PRINCIPLES OF LABORATORY

MANAGEMENT
lecture 1
leadership & management
By
Dr. Franklin Amartey Amarh (MLS.D)
 OUTLINE
Objectives
What Is Leadership
 The Concept and theories of Leadership
What Is Management
Comparison of leadership and Management
Styles of Leadership
Overview of classical management theories
Fredrick Taylor- Scientific Management Theory
Henri Fayol- Administrative Management Theory
Max Weber- Management Bureaucratic Theory
 OBJECTIVES
At the end of this lecture, student should be able:

• Understand the concept and theories of leadership

• Understand management
• Have knowledge on personnel and administrative management principles and
theories
• Appreciate the difference between management and leadership
• know the styles of leadership/management, its applications and pros and
cons
 THE CONCEPT OF LEADERSHIP

• Leadership is influencing for change

• The leader is the influencer in the leader-follower relationship

• The follower is the one being influenced

• The ability to influence is thought of as an innate characteristic

 CONCEPT CONT’D
• It is also thought of as a skill or a behavior that could be taught and learnt

• The former, makes leadership available to only a few who are born with the
innate abilities to lead( The Trait Theory)

• the later makes leadership available to all. Thus, it is a skill and a behavior that
can be acquired(the skill and the behavioral approach)
 THE TRAIT THEORY

• Conceptualises leadership as a natural predisposition due to the presence of

certain innate characteristics
oheight, intelligence, fluency etc.- Great Man Theory

• Because it focuses on innate characteristics and abilities

oleaders do not struggle
oit presents an opportunity to get the right people for the right job

• Takes leadership out of the remits of everyone

oViews leadership as a natural predisposition
 THE SKILL THEORY
• A departure from the personality characteristics which is largely fixed

• Places emphasis on skills and abilities that could be learnt and developed
oThe human skills
oThe technical skills and
oThe conceptual skills

• It focuses on the development of important leadership skills

• It makes leadership available to all

• Because of the diversity of the skills approach, it seems to extend beyond the
boundaries of leadership
 BEHAVIOURAL APPROACH
• Emphasis is placed on the behaviour of the leader and not the innate
characteristics of the leader as envisaged in the trait approach

• The behavior of leaders is imperative in this approach- Contingency Theory

• Two kinds of behaviours have been identified. These are;

oTask behaviour and
oRelationship behaviour

• It broadens the scope of leadership to include how leaders behave in various

circumstances, and the effects there off

• The effects of the behaviour of leaders and performance outcome have not
been adequately demonstrated
 MANAGEMENT
• According to Henri Fayol to manage is to forecast, to plan, to organize, to
command, to coordinate and to control

• Management is the art of getting things done through people

• Both leaders and managers work with people

• Leaders handle people differently depending on what leadership style

they adopt

• Managers are essentially very commanding and mostly task oriented

 Management
• The primary functions of management as identified by Fayol (1916) were
planning, organizing, staffing and controlling

• The overriding function of management is to provide order and consistency to

organizations whereas leadership is to provide change and movement

• Management produces order and consistency and leadership produces change

and movement

• For an organization to be effective, they need to nourish both competent

management and skilled leadership
 DIFFERENCES IN BEHAVIOR BY LEADERS
AND MANAGERS
Characteristic Leader Manager
Vision Search for long term opportunities Maximize current opportunities
Communication Tell people why we are doing Tell people what to do; listen to
something have an effect; listen for
understanding
Question(s) asked Why? How? What?
Planning An opportunity to excite, educate, A path to follow
prepare for the future
Power Something to share and use for the Something to have and use
goal of the group
Problem-solving style Something to learn from, Something to solve, fix
opportunity for growth
Perceived role Integrator; maker of decision Controller or decision maker
makers
MSH LEADING AND MANAGING FRAMEWORK
MSH LEADING AND MANAGING FRAMEWORK
 LEADERSHIP STYLES

1. Transformational Leadership

2. Transactional Leadership

3. Servant Leadership
 Transformational Leadership
• Transformational leadership can be used to describe a wide range of leadership
from very specific attempts to influence followers on a one-to-one level to very
broad attempts to influence whole organizations and even entire cultures.

• It is a process that changes and transforms people

• It is concerned with emotions, values, ethics, standards and long term goals

• It includes accessing followers’ motives, satisfying their needs and treating

them as full human beings.

• It often incorporates charismatic and visionary leadership

 Transformational Leadership
• It has the propensity to create an organizational culture in which employees are
empowered, accepted and encouraged to brainstorm to come out with innovative
ways of doing things

• Results in people feeling part of the decision making and are willing to do extra
to achieve organizational goals
 Strengths Of The Transformational Leadership
• Has intuitive appeal; it describes how the leader is out in the front advocating
change for others
• The needs of others are central to the transformational leader which means
followers gain a more prominent position in the leadership process
• Provides a broad view of leadership that augment all other leadership models

• The leader places strong emphasis on the followers needs, values and morals

• It motivates followers to transcend their own self-interests for the good of the
group
 Weaknesses Of The Transformational
Leadership
• Lacks conceptual clarity because it covers such a wide range of activities and characteristics

• This treats leadership as a personality trait rather than a behavior that people can learn.

