1
Q
- Developing pathway(s) to accomplish the organization’s mission and goals using resources and time
- Thinking and analyzing portion of management process
A
planning
2
Q
what is the hierarchy of planning
A
- strategic
- tactical
- operational
- contingency
3
Q
- process by which high level decisions are made
- designed and executed by top-level managers
- usually based on long-term projections
- maps out the course of an organization for approximately 20 years
A
strategic planning
4
Q
- deciding on the objectives of the organization and the need to modify existing objectives if appropriate;
- allocating resources to attain these objectives; and
- establishing policies that govern the acquisition, use, and disposition of these resources
A
strategic planning
5
Q
aka short range planning
* covers a 1-5 year period
A
tactical planning
6
Q
- supports strategic plans
- consists of the detailed, day-to-day operations needed to meet the immediate needs
A
tactical planning
7
Q
- works towards meeting the long-term strategic goals that have been set
- responsibility and functionality of middle-level managers
A
tactical planning
8
Q
- made by low-level managers
- focused on specific procedures and process
- may cover one year or one budget period
A
operation planning
9
Q
- made when something unexpected happens
- helpful in circumstance that call for a change
A
contingency planning
10
Q
what are the steps in management planning
A
- identifying goals
- evaluating the current situation
- establishing a time frame
- setting objectives
- forecasting resource needed
- implementing the plan
- creating feedback mechanisms
11
Q
it is a broad, long-term, ambition of the organization
A
goal
12
Q
a specific, short-term standard that allows the manager to achieve the desired goal
A
objective
13
Q
what does SMART stand for
A
specific, measurable, achievable, realistic, timely
14
Q
- Written goals allow all employees to work toward a common result.
- Questioning process
- Where, or what, does the institution wish to be
A
identifying goals
15
Q
Knowing where you are and how you got there is essential in determining where you are going
A
evaluating the current situation
16
Q
- key element in determining if a plan is realistic
- set an acceptable period in which to achieve goals
A
establishing a time frame
17
Q
- 4 basic characteristics of a good objective:
1. Clearly defined and understood
2. Obtainable and realistic
3. Has a strict time period in which it is to be accomplished
4. Measurable - Objectives are written using action verbs.
A
setting objectives
18
Q
- Deliberation of current resources and obtaining additional assets
- Principle vehicle for accomplishing this task is development of laboratory’s budget
A
Forecasting Resource Needs
19
Q
Working with and through people
A
Tools of Persuasion
20
Q
- Allocation of financial resources through budgeting
- Process of staffing and scheduling, or job assignments
A
tools of control
21
Q
A. tools of persuasion
B. tools of control
A
implementing the plan
22
Q
requires collecting data for evaluation
A
creating feedback mechanism
23
Q
is a program for managing an organization by setting and monitoring performance objectives
A
management by objectives
24
Q
steps to implements an MBO program
A
- managers must set the goals and objectives
- objectives should be shared with the staff
- Manager and each employee must meet and come to a mutual agreement on the goals and objectives of the individual
25
what does MBO stand for
management by objectives
26
they use the seven steps of management planning in
order to achieve the given goal.
group work
27
TAT
turnaround time
28
essential factors in laboratory planning
* objectives and tasks
* responsibilities
* timeline
* budget and resources needs
* benchmark
29
what should be done
objectives and tasks
30
essential for monitoring progress in implementation
benchmarks
31
when will each task be worked on, when will it be completed
timeline
32
additional staff, training needs, facilities, equipment, reagent and supplies, quality control materials
budget and resources needs
33
who will get the job done, who will be responsible
responsibilities
34
effects of bad planning
1. poor time management
2. poor clear definitions of objectives
3. budget not set out
4. dissatisfied customers
5. lack of support from stakeholders
6. failing to plan exposes the project to unpredicted high risks and problems
35
Project will not be completed on time and the result will be a shoddily done work.
poor time management
36
Team members will not know what exactly they are working on and this will make them not to work
efficiently for the project.
poor clear definitions of objectives
37
Funds will be misused and wasted.
budget not set out
38
Poor planning of a project will not meet the expectations of the
customers.
dissatisfied customers
39
If the planning is poor, the
stakeholders will not support
the project.
lack of support from stakeholders
40
This leads to time wastage in trying to figure out how to solve the challenges that the project faces.
Failing to plan exposes the project
to unpredicted high risks and problems
41
laboratory errors cost in:
* time
* personnel effort
* patient outcomes
42
performed to determine both internal and external factors
SWOT analysis
43
internal factors of SWOT
S - strengths of the organization
W - weaknesses of the organization
44
external factors of SWOT
O - opportunities available to organization
T - threats to the organization
Laboratory Management
flashcards
Decks in class (7)
# Cards
