76000 71646 BMLSIII-B

Laboratory Management
Management:
Chain-link- symbolizes leadership and
people. The symbol for management.

Tom Peters- the arrangement

and animation of human affairs
in pursuit of desired outcomes.

Getting things done through people.

Management:

Creativity an energy combination of

scarce resources into effective and
profitable activities, combination of
skills and talents of individuals
concerned to achieve common
commission.

As a Science

Management to be successful:

Customer Satisfaction- measure of

performance and long term success.
Patients and doctors requesting.

Systematic body of precise

elements, scientific and exact
aspects have to be learned and
assimilated.
Systematic body of knowledge
with theories, concepts,
principles, experiments and
function.

As a Profession
-

Skills and aptitude must be

understood for aspiring
managers.
Require formal education and
training with updates of
professionalism.
Should have academic
qualification and personal
qualification from anybody.

As an Art
-

Use of creativity , imagination,

initiative and invention within
the overall sphere of the
occupation.
Managers must apply their
interesting ability.
Must posses practical
knowledge acquired from
experience.

Mission- to provide holistic quality

health care to all.

Mission- purpose of the

existence of the organizations.
Authority- leaders to direct
team towards goal.
Resources- people, equipments,
supplies, money.
Accountability- for using the
resources established.
Responsibility- achieving goals
assigned.

Major Management Theories

History

Other Definition:

Resources
o People
o Machinery
o Money

Henri Fayol- process of

forecasting, planning,
organizing, commanding,
coordination, and controlling.
E.F.L Brech- social process of
planning and guiding constitute.

Scientific management theorycause and effect. (problem and

solution) analysis to the study
of organizations.
o Henri Fayol- management
as an orderly process of
tasks and duties.
o Fredrick Taylor- father of
scientific management
theory. Broke down tasks
into segment that would
be analyzed for ways to
improve efficiency.
o Frank and Lillian Gilbrethdevelop methods analysis
when performed.
Standards are based.
Bureaucracy Management

Uses
hierarchal
chain of
command.
(Scalar
chain of

patient/custome
rs
Line workers
Section
Supervisors
Dept. Manager
VP/Asst. Admin
CEO/Admin

As a Representative

As a person: Talent and Knowledge

-

Like other people with similar

fears, domains, hope, life
problems, aspirations, potential
and expectations.

As a Servant:
-

Board of
Directors
command/ladderized
chain of command) to
examine the
organizational structure
of the company.
Rules, regulations,
division of labor.

Shares power, puts the needs

of others first and help. People
develop and perform as highly
as possible.
Traditional organizational Chart

Organizational Behavior Management

-

Looking at people and how they

function and interest within the
organization.
Systems Analysis Management
o Continous process
interacting within itself
and within its
environment.

Whos in charge?
Managers
-

Priority/Patient Focused
Organization Chart

Professionals employed to
manage someone elses
nusiness.
Steward of assets entrusted to
them.
Called to wear many hats in
performing their duties.
Required to play 3 basic roles as
leaders of organization:
o As a Person
o As a Servant

Board of
Directors
CEO/Admin
VP/Asst.
Admin
Dept. Manager
Section
Supervisors
Line workers
patient/custo
mers

As a representative
-

Represents the owners or board

of directors of the organization
he works for.

Supplies the needs of others

(workers) and presents their
concerns to the owner.

Skills of a manager

Organizational Skill
- Ability to conceptualize
apply management.
Process, systematize
workflow, make decisions
and communicate with
coworkers.
People Skill (human resources)
- Understanding basic
theories of human needs
and work motivation.
Financial Management Skills
(Financial resources)
- Effective use and
accounting for the
monetary assets of the
company.
Technical Skills (Lab Operations)
- Use physical resources to
convert operational
parameters which are
products and services.

