U3.1: Organizing and Staffing the Laboratory Flashcards by BEA BIANCA LAZO

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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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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Q

Organizing is the ________ managerial function that involves the process of delegating and coordinating tasks and resources to achieve the objectives of the organization.

a. first
b. second
c. third
d. fourth

A

second

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Q

characteristic of organization where the management breaks the organization into several divisions to avoid overlapping of work

a. division of labor
b. well-defined authority - responsibility relationships
c. coordination
d. substitution of personnel

A

a. division of labor

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Q

characteristic of organization related to responsibilities

a. division of labor
b. well-defined authority - responsibility relationships
c. coordination
d. substitution of personnel

A

b. well-defined authority - responsibility relationships

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Q

power or right to make decisions, issue orders, and issue resources

a. responsibility
b. authority
c. accountability
d. leadership

A

b. authority

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Q

obligation to carry out the required activities to accomplish objectives

a. responsibility
b. authority
c. accountability
d. leadership

A

a. responsibility

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Q

ensures responsibilities and authorities are defined and communicated within the organization

A

top management

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Q

characteristic of organization which is the process of integrating tasks and resources to meet the organizational objectives

a. division of labor
b. well-defined authority - responsibility relationships
c. coordination
d. substitution of personnel

A

c. coordination

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Q

characteristic of organization essential in cases with perceived/expected and unexpected absence of a staff member

a. division of labor
b. well-defined authority - responsibility relationships
c. coordination
d. substitution of personnel

A

d. substitution of personnel

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Q

Concept of organization:
“obey now, question later”

a. herd concept
b. man to man concept
c. the social concept

A

a. herd concept

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Q

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

a. herd concept
b. man to man concept
c. the social concept

A

a. herd concept

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Q

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

a. herd concept
b. man to man concept
c. the social concept

A

b. man to man concept

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Q

Concept of organization:
The superior and subordinates are members of the team.

a. herd concept
b. man to man concept
c. the social concept

A

c. the social concept

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Q

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

a. herd concept
b. man to man concept
c. the social concept

A

c. the social concept

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Q

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

a. organization chart
b. organization structure
c. work specialization
d. chain of command

A

b. organization structure

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Q

the visual representation of an organization’s structure

a. organization chart
b. organization structure
c. work specialization
d. chain of command

A

a. organization chart

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Q

head of the organization

a. president
b. vice president
c. director

A

a. president

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Q

finance and production (tasks pertaining to the outputs produced)

a. president
b. vice president
c. director

A

b. vice president

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Q

human services and promotional strategies

a. president
b. vice president
c. director

A

c. director

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Q

An approach to efficient and effective achievement of organizational goals

a. organization chart
b. organization structure
c. work specialization
d. chain of command

A

c. work specialization

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Q

Work specialization is sometimes called as?

A

division of labor

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Q

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

a. organization chart
b. organization structure
c. work specialization
d. chain of command

A

c. work specialization

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Q

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

a. organization chart
b. organization structure
c. work specialization
d. chain of command

A

d. chain of command

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the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes a. responsibility b. authority c. accountability d. leadership

b. authority

T/F: Authority is vested in people, not organizational positions.

false vested on organizational positions, not people

Authority is accepted by __________. a. top management b. superior c. supervisor d. subordinates

d. subordinates

T/F: The acceptance theory of authority argues that a manager has authority only if subordinates choose to accept his or her commands.

true

T/F: If subordinates refuse to obey because the order is outside their zone of acceptance, a manager's authority disappears.

true

T/F: Authority flows down the horizontal hierarchy.

false vertical hierarchy

the flip side of authority, the duty to perform the task or activity as assigned a. responsibility b. authority c. accountability d. leadership

a. responsibility

T/F: When managers have responsibility for task outcomes with high authority, the job is possible but difficult.

false but little authority: job is difficult

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 a. duty b. accountability c. obligation d. leadership

b. 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 a. duty b. accountability c. obligation d. leadership

b. accountability

T/F: For organizations to function well, everyone needs to know what they are accountable for and accept the responsibility and authority for performing it.

