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LAB MAN > Unit 4 - Organizing and Staffing the Lab > Flashcards

Unit 4 - Organizing and Staffing the Lab Flashcards

1
Q

What is Organizing?

A
  • Identifying and grouping the work to be performed
  • Defining and delegating responsibility and authority - Establishing relationship to enable the people to work most effectively together in accomplishing objectives.
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2
Q

A ______ is self-contained collection of interacting and interdependent components working together toward a common purpose.

A

system

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3
Q

What are the Characteristics of Organizational Systems?

A

a. Primary task
b. Hierarchy of system
c. Open systems
d. Equilibrium
e. Self-regulation

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4
Q

What are the three (3) distinct functions of Organizational system?

A
  1. Input mechanism
  2. Transformation
  3. Output mechanism
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5
Q

Backbone of management.”

A

Organizing

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6
Q

The term “______” means a collection of people working together under a defined structure for the purpose of achieving a predetermined outcome.

A

organization

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7
Q

It is the defined duties that are necessary because of the nature of system‘s products or services

A

Primary task

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8
Q

It is the feedback process by which the system monitors performance and provides information to its members.

A

Self-regulation

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9
Q

Systems that interact with their environment by both receiving and delivering product services.

A

Open systems

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10
Q

It is a state of stability within and between the system and its environment.

A

Equilibrium

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11
Q

What is the goal of the laboratory?

A

to release accurate and reliable results in a timely manner

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12
Q

It is the process of whereby self-contained subsystems develop within a parent organization such as a laboratory within a hospital.

A

Hierarchy of system

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13
Q

TRUE OR FALSE

Transformation which is the internal process whereby resources received through the input channels are converted into the products and services produced by the organization.

A

TRUE

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14
Q

_______ is the process of delivering the goods and services produced to the external environment.

A

Output mechanism

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15
Q

Give examples of input.

A

Specimen
Test requests
Supplies

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16
Q

Give examples of TRANSFORMATION PROCESS

A

Staff
Instruments
Processes

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17
Q

______ is the process through which needed resources are acquired and replaced.

A

Input mechanism

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18
Q

Give examples of OUTPUT

A

Test Results

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19
Q

The Clinical laboratory is an open system with what type of model?

A

congruency model

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20
Q

congruency model has four important aspects or elements:

A
  1. Formal organization
  2. Informal organization
  3. People
  4. Work
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21
Q

An organizational design consists of four structural components, namely:

A
  1. Functional component
  2. Self-contained component
  3. Matrix component
  4. Network Component
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22
Q

It is the hierarchal organizational levels.

A

Functional component

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23
Q

In Functional component, specialized units report is reported in an ______ chain of command.

A

upward

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24
Q

A ________ or _______ is the diagram or chart that identifies the major operational units of an organization and their attending job position.

A

Table of Organization or Organizational Chart

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25
Q

Differentiate tall structure and flat structure from each other

A

Tall structure – many management layers
Flat structure – few management layers

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26
Q

In self-contained component, division of work areas is based according to _________.

A

specialization

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27
Q

What are the 4 areas of services in the laboratory?

A

Specialty testing
Clinical services
Anatomical services
Transfusion services

28
Q

Specialty testing is focused on ________.

A

examining special specimens

29
Q

The clinical services are concerned with _________.

A

routine or special laboratory examinations

30
Q

Anatomical services cover_____,_______, ______, etc.

A

biopsy
histopathology
autopsy

31
Q

________ is an extension of the blood banking section.

A

Transfusion service

32
Q

It shows the different areas of work and person assigned as section head.

A

Matrix component

33
Q

It reflects an information technology model.

A

Network Component

34
Q

What are the Factors that Influence the Design and Structure of the Organization

A
  • Organizational goals and strategic direction
  • Technological Capabilities
  • Size
  • Environment
  • Leadership style, Member Behavior and Organizational culture
35
Q

What are the elements of laboratory organization?

A

Level of authority
Level of communication
Division of work

36
Q

It is the legal right to command actions by others and to enforce compliance.

A

Authority

37
Q

Authority can be divided into two aspects, namely:

A
  • Position authority (derived from holding the position)
  • Personal authority (derived from characteristics of a leader).
38
Q

It is the temporary assignment of authority and responsibility to perform a duty normally performed as a supervisor.

A

Delegation of authority

39
Q

How is Delegation of authority works?

A

When a task is delegated, the authority transfers to the one whom the task was delegated. However, the responsibility for delegating the task remains with the manager.

40
Q

What are the factors affecting delegation?

A
  • delegation route
  • fear of delegation
  • when, how and whom to delegate.
41
Q

This is a type and role of authority that comes from outside the chain of command.

A

Staff Authority

42
Q

This is a type and role of authority that is the relationship in which superior exercises direct supervision over a subordinate.

A

Line Authority

43
Q

This is a type and role of authority that is a
concept that most organizations employ in designing organizational structure.

A

Line and Staff Authority

44
Q

What are the PRINCIPLES OF ORGANIZATIONAL STRUCTURE AND AUTHORITY

A
  1. Departmentalization
  2. Decentralization
  3. Unity of command
  4. Scalar Principle
  5. Span of Control
  6. Exception Principle
45
Q

This is where the decision-making process is brought as close to those who are actually performing the work as possible.

A

Decentralization

46
Q

The manager and stall are able to do their jobs without having to check with the supervisor about every detail.

A

Exception Principle

47
Q

Each individual must have only one boss.

A

Unity of command

48
Q

Related activities are grouped together to expedite the production process, that is specialization.

A

Departmentalization

49
Q

There is a definable limit to the number of people one person can effectively supervise, within the limits of specific work condition.

A

Span of Control

50
Q

Supervision should be a linear system providing a direct vertical link from the board of directors to the lowest level worker.

A

Scalar Principle

51
Q

________ is the process of organizing work into jobs.

A

Job design

52
Q

________ is the process of collecting and analyzing information about tasks, work flow and jobs being done in an organization so that job descriptions, work standards and performance appraisal systems can be developed.

A

Job analysis

53
Q

________ is a collection of tasks, duties and
responsibilities assigned to an individual worker.

A

Job

54
Q

These are written declarations of given job positions.

A

Job description and Performance appraisals

55
Q

It is the process of matching the number and types of people with jobs that meet the goals and structure of the organization.

A

Staffing

56
Q

It supplements the table of organization by providing definition to all position.

A

Job Description

57
Q

It is the basis for preparing an advertisement for the position and the basis for employee evaluation.

A

Job Description

58
Q

The sections of a job description should include:

A

Title of the organization
Job Title
Job specifications
Summary of duties for the position
Reporting relationships or authority level
Preparer
Date of preparation and activation
Approval signatures

59
Q

This is the position summary. It also represents the requirement for employment of a given job.

A

Job specifications

60
Q

Heart of the document.

A

Summary of duties for the position

61
Q

It focuses on matching people on a day-to-day basis with the fluctuating workload of the laboratory.

A

Scheduling

62
Q

What are the other issues in organizing?

A

Re-Organization
Reengineering
Benchmarking

63
Q

existing organization undergoes changes in size and shape

A

Re-Organization

64
Q

Determine what issues in organizing is being asked.

use of robotics to automate

A

Reengineering

65
Q

Determine what issues in organizing is being asked.

cost per test

A

Benchmarking

66
Q

Determine what issues in organizing is being asked.

number of test performed per full time employee

A

Benchmarking

67
Q

Determine what issues in organizing is being asked.

pneumatic tube system to transport specimens

A

Reengineering

LAB MAN (2 decks)

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