LABORATORY MANAGEMENT > Introduction > Flashcards

Introduction Flashcards

(73 cards)

Study These Flashcards
1
Q

collection, processing & analysis of biological specimens

A

Medical laboratory science

  • performance of lab procedures, including instrument maintenance & relating lab findings to common diseases & conditions
  • EVALUATE results, integrate lab data, conduct research to develop new test methods
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

biological specimens

A
  • urine
  • blood
  • stool
  • other body fluids
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

provides laboratory results

A

Medical laboratory services

  • must be accurate, reliable, timely
  • essential to all aspects of healthcare & assist physicians
  • vital healthcare “detectives”
      • uncover & provide lab info that aid doctors in patient diagnosis & treatment, as well as in disease monitoring & prevention
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

inclusion of medical laboratory services

A
  • clinical chemistry
  • hematology
  • immunology/serology
  • microbiology
  • histopathology
  • immunohematology
  • molecular biology

*CHIM HIM

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

working with & through people to accomplish a common vision, mission & goals

A

Management

  • ensures quality lab services efficiently & effectively
  • utilizes organization resources efficiently
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

organization resources

A
  • personnel
  • equipment
  • money
  • time
  • space
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

conditions that must be met in order for a management to succeed

A

a. Mission or goal
- the organization or subunit are expected to accomplish

b. Leaders of authority
- direct the team toward the goal

c. Resources

d. Assigned responsibilities
- for achieving the goals

e. Accountability
- for using the established resources from both the admin & employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

VMGs

A

Vision, Mission, Goals

- very important statements that define an organization/institution

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

vision

A
  • statement that looks to the FUTURE
      • what the organization hopes to become
  • tells what the institution wants to accomplish
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

mission

A
  • states the REASONS for an organization’s EXISTENCE
  • general statement of how to achieve the vision
  • captures an organization’s IDENTITY
      • “who are we as an institution?”
  • captures the key elements of the organization’s PAST & PRESENT
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

basic characteristic of a good mission statement

A
  • emotionally appealing

- ethical in nature

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

goals

A
  • clear & tangible aims to achieve the MISSION OR VISION

- statements of WHAT NEEDS TO BE ACCOMPLISHED to implement the strategy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

roles of a manager

A
  • person
  • servant
  • representative
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

skills of a manager

A
  • organizational
  • people
  • financial management
  • technical
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

the key person in the management team

A

Manager

  • plays important roles
  • must possess appropriate skills to perform their duty well
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

the manager as a person is..

A

a. president
b. laboratory manager
c. administrator
d. operations manager
e. director
f. CEO

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

responsible for & to other people with similar fears, dreams, aspirations, expectations

A

(Laboratory) Manager

  • takes charge of the management
  • OVERSEES the functioning of the authority to achieve a set of goals or purposes
  • a LEADER to an organization or a company
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

T/F:

there are people who are born to be managers

A

FALSE

  • they are MADE not born
  • experience & continuous learning & development is important
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

runs an organization within the framework of various directives & policies given

A

Administrator

  • the TECHNICIAN
  • knows how to make the organization more effectively achieve its purpose
  • NOT THE ONE WHO ESTABLISHES THE LARGER GOALS
      • follows the given goals, directives, policies
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

the top administrator or manager of an organization

A

CEO

  • “Chief Exec. Officer”
  • usu. report to the Board of Directors directly
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

handles the affairs of an organization by establishing goals & priorities that determine the direction the organization will take

A

Director

  • primary role is broad POLICY MAKING
  • might not directly supervise technically
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

oversees the activities of other employees

A

Supervisor

- helps the employees accomplish specific tasks to perform scheduled activities efficiently

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

3 categories of resources entrusted to a manager

A

a. financial
- capital, budget

b. physical
- space, equipment, supplies

c. human
- technical, support staff

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

T/F:

the manager, as a servant, provides the means for the staff to meet the needs of their patient & customers

