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LAB MAN > Unit 3 - Management Planning > Flashcards

Unit 3 - Management Planning Flashcards

1
Q

It is the mental effort by which executives anticipate the possible causes or factors that may affect or change the activities and objectives of a particular organization.

A

Planning

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2
Q

Give the importance of Planning.

A
  • Provides direction
  • Strengthens confidence in understanding where the organization is heading and how best to make the organization move along the chosen path.
  • Provides opportunity to analyze alternative course of action.
  • Reduces uncertainties by encouraging managers to probe and cut-through complexities of the environment and to take control over the elements of change.
  • Minimizes impulsive, arbitrary decisions and ad hoc actions.
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3
Q

What are the 4 questions to identify what the organization wants to do?

A
  1. Where are we today?
  2. Where are we going?
  3. Where do we want to go?
  4. How are we going to get there?
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4
Q

It is developing a pathway to accomplish the organization‘s mission and goals using resources and time.

A

Planning

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5
Q

From the 4 questions, what is the role of 2nd and 3rd questions?

A

The output of the 2nd and 3rd questions are the vision and mission statements, goals and objectives of the organization which will be the basis of where the organization is going.

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6
Q

What question provides how goals should be attained and how resources are allocated?

A

4th / last question

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7
Q

________ is a statement of the organization‘s reason for being.

A

Mission

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8
Q

It is a predetermined course of action intended to facilitate the accomplishment of a task, work or mission.

A

Plan

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9
Q

Considered to be the final and ultimate goal.

A

Mission

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10
Q

Deciding in advance what it is to be done.

A

Planning

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11
Q

It denotes general program of action implying commitment of emphasis and resources to attain broad objectives.

A

Strategies

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12
Q

It is the non-specific directional and motivational guidance for the entire business.

A

Vision

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13
Q

It is the statement of expected results expressed in numerical terms.

A

Budget

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14
Q

These are general statements which guide or channel thinking and action in decision- making.

A

Policies

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15
Q

TRUE OR FALSE

All managerial functions are built around MANAGEMENT which provides a basis for the other functions.

A

FALSE; PLANNING

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16
Q

These are goals through which an organization aims to achieve.

A

Objectives

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17
Q

These are complex of goals, policies, procedures, task assignment, steps to be taken, resources to be employed necessary to carry out a given course of action.

A

Programs

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18
Q

It establishes a required method of handling future activities.

A

Procedures

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19
Q

What are the different types of plans?

A

Short range or tactical plan
Operational plan
Strategic planning

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20
Q

These are specific statements of anticipated results.

A

Goals

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21
Q

Type of plan that covers a 1-5 year period and focuses on tasks that can be completed in this time frame.

A

Short range or tactical plan

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22
Q

This is a type of plan that covers maybe a year or one budget period and mostly concerns operation.

A

Operational plan

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23
Q

Also know as “Numerical program”

A

Budget

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24
Q

These are required actions chosen from among alternatives.

A

Rules

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25
Q

Type of plan that maps out the course of an organization for approximately 20 years.

A

Strategic planning

26
Q

What are the hierarchy of plans?

A

Mission/Vision
Objectives/Goals
Strategies
Policies
Procedures or Rules
Programs
Budgets

27
Q

When does Strategic planning evaluated and modified?

A

Yearly

28
Q

It is a risk evaluation technique that determine both internal and external factors.

A

SWOT Analysis

29
Q

What does SWOT means?

A

Strengths
Weakness
Opportunities
Threats

30
Q

Give the 2 external factors in SWOT analysis.

A

Opportunities
Threats

31
Q

These are external chances to improve performance in the environment.

A

Opportunities

32
Q

These are characteristics of the business, or project team that give it an advantage over others

A

Strengths

33
Q

These are characteristics that place the team at a disadvantage relative to others

A

Weakness

34
Q

These are external elements in the environment that could cause trouble for the business or project

A

Threats

35
Q

Give the 2 internal factors in S W O T Analysis.

