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Lab Man > U6.1: Information Management (Communication, Ways, Categories) > Flashcards

U6.1: Information Management (Communication, Ways, Categories) Flashcards

1
Q

A system that incorporates all the processes needed for effectively managing data—both incoming and outgoing patient information

A

information management

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2
Q

T/F:
Information management is entirely computer-based.

A

F; may be:
1. entirely paper-based
2. computer-based
3. a combination of both

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3
Q

Odd one out:
Elements to consider when planning and developing an information management system

a. unique identifiers for patients and samples
b. standardized test request forms (requisitions)
c. logs and worksheets
d. single-point verification
e. checking processes to assure accuracy of data recording and transmission

A

d. single-point verification

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4
Q

Odd one out:
Elements to consider when planning and developing an information management system

a. customized request forms
b. protection against loss of data
c. protection of patient confidentiality and privacy
d. effective reporting systems
e. effective and timely communication

A

a. customized request forms

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5
Q

the process in human relations of passing information and understanding from one person to another

A

communication

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6
Q

most frequently conducted by written or spoken word but may be conveyed by gesture, lack of gesture, manner of dressing, personal appearance, and general behavior

A

communication

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7
Q

T/F:
The data generated by the laboratory has been called potential information and actual information .

A

F;
called potential information but not actual information until it has been utilized in patient care

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8
Q

the transmission of information between or among departments

a. interdepartmental communication
b. intradepartmental communication

A

a. interdepartmental communication

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9
Q

T/F: Interdepartmental communication recommendations
Be courteous at all times.

A

T

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10
Q

T/F: Interdepartmental communication recommendations
Speak distinctly and in pleasant tone of voice.

A

T

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11
Q

T/F: Interdepartmental communication recommendations
Be certain all questions and answers are clearly understood.

A

T

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12
Q

T/F: Interdepartmental communication recommendations
Answer questions about which there is uncertainty.

A

F;
Consult resources of department (immediate supervisors, manuals, etc.)

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13
Q

T/F: Interdepartmental communication recommendations
Delays in answering telephone are allowed.

A

F;
do not allow delay in answering telephone

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14
Q

T/F: Interdepartmental communication recommendations
Never leave telephone unattended after call is received.

A

T

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15
Q

T/F: Interdepartmental communication recommendations
If the call is placed on “hold”, let the caller wait until the right information is attained to respond to the caller again.

A

F;
reassure caller at frequent intervals that attempt is being made to complete connection

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16
Q

T/F: Interdepartmental communication recommendations
When receiving calls, initiate conversation with the purpose of the call directly.

A

F;
When receiving calls, initiate conversation with “ good morning…”, department of laboratory.

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17
Q

T/F: Interdepartmental communication recommendations
When transferring calls, inform person of caller’s name and department.

A

T

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18
Q

T/F: Interdepartmental communication recommendations
When making calls, prepare remarks with name and department.

A

T

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19
Q

T/F: Interdepartmental communication recommendations
Be certain all written or typed reports are neat, legible and accurate; also that they are dated and initialed or signed.

A

T

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20
Q

the transmission of information within the department

a. interdepartmental communication
b. intradepartmental communication

A

b. intradepartmental communication

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21
Q

T/F:
Communication is better between different departments because of proximity, similar education related duties and common goals among co-workers.

A

F;
within the department

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22
Q

T/F: Intradepartmental communication recommendations
Know the department’s table organization and all communication channels so indicated.

A

T

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23
Q

T/F: Intradepartmental communication recommendations
Be certain of job description and all duties set forth.

A

T

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24
Q

T/F: Intradepartmental communication recommendations
Confer messages by memo all the time.

A

F;
only if face-to-face or telephone communication is not possible

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25
Q

T/F: Intradepartmental communication recommendations
Maximize conversation unrelated to job duties.

A

F;
minimize

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26
Q

T/F: Intradepartmental communication recommendations
Maintain effective contact with members of all shifts.

A

T

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27
Q

T/F: Intradepartmental communication recommendations
Be constantly alert to the posting of all schedules and notices.

A

T

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28
Q

T/F: 10 Commandments of Human Relations
Speak to people.

A

T

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29
Q

T/F: 10 Commandments of Human Relations
Always keep a serious face when interacting with people.

A

F;
Smile at people.

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30
Q

T/F: 10 Commandments of Human Relations
Call people by name.

A

T

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31
Q

T/F: 10 Commandments of Human Relations
Be friendly and helpful.

A

T

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32
Q

T/F: 10 Commandments of Human Relations
Be cordial.

A

T

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33
Q

T/F: 10 Commandments of Human Relations
Focus your interest only on your own work.

A

F;
Be genuinely interested in people.

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34
Q

T/F: 10 Commandments of Human Relations
Be generous with praise.

A

T

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35
Q

T/F: 10 Commandments of Human Relations
Be considerate with the feelings of others.

