Unit 3 Organizing and Staffing the Laboratory Flashcards
Denotes an effort to divide total operations in to size and type of units by which efficient and effective services are best assured and needs and weaknesses most easily identified
Organizing
It is the deployment of organizational resources in its efforts of achieving its short- and long-term goals
Organizing
Division of Labor; Well defined authorit- Responsibility Relationships; Coordination; Substitution of Personnel
Characteristic of Organization
T/F: When authority is delegated, responsibility is created
TRUE
Concepts of Organization
Herd Concept, Man to Man Concept, The Social Concept
“obey now, question later”; The subordinates follow the leader who yields exclusive power to decide and enforce unquestionable obedience in his subord
Herd Concept
The organization sees the individual working, in terms of direct personal relation with his superior
Man to Man Concept
The superior and subordinates are members of the team; The relationship is no longer man to man but man to his group
The Social Concept
The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated
Organization Structure
The visual representation of an organization’s structure
Organization Chart
An approach to efficient and effective achievement of organizational goals (sometimes called division of labor); It shows the degree to which organizational tasks are subdivided into separate jobs
Work Specialization
An unbroken line of authority that links all individuals in the organization and specifies who reports to whom
Chain of Command
The formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes
Authority
- Authority is vested in organizational positions, not people. 2. Authority is accepted by subordinates. 3. Authority flows down the vertical hierarchy.
Authority-Responsibility-Delegation
T/F: Authority is vested in people, not organizational positions
FALSE
The ___________ argues that a manager has authority only if subordinates choose to accept his or her commands. If subordinates refuse to obey because the order is outside their zone of acceptance, a manager’s authority disappears.
Acceptance theory of authority
Is the flip side of authority; The duty to perform the task or activity as assigned
Responsibility
When managers have responsibility for task outcomes but little authority, the job is ________________
Possible but difficult
T/F: When managers have authority exceeding responsibility, they may become tyrants, using authority toward frivolous outcomes
TRUE
Is the mechanism by which authority and responsibility are brought to alignment
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
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
Is the process managers use to transfer authority and responsibility to positions below them in the hierarchy.
Delegation
T/F: Most organizations today encourage managers to delegate authority to the lowest possible level to provide maximum flexibility to meet customer needs and adapt to the environment in clinical laboratories
TRUE
A form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates.
Line authority
A form of authority granted to staff specialists in their area of expertise.
Staff authority
The number of employees reporting to a supervisor; also called span of control / management ratio
Span of Management
A management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels.
Tall structure
A management structure characterized by an overall broad span of control and relatively few hierarchical levels.
Flat structure
- Work performed by subordinates is stable and routine.
- Subordinates perform similar work tasks.
- Subordinates are concentrated in a single location.
- Subordinates are highly trained and need little direction in performing tasks.
- Rules and procedures defining task activities are available.
- Support systems and personnel are available for the manager.
- Little time is required in nonsupervisory activities such as coordination with other departments or planning.
- Managers’ personal preferences and styles favor a large span.
Factors contributing to less supervisor involvement and favor larger spans of control
Is a diagram (chart) that identifies the major operational units of an organization and their attending job position
Organizational Charts
It is the single most concise representation of the organization and provides an important means of managing and monitoring all its activities.
Organizational Charts
One position should have span of control of how many positions?
4-12
____ if functions are similar; ___ if functions are dissimilar
12; 4
It is the filling of positions in the organization through recruitment, selection, placement, promotion, appraisal, compensation, and training; Major management responsibility
Staffing
Who said that staffing is an efficient and effective selection,grouping and utilization of personnel
Koontz, O’Donnell, Heinz Weihrich
Is a written declaration of a given job position
Job Description
How do job description supplements organizational charts?
- Providing definition to all position
- Identify operational duties and responsibilities and
- Salary classification and order to job performance
Represents the requirements for employment in a given job
Job Specification
It provides the organization with the personnel requirements considered to match most efficiently with the demands of each job
Job Specification
Job Title
Job Location
Job Summary
Reporting to working conditions
Job Duties
Machines to be used
Hazards
Job Description
Qualifications
Experience
Training
Skills
Responsibilities
Emotional Characteristics
Sensory Demands
Job Specification
The arbitrary but firmly established practice of eight-hour shifts serve as the usual method of dividing twenty-hour period
Work Schedule
The largest number of personnel are scheduled during __________
1st eight period
T/F: The fewest number of personnel are scheduled during the 1st eight period while the second and third shifts are staffed with more people
FALSE
One should strive for ____________ in every position so that at least two people know every job on every shift
Two Deepness
Which one is not a part of the basic rules of scheduling?
a. Provide two consecutive days off, except in the rare case where the individual prefers split days off
b. Post schedules at least three weeks in advance, even more if possible
c. Even within the possibilities, you cannot give the individual the shift he wants
d. No more than 5 consecutive working days for each individual
C
No more than ____ consecutive working days for each individual
5
Provide _____ consecutive days off, except in the rare case where the individual prefers split days off
2
Post schedules at least _______ weeks in advance, even more if possible
3
The location of decision authority near top organizational levels.
Centralization
The location of decision authority near lower organizational levels.
Decentralization
Greater change and uncertainty in the environment are usually associated with ___________.
Decentralization
T/F: The amount of centralization or decentralization should fit the firm’s strategy
TRUE
The basis on which individuals (positions) are grouped into departments and departments into the total organization.
Departmentalization
The grouping of positions into departments based on similar skills, expertise, and resource use.
Functional structure
An organization structure in which departments are grouped based on similar organizational outputs.
Divisional structure
An organization structure that uses functional and divisional chains of command simultaneously in the same part of the organization.
Matrix approach
A group of employees from various functional departments that meet as a team to resolve mutual problems.
Cross-functional teams
An organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization
Virtual network structure
The functional, divisional, and matrix are traditional approaches that rely on the _____________ to define departmental groupings and reporting relationships along the hierarchy.
Chain of command
T/F: Two innovative approaches are the use of functional and divisional networks, which have emerged to meet changing organizational needs in a turbulent global environment.
FALSE
teams and virtual networks
Advantage: Efficient use of resources, economies of scale in-depth skill specialization and development. Top manager direction and control
Functional
Disadvantage: Poor communication across functional departments, Slow response to external changes, lagging innovation, Decisions concentrated at top of hierarchy, creating delay
Functional
Advantage: Fast response, flexibiltiy in unstable environment; Fosters concern for customer needs; Excellent coordination across functional departments
Divisional
Disadvantage: Duplication of resources across divisions; Less technical depth and specialization; Poor coordination across divisions
Divisional
Advantage: More efficient use of resources than single hierarchy; Flexibility, adaptability to changing environment; Interdisciplinary cooperation, expertise available to all divisions
Matrix
Disadvantage: Frustration and confusion from the dual chain of command; High conflict between two sides of the matrix; Many meetings, more discussion than action
Matrix
Advantage: Reduced barriers among departments, increased compromise; Shorter response time, quicker decisions; Better morale, enthusiasm from employee involvement
Team
Disadvanatage: Dual loyalties and conflict; Time and resources spent on meetings; Unplanned decentralization
Team
Advantage: Can draw on expertise worldwide; Highly flexible and responsive; Reduced overhead costs
Virtual network
Disadvanatage: Lack of control; weak boundaries; Greater demands on managers; Employee loyalty weakened
VIrtual network
The quality of collaboration across departments; The clinical laboratory needs systems to process information and enable communication among people in different departments and at different levels
Coordination
A temporary team or committee formed to solve a specific short- term problem involving several departments.
Task force
A person responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project.
Project manager
Is the process which an existing organization undergoes that brings about changes in the size and shape of the organization structure
Reorganization
Two main reasons for reorganization
Growth and Adaptation
The radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.
Reengineering
An organized group of related tasks and activities that work together to transform inputs into outputs and create value.
Process
T/F: Accountability must be built in the organization structure
TRUE