• There is also the tendency to see transformational leaders as people who have special
qualities that transform them

• They have the potential to be abused

 Transactional Leadership
• This style of leadership refers to the bulk of leadership models, which focuses
on the exchanges that occur between leaders and their followers

• It involves a leader promoting compliance of his followers through both

rewards and punishments

• A politician who promises electorates goodies is being transactional

• Everything is about the task, the ultimate goal is the cynosure

• A typical utilitarian view towards leadership- ‘the end justify the means’
 Transactional Leadership

• This style of leadership is most often used by managers since it focuses on

the basic management process of;

o Controlling, organizing, and short term planning

 Some Assumptions Related To This Style
• Employees are motivated by rewards and punishment

• The subordinates have to obey the orders of the superior

• The main goal of the follower is to obey the instructions of the leader

• The subordinates are not self-motivated

 Strengths Of The Transactional Leadership

• Can be very effective for motivating subordinates and eliciting productivity

• Clear structures

• Achieve short term goals quickly

• Rewards and penalties are clearly defined for workers

• Leaders are not likely to be accused of favoritism

 Weaknesses Of The Transactional Leadership

• Limitation of creativity since goals and objectives are already set

• Does not reward personal initiatives

 Transformational Vrs Transactional
• Transactional refers to the bulk of leadership models which focus on the
exchanges that occur between leaders and their followers

• For instance, in a classroom teachers are being transactional when they give
students a grade for work completed

• Similarly, politicians who win votes by promising ‘no new taxes’ are
demonstrating transactional leadership

• In contrast, transformational leadership, this is a process whereby a person

engages with others and creates connection that raises the level of motivation
and morality in both the leader and the follower. Example, a manager who
attempts to change his or her company’s corporate values to reflect a more
humane standard of fairness and justice
 Transformational leadership and Charisma

• In addition to displaying certain personality characteristics, charismatic leaders

also demonstrate specific types of behaviors thus; strong role models for the
beliefs and values they want their followers to adopt

• These leaders communicate high expectations for followers and they exhibit
confidence in followers’ abilities to meet their expectations
 Servant Leadership
• This kind of leadership emphasizes the need for leaders to pay much attention

to the concerns and needs of followers

• Servant Leaders put followers first and empathise with them

• Servant leadership begins with a natural feeling that, ‘one who wants to be

served should first learn to serve’

• The deep seated desire and interest in helping others is the driving force for this

leadership style
 Servant Leadership

• Servant leadership is a paradox- an approach to leadership that runs counter

to common sense
• They demonstrate strong moral behavior towards followers, the organization
and other stakeholders

• They place the good of followers over their own self-interests and emphasize
follower development(Hale and Fields, 2007). Servant leadership is viewed as
a behavior

• Servant leaders are ethical and empower followers and help them to develop
their full personal capacities.
 Characteristics of a servant leader

• Listening- they communicate by listening first. Through listening they

acknowledge the view point of followers and validate these perspectives

• Empathy- Empathetic servant leaders demonstrate that they truly understand

what followers are thinking and feeling

• Healing-they support followers by helping them overcome personal problems.

• Awareness-understanding oneself and the impact one has on others

 Characteristics of a servant leader

• Persuasion-clear and persistent communication that convinces others

to change

• Conceptualization-this equips servant leaders to respond to complex

organizational problems in creative ways

• Foresight-the leader’s ability to predict what is coming based on what

is occurring in the present and what has happened in the past

• Stewardship-taking responsibility of the leadership role entrusted to

the leader.
• Commitment to the growth of people
• Building community
 Strengths of servant leader

• It is unique in the way it makes altruism the central component of the

leadership process. It is the only leadership approach that frames the
leadership process around the principle of caring for others.

• Servant leadership provides a counterintuitive and provocative approach to

the use of influence or power in leadership.

• It is a panacea since followers readiness to receive servant leaders moderates

the potential usefulness of leading from their approach.
 Weaknesses of servant leadership

• It creates semantic noise that diminishes the potential value of the approach.
Although servant leadership incorporates influence, the mechanism of how
influence functions as a part of servant leadership is not fully explained in the
approach.