A

T

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36
Q

T/F: 10 Commandments of Human Relations
Be alert to give service.

A

T

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37
Q

T/F: 10 Commandments of Human Relations
Be thoughtful of the opinions of others.

A

T

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38
Q

T/F: 10 Commandments of Human Relations
Have a good sense of humor

A

T

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39
Q

Ways to communicate:
the most fundamental form of communication

a. informal talks
b. informal staff meetings
c. planned appointments
d. planned conference

A

a. informal talks

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40
Q

Ways to communicate:
Suitable for day-to-day liaison (casual communication) and direction ad exchange of information

a. planned conference
b. planned appointments
c. informal talks
d. informal staff meetings

A

c. informal talks

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41
Q

Ways to communicate:
Appropriate for regular review or meetings or huddles with subordinates or immediate managers and liaison recurring joint work sessions

a. planned conference
b. planned appointments
c. telephone calls
d. informal staff meetings

A

b. planned appointments

42
Q

Ways to communicate:
Good for receiving information or instructions or data, frequent check-up, for empathy

a. planned conference
b. planned appointments
c. telephone calls
d. informal staff meetings

A

c. telephone calls

43
Q

Ways to communicate:
Effective for recording informal inquiries or replies

a. bulletin board notices
b. informal talks
c. letters
d. interoffice memos

A

d. interoffice memos

44
Q

Ways to communicate:
Official notices, formally recorded statements

a. bulletin board notices
b. informal talks
c. letters
d. interoffice memos

A

c. letters

45
Q

Ways to communicate:
Lengthy communications even when the addressee is physically available

a. bulletin board notices
b. reports
c. letters
d. interoffice memos

A

c. letters

46
Q

Ways to communicate:
Used to convey information associated with evaluation, analysis, recommendations, etc to supervisors or colleagues

a. planned conference
b. reports
c. letters
d. interoffice memos

A

b. reports

47
Q

Ways to communicate:
Most effective when based on conferences , visits, inspections, surveys, research study, etc.

a. planned conference
b. reports
c. letters
d. interoffice memos

A

b. reports

48
Q

Ways to communicate:
Provides opportunity for the development of strong group cohesiveness and response

a. informal staff meetings
b. mass meetings
c. informal talks
d. interoffice memos

A

a. informal staff meetings

49
Q

T/F:
Supervisor should hold staff meetings each morning, at the end of the day, or lunch.

A

T

50
Q

Ways to communicate:
They are relatively formal affair

a. planned appointments
b. mass meetings
c. interoffice memos
d. planned conference

A

d. planned conference

51
Q

Ways to communicate:
Participants are given time to prepare need data, information, reports, recommendations, etc.

a. planned appointments
b. mass meetings
c. interoffice memos
d. planned conference

A

d. planned conference

52
Q

Ways to communicate:
Conducted by management with large number of employees

a. bulletin board notices
b. mass meetings
c. planned conference
d. exhibits and displays

A

b. mass meetings

53
Q

Ways to communicate:
valuable means of celebrating occasions, building morale, introducing new policies or key personnel, making special announcements

a. bulletin board notices
b. mass meetings
c. planned conference
d. exhibits and displays

A

b. mass meetings

54
Q

Ways to communicate:
Effective for lengthy or formal announcements

a. letters
b. bulletin board notices
c. reports
d. interoffice memos

A

b. bulletin board notices

55
Q

Categories of Communication:
When subordinate communicates directly to his supervisor or superiors

a. Vertical (downward)
b. Vertical (upward)
c. Horizontal
d. Diagonal

A

b. Vertical (upward)

56
Q

Categories of Communication:
for providing suggestions, complaints and the like to superiors. it is not directive in nature.

a. Vertical (downward)
b. Vertical (upward)
c. Horizontal
d. Diagonal

A

b. Vertical (upward)

57
Q

Categories of Communication:
When a superior or supervisor communicates directly to his subordinates.

a. Vertical (downward)
b. Vertical (upward)
c. Horizontal
d. Diagonal

A

a. Vertical (downward)

58
Q

Categories of Communication:
Top level management used this kind of communication in informing employees about their decisions, policies, procedures, and sending of memo.

a. Vertical (downward)
b. Vertical (upward)
c. Horizontal
d. Diagonal

A

a. Vertical (downward)

59
Q

Categories of Communication:
It is the flow of information between colleagues and peers.

a. Vertical (downward)
b. Vertical (upward)
c. Horizontal
d. Diagonal

A

c. Horizontal

60
Q

Categories of Communication:
It is needed to coordinate within a department, among team members and among different departments

a. Vertical (downward)
b. Vertical (upward)
c. Horizontal
d. Diagonal

A

c. Horizontal

61
Q

Categories of Communication:
Flow of information between positions that are on different lateral planes and activities of the organizational structure

a. Vertical (downward)
b. Vertical (upward)
c. Horizontal
d. Diagonal

A

d. Diagonal

62
Q

Categories of Communication:
occurs between laboratory personnel and the human resources department; or between laboratory management and nonmanagerial members of other departments such as the purchasing personnel or the nursing staff

a. Vertical (downward)
b. Vertical (upward)
c. Horizontal
d. Diagonal

A

d. Diagonal

63
Q

T/F: Upward Communication
Shield the boss. The subordinate must prevent any upsetting news from reaching supervisor.

