1
Q
- organized body of people with a particular purpose
A
organization
2
Q
- greek word for organization
A
organon
3
Q
- T/F - an organization is a system
A
true
4
Q
- people joining together in pursuit of a common cause
A
organization
5
Q
- self contained collection of interacting and interdependent components working towards a common purpose
A
system
6
Q
- input. transform, output
A
system
7
Q
- external sources in which system receive instruction
- maybe in a form of requests or budget from stakeholder
A
input
8
Q
- internal processing followed after input, in the form of lab tests and equipment
A
transformation
9
Q
- deliver the finish goods or services to external users
- in the form of lab results
A
output
10
Q
- registered or legally acknowledge with the country
A
legal
11
Q
- corporate
- government and non government orgs, political, educational institutions and charity
A
legal
12
Q
- operated both public and private sector
A
hybrid
13
Q
- group of volunteers to operate without legal formalities
A
voluntary association
14
Q
- fraternities, clubs
A
voluntary association
15
Q
- illegal organization
- operates underground
A
secret organization
16
Q
- secret society, black markets, resistant movements, criminal orgs
A
secret organization
17
Q
- characteristic of organizational system
A
- holistic and synergistic
- primary task
- more specialized
- open systems
- stability or equilibrium
- self regulation
18
Q
- needed sources acquired and replaced
- skill, supplies machines and labor
A
input
19
Q
- input converted to product and services
- in lab its in the form of lab tests using equipment and machines
A
transformation
20
Q
- output mechanism , products and services produced and are delivered to the customers
- in the lab its in the form of lab results given to patients or doctors or any hc personnel
A
output
21
Q
- reagents, supplies and test requests
A
input
22
Q
- use of instruments and people to perform test procedures
A
transformation
23
Q
- deliver results to patients and doctors
A
output
24
Q
- ORGANIZATIONAL FACTORS shaping the manager’s job :LIFE CYCLE
A
starting point, stabilizing period, termination or begin again
25
25. ORGANIZATIONAL FACTORS shaping the manager's job
| - factors which an outside influence the managed shaped the character and capabilities of the institution
- external environment
26
26. general economic conditions
law and regulations
national and local customs
external environment
27
27. the status quo is " weve always done this way"
internal culture
28
28. officially sanctioned lines of authority ASSIGNED BY THE OWNERS
formal bureaucracy
29
29. alliances that form outside the boundaries of formal bureaucracy
- form the allegiance and interaction with common interest
informal groups
30
30. Leader
formal: appointed
informal: ?
charisma
31
31. Followers
formal: ?
informal: personal attraction
appointed
32
32. purpose
formal:
informal:
recruitment incentives
| peer motives
33
33. shared opinions on how things should be done
formal: organizationally driven
informal:
social norms
34
34. performance and commitment expectations
formal: ?
informal: issue focused
job and task standards
35
35. sanctions
formal:
informal:
organizational rewards and punishment policies
| peer pressure
36
36. refers to the type of equipment, level of automation and nature of product or service
task to be performed
37
37, refers to the skill and knowledge of employee
people involved
38
38. refers to the total space available the visibility and accessibility of the workers
workplace
39
39. relationship between people within a group and the group themselves
appropriate options, design models and strategies
40
40. focus entirely on the relationship between people and rely on THE HEIRARCHY'S FORMAL CHAIN OF COMMAND
- clear understanding of who is in charge and who is responsible for specific areas of work
Bureaucratic model
41
41. who proposed or developed the bureaucratic model
Max Weber
42
42. T/F- each job has a formally established set of official duties in a bureaucratic model
TRUE
43
43. T/F- there is no hierarchy based chain of command in bureaucratic model
FALSE
44
44.T/F- rules and regulations are consistenly applied in a bureaucratic model
TRUE
45
45. T/F - the system works its own" formalistic personality" in a bureaucratic model
TRUE
46
46. T/F- hiring and firing are based on qualifications and performance
TRUE
47
47. a model that attempts to tailor to organization structure to specific job needs dictated by the work situation.