true

____________ should be built into the organization structure. a. duty b. accountability c. obligation d. leadership

b. accountability

the process managers use to transfer authority and responsibility to positions below them in the hierarchy. a. abdication b. coordination c. delegation d. accountability

c. delegation

T/F: Most organizations today encourage managers to delegate authority to the hightest possible level to provide maximum flexibility to meet customer needs and adapt to the environment in clinical laboratories.

false lowest possible level

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

c. line authority

a form of authority granted to staff specialists in their area of expertise. a. staff authority b. span of management c. line authority

a. staff authority

the number of employees reporting to a supervisor a. staff authority b. span of management c. line authority

b. span of management

span of management is also called as?

span of control / management ratio

a management structure characterized by an overall narrow span of management a. flat structure b. tall structure

b. tall structure

with a relatively large number of hierarchical levels a. flat structure b. tall structure

b. tall structure

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

a. flat structure

with relatively few hierarchical levels a. flat structure b. tall structure

a. flat structure

T/F: If the work performed by subordinates is stable and routine, it will contribute to less supervisor involvement and thus favor larger spans of control.

true

T/F: If the subordinates perform different work tasks, it will contribute to less supervisor involvement and thus favor larger spans of control.

false similar work tasks: less supervisor involvement, favor larger spans of control

T/F: If the subordinates are distributed to different locations, it will contribute to less supervisor involvement and thus favor larger spans of control.

false concentrated in a single location: less supervisor involvement, favor larger spans of control

T/F: If the subordinates are highly trained and need little direction in performing tasks, it will contribute to less supervisor involvement and thus favor larger spans of control.

true

T/F: If there are no rules and procedures defining task activities, it will contribute to less supervisor involvement and thus favor larger spans of control.

false Rules and procedures defining task activities are available: less supervisor involvement, favor larger spans of control

T/F: If support systems and personnel are available for the manager, it will contribute to less supervisor involvement and thus favor larger spans of control.

true

T/F: If more time is required in nonsupervisory activities such as coordination with other departments or planning, it will contribute to less supervisor involvement and thus favor larger spans of control.

false If little time is required: less supervisor involvement, favor larger spans of control

T/F: If managers' personal preferences and styles favor a small span, it will contribute to less supervisor involvement and thus favor larger spans of control.

false favor a large span: less supervisor involvement, favor larger spans of control

a diagram(chart) that identifies the major operational units of an organization and their attending job position a. organization chart b. organization structure c. work specialization d. chain of command

a. organization chart

the single most concise representation of the organization and provides an important means of managing and monitoring all its activities a. work specialization b. organization structure c. organization chart d. chain of command

c. organization chart

provides the members an understanding of their station and how they relate to one another a. chain of command b. organization chart c. work specialization d. organization structure

b. organization chart

Organizational chart: One position should have span of control (direct supervision) of __-__ positions ___ if functions are similar ___ if functions are dissimilar

4-12 12: similar 4: dissimilar

filling position in the organization a. staffing b. organizing c. planning d. coordinating

a. staffing

identifying workforce requirements, inventorying the people available a. organizing b. staffing c. coordinating d. planning

b. staffing

recruitment, selection, placement, promotion, appraisal, compensation, and training a. planning b. coordinating c. organizing d. staffing

d. staffing

Efficient and effective selection, grouping and utilization of personnel a. planning b. staffing c. coordinating d. organizing

b. staffing

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

true

a written declaration of a given job position a. job specification b. job performance c. job description d. job responsibility

c. job description

Job description supplements the organizational charts by: 1. Providing ________ to all position 2. Identify operational _________ and __________ 3. __________ classification and order to job performance

definition duties and responsibilities Salary

Represents the requirements for employment in a given job a. job specification b. job performance c. job description d. job responsibility

a. job specification

It provides the organization with the personnel requirements considered to match most efficiently with the demands of each job. a. job specification b. job performance c. job description d. job responsibility

a. job specification

The arbitrary but firmly established practice of eight-hour shifts serve as the usual method of dividing twenty-hour period a. centralization b. decentralization c. work schedule d. departmentalization

c. work schedule

T/F: Because of request patterns, the largest number of personnel are scheduled during the 2nd eight period while the 1st and 3rd shifts are staffed with fewer people

false 1st shift: more staff 2nd and 3rd shifts: fewer staff

Whenever possible, one should strive for "_____ ___________" in every position so that at least two people know every job on every shift

two deepness

T/F: Based on the basic rules of scheduling, there should be no more than 6 consecutive working days for each individual.

