Laboratory

Management
 70% of all medical decisions are based on laboratory
results (Silverstein, 2003)

 The laboratory is a $55.1 billion industry that offers

high clinical value at relatively low cost.

 The laboratory also plays a leading role in education

and research, information technology design and
implementation, and quality improvement.

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The purpose of the laboratory is to provide physicians and
other health care professionals with information to:

 detect disease or predisposition to disease;

 confirm or reject a diagnosis;

 establish prognosis;

 guide patient management; and

 monitor efficacy of therapy (Kurec, 2000).

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 Management
Karl Christopher L. Weber, RMT,MSMT
 1. Define “management” and the conditions
necessary for its success.
2. Identify the roles and skills associated with
being a manager.

Objectives 3. Compare and Contrast the four major

management philosophies.
4. Describe the management process and
the functions of management.
5. Apply MBO program principles to the
medical/clinical laboratory.

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Management
"Working with and
through people to
accomplish a
common mission"

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 "Management is the art of getting things done
through and with people in formally
Management organised groups.“

Harold Koontz gave this definition of management in his

book "The Management Theory Jungle".

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"To manage is to forecast and to plan, to organise, to command,
to co-ordinate and to control.“

Henri Fayol gave this definition of management in his book "Industrial and General
Administration".

"Management is a multi-purpose organ that manages business

and manages managers and manages workers and work.“
This definition of management was given by Peter Drucker in his book "The Principles of
Management".

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 Five Conditions that must be
present for management to
succeed:

1. A mission or goal, that the organization

or a sub-unit expects to accomplish

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Mission - the purpose or reason for the existenceof an organization.

Goal - a broad or long term ambition of an organization

Objectives - are specific short term standards that guides the manager to achieve the
goals

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2.Leaders with the authority to direct the team toward
the goal

3. Resources ( people, equipment, supplies and

money)

4. Responsibility for achieving the goals assigned

5. Accountability for using the resources established

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Leadership and
Management
“An organization is only
as good as its people,
and people are guided
by leaders and
managers.”
 A person of influence that guides others
Leader (in an organization) to achieve designated
objectives and goals.

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 Leadership Styles
( CareerTrack, 1988 )

-presents rules, orders, or other defined instructions to the

Directing individual

-offers concise and detailed instructions on how to complete

a task
-provides high support and direction
Coaching
-provides physical and personal resources so that an
Supporting individual can accomplish their duties

-offers flexibility and encourages creative problem solving

provides low support and direction
Delegating
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 A person employed to manage someone
else's business and is responsible in
Manager organizing the workflow, requisitioning
supplies, accounting for the financial
resources, selling products and assuring
delivery to the customer.

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 First-line Middle Top
Managers Managers Managers
Supervisors Operations managers Laboratory directors

Team leaders Division heads Chief executive officers

[CEOs]
Chief technologists Chief financial officers
[CFOs]
Chief information
officers [CIOs]

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Basic Management Responsibilities
Operations management Human resource management
Quality assurance Job descriptions
Policies and procedures Recruitment and staffing
*Strategic planning Orientation
*Benchmarking Competency assessment
Productivity assessment Personnel records
Legislation/regulations Performance
Medicolegal concerns evaluation/appraisals
Continuing education Discipline and dismissal
Staff meetings

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Basic Management Responsibilities
Financial management Marketing management
Departmental budgets Customer service
Billing Outreach marketing
Coding Advertising
Compliance regulations Website development
Test cost analysis Client education
Fee schedule maintenance

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 Leader Manager
Administrator Implementer

Organizer and developer Maintains control

Thinks long term Thinks short term

Inspiration Is good soldier

Risk-taker Watches bottom line

Asks what and why Asks how and when

Challenges status quo Accepts status quo

Does the right thing Does things right

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Roles of A
Manager

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 1. The Manager as a PERSON

- is responsible for, and to, other people with similar

fears, dreams, hopes, problems, aspirations, potential,
and expectations.

Roles of a - with own individual talents, trainings, strengths and

Manager weaknesses

- natural leaders and born organizers

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 Management has its
emphasis on the
development of the person,
its people, because the
organization is people.
 2. The Manager as a SERVANT

-
Roles of a supports their own staff

Manager - provides the means for the staff to meet the

needs of their patients, customers and clients.

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 Board of Directors Patient/Customer

CEO/Administrators Line Workers

Vice President/Assistant Admin Supervisors

Department Manager Department Manager

Supervisors Vice President/Assistant Admin

Line Workers CEO/Administrators

Patient/Customer Board of Directors

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 3. Manager as a REPRESENTATIVE

Roles of a -paid representative of the owners or board of directors

Manager -represent those they supervise

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Skills of a Manager
 1. Organizational Skills

Skills of a -the ability to conceptualize and apply the management

process
Manager
-systematize workflow

-make decisions and communicate with co-workers

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 2. People Skills
Skills of a
Manager - an understanding of the basic theories of human needs
and work motivation

- essential to accomplishing the goals of the individual

and the organization

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 3. Financial management skills
Skills of a
- involve the effective use of and accounting
Manager for the monetary assets of the company

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 4. Technical Skills
Skills of a
- involve the synthesis of the first three skills and
Manager the management of physical resources
(supplies, equipment, facilities) into the
operational parameters (products/services)
unique to each organization.

