Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

[MT 6316] Laboratory Management > Unit 1 Introduction to Laboratory Management > Flashcards

Unit 1 Introduction to Laboratory Management Flashcards

1
Q

Who defined management as a “Process of forecasting, planning, organizing, commanding, coordinating, and controlling”

A

Henri Fayol (20th century)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Anticipating events that is relevant to the operations of a particular organization

A

Forecasting

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Setting up the goals/activities for the particular organization

A

Planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Who defined management as “The social process of planning, coordination, control and motivation”

A

EFL Brech (Edward Francis Leopold Brech)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Who defined management as “Organizational direction based on sound common sense, pride in the organization and enthusiasm for its works”

A

Tom Peters (1980)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Management is the attainment of organizational goals in an _______ and _______ manner through planning, organizing, staffing, directing and controlling organizational resources.

A

effective, efficient

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Doing what is right to attain purpose

A

Effective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Implement strategies and actions to eliminate wastages and make processes/operations not very costly

A

Efficient

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

TF: Management would not exist without goals

A

TRUE

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

_______ resources include men(human beings), money, machines and materials.

A

Organizational

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Most important asset of the organization

A

Human resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

9 natures of management

A

Universal, social process, goal oriented, science & art, group effort, intangible, required at all levels, separate from ownership, purposeful activity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Nature of management: applicable anywhere

A

Universal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Nature of management: highly needed as controller of operations of every institution

A

Universal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Nature of management: human/people interactions

A

Social process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Nature of management: efficient use of scarce material for the benefit of the society

A

Social process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Nature of management: effective management is always management by objectives

A

Goal oriented

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Nature of management: apply precise elements in a step-by-step process

A

Science

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Nature of management: determine exact aspects to be learned and assimilated

A

Science

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Nature of management: use creativity/imagination/initiative/invention with the overall skill of the occupation

A

Art

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Nature of management: collaboration with other people

A

Group effort

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Nature of management: processes are unseen but you can feel that the management is working because you can see the results

A

Intangible

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

nature of management: follows certain qualifications in order to function

A

Separate from ownership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Nature of management: main aim of management activities is to gain or achieve economic and social objective

A

Purposeful activity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Management functions

A

Planning, organizing, staffing, directing/leading, controlling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Process of determining the organization’s objectives and deciding how to accomplish them.

A

Planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Management functions: mission, vision, objectives

A

Planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Structuring of resources & activities to accomplish objectives efficiently & effectively.

A

Organizing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Management functions: backbone of management

A

Organizing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Management functions: delegation of authority and tasks to ensure necessary items are met

A

Organizing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Organizing is important because it creates ______, establishes _______ and improves _____ and ______.

A

Synergy, lines of authority, communication and competitiveness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Hiring qualified people to carry out the work of the organization.

A

Staffing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Importance of staffing

A

Recruiting, determine skills, motivate and train, compensation levels

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Elimination of significant numbers of employees

A

Downsizing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Downsizing is influenced by what factors?

A

economical (lessen demand)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Redundancy pay for those who got fired, Motivating and leading employees to achieve organizational objectives.

A

Directing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

management functions: makes the plans concrete

A

Directing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

TF: Under directing, motivation is given in the from of incentives, employee involvement, and recognition/appreciation

A

TRUE

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Process of evaluating and correcting activities to keep organization on course

A

Controlling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Management functions: evaluation of the result of other managerial function

A

Controlling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Five activities in controlling include: measuring ___, comparing ____, identifying ___, investigating ___, and taking ___

A

Performance, performance against standards, deviations from standards, causes of deviations, corrective action

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Who takes charge of management and oversees the activities to achieve set goal or purpose?

A

Manager

43
Q

3 skills of a great manager

A

Leadership skills, interpersonal skills, strong body language

44
Q

TF: Management is doing things right while leadership is doing the right thing.

A

TRUE

45
Q

TF: Managers possess well-defined goals. They allocate resources according to wants.

A

true, false (accd to priorities)

46
Q

TF: Leaders make decisions, act upon them, and accept responsibility for them.

A

false (managers)

47
Q

TF: Managers are willing to compromise. However, they do not delegate and depend on subordinates.

A

true, false

48
Q

What characteristic of a manager is keeping the drive at its height by always showing positivity and willingness?

A

Self-motivated

49
Q

What characteristic of a manager is using authority in a proper manner?