Authority
Resources
Accountability
Responsibility
Skills of a manager
People
Organizational
Financial
Technical
Management by Objectives (MBO)

Concepts of Management:
Science
Art
Profession

Program that embodies all of

the concepts in the
management process.
Incorporates the principle of
planning, operating, directing
and controlling.
Qualitative or quantitative .
Should state:
o What is to be
accomplished
o How much of it
o How it is to be done
o When it is to be
accomplished/completed

Management theories:
Bureaucracy
Organizational Behavior
Scientific
Systematic

Characteristics of objectives

Roles of a leader
Servant
Representative
Person
Factors for success
Mission

Simple- should be clear and

understandable.
Measurable- there is a way of
knowing when the objective has
or has not been accomplished.
Best measurement is
quantitative.
Achievable- attainable within
the power of an individual who
was given the task.
Relevant-action plans should be
directed to the major problems
of the community.

Time-bound- time frame when

the objective is to be
accomplished.
Have a built-in feedback
mechanism.

Implementing an MBO Program

3 phases in implementing
1. Setting goals and objectives.
2. Sharing the objectives with the
staff.
3. Meeting and coming to a mutual
agreement.
Example:
Project installation of an automated
coagulation analyza
1)objecti
ves
Assess
ment

Measure
ment

Timefr
ame

a)
space

survey

b)
Power
Supply
2)
installat
ion

Engr.
Dept.

April
30

Installed

May 7

Quality Laboratory Process (QLP)describes the policies, procedure,

personnel standards, laboratory
methods, system operating for tests.
Quality control- procedure for
monitoring the process of a good QC
system helps to prevent, detect and
connect problems, monitors analytical
performance in relation to accuracy
and precision.
Quality Assessment (QA)- monitors
overall performance, analytical
performance
Quality planning (QP)- a pre requisite
to quality assurance.
Quality Improvement (QI)- outcome of
control and assessment. Sum of QC
and QA. Identify some of the
problems.

evaluat
ion

QC goals- requirement to satisfy

customers.

Work
comple
ted

Chapter 2. LEADERSHIP

Is the ability to influence people

toward the attainment or
organizational goals.
Tied to the personality and
persuasive talents of the
person.
Dynamic and involves the use
of power.
Persuading, directing. Inspiring,
guide bringing about
commitment.

Comple

ted
functio

nal
parallel
runnin
Organizational factors in leadership
g
Corp[orate culture

Total Quality Management

TQM is a comprehensive and

structured approach to
organizational management
that seeks to improve the
quality of products and services
through ongoing refinements in
response to continous feedback.

The TQM Framework involves:

Establishes the climate and

rules under which management
operates.

Authority- empowerment to act in the

name of the organization.
Source of power

Legitimate power- power

coming from a formal
management position. Ex.
Promotion.

Reward power- stems from the

authority to bestow rewards on
other people.
Coercive power- the authority
bestow recommend
punishment.
Expert power- leaders special
knowledge or skill regarding the
tasks performed by followers.
Management Styles: (Rensis
Likert)
o Exploitative and
authoritative- views
workers as tools.
o Benevolent and
authoritative (paternal
approach)- feel that they
know what is best for
their employees without
seeking feedback.
o Consultative- feel that
the opinion and the
advice of the staff are
useful but his decisions
remains.
o Participative- inclusions
of the same team
approach.

Leadership models established to

teach leaders the proper way to act.
A. Personal trait
a. According to Jim Rohn
efficient leaders are:
i. Strong but not
rude.
ii. Kind but not weak
iii. Bold but not a bully
iv. Humble but not
timid.
v. Proud but not
arrogant
vi. Witty but not dilly;
fun but not foolish.
vii. Realistic- deals
with facts.
B. Leadership Behavior
a. Employee-oriented vs.
production oriented.
i. Strong ties to
employees; more
time in supervision

than in production
work; concern for
people on and off
their jobs
(employee
oriented)
ii. Emphasizes high
productions at the
expense of others.
Views workers as
tools. (production
oriented)
Initiating structure vs. Consideration
-

Marks emphasis on actively

directing the staff. Assigning
particular tasks; specifying
expectations and uniformity of
procedures, deciding what and
how things are done.
Treating works as equals.
Ralph Stagdill Paul Hersey,
Kenneth Blanchard
OHIO stat leadership quadrant