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 Major
Management
Theories
 - attempts to apply a systematic or scientific
approach to the study of organizations

1. Scientific
- represents the first orderly efforts to examine the
Management function of complex organizations

- uses cause-and-effect

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 Henri Fayol (1841-1925) Frederick Taylor (1856-1915)

-introduced the concept that management should -father of scientific management

be an orderly process of tasks and duties
-organized tasks into segments for
- functions of management or management process analysis and heightened efficiency
 Frank Gilbreth (1868-1924) Lyndall Urwick (1891-1983)
and Lilian Gilbreth (1878-1972)
-introduced the role of the
-perfected Taylor's motion study method and
developed methods analysis management consulltant

- developed performance standards used by the -attempted to classify and codify the
College of American Pathologists(CAP) for their Work- work done on management theories.
Load units program(WLU).
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 - examines the organizational aspects of the company
and its workflow

- explain how institutions functions and how to improve

their structural process

2. Bureaucracy
- relates to rules, regulations, impersonality and the
management division of labor

- focuses with the chain of command

(scalar principle)

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Adam Smith (1723-1790)

-introduced the concept

of specialization

Chester I. Barnard (1886-1961) James D. Mooney (1884-1957)

Peter Drucker (b. 1909)

- developed an
understanding of how
companies should be
organized

Alan C. Reiley (1896- 1957) 43

 - focuses in the performance and the interaction
of people within the organization
3. Organizational
Behaviour
Management
- uses psychology and sociology concepts in line
with management theories

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Elton Mayo (1880-1949 Douglas McGregor (1906-1964)

-developed assumptions about

the basic nature of man
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 - views the organization as a continuous process
interacting within itself and with its environment

4. Systems - analyzing business as a system

Analysis
Management - is influenced by mathematical models, scientific
methodology and computer simulations

- includes operations research, management science and

systems/computer analysis

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The Management
Process
 - Pioneered b y Henri Fayol

The
- a process with continuum of functions that a
Management manager must perform to ensure the smooth
Process operations of an organization

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Peter Drucker's Five Basic Operations in
the work of the manager

1. Setting objectives
2. Organizing
3. Motivating and Communicating
4. Establishing standards or
measurements of performance
5.Developing people

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 Planning

Controlling Organizing

Directing

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 - anticipation of the future

PLANNING - thinking and analyzing portion of the management

process

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 7 Management Planning
Process Steps

1. Identifying Goals

2. Evaluating the current situation

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 7 Management Planning
Process Steps

3.Establish a time frame

4. Setting Objectives

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 Characteristic of a Good Objective

•It is clearly defined and understood.

•It is obtainable and realistic.

•It has a strict time period in which it has to be

accomplished.

•It is measurable

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Simple
Measurable
Attainable
Results-Oriented
Time-framed
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 7 Management Planning Process Steps

5. Forecasting Resource Needs

6. Implementing the Plan

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*Tools of Persuasion - focus on working with and
through people; associated with communication,
involvement, inclusion, education, training,
cooperation, building confidence, support,
consultation, feedback, sharing information and
responsibility.

*Tools of Control - involves the allocation of

financial resources through the budgeting
process and the process of staffing and
scheduling or job assignments
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7 Management Planning Process Steps

7. Creating Feedback Mechanism

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 *Developed to ensure that quality
laboratory services are provided
Quality
Systems *depends on modern equipment, well-
Management trained staff, well-designed physical
environment, and a good management
team

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Total Quality Management Traditional TQM
is a systems approach that Thinking Thinking
focuses on teams, processes, Acceptable quality Error-free quality
statistics, and delivery of
Department focused Organization focused
services/products that meet or
exceed customer expectations Quality is expensive Quality lowers costs
( Brue, 2002 ). Defects caused by Defects caused by
workers system
Management controls Worker empowered
Continuous Quality Improvement worker
is an element of TQM that strives to
Status quo CQI
continually improve practices and
not just meet established quality Manage by intuition Manage by fact
standards. Intangible quality Quality defined
We–They relationship Us relationship
End process focus System process
Reactive systems Proactive systems
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  the process by which high level decisions are
made

Strategic
Planning  usually based on long-term projections and a
global view that can have an impact on all levels
of a laboratory’s operations.

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 - after planning, the first step is to gather
necessary resources and develop a structure for
putting the plan into action

- attention to efficient use of all resources

-
ORGANIZING an evident continual modification of the master
plan

- includes (1) the formal hierarchy of work groups,

job assignments and lines of authority;

- (2) the network of informal relationships-

friendships, social grouping and "grapevines".

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 -most visible of the management functions

DIRECTING -includes seeing that tasks to ensure an

effective and efficient facility is done

- the human factor stage

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 - focuses on giving instructions ; ensures that
instructions are clearly understood; and
instructions are clearly followed.

- process of checking up on the priorities

CONTROLLING established

- the measurement and feedback mechanism

- completes the management functions loops

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Management by Objectives
- a program that embodies all of the concepts in the
management process
- introduced by Peter Drucker in 1960
- core of MBO is communications; depends on how
well employees understand the company's mission
and objectives.
Setting Objectives is the heart of the MBO Method.
To be effective MBO objectives should:

1. Follow well-thought-out plans and long term goals.

2. Be based on a collaborative agreement between supervisor and employee.
3. Be person-specific.
4. Be within the power of the individual to accomplish.
5. Be measurable.
6. Have a designated time frame.
7. Provide feedback and information to responsible employees so they will
know their progress and can make timely and independent adjustments.

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Implementing an MBO Program

1. Set Goals and Objectives

2. Transparent Objectives
3. Mutual agreement

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 References

McPherson, R. A., & Pincus, M. R. (2017). Henry’s clinical diagnosis

and management by laboratory methods. Retrieved from
https://www.clinicalkey.com/dura/browse/bookChapter/3-s2.0-
C20130143425
Varnadoe, L. A. (1996). Medical laboratory management and
supervision: Operations, review, and study guide. Philadelphia: F.A.
Davis Co.

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