- accomplished by looking at the type of work performed and ability of the staff to work independently
Situational model
48
48. proponents of a technological model on the company's type of production process
John Woodward and associates
49
49. production of single pieces to costumer order
| production of pieces in small batches
group 1( small batch and unit production)
50
50. production of large batches assembly line type
| mass production
group 2(large batch and mass production)
51
51. continuous process of production 0f chemicals in batches
| continuous flow of liquids, gases and solid shapes
group 3(continuous process production)
52
52.a repetitive task, minimally trained personnel
routine strategy
53
53. non repetitive work, requires judgment and is performed by a professionally prepared staff
engineering strategy
54
54. extremely skilled workers that produce unique products
craft strategy
55
55. allows wide latitude in investigation and from more obstruct products
heuristic strategy
56
56. assigned through the formal delegation of authority
line authority
57
57. empowerment by formal job classification
authority
58
58. T/F - manager's power is not limited
False
59
59. passing of authority and responsibility
delegation
60
60. delegated from the owners to ceo
delegation routes
61
61. factors to delegate
- ability of the employee to handle assignment
- time management skills
- nature of tasks
62
62. straight line of authority
line authority
63
63. two forms of line authority
- within the department
| - within the institution
64
64. from the admin to dept head to supervisor to staff of the lab
- within the department
65
65. hospital admin to nursing dept to other depts then to the labs
- within the institution
66
66.influence exerted through control of support services
staff authority
67
67. allow specialist to exercise control within the boundaries of their specialty
functional authority
68
68. formal written map of the structural pam and authority delegation
organizational chart
69
69. clarify the bureaucratic relationships between individual and work groups
organizational chart
70
70. types of organizational charts
- functional top down
- divisional organization chart
- matrix organization chart
- flat organization chart
71
71. traditional business structures, president at the top, followed by senior managers, middle managers etc
functional top down
72
72.employees are divided into teams by project
divisional org chart
73
73. shows a company that operates using cross functional groups instead of verticals silos
matrix org chart
74
74. shows few or no level of management between executives and all other employees
flat org chart
75
75. empowers self management and greater decision making ability for every employee
flat org chart
76
76.types of traditional org chart
tall and flat org chart
77
77. has many management layers, starts from the president last down line
tall
78
78. few management layers, no clear identification between top managers and staff
flat structure
79
79. cyclical in nature
| - focuses on the organizational interdependence rather than on segregation and division
alternative chart form
80
80. principles of org structures and authority
- departmentalization
- decentralization
- unity of command
- scalar principle
- span of control
- exception principle
81
81. grouping together of related activities to make production process faster
departmentalization
82
82. grouping people who are highly trained in a specific area
specialization
83
83.decision making process close to those who are actually performing the work
decentralization
84
84. - aka unity of direction
| - individual should have only one boss
unity of command
85
85.linear system of authority providing direct vertical link from the board of directors to the lowest level worker
scalar principle
86
86. limit to the number of people one person can effectively supervise within the limits of specific work conditions
span of control
87
87. referring for resolution by a superior only those things that cannot be solved by employees at their own level
-exception principle
88
88. current workplace generations are divided into four groups
Sarah Vinings
89
89. born between 1922-1945
| - the greatest depression, second world war , korean war
traditionalist
90
90. motivated by respect and providing long term value to the company
communication style include personal touch, handwritten notes
traditionalist
91
91. viewed as obedient individuals, age equate seniority advancing through the heirarchy
traditionalist
92
92. employers should provide satisfying work and opportunities to contribute and emphasize stability
traditionalist
93
93. dependable, straightforward, tactful loyal
traditionalist
94
94. born between 1946-1964
| fill leadership roles
baby boomers
95
95. vietnam war, civil rights struggles, assassination of John F, kennedy and martin luther king jr and watergate
baby boomers
96
96. grew up in prosperous economy with two parent families, only one worked
- motivated by company loyalty, teamwork duty
baby boomers
97
97. comm styles: whatever is most efficient including phone calls and face to face
- achievers
baby boomers
98
98. employers should provide specific goals and deadlines, put into mental roles, offer coaching style feedback to work properly
baby boomers
99
99.optimistic, competitive, workaholic, team oriented
baby boomers
100
100. 1965-1981
- grow up in economic world of uncertainty
- parents are both working or divorced wc made children resilient and independent but also cynical
gen x
101
101. shaped by AIDS pandemic, Fall of Berlin, dot com boom
- motivated by diversity, work ife balance personal professional interest
- communication: whatever is the most efficient phone calls face to fcae
gen x
102
102. favors diversity, quick to move, resistant to change
gen x
103
103. employers should give immediate feedback, provide flexible work arrangements and work balance, opportunities for personal development
gen x
104
104. flexible, informal skeptical independent
gen x
105
105. early 1980s- early 2000s
grew up in a time of marked advances in technology, internet 24/7 also economic uncertainty
grew up in merged families
also cynical but confident and social
gen y millenial
106
106. motivated by responsibility quality of their manager and unique work experiences
- comm style: IMS, text emails
- seeking challenge, love challenges, likely to leave org if they dont like change
gen y millenial
107
107.employers should get to know them presonally, managed by results, be flexible, provide feedback
gen Y millennial
108
108. competitive, civic and open minded, achievement oriented
gen Y millennial
109
109. early 2001-2020
- shaped by great recession
- access technology at young ages
- employers provide formal training
gen z
110
110. motivated by diversity, personalization, individuality, and creativity
- comm style: IMS, text and social media
- self identified, digital device addicts, value independence, prefer to work with millennial managers, innovative with co workers and good with technologies
gen z
111
111. employers should offer opportunities to work for multiple projects at the same time, provide work balance and allow them to be self directed and independent
gen z
112
112.global, entrepreneurial, progressive, less focused
gen z
Lab Management
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