• It is hypothesized to include a multitude of abilities , traits and behaviors

• Many practitioners of servant leadership are not necessarily researchers who

want to conduct studies to test the validity of servant leadership theory
 Conclusion
• Leadership is a topic with universal appeal in a popular press and academic
research literature

• Because both leaders and followers are part of the leadership process, it is
important to address issues that confront followers as well as issues that
confronts leaders

• These leadership styles should not be perceived as in silos but rather leaders
should be deliberate about their actions and be fully aware of which style to
apply
 SHARE YOUR PERSPECTIVES
Do you think leaders are born or made

Which people are more qualified to lead or manage our laboratories

Which leadership style is more applicable in implementing the various quality

system essentials in a typical Medical Laboratory

To what extent do you agree or disagree that technical skills overrides all other
skills needed in the medical laboratory management continuum
 TUTORIAL QUESTIONS
• The Laboratory Professionals of Korle-Bu Teaching Hospital KBTH are
disgruntled that the newly appointed Laboratory Manager has no Medical
Laboratory Science background and have threatened to embark on a strike if
the appointment is not withdrawn and another Person with Medical
Laboratory Science background, appointed for the position. The matter has
attracted the attention of the KBTH BOARD and you have been identified as a
level headed professional to submit a guidance on the issue

• What will your guidance be on this issue? 15 marks

 TUTORIAL QUESTIONS
• Management Theories is broadly classified under 3. Name them 3 marks

• The renaissance of 3 parts haematology analyzer to 5 parts haematology

analyzer is in tandem with which specific Management Theory? 2 marks

• State the exclusive features of classical management theories. 5 marks

 LECTURE 2

MANAGEMENT THEORIES
DR. FRANKLIN NII AMARTEY AMARH
 Management theories

Management theories are broadly classified under three;

• Classical

• Humanistic

• situational
 OVERVIEW OF MANAGEMENT THEORIES
classical management theories
It was developed to predict and control human behaviors in an
organization
It has these unique features
1. Chain of command
2. Division of labour
3. Unidirectional; top-down influence
4. Authoritarian leadership styles
 SCIENTIFIC MANAGEMENT THEORY
It is a well known management theory developed by Fredrick Taylor
It focuses on maximum productivity
It is premised on using scientific methods to increase efficiency
He introduced four principles of scientific management theory to increase
productivity
1. Using scientific methods to determine and standardize the one best way of
performing a task
2. A clear division of task and responsibilities
3. High pay for high performing employees
4. A hierarchy of authority and strict surveillance of employee
He suggested that this principles is applicable for all kinds of human activities
from individual simple task to sophisticated organizational activities
 ADMINISTRATIVE MANAGEMENT THEORY
• A well-known classical theory developed by Henri Fayol- A senior manager, he
developed this theory based on his personal experience
His main focus was on management
He introduced six functions and 14 management principles in his theory
FUNCTIONS
• Predicting
• Planning
• Organizing
• Commanding
• Coordinating
• Monitoring
These functions is reduced to four and running till date: planning, organizing,
leading and controlling
 ADMINISTRATIVE MANAGEMENT THEORY

Fayol’s 14 principles of management

 Division of work  Centralization

 Authority  Chain of command
 Discipline  Order
 Unity of command  Equity
 Unity of direction  Stability
 Subordination of individual interest  Initiative
 Remuneration  Esprit de corps 41
 MANAGEMENT BUREAUCRATIC THEORY

Also known as Weber’s theory of bureaucracy

The theory mainly focuses on organizational structure
He suggested that organizations should develop precise and comprehensive
operating procedures to perform predefined tasks
PRINCIPLES
1. Formal rules and regulations
2. Working relationship system
3. Specialized training
 Top 5 differences of Henry Fayol’s Administrative Management Theory
and Fredrick Taylor’s Scientific Management Theory

HENRY FAYOL-DEFINITION FREDRICK TAYLOR-DEFINITION

• Father of modern management • Father of scientific management
• Contributed 14 management • Contributed 4 management principles for
improving productivity
principles, accomplishing managerial
efficiency
CONCENTRATED
CONCENTRATED
• Low level management
• Top level management
APPROACH APPROACH
• Top management based on top • Supervisory and bottom upward
downward approach approach
 Top 5 differences of Henry Fayol’s Administrative Management Theory
and Fredrick Taylor’s Scientific Management Theory cont’d

FOCUS FOCUS
• Managerial efficiency • Increasing productivity of labour

THEORY BASIS THEORY BASIS

• Personal experience • Observation and experiment
Managerial Grid

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 Management Thoughts
• Behavioral Theory
• Implementation of the scientific management led to
economic progress
• Critics pointed to dehumanization of the workplace
• Labour and management conflicts ensued; worker apathy
and boredom was widespread
• These led to challenges to the assumptions of the scientific
management theories

46
 Management Thoughts
• Hawthorne Studies (by Mayo and colleagues)
• Conducted at the Western Electric plant in an attempt
to determine if there was a relationship between work
environment and productivity
• Illumination in one work area was adjusted and
another area acted as control
• Productivity in each group was compared and was
increased in both groups
• Deduction: increase in productivity was due to
increased attention paid to both workers 47
 Management Thoughts
• Hawthorne Studies (by Mayo and colleagues)
• Other studies were conducted and illustrated that:
• Workers will perform at a level informally set by the
work group
• External management often will have little impact on
those decisions
• Social processes play a major role in determining
worker attitudes and behaviour
• Led to the development of human relations
movement: concern for workers : increased
productivity 48
 Management Thoughts
• Human Relations Movement
• Sought to bring the wants and needs of individual
worker into the discussion
• Maslow’s theory on hierarchy of needs which
determines human behaviours was adopted:
Physiological
Security and Safety
Love and feelings of belonging
Prestige and esteem
Self fulfilment
Curiosity and the need to understand 49
 Management Thoughts
• Human Relations Movement
• When needs are satisfied, employees would be
motivated to work at their best
• Every individual must be compensated and
supported to the point where his/her basic needs are
fulfilled and is no longer a concern.
• What might fulfil ones needs may not address
another’s perceived needs
• Individual attention to each worker is a requirement
for management to succeed 50
 Management Thoughts
• Douglas McGregor (Theory X and Theory Y)
• Assumption states that behind every management
decision and action are assumptions about human
nature and behaviour
• Theory X
• People need direction and control and are incapable
of taking responsibility.
• Individuals need financial inducements and threats to
make them work- very much in tandem with
transactional leadership style 51
 Management Thoughts
• Theory Y
• People want their work to be fulfilling that they seek
self-respect and self-development.
• Theory suggest work is a natural human enterprise
and that the average person does not dislike work
• Effort on the job need not come as threat but rather
results if individual is committed to the organization
and its objectives.

52
 Management Thoughts
• Quantitative Theory
• ‘If it can be measured, it can be managed’
• Focused specifically on the development of
mathematical models.
Operations Management
• Develop set of tools, applied mathematics and
human resource management to develop techniques
to produce products and services
• It includes substantial measurement and analysis of
internal processes
53
 Management Thoughts
• Quantitative Theory
Management by Objectives
• Integrates the concept of managing what can be
measured while simultaneously bringing the
individual into focus
• Key points
• Objectives must be clearly defined
• Plans for achieving the objective must be detailed
• There must be on-going monitoring
54
 Management Thoughts
Integrated Theory
• Systems theory represents a merger of ideas
from scientific management and human relations
movement
• Consider the organization as a system
• It will experience problems and issues will be
addressed
• Systems-oriented manager will look at the
opportunities the problem might bring and try to bring
available resources to bear on the situation
55
 Total Quality Management and
Quality Improvement
W. Edwards Deming
• Referred to as the founder of modern quality
management
• Total Quality Management (TQM) begins at the
corporate level
• The entity must have commitment to the continuing
improvement of products and services
• Inspection and review must be on-going (don’t bother
about post-production process)
56
 Total Quality Management and
Quality Improvement
• TQM is a description of the culture, attitudes and
organization of a company that aims to provide
and continue to provide it customers with
products and services that satisfy their needs
• A subset of TQM is Continuous Quality
Improvement (CQI)
• CQI forces the organization to look at its employees and their work as
part of a continuous process
• CQI has more human face than TQM

57
 New Concepts
Continuous Lifelong Learning
Identify where a person is at the moment and where
the person needs or wants to be

Process Re-engineering
Forces the organization to rethink how it does its work
and how it can be done better.
Six-Sigma
Measures how far a given process deviates from
perfection
58
New Concepts

59
 Decision Making
• Core administrative action that pervades all
healthcare organizations and is essential to
managerial functions.

60
 KEY PERFORMANCE INDICATORS(KPI’s)

• They are measurable variables or indicators that can be used to demonstrate

how effectively organizational, groups or individuals goals

• The purpose is to measure work out put, achieve goals and to make data
based decisions

61
 TYPES OF KPI’s
• Leading Indicators(predictive)

• Lagging Indicators(descriptive)

• Input Metrics(resources)

• Output Metrics(results)

• Outcome Metrics(impact)
62
 HOW TO MAKE EFFECTIVE KPI’s

• It must be S.M.A.R.T

• Specific, Measurable, achievable/ Attainable, relevant And Time Bound

• It must be properly aligned with organizational or individual goals

63
 PUNCHLINES OF THE LECTURE
Management and leadership has evolved from the times where it was the sole
preserve of the few, thought of to have special innate capabilities, it is now
taught and learnt and it is available to all.

The difference between good and bad Managers is the proper applications of
the knowledge accumulated in management.

This is a function of one’s sensibility

I’M GRATEFUL IN PROFUSION TO ONLY THE
ATTENTIVES

THANK YOU TO ALL