A

F;
Don’t try to shield the boss. The subordinate must not prevent any upsetting news from reaching supervisor.

64
Q

T/F: Upward Communication
Don’t try to over protect yourself. Don’t “playdown” certain facts because we know that their disclosure would make us look bad.

A

T

65
Q

T/F: Upward Communication
Believe that the need to discuss a problem will just disappear if you don’t say anything.

A

F;
Don’t think that the need to discuss a problem will just disappear if you don’t say anything.

66
Q

T/F: Upward Communication
Don’t be afraid of the result of communications.

A

T

67
Q

T/F: Upward Communication
It is allowed to dismiss a problem you are not directly responsible for.

A

F;
Don’t neglect to communicate because you are not directly responsible.

68
Q

T/F: Upward Communication
Don’t rely on someone else to send the word upward.

A

T

69
Q

T/F: Upward Communication
Devise a solution before discussing a problem.

A

F;
Don’t think you must have a solution before you discuss a problem.

70
Q

T/F: Upward Communication
Don’t use upward communication to blow your horn.

A

T

71
Q

T/F:
The subordinates want the boss to back up their decision.

A

T

72
Q

T/F:
The subordinates want the boss to tell them their feedback after the work was done.

A

F;
what he expects of them and how they are going

73
Q

T/F:
The subordinates want the boss to give recognition for the work well done.

A

T

74
Q

T/F:
The subordinates want the boss to be interested in them as people (make them feel they belong).

A

T

75
Q

T/F:
The subordinates want the boss to provide good leadership and be competent for the job.

A

T

76
Q

T/F:
The subordinates do not want the boss to criticize their work.

A

F;
constructive criticism

77
Q

T/F:
The subordinates want the boss to tell the why of jobs.

A

T

78
Q

T/F:
The subordinates want the boss to follow the chain of command.

A

T

79
Q

T/F:
The subordinates want the boss to pass along information both up and down the line.

A

T

80
Q

T/F:
The subordinates want the boss to get raises for subordinates and for the workers, recommendation.

A

T

81
Q

T/F:
The subordinates want the boss to have confidence in their ability.

A

T

82
Q

T/F:
The subordinates want the boss to not recognize the difficulties in getting the job done.

A

F;
to recognize the difficulties

83
Q

T/F:
The subordinates want the boss to pass the buck.

A

F;
take the responsibility rather than pass the buck

84
Q

T/F:
The subordinates want the boss to make good decisions.

A

T

85
Q

T/F:
The subordinates want the boss to be loyal to the subordinates and to the lab.

A

T

86
Q

T/F:
The subordinates want the boss to be loyal to strictly make the decisions.

A

F;
welcome ideas and opinions; let subordinates have a voice in decisions

87
Q

T/F:
The subordinates do not want the boss to play favorites and be fair.

A

T

88
Q

T/F:
The subordinates want the boss to help them in problems beyond their depth.

A

T

89
Q

T/F: What Supervisors Want From Fellow Supervisors
distinct ideas per department

A

F;
exchange of ideas

90
Q

T/F: What Supervisors Want From Fellow Supervisors
Have work completed on time for the next fellow

A

T

91
Q

T/F: What Supervisors Want From Fellow Supervisors
Give and take constructive criticism

A

T

92
Q

T/F: What Supervisors Want From Fellow Supervisors
Keep one another informed about new procedures, policies and rules

A

T

93
Q

T/F: What Supervisors Want From Fellow Supervisors
Respect one another’s authority

A

T

94
Q

T/F: What Supervisors Want From Fellow Supervisors
Achieve uniformity in the interpretation of policies and enforcement of rules

A

T

95
Q

T/F: What Supervisors Want From Fellow Supervisors
Fix their own problems

A

F;
Try to understand one another’s problems

96
Q

T/F: What Supervisors Want From Fellow Supervisors
Render necessary assistance to one another

A

T

97
Q

T/F: What Supervisors Want From Fellow Supervisors
Straighten out differences in private and among themselves rather than carry them with the boss

A

T

98
Q

T/F: What Supervisors Want From Fellow Supervisors
Putting one another on the spot

A

F;
Refrain from putting one another on the spot

99
Q

T/F: What Supervisors Want From Fellow Supervisors
Practice teamwork and refrain from passing the buck

A

T

100
Q

T/F: What Supervisors Want From Fellow Supervisors
Show loyalty to the laboratory and respect for its policies

A

T

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