false no more than 5 consecutive working days

T/F: Based on the basic rules of scheduling, 1 day off weekly should be provided for the staff.

false provide 2 consecutive days off, except in the rare case where the individual prefers split days off

T/F: Based on the basic rules of scheduling, within the possibilities, give the individual shift he/ she wants.

true

T/F: Based on the basic rules of scheduling, weekend and holidays off are assigned to the same staff consistently.

false rotate weekend and holidays off with as much fairness as possible

T/F: Post schedules at least 1 week in advance, even more if possible.

false at least 3 weeks in advance

T/F: Stick to the schedule as closely as possible and make changes only when essential and only after discussion with other concerned.

true

T/F: Provide the opportunity for individual to ask for a specific day off on occasion.

true

the location of decision authority near top organizational levels a. centralization b. decentralization

a. centralization

the location of decision authority near lower organizational levels a. centralization b. decentralization

b. decentralization

Factors that typically influence centralization versus decentralization: Greater change and uncertainty in the environment are usually associated with ___________. a. centralization b. decentralization

b. decentralization

Factors that typically influence centralization versus decentralization: The amount of centralization or decentralization should fit the firm's __________.

strategy

Factors that typically influence centralization versus decentralization: In times of crisis or risk of company failure, authority may be centralized at the _______. a. top b. bottom

a. top

the basis on which individuals (positions) are grouped into departments and departments into the total organization a. division of labor b. organizational structure c. departmentalization d. organizing

c. departmentalization

the grouping of positions into departments based on similar skills, expertise, and resource use a. functional structure b. divisional structure c. matrix approach d. cross-functional teams e. virtual network structure

a. functional structure

an organization structure in which departments are grouped based on similar organizational outputs a. functional structure b. divisional structure c. matrix approach d. cross-functional teams e. virtual network structure

b. divisional structure

an organization structure that uses functional and divisional chains of command simultaneously in the same part of the organization a. functional structure b. divisional structure c. matrix approach d. cross-functional teams e. virtual network structure

c. matrix approach

a group of employees from various functional departments that meet as a team to resolve mutual problems a. functional structure b. divisional structure c. matrix approach d. cross-functional teams e. virtual network structure

d. cross-functional teams

an organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization a. functional structure b. divisional structure c. matrix approach d. cross-functional teams e. virtual network structure

e. virtual network structure

3 traditional approaches that rely on the chain of command to define departmental groupings and reporting relationships along the hierarchy

functional, divisional, and matrix

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

use of teams and virtual networks

characteristic of organization related to the quality of collaboration across departments a. division of labor b. well-defined authority - responsibility relationships c. coordination d. substitution of personnel

c. coordination

Coordination: Many organizations establish ___ and ___ departments to manage the proliferation of new information systems.

IT QA

T/F: As companies add positions and departments to meet changing needs, they grow more complex, with hundreds of positions and departments performing incredibly diverse activities

true

T/F: The clinical laboratory needs systems to process information and enable communication among people in different departments and at different levels.

true

a temporary team or committee formed to solve a specific short- term problem involving several departments a. project task manager b. task force c. cross-functional teams d. QA department

b. task force

responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project a. project task manager b. task force c. cross-functional teams d. QA department

a. project task manager

the process which an existing organization undergoes that brings about changes in the size and shape of the organization structure a. reengineering b. process c. reorganization d. restructuring

c. reorganization

two main reasons for reorganization

growth & adaptation

the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed a. reengineering b. process c. reorganization d. restructuring

a. reengineering

an organized group of related tasks and activities that work together to transform inputs into outputs and create value a. reengineering b. process c. reorganization d. restructuring

b. process