A

TRUE

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
the manager as a representative
- the face of the company/institution - representative of the owner - member of the BOD (or those that supervise them) - responsible for SUPPLYING their needs & presenting their concerns to the owner
26
Morse: | Manager as a servant is to supply needs; manager as a representative is to provide needs
BOTH FALSE - manager as a SERVANT = PROVIDE - manager as a REPRESENTATIVE = SUPPLY
27
the management team in the laboratory
1. lab director 2. lab manager 3. lab supervisor 4. bench-level supervisor
28
also called the laboratory administrator
Lab director - Technical skills = ↓ - Conceptual skills = ↑ - serves the ultimate responsibility in achieving goals - looks for CAPITAL INVESTMENTS, LONG-TERM PLANNING, INNOVATING RESPONSE TO CHANGE
29
the chief medical technologist
Lab Manager - Technical skills = ↑ - Conceptual skills = ↑ - CREATE & MAINTAIN SUITABLE ENVIRONMENT for lab personnel to function efficiently - PLAN, ORGANIZE, DIRECT, CONTROL JOBS
30
focuses on people & the operational delivery of lab services
Lab Supervisor - Technical skills = ↑ - Conceptual skills = ↑ - PLAN, ORGANIZE, DIRECT CONTROL JOBS
31
the section heads
Bench-level Supervisor - Technical skills = ↑ - - instrument repair - - troubleshooting - - new procedure selection & development - ASSESS & TRAIN junior lab personnel - ENSURES PERFORMANCE OF LAB TESTS in specific areas
32
T/F: | managers must possess the appropriate skills to be effective in their jobs
TRUE
33
the skill/ability to conceptualize & apply the management process
Organizational skills - SYSTEMATIZE WORKFLOW - makes decisions & communicates with co-workers - development of LONG- & SHORT-RANGE PLANS for the benefit of the institution
34
the skill/ability to understand the basic theories of human needs
People skills - MOTIVATES others to accomplish common goals - understands that for the employees to be effective, their needs should be met - ensure COMPETENCIES OF TECHNICAL STAFF by continuing education & training; availability of the support staff
35
the skill/ability to use the monetary assets of the company & its accounting mechanism effectively
Financial management skills - BUDGET in operations & capital - make an INVESTMENT SCHEME if applicable - - look into investment for expansion
36
Organizational skills + People skills + Financial management skills = ?
Technical skills - management of physical resources - well-versed in operational parameters that is unique to each lab or organization *operational parameters = products/services
37
management theories
a. scientific management b. bureaucracy management c. organizational behavior management - "behavioral science" d. system analysis management
38
theories that apply a systematic or scientific approach to the study of organizations
Scientific management theories - cause & effect a. Henri Fayol - management; planning b. Frederick Taylor - scientific management c. the Gilbreths (Frank & Lillian) - methods analysis; regulation & consistency d. Mary Parker Follett - modern management e. Lyndall Urwick - principle of objective
39
introduced the concept of management
Henri Fayol - "management should be an ORDERLY PROCESS OF TASKS & DUTIES" - PLANNING: the most important
40
the father of scientific management
Frederick Taylor | - broke down each task into SEGMENTS that could be analyzed for ways to IMPROVE EFFICIENCY
41
developed methods analysis, such as performance standards
The Gilbreths: Frank & Lillian - perfected F. Taylor's study method - valued EFFICIENCY by IDENTIFYING & REPLICATING ONE BES WAY to complete the task - believed in REGULATION & CONSISTENCY in the workplace
42
the mother of modern management
Mary Parker Follett - "management was the ART OF GETTING THINGS DONE THROUGH PEOPLE" - management: essentially COORDINATION
43
believed in the principle of objective
Lyndall Urwick - introduced the role of the MANAGEMENT CONSULTANT - attempted to classify & codify the work done on management theories
44
theories that examine the organizational aspects of companies & their workflow
Bureaucracy management theories - explain how an institution functions & how to improve their structural process or performance a. Scalar Principle - chain of command b. Scalar Prinicple - Adam Smith
45
"there should be clear definition of authority in the organization"
Scalar Principle - there should be a CHAIN OF COMMAND - each person = only 1 boss
46
"division of labor is an economic concept"
Specialization - by Adam Smith - dividing the production process into different stages enables workers to focus on specific tasks
47
theories that look at the performance & interaction of people within the organization
Organizational behavior management theories - "behavioral science" - uses concepts from psychology & sociology a. Elton Mayo - relational factors of worker satisfaction b. Douglas McGregor - theories X & Y; the basic nature of man c. Rensis Likert - relationship of managers & subordinates
48
T/F: | according to Elton Mayo's theory, employees are more motivated by monetary rewards or their environment
FALSE - "employees are far more motivated by RELATIONAL FACTORS than by money or environment" - the satisfaction of the worker depends on the co-worker
49
relational factors vs. environmental factors
a. relational - attention, camaraderie b. environmental - lighting, humidity, infrastructure
50
he developed assumptions about the basic nature of man
Douglas McGregor - followed E. Mayo's findings - proposed 2 styles of management: Theories X & Y
51
authoritarian style of management
Theory X - employees dislike their work & have a little motivation - manager is very hands on - manager is usu. involved in micromanaging people's work to get it done properly
52
participative approach of management
Theory Y - employees take pride in their work & see it as a challenge - managers trust employees to take ownership of their work - managers allow the employees to do work effectively by themselves