A

Strengths
Weakness

36
Q

Determine what aspect of SWOT Analysis is being asked?

Reimbursement decreasing

A

Threats

37
Q

Determine what aspect of SWOT Analysis is being asked?

Three local hospitals have consolidated their services including laboratory

A

Threats

38
Q

Determine what aspect of SWOT Analysis is being asked?

Hospital X is bankrupt; laboratory will close

A

Opportunities

39
Q

Determine what aspect of SWOT Analysis is being asked?

Strong leadership support

A

Strengths

40
Q

Determine what aspect of SWOT Analysis is being asked?

Patients convenience

A

Strengths

41
Q

Determine what aspect of SWOT Analysis is being asked?

Staffing shortage

A

Weakness

42
Q

Determine what aspect of SWOT Analysis is being asked?

Increased test volume will decrease per cost

A

Opportunities

43
Q

Determine what aspect of SWOT Analysis is being asked?

Limited range of tests

A

Weakness

44
Q

Objectives should be:

A

SPECIFIC
MEASURABLE
ATTAINABLE
RELIABLE
TIME-BOUND

45
Q

It allow all employees to work toward a common result.

A

Written goals

46
Q

It is written to achieve specific tasks.

A

Objectives

47
Q

What are the general steps in planning?

A
  1. Opportunity awareness or statement of the problems/needs.
  2. Statement of objectives/goals
  3. Consider planning premises
  4. Identify alternatives
  5. Choose an alternative
  6. Formulate supporting plans
  7. Numberized plans by making budgets
48
Q

What are the Essential Factors in Laboratory Planning?

A
  1. Past experience
  2. Market Potential
  3. Competition
  4. Hospital/Laboratory Relations
  5. Regulatory & Accrediting Forces
  6. Laboratory Trends
  7. Medical Trends
  8. Socio-political Trends
49
Q

It is a known or estimated expenditures for given services in a given locale or as projections of these expenditures contingent upon specific plans and anticipated developments.

A

Market Potential

50
Q

These are difficulties and problems that results between those responsible for providing laboratory services and those accountable for administering overall hospital policy.

A

Hospital/Laboratory Relations

51
Q

These are pattern of tests requests is as useful indicator of the relative value with which the physician perceives the wide range of laboratory services.

A

Medical Trends

52
Q

It refers to the organization‘s awareness based upon the prior observations and participations of its membership.

A

Past experience

53
Q

These are regulations standard bodies

A

Regulatory & Accrediting Forces

54
Q

These are events which affect hospital laboratory operation like include the legislation of unions, equal job opportunity, etc.

A

Socio-political Trends

55
Q

These are series of events constituting a pattern that suggests both origin and probabilities for continuation.

A

Laboratory trends

56
Q

It is an analysis of most market potential areas will usually disclose a relatively consistent set of competitive forces.

A

Competition

57
Q

What are the benefits of good planning?

A

a. Maximizing profits – waste kept to a
minimum
b. Goal directed actions results in jobs
turn out on time, good relationship with other departments, people using their highest skill and workers know how their jobs fit into the total pattern
c. Reduction of emergency and unexpected problems such as machines and equipment are working properly and are in good shape; materials are available

58
Q

The indicators of Poor Planning:

A
  1. Late submission of results/reports
  2. Idle machines
  3. Overworked and under worked staff
  4. Skilled workers doing unskilled work
  5. Quarreling, bickering, buck-passing
    and confusion
59
Q

What is MBO?

A

Management by Objectives (MBO)

60
Q

It is a management model that aims to improve performance of an organization by clearly defining objectives that are agreed to by both management and employees

A

Management by Objectives (MBO)

61
Q

He used “SMART” to express the concept of MBO in his book “The Practice of Management”

A

Peter Drucker

62
Q

What is the key tenet of MBO?

A

Establishment of a management information system to measure actual performance and achievements against defined objectives.

LAB MAN (2 decks)

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