A

Self-control

50
Q

3 manager’s roles

A

Interpersonal, informational, decisional

51
Q

manager roles: directly involves interaction w other people of the team or people outside the organization

A

Interpersonal

52
Q

manager roles: flow of communication and information to and from the organization

A

Informational

53
Q

manager roles: determine how the operations of the management should go

A

Decisional

54
Q

3 interpersonal roles

A

Figurehead, leader, liaison

55
Q

Interpersonal role: symbolic head, required to perform a number of routine duties of a legal or social nature

A

Figurehead

56
Q

Interpersonal role: examples of this are ceremonies status requests and solicitations

A

Figurehead

57
Q

Interpersonal role: Responsible for the motivation and direction of subordinates

A

Leader

58
Q

Interpersonal role: examples of this are virtually all managerial activities involving subordinates

A

Leader

59
Q

Interpersonal role: Maintains a network of outside contacts who provide favors and information

A

Liaison

60
Q

Interpersonal role: examples of this are acknowledgments of mail external board work

A

Liaison

61
Q

3 Informational roles

A

Monitor, disseminator, spokesperson

62
Q

Informational role: Receives wide variety of info, serves as nerve center of internal and external info of the organization

A

Monitor

63
Q

Informational role: example is handing all mail and contacts categorized as concerned primarily with receiving info

A

Monitor

64
Q

Informational role: Transmits info received from outsiders or other subordinates to members of the organization

A

Disseminator

65
Q

Informational role: examples are forwarding mail into org for info purposes and verbal contacts involving info flow to subordinates (eg. review sessions)

A

Disseminator

66
Q

Informational role: Transmits info to outsiders on organizations plans, policies, actions, and results

A

Spokesperson

67
Q

Informational role: serves as expert on organization’s industry

A

Spokesperson

68
Q

Informational role: examples are board meetings and handling contacts transmission of info to outsiders

A

Spokesperson

69
Q

4 decisional roles

A

Entrepreneur, disturbance handler, resource allocator, negotiator

70
Q

Decisional role: Searches organization and its environment for opportunities and initiates projects to bring about change

A

Entrepreneur

71
Q

Decisional role: example is strategy and review sessions involving initiation or design of improvement projects

A

Entrepreneur

72
Q

Decisional role: Responsible for corrective action when organization faces important, unexpected disturbances

A

Disturbance handler

73
Q

Decisional role: strategy and review sessions involving disturbances and crises

A

Disturbance handler

74
Q

Decisional role: making or approving significant organizational decisions

A

Resource allocator

75
Q

Decisional role: scheduling, requests for authorization, budgeting, the programming of subordinates work

A

Resource allocator

76
Q

Decisional role: responsible for representing the organization at major negotiations

A

Negotiator

77
Q

Decisional role: contract negotiation

A

Negotiator

78
Q

3 managerial skills

A

Technical, human, conceptual

79
Q

Managerial skills: competent in a specialized area, analytical ability, and ability to use appropriate tools and techniques

A

Technical skills

80
Q

Managerial skills: understanding the physical operation to get the job done

A

Technical skills

81
Q

Managerial skills: hands-on activity with basic product or process knowledge

A

Technical skills

82
Q

An individuals’ ability to cooperate with other members of the organization and work effectively in teams.

A

Human skills

83
Q

Managerial skills: interpersonal relationships

A

Human skills

84
Q

Managerial skills: solving people’s problem

A

Human skills

85
Q

Managerial skills: acceptance of other employees

A

Human skills

86
Q

Ability of an individual to analyze complex situations and to rationally process and interpret available information.

A

Conceptual skills

87
Q

TF: Top level management should have the highest percentage of human skills because they think of the entirety of the organization

A

FALSE (conceptual skills)

88
Q

Managerial skills: Idea generation

A

Conceptual skills

89
Q

Managerial skills: Analytical process of information

A

Conceptual skills

90
Q

Managerial skills: Strategizing and thinking of solutions to situations

A

Conceptual skills

91
Q

Managerial skills: Overall planning and foresight

A

Conceptual skills

92
Q

Levels of management

A

Top management, middle management, first line / supervisory management

93
Q

Top management includes?

A

President, chief executive officer (ceo), chief financial officer (cfo), chief operations officer (coo)

94
Q

Level of management: strategic managers who makes decisions on long term objectives

A

Top management

95
Q

Level of management: responsible for tactical planning

A

Middle management

96
Q

Level of management: implement general guidelines established by top management

A

Middle management

97
Q

Level of management: responsible for short term decisions/objectives

A

Middle management

98
Q

Level of management: supervise workers

A

Firstline management

99
Q

Level of management: oversee daily operations

A

Firstline management

100
Q

Level of management: directing and controlling primary functions

A

Firstline management

101
Q

TF: Micromanaging is an indicator of good management skills

A

false (lack of management skills because the manager lacks trust towards the employee)

102
Q

TF: Lack of management skills is indicated when one focuses on the task and not the individual

A

TRUE

103
Q

TF: Managers must make decisions then ask for feedback.

A

FALSE (feedback first before decision)

[MT 6316] Laboratory Management (9 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions