MLT 529 CLINICAL LAB MANAGEMENT (2 credit unit)

Syllabus content
1. 2. 3. 4. 5. 6. 7. 8. 9. Management Concept Organizations Communication Decision making and problem solving Testing policies Management of laboratory operations Regulatory and professional oversight The laboratory economics Revenue and cost accounting for clinical laboratories

Course Objectives
To familiarize students with basic management concepts and practices and methods to determine possible success of laboratory operation. This subject not only serves as useful reference guide when students are exposed to operational issues in managing the clinical laboratory, but is applicable to other lab settings as well.

Teaching Methodology
Lectures Tutorial

Assesment
Continous assesment 40%
Test 1 - 20% (6th week) Test 2 20% (12th week)

Project Final Theory Exam

20% (group work) 40%

References
Burtis CA, Ashwood ER(1999). Tietz Textbook of Clinical Chemistry. 3rd Edition. WB Saunders Co., USA Lewandrowski K (2002). Clinical Chemistry : Lab Management and Clinical Correlations. Philadelphia: Lippincott Williams & Wilkins Donna LN. (2000). Clinical Lab Management. McGraw Hill. QY23N688c (additional references used by me).

Lecture 1
Management Concepts

Lecture 1 Management Concepts

Role of a manager Major management theories The management process Management by objectives (MBO)

Overview of Clinical Laboratory (Government Hospitals)

Main clinical units
Microbiology
Bacteriology Virology Parasitology Mycology

Hematology Biochemistry Blood banking Serology Media Preparation QA Unit Store Washing Room Sterility/Autoclave

Other units

The Role of the Clinical Lab

Role different from other medical services
Name them please !!!!

Lab testing
Deal in absolutes (+ve or ve) Likely to get involve with lawsuit Blames ? Expectation often exceeds technical capability

Definition of Management

Management
The act of manner or practice of managing, handling, supervision or control. Is the organisational process that includes strategic planning, setting objectives, managing resources, deploying the human and financial assets needed to achieve objectives and measuring results.

Management aspires to:

Effect positive changes in the organizations we lead

Role of Manager
Is it the same ???? Or is it by objective (MBO) Definition of Manager
To plan To organize To coordinate To oversee the overall operation of the management

Role of Clinical Laboratory Manager

To plan, organize, coordinate and oversee the overall operation of laboratory activities concerned with the examination and testing of potentially hazardous biological, chemical and environmental hazards Previously role of diagnosing and monitoring disease did not exist In 1900s, NIH, University and pharmaceutical companies entered the research line..this leads to better understanding of disease processes and prevention

Factors affecting Clinical Lab Management (CLM)

The unique role of the CLM in Medical Practice
Differs from other clinical medical services Easy target for regulatory agencies, malpractice suits, and investigations of billing practices Tend to deal with absolutes (ie. +ve or ve+ Results need to be scrutinised as to their accuracy and precision

Government regulation
Complying with complex, confusing and constantly changing government regulations

The Shift to Automation Technology The Health Care Economic Crisis and Emergence of Managed Care The Move to Reintegrate Health Care

Management Theories
Scientific Management Theory (19801940) Bureaucratic Management Theory (19301950) Human Relations Movement (1930-today)

Scientific Management Theory

Developed by Frederick Taylor, US Careful specifications and measurement of all activities and results Tasks were standardised as much as possbile Practice in assembly lines and other mechanistic, routinized activities

Bureaucratic Management Theory

Developed by Max Weber Embellishment of scientific theory and bureaucratic theory Divide organizations into hierachies Establish strong lines of authority and control Developed Standard Operating Procedures SOP for all routine tasks

Human Relations Movement

Put up by unions and governmental agencies More attention given to individuals and their capabilities in the organization Organization/workers prospered together Human Resource Department (HRD) developed incorporating behavioral sciences

The Management Process

Principal management functions

Planning Organizing Leading Controlling

`PRINCESS factors
1. 2. 3. 4. 5. 6. 7. 8. Planning Representing Investing Negotiating Co-coordinating Evaluating Supervising Staffing

Systems of Management
Centralized Decentralized

There is no correct answer: both have a role to play in an organization

Centralized Management
One individual sets all policies, charts all courses, makes all decisions Good in small settings Criteria
Organization must be small to permit manager supervises all staff members The manager must have time to make decision and to supervise

Decentralized Management
Authority is delegated to certain individuals in order to achieve results through the efforts of others Possibility of delegating authority to someone who is unsuitable Does delegation of authority to others results in loss of own authority??

decentralized management
No!! Those in authority are expected to make decisions on their own within the framework and according to the intent of the managers policies The authority is expected to seek counsel if he is unsure or when a decision affects the work of some area other than his own

How to choose people who are capable of exercising authority?

Leaders who have many of the same basic qualities as an effective manager Reach the level of achievement and quality of work Consistent, logical, fair, decisive, communicative Share most of the ideas and goals of the manager

Management by Objectives
MBO

What is MBO?
A process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what they are First popularized by Peter Drucker in 1954 in his book The Practice of Management

Main Principle
MBO outlines written description of objectives and timeliness for their monitoring and achievement To get managers and employees agree to what to achieve and their commitment

MBO Objectives
Objectives must be SMART

SMART criteria
SMART
Specific Measurable Achievable Realistic Time-specific

MBO receives criticism. Why?

Could be counterproductive and contribute to a climate that may lead to distortion of the system, manipulation of accounting figures, and ultimately unethical behavior.

Thank you