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MT6316 > Unit 1: Introduction to Laboratory Management > Flashcards

Unit 1: Introduction to Laboratory Management Flashcards

1
Q

Who said this:
Management is a Process of forecasting, planning, organizing, commanding, coordinating and controlling

A

Henri Fayol

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2
Q

Who said this:
Management is The social process of planning, coordination, control and motivation

A

Edward Francis Leopold Brech

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3
Q

Who said this:
Management is an Organizational direction based on sound common sense, pride in the organization and enthusiasm for its works

A

Tom Peters (1980)

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4
Q

It is the attainment of organizational goals in an effective and efficient manner through planning, organizing, staffing, directing and controlling organizational resources

A

Management

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5
Q

Organizational resources include:

A
  • men
  • money
  • machines
  • materials
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6
Q

What is the greatest organizational resource?

A

Men, Manpower

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7
Q

What are the nature of management?

A
  1. Management is universal
  2. Management, social process
  3. Goal Oriented
  4. Science & Art
  5. Group Effort
  6. Intangible
  7. Required at all level
  8. Separate from ownership
  9. Purposeful activity
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8
Q

What are the 5 management functions?

A
  1. Planning
  2. Organizing
  3. Staffing
  4. Directing
  5. Controlling
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9
Q

It is the process of determining the organization’s objectives and deciding how to accomplish them

A

Planning

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10
Q

It is structuring of resources & activities to accomplish objectives efficiently & effectively

A

Organizing

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11
Q

What management function has these importance:
- Creates synergy
- Establishes lines of authority
- Improves communication
- Improves competitiveness

A

Organizing

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12
Q

It is hiring people to carry out the work of the organization

A

Staffing

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13
Q

What management function has these importance:
● Recruiting
● Determine skills
● Motivate & train
● Compensation levels

A

Staffing

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14
Q

It is the elimination of significant numbers of employees

A

Downsizing

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15
Q

It is the elimination or addition of employee (“trimming the fat”)

A

Rightsizing

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16
Q

It is motivating and leading employees to achieve organizational objectives

A

Directing

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17
Q

Directing

What are the motivations done to improve employee performance?

A
  • Incentives (raise, promotion)
  • Employee involvement (cost reduction, customer service, new products)
  • Recognition and appreciation
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18
Q

It is the process of evaluating and correcting activities to keep organization on course

A

Controlling

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19
Q

What are the five activities under Controlling ?

A

● Measuring performance
● Comparing performance against standards
● Identifying deviations from standards
● Investigating causes of deviations
● Taking corrective action

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20
Q

He/she is the one that takes charge of the management.

Oversees the activities to achieve set goal or purpose

A

Manager

21
Q

What are the characteristics of a Manager?

A
  • Self-motivated and self-controlled
  • Possess well-defined goals
  • Allocate resources according to priorities
  • Make decisions, act upon them, and accept responsibility for them
  • Willing to compromise
  • Delegate and to depend on subordinates
  • Maintain good relationship with others
  • Possess emotional maturity
  • Be able to appraise oneself and one’s performance objectively, to admit to being wrong
  • Expect that one will keep on growing, improve one’s performance and continue to develop
22
Q

What are the 3 roles of a manager?

A
  • Interpersonal
  • Informational
  • Decisional
23
Q

What role is described as the:
- Figurehead
- Leader
- Liaison

A

Interpersonal Role

24
Q

What role is described as the:
- Monitor
- Disseminator
- Spokesperson

A

Informational Role

25
Q

What role is described as the:
- Entrepreneur
- Disturbance handler
- Resource allocator
- Negotiator

A

Decisional Role

26
Q
  • He/she is the symbolic head
  • He/she is required to perform a number of routine duties of a legal or social nature

e.g. Ceremonies status requests, solicitations

A

Figurehead (Interpersonal Role)

27
Q
  • He/She is responsible for the motivation and direction of subordinates

e.g. Virtually all managerial activities involving subordinates

A

Leader (Interpersonal Role)

28
Q

He/she maintains a network of outside contacts who provide favors and information

e.g. Acknowledgment of mail, External Board Work

A

Liaison (Interpersonal Role)

29
Q
  • He/she receives wide variety of information
  • He/she serves as nerve center of internal and external information of the organization

e.g. Handing all mail and contacts categorized as concerned primarily with receiving information

A

Monitor (Informational Role)

30
Q

He/She transmits information received from outsiders or other subordinates to members of the organization
e.g.
- Forwarding mail into organization for information purposes
- verbal contacts involving information flow to subordinates such as review sessions

A

Disseminator (Informational Roles)

31
Q
  • He/she transmits information to outsiders on organizations plans, policies, actions, and results
  • serves as expert on organization’s industry
A

Spokesperson (Informational Roles)

32
Q
  • He/she searches organization and its environment for opportunities
  • Initiates projects to bring about change

e.g. Strategy and review sessions involving initiation or design of improvement projects

A

Entrepreneur (Decisional Roles)

33
Q
  • He/she is responsible for corrective action when organization faces important, unexpected disturbances
    e.g. Strategy and review sessions involving disturbances and crises
A

Disturbance Handler (Decisional Roles)

34
Q

He/she makes or approves significant organizational decisions
e.g.
- Scheduling requests for authorization
- budgeting
- the programming of subordinates work

A

Resource allocator (Decisional Roles)

35
Q

He/she is responsible for representing the organization at major negotiations
e.g. Contract negotiation

A

Negotiator (Decisional Roles)

36
Q

What are the 3 managerial skills?

A
  • Technical Skills
  • Conceptual Skills
  • Human Skills
37
Q

What Managerial skill is this?

Competent in a specialized area, analytical ability, and the ability to use appropriate tools and techniqes

A

Technical Skills

38
Q

What Managerial skill is this?

Understanding what is needed to get the job done and understanding the physical operation

A

Technical skills

39
Q

What Managerial skill is this?

Hands-on activity with basic product or process knowledge; producing the actual products a company is designed to produce

A

Technical skills

40
Q

What Managerial skill is this?

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

A

Human Skills

41
Q

What Managerial skill is this?

Interpersonal relationships, solving people’s problem and acceptance of other employees.

A

Human skills

42
Q

What Managerial skill is this?

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

A

Conceptual skills

43
Q

What Managerial skill is this?

Idea generation and analytical process of information.

A

Conceptual skills

44
Q

What are the levels of management?

A
  • Top management
  • Middle management
  • First-line/supervisory management
45
Q

What level of management isthis?

  • President
  • Chief Executive Officer (CEO)
  • Chief financial officer (CFO)
  • Chief operations officer (COO)
A

Top Management

46
Q

What level of management is this?

  • Responsible for tactical planning
  • Implement general guidelines established by top management
A

Middle Management

47
Q

What level of management is this?

  • Supervise workers
  • Oversee daily operations
  • Directing and controlling primary functions
A

First-Line Management

48
Q

What are the indicators of poor/lack of management skills?

A
  • Not listening while people are talking
  • Micro managing
  • Focusing on the task and not the individuals
  • Not enforcing standards
  • Lack of effective communication of expectations8
  • Lack of effective communication of expectations
  • Communicating on a need to know basis only
  • Making decisions and then asking for feedback
  • Passing the buck
  • No sense of humor

MT6316 (5 decks)

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