Quadrant 3
High
considerati
on, low
initiating
structure
Quadrant 4
Low cons.
Low
initiating
structure
Managerial Grid

Quadrant 2
High cons.
High
initiating
structure
Quadrant
Low cons.
High
initiating
structure

-shows relationship between

concern for productions.
- By R. Blake and J. Mouton
Management influence; management
style
1. Attitudes and assumptions
manager.
2. Policies and procedures.
Type of leader

Authoritarian- strong on task,

weak on people skills. (9,1)

Country club- strong on people

skills, weak on tasks (1,9)
Impoverished- weak on tasks,
weak on people skills (1,1)
Team leader- high task, high
people skills (9,9)
o Lead by positive
examples
o Foster a team
environment
o Encouraged the team to
reach goals effectively
o Work tirelessly to
strengthen the bonds
among various members.

Authoritarian (high task, low

Relationship skills)
-

Task oriented, hard on their

workers (autocratic)
Very strong on schedules they
expect people to do what they
are told without questions or
debate.
Tend to flow on who is to blame
rather than concentrate on
exactly what happened and
how to prevent it.
Consider creativity and human
relations unnecessary.

Country Club(low task, High

relationship on people)
-

Predominantly use reward

power to maintain discipline
and to encourage the team to
accomplish its goals.
Almost incapable of employing
the none punitive.

Impoverished (laissez faire

leaderships)
-

Use a delegate and disappear

management style.
Not committed or either talk
accomplishments or
maintenance.
Allows team to do whatever
they want to do.

Middle Rode Leader (medium people

and task concerned)

Weak balance between

concern for people and talk.
Avoid conflict situations
Do not try to push others too
much.
Perform routine job functions.
Do not envision much growth in
the future.

Steps a leader should go through to

improve leadership ability:
1. Identify current style.
2. Decide on the best style for a
given situation
3. Determine what attitudes and
behavior changes are required.
4. Encourage management to
develop the organizational
culture.
Theory X and Y
-

Proposed by Douglas Mcgregor

Close stimulation of the
Pygmalion effect (students tend
to learn and perform in the
manner anticipated by the
teacher)

Theory X
- Managers believe that people
inherently lazy and dislike work.
-

Must be coerced into

performing their duties by
constant supervision.

Theory Y
- Work is a natural part of life.
People have high degree of
ingenuity and creativity.
-

Workers are self-learners and

seek responsibility for their
performance
Exercise self discipline.

Situational Leadership Models

Situation leadership styles
-

Based upon combining directive

behavior and supportive
behavior
For leadership (Hersey and
Blanchard)

o
o
o
o

Telling- high directive

behavior and low
supportive behavior.
Selling- highdirective,
high supportive.
Participating- low
directive, high supportive
Delegating- low directive,
low supportive.

Contingency theory
-

Proposed by Fred Fielder

Leadership styles would match
the situation
Situation is established by:
o Leader- member relations
o Task structure
o Position power

Continuum of leadership
-

Proposed by R. tannenbaum
and W. Schmidt.
Ranging from completely
autocratic to democratic.

Degree of Freedom

Vroom and Yetton defined 5decision making methods

o A1- leaders takes
information and decides
alone.
o A2- leaders get
information from
followers and decides
alone.
o C1- leaders shares
problems with followers
individually, listen to
ideas and decides alone.
o C2- leaders shares
problems to followers as
a group listens, decides
alone.
o G- surveys problems to
followers as a group,
seeks and accepts
concensus agreement
application or leadership
principle.

Management Process
Managin
g

1. Boss-oriented
a. Total use of authority of
supervisor
b. Makes his decisions and
persuades staff to agere
with his view point.

controlling

2) Boss-subordinate oriented

Directing

3)Subordinate-oriented
a) Gathers data, defines
problems, seeks solutions
before deciding.
Normative theory

organizin
g

Pathgoal theory
-

Proposed by Robert House

Leader provides pattern which
staff can achieve goals