53
he developed four management systems to describe the relationship of managers & subordinates
Rensis Likert - encourages managers to be supportive in their relationship - management systems: - - exploitative-authoritative - - benevolent-authoritative - - consultative - - participative
54
leaders have no concern for people & use threats or fear-based methods
Exploitative-authoritative system - methods used result to excellent performance upon entering the organization - negative feelings follow (as time goes by)
55
leaders motivate employees through potential punishment & reward
Benevolent-authoritative system - there is less control over employees - subordinates tend to be competitive resulting to conflict
56
leaders allow subordinates to gain motivation through rewards, occasional punishment, & little involvement in making decisions, setting goals for the company
Consultative system - communication flows both downward & upward, allowing more cooperation - upper-level managers make company decisions with considerations from the input of the subordinates
57
there is open communication between managers & employees
Participative system - promotes genuine participation in decision making & goal setting - all employees equally share information - creates identification with the organization & higher work satisfaction
58
management theory that relies heavily on math models, scientific methodology, & computer simulation
System analysis management theory - analytical view of an organization - "organization: a complete, self-sustained unit that interacts within itself & with its environment in a continuous process of interchange & renewal" - investigates management problems & recommend solution
59
according to this person, there are 5 basic operations in the work of a manager
Peter Drucker - Austrian-American management consultant - 5 basic operations include: - - setting objectives - - organizing - - motivating, communicating - - establishing standards or measurement of performance - - developing people, including (the managers) themselves
60
the management process cycle
1. Planning 2. Organizing 3. Directing 4. Controlling *management process = the management PODCast
61
the thinking & analyzing phase of the management process
Planning - result in a formal strategy or for realizing the goals of an institution - has 7 steps
62
the seven steps of planning
1. Identify goals - unique with the company 2. Evaluate the current situation - collect info - compare with where the enterprise wishes to be in - do a market study 3. Establish a time frame 4. Set objectives - Specific, Measurable, Attainable (Achievable), Realistic, Time-bound 5. Forecast resource needs - for budgeting 6. Implement the plan - 2 basic avenues for implementing a plan: tools of persuasion, tools of control 7. Obtain feedback - provide a feedback mechanism
63
goals vs. objectives
a. Goals - broad, long-term ambitions b. Objectives - specific, short-term standards - clearly defined & understood - obtainable - SMART
64
tools of persuasion vs. tools of control
a. tools of persuasion - focused on working with & through people b. tools of control - involves allocation of resources - - financial: selecting proper equipment, supplies, number of employees through the budgeting process - - staffing & scheduling or job assignments to the worker
65
feedback mechanisms to obtain information & corrections
a. formal meetings - managers & co-workers - to assess current status & make necessary adjustments b. monitored standards of performance (ratings) - to measure progress c. informal meetings - conversations with staff & customers - can reveal problems & recommendations d. analysis of the nature & types of problems encountered - analytical or statistical tools
66
a phase in the management cycle where necessary resources & people are assembled for implementing a plan of action
Organizing - has 2 dimensions: - - FORMAL hierarchy of work groups, job assignments, lines of authority - - network of INFORMAL RELATIONSHIPS, social groupings, networking
67
the most visible of all management functions
Directing - "human factor stage" - LEADERSHIP & MANAGERIAL SKILLS come to the forefront - ensure a smooth-running facility
68
completes the management function; comparing what has actually been accomplished with the original master plan
Controlling - monitoring the standards, measurements, feedback mechanisms set in place to ensure implementation - comparison is done to identify its success or needed modifications
69
2 parts in giving instructions according to Peter Drucker
1. be sure that instructions are CLEARLY UNDERSTOOD 2. check to ENSURE THAT INSTRUCTIONS HAVE BEEN FOLLOWED * giving instructions = the major step in controlling (or one of the major steps)
70
a program that embodies all concepts of the management process (PODC)
MBO - "management by objectives" - introduced by Peter Drucker (1960s) - managing an organization by setting & monitoring performance objectives
71
T/F: | MBO provides a mechanism to bring all the concepts of the management process into everyday practice
TRUE
72
steps in setting objectives using MBO
1. Follow plans & goals - should be well thought out 2. Be a collaborative agreement - between supervisor & employee - provide for accountability & ownership of the objective (by the employee) 3. Be person-specific 4. Be within the power of the individual to accomplish - objectives should realistic & obtainable - objectives should also encourage employees to reach toward their potential 5. Be measurable 6. Provide feedback & info to responsible employees - so they know their progress & can make timely, independent adjustments
73
T/F: | management plays a vital role in medical lab science
TRUE
LABORATORY MANAGEMENT
flashcards
Decks in class (14)
# Cards
Brainscape helps you reach your goals faster, through stronger study habits.
© 2026 Bold Learning Solutions. Terms and Conditions