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MT6316 > Unit 3: Organizing and Staffing the Laboratory > Flashcards

Unit 3: Organizing and Staffing the Laboratory Flashcards

1
Q

It denotes an effort to divide total operations into size and type of units by which efficient and effective services are best assured and needs and weaknesses most easily identified

A

Organizing

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2
Q

It is the deployment of organizational resources in its efforts of achieving its short- and long-term goals

A

Organizing

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3
Q

What are the characteristics of organization?

A
  1. Division of labor
  2. Well–Defined Authority – Responsibility Relationships
  3. Coordination
  4. Substitution of personnel
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4
Q

When authority is ____, responsibility is ______

A

delagetd ; created

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5
Q

What is this concept of organization?

  • “obey now, question later”
  • The subordinates follow the leader who yields exclusive power to decide and enforce unquestionable obedience in his subordinates
A

Herd Concept

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6
Q

What is this concept of organization?

The organization sees the individual working, in terms of direct personal relation with his superior

A

Man to man concept

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7
Q

What is this concept of organization?

  • The superior and subordinates are members of the team
  • The relationship is no longer man to man but man to his group
A

The social concept

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8
Q

It is the framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated

A

Organization structure

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9
Q

It is the visual representation of an organization’s structure

A

Organization chart

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10
Q

In the vertical structure, who are under the Vice President Accounting?

A
  • Information Cneter
  • Financial Analyst
  • Chief Accountat
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11
Q

In the vertical structure, who are under the Director Human Resource?

A
  • Benefits Administrator
  • Industrial Relations Manager
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12
Q

In the vertical structure, who are under the Vice President Production?

A
  • Maintenance Supervisor
  • Quality Control Manager
  • Botting Plant Super-Intendent
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13
Q

In the vertical structure, who are under the Director Marketing?

A
  • Mountain Religion Sales
  • Midstate Sales
  • Western Sales
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14
Q
  • It is 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
A

Work Specialization

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15
Q

What are the sections under a Clinical Laboratory?

A
  • Specimen collection & processing
  • Hematology Department
  • Chemistry Department
  • Immunology & Immunohematology Department
  • Microbiology Department
  • Pathology Department
  • Toxicology Department
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16
Q

They are the ones who draw blood from the patient

A

Phlebotomist

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17
Q

These are staff who route the specimens to different departments

A

Clerical staff

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18
Q

They are the ones who perform blood tests, coagulation tests, & urinalysis

A

Medical technologists under Hematology Dept.

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19
Q

They perform routine and special chemistry tests

A

Medical technologists under Chemistry Dept.

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20
Q

They perform serology and blood bank tests

A

Medical technologists under Immunology & Immunohematology Dept.

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21
Q

They detect and test viruses, bacteria, fungi, and parasites

A

Medical technologists under Microbiology Dept.

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22
Q

________ examine cells and ________ examine tissues

A

Cytotechs & Histotechs under Pathology Dept.

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23
Q

They test therapeutic drugs and drugs of abuse

A

Medical technologists under Toxicology Dept.

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24
Q

It is an unbroken line of authority that links all individuals in the organization and specifies who reports to whom

A

Chain of Command

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25
Q

It is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes

A

Authority

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26
Q

True or False

Authority is vested in organizational positions, not people

A

True

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27
Q

This theory 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

A

The Acceptance Theory of Authority

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28
Q

True or False

Authority flows down the vertical hierarchy.

A

True

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29
Q
  • It is the flip side of authority
  • It is the duty to perform the task or activity as assigned
A

Responsibility

30
Q

True or False

When managers have authority exceeding responsibility, they may become tyrants, using authority toward frivolous outcomes

A

True

31
Q
  • It is the mechanism by which authority and responsibility are brought to alignment
  • 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
A

Accountability

32
Q

It is the process managers use to transfer authority and responsibility to positions below them in the hierarchy

A

Delegation

33
Q
A
34
Q

True or False

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 laboratorie

A

True

35
Q

It is a form of authority in which individuals in management positions have the formal power to direct and control immediate subordinates

A

Line Authority

36
Q

It is a form of authority granted to staff specialists in their area of expertise

A

Staff Authority

37
Q

It is the number of employees reporting to a supervisor; also called span of control / management ratio

A

Span of Management

38
Q

It is a management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels

A

Tall Structure

39
Q

It is a management structure characterized by an overall broad span of control and relatively few hierarchical levels.

