensation, and training

A

Staffing

42
Q

workforce requirements in staffing (8)

A

recruitment
selection
placement
promotion
appraisal
compensation
training

43
Q

Efficient and effective selection, grouping and utilization of personnel

A

Staffing

44
Q

T/F: Staffing is a minor management responsibility securing a united and cohesive performance.

A

False

45
Q

a written declaration of a given job position

A

Job description

46
Q

How do job description supplements the organizational charts? (3)

A
  1. Providing definition to all position
  2. Identify operational duties and responsibilities
  3. Salary classification and order to job performance
47
Q

Represents the requirements for employment in a given job

A

Job specification

48
Q

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

A

Job specification

49
Q

Two types of job analysis

A

Job description
Job specification

50
Q

All of the following are under job description except:

A. Job duties
B. Job location
C. Job title
D. Job training

A

D

51
Q

All of the following are under job description except:

A. Hazards
B. Working conditions
C. Sensory demands
D. Job location

A

C

51
Q

All of the following are under job specification except:

A. Machines to be used
B. Emotional characteristics
C. Skills
D. Qualifications

A

A

52
Q

All of the following are under job specification except:

A. Experience
B. Training
C. Reporting to
D. Responsibilities

A

C

53
Q

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

A

Work schedule

54
Q

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

A

D

55
Q

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.

A

True

56
Q

Basic rules of scheduling
T/F: No more than 7 consecutive working days for each individual

A

TRUE

57
Q

Basic rules of scheduling
T/F: Provide three consecutive days off, except in the rare case where the individual prefers split days off

A

False (two*)

58
Q

Basic rules of scheduling
T/F: Within the possibilities, give the individual shift he wants

A

True

59
Q

Basic rules of scheduling
T/F: Rotate weekend and holidays off with as much fairness as possible

A

True

60
Q

Basic rules of scheduling
T/F: Post schedules at least four weeks in advance, even more if possible

A

False (three*)

61
Q

Basic rules of scheduling
T/F: Provide the opportunity for individual to ask for a specific day off on occasion

A

True

61
Q

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

A

False

62
Q

the location of decision authority near top organizational levels

A

Centralization

63
Q

the location of decision authority near lower organizational levels

A

Decentralization

64
Q

Factors that typically influence centralization versus decentralization

T/F: No change and certainty in the environment are usually associated with decentralization.

A

False

65
Q

Factors that typically influence centralization versus decentralization

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

A

True

66
Q

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.

A

False

67
Q

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

A

Departmentalization

68
Q

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

A

Functional structure

69
Q

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

A

Divisional structure

70
Q

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

A

Matrix approach

71
Q

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

A

Virtual network structure

71
Q

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

A

Cross-functional teams

71
Q

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

A

Chain of command

72
Q

Two innovative approaches which have emerged to meet changing organizational needs in a turbulent global environment.

A

Teams and virtual networks

73
Q

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

A

Task force

74
Q

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

A

Project manager

75
Q

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

A

Reorganization

76
Q

two main reasons for reorganization

A

Growth
Adaptation

77
Q

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

A

Reengineering

78
Q

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

A

Process

79
Q
A

[MT 6316] Laboratory Management (9 decks)

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