A

Flat Structure

40
Q

What are the factors contributing to less supervisor involvement and thus favor** larger spans of control**:

A
  1. Work performed by subordinates is stable and routine.
  2. Subordinates perform similar work tasks.
  3. Subordinates are concentrated in a single location.
  4. Subordinates are highly trained and need little direction in performing tasks.
  5. Rules and procedures defining task activities are available.
  6. Support systems and personnel are available for the manager.
  7. Little time is required in nonsupervisory activities such as coordination with
    other departments or planning.
  8. Managers’ personal preferences and styles favor a large span
41
Q

It is a diagram (chart) that identifies the major operational units of an organization and their attending job position

A

Organizational Charts

42
Q

It is the single most concise representation of the organization and provides an important means of managing and monitoring all its activities.

It also provides the members an understanding of their station and how they relate to one another

A

Organizational Charts

43
Q

One position should have span of control (direct
supervision) of ________ positions

A

4 -12

12 if functions are similar; 4 if functions are dissimilar

44
Q

According to Koontz, O’Donnell and Heinz Weihrich:
- It is the filling of position in the organization
- identifying workforce requirements, inventorying the people available
- recruitment, selection, placement, promotion, appraisal, compensation, and training

A

Staffing

45
Q
  • It is a written declaration of a given job position
  • Supplements the organizational charts by:
    1. Providing definition to all position
    2. Identify operational duties and responsibilities
    3. Salary classification and order to job performance
A

Job Description

46
Q
  • It represents the requirements for employment in a given job
  • It provides the organization with the personnel
    requirements considered to match most efficiently with the demands of each job
A

Job Specification

47
Q

The following are under of what job:
- Job Title
- Job Location
- Job Summary
- Reporting to
- Working conditions
- Job Duties
- Machines to be used
- Hazards

A

Job Description

48
Q

The following are under of what job:
- Qualifications
- Experiences
- Training
- Skills
- Responsibilities
- Emotional Characteristics
- Sensory Demands

A

Job Specification

49
Q

The arbitrary but firmly established practice of ____ shifts serve as the usual method of dividing twenty-hour period

A

8 hr

50
Q

Because of request patterns, the largest number of personnel are scheduled during the ________ while the second and third shifts are staffed with fewer people

A

1st eight period

51
Q

Whenever possible, one should strive for ________ in every position so that at least two people know every job on every shift

A

“two deepness”

52
Q

Basic rules of Scheduling

No more than ________ consecutive working days for each individual

A

5 consecutive days

53
Q

Basic rules of Scheduling

Provide ________ consecutive days off, except in the rare case where the individual prefers split days off

A

2 consecutive days off

54
Q

True or False

Within the possibilities, give the individual shift he wants

A

True

55
Q

Post schedules at least ________ weeks in advance, even more if possible

A

at least 3 weeks in advance

56
Q

It is the the location of decision authority near top organizational levels.

A

Centralization

57
Q

It is the location of decision authority near lower organizational levels

A

Decentralization

58
Q

It is the basis on which individuals (positions) are grouped into departments and departments into the total organization

A

Departmentalization

59
Q

What are the factors that typically influence centralization vs. decentralization?

A
  1. Greater change and uncertainty in the environment are usually associated with decentralization.
  2. The amount of centralization or decentralization should fit the firm’s strategy
  3. In times of crisis or risk of company failure, authority may be centralized at the top.
60
Q

What are the different types of organizational structure?

A

1.Vertical function
2.Divisional
3.Matrix
4.Team-based
5.Network

61
Q

It is the grouping of positions into departments based on similar skills, expertise, and resource use

A

Vertical Functional structure

62
Q

It is an an organization structure in which departments are grouped based on similar organizational outputs

A

Divisional Structure

63
Q

It is an organization structure that uses functional and divisional chains of command simultaneously in the same part of the organization

A

Matrix Approach

64
Q

It is a group of employees from various functional departments that meet as a team to resolve mutual problems

A

Cross-functinal teams

65
Q

It is an organization structure that disaggregates major functions to separate companies that are brokered by a small headquarters organization.

A

Virtual Network Structure

66
Q

The functional, divisional, and matrix are traditional approaches that rely on the ________ to define departmental groupings and reporting relationships along the hierarchy

A

Chain of Demand

67
Q

It is a temporary team or committee formed to solve a specific short- term problem involving several departments

A

Task force

68
Q

It is a person responsible for coordinating the activities of several departments on a full-time basis for the completion of a specific project

A

Project Manager

69
Q

It is the process which an existing organization undergoes that brings about changes in the size and shape of the organization structure

A

Reorganization

70
Q

What are the two main reasons for reorganization?

A

Growth & Adaptation

71
Q

It is the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed

A

Reengineering

72
Q

It is an organized group of related tasks and activities that work together to transform inputs into outputs and create value.

A

Process

MT6316